Carden carrieresume2016

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Information about Carden carrieresume2016

Published on June 2, 2016

Author: CarrieCarden

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1. CARRIE CARDEN 817/629-1050 cardencarrie@aol.com SUMMARY: Senior Project Manager with 17+ years of experience delivering enterprise-wide IT solutions and Programs to Fortune 500 companies spanning several industries including e-Commerce, SaaS, Energy, Human Resources, Healthcare, Financial, Real Estate and Banking Services PROJECT TECHNOLOGY SUMMARY: Methodologies/Delivery Models: Project Management (PMBOK), PMO Governance, IT Service Management (ITSM), Software Development Life Cycle (SDLC for Waterfall, Iterative, Agile, RUP, Scrum, OOAD), Business Process Modeling (based on best practices using BPMN), Epics/Story Estimation Methodologies, Quantitative Data Analysis (QDA), Capability Maturity Model (CMM), Quality Management (Six Sigma),SEO, SEM and SERP Marketing Techniques (positionly.com and mention.net) ERP and Technology Implementation Experience: SharePoint Server (2013, 2010, 2007, 2003), MS Office 365 , Microsoft SCM, Oracle ERP/SCM, MS Team Foundation Server, JIVE 7 Social Forum, IBM Rational Team Concert (integrated with HP LCM), Cisco, WebLogic, WebSphere, Oracle Database (8, 10g, 11i), ODA, ZFS, Oracle Fusion, Oracle Financials, CRM (On Demand), Microsoft Dynamics ERP (including GP 2015), AX Retail 2012 R3, Microsoft SQL Server (2008,2005,2000), Windows Server (2008, 2003, 2000),IVR, Tools: Microsoft Project/Server, Microsoft SCM, MS AX Dynamics ERP, Team Foundation Server, Rally, Remedy, Clarity, IBM Rational Suite (RTC), Salesforce, CRM, SharePoint 2013, Cognos (ReportNet, Impromptu, PowerPlay), WBS Pro Chart, PlanView, Primavera (now Oracle), TOAD, WordPress, IQ Reports, Hyperion Reporting Tools, MSDN Reporting Services ERP: HIS, SAP, Microsoft AX, Oracle/Fusion, SharePoint, File.Net, Salesforce CRM, Microsoft Team Foundation Server, MS Dynamics/AX 2012 R, Hyperion Reporting, SAP Reporting, MS Objects, Tableau PROFESSIONAL EXPERIENCE: Program Manager, Consultant Dell Financial Services 12/29 to present Accountable for DFS Feature Team responsible for MS Dynamics software implementation and integration projects with a budget slightly under $4M in addition to being a key contributor to a newly developed PMO for the IT organization. 100% accountable for a team of on-shore and off-shore developers, testers, and end users in executing Agile Scrum 2 week sprints utilizing Team Foundation Services for Sprint planning, backlog inventory and logging defects serving in the role as Scrum Master. Key contributor to newly developed PMO for DFW organization. 100% accountable for: • Implementing agile process for the DFS program by training on and off-shore teams on agile fundamentals and coaching team through the process including using TFS to inventory Epics, user stories and associated tasks. • Budget forecast, actuals and accruals • 7 projects under Program Umbrella; tools used to support metric tracking, resource allocations and tasks were ChangePoint, SharePoint, Remedy, TFS • 100% responsible for vendor management with regard to SOWs, POs and Invoices • Introduced new metrics to newly developed PMO which were adopted; only Program Manager selected to reside on governance team • Hiring, mentoring, firing of all program resources a key responsibility • Release Manager for project launch weekends 1

2. Senior IT Project Manager/Account Manager Comprobase Consulting – Permanent Client: Tishman Speyer 5/2015 – 12/15 Responsible for developing Project Management governance metrics to determine project health status and setting up Salesforce to support Comprobase’s future growth. 100% responsible for managing the customer’s business intelligence production support team and overseeing all software development with total accountability for developing Statement of Work, contract and billing management, status reporting, risk management and escalation, management of off-shore and on-shore resources, defining scope, business requirements, architecture and design and delivery of a quality product. Activities included: • Actively participating in the planning of retiring a legacy financial application and migrating to Microsoft Dynamics GP 2015 to map integration points and oversee completion of technical documentation • Identifying the impact of all ancillary source systems and downstream impact of the current data warehouse • Facilitating planning for redesign of current data warehouse to accommodate MS Dynamics GP data; gaps in data population and resolution • Design for merging legacy and new data for reporting • Partnered with client to determine cut-over timeframe and system adjudication • Developing comprehensive knowledge transfer content and approach to production support team Consulting Senior IT Consultant – Program Management Short and medium term IT contract engagements Senior Project Manager Volt Consulting Services 1/2015 – 5/2015 Advanced Micro Devices Project Manager responsible for backfilling PM/BA role from project inception through implementation as a result of a recent enterprise workforce downsizing for AMD. Key initiative for AMD was the consolidation of existing external social media forums (AMD Community, AMD DevGuru and FuseTalk Support and Gaming) to improve their customer and partner experience creating synergy between their registered users. All three forums were combined into one community hosted by JIVE in a public cloud. Responsibilities included: - RFP vendor selection and managing all 3rd party SOWs - Project Manager with 100% accountability for schedule, resources and budget - Business Requirements development and facilitation of 3 day work sessions with JIVE; included defining SEO/tagging strategy - Facilitated business process meeting for future state using BPMN in developing Visio diagrams - Identifying social media user guidelines based on federation and SSO technologies for security - Detailed Schedule with 3rd party collaboration - Detailed design and landscape document - Test Strategy; developed use cases with the business users to assist them in determining the sequences of interactions between web sites and users for each particular forum - Communication Plan to external client and partner communities - PMO artifacts and approvals developed, executed and approved through the critical phases of the project for hand-off to Marketing Team Professional Services Program Manager Creative Cloud Consultants, LLC, Austin, Texas 09/2013 – 12/2014 Endeavor Energy Project Manager overseeing multiple projects for a $4 billion Energy company in Midland, Texas. 100% responsible “from cradle to grave” two projects; SharePoint 2013 implementation and Microsoft 365 for 1,900 resources. Key deliverables and tasks project team responsible for: - Off-loading Exchange, - Lync - SharePoint Servers on-site - MS Licensing Structure Project team performed gap assessment to ensure proper training materials were developed and excellent training provided to client community. Team reviewed/address “current state” (functionality they had currently) and “future

3. state” (changes/features not available or available). Once this was done for every major business unit the lions’ share of the work included: - Configuring ADFS (Active Directory Federated Services) - Build out of new intranet on Office 365 using Metalogix to migrate content from old on premises due to cloud hosting - Migrating exchange to the cloud; relied on tech leads but documented bumps in the road; the tools used to perform migration required a learning curve impacting schedule - Band width/time to perform migration slower due to band width metering by Microsoft had limitations because of band width throttling Total duration of project from cradle to grave: 5 months Emerson Pipeline Management In the role of Project Manager, oversaw for a large Energy pipeline manufacturer the replacement of a legacy SCM application and migrate clients to Oracle’s CRMoD (On Demand). Responsibilities included business analysis and project management using SDLC/Waterfall: - Facilitated sessions with client BAs and SMEs to gather information and document “current state” and “future state” using BPMN methodology - Developed business charter and ROI with Key Stakeholder - Made presentation to Governance Committee to obtain project funding - BA/PM responsibilities for project implementation from legacy PATT CRM to Oracle CRM/SCM - Oversaw on-shore and off-shore development; worked closely in providing understanding of business requirements - Developed use cases to test design and development; worked with clients to develop integration and UAT testing Safeway Certifications Responsible for a SaaS Point of Sale deployment for a medium sized e-Commerce company. Responsible for performing all due diligence on their current business processes and business model including review of current revenue stream and product pipeline forecast. Also in scope was a thorough review their current technical infrastructure to support operations and review scalability opportunities. Accomplishments: - Gathered business requirements and documented “current state” and “future state” using BPMN methodology and creating Vision documents - Documented additional features and functionality needed for “future state” application and documented using Visio - Developed RFPs for potential POS Cloud/Service providers - Reviewed Cloud providers’ security rigor and policies to protect proprietary data - Developed a cloud usage policy that articulated the customer’s business processes and data that management agreed could be supported by adopting this business/technology model and ensure adherence to PCI standards. - Terminated agreement with 3rd party application provider used since 2005 - Deployed SaaS POS with 3rd party vendor; retailer was e-commerce (no brick and mortar shops) Senior IT Project Manager The Millenium Group USAA, San Antonio, Texas (contract through the Millennium Group) 2/2013-9/2013 Senior PM/Scrum Master Business Intelligence Development Contracted to backfill a senior project management position responsible for BI projects in Human Resources using Hyperion and developing interfaces to the ERP SAP application. Sole responsibility for managing 6 Agile/Scrum teams with a capital budget of $6M and 21 project team resources. This position serves not only as the PM accountable for tracking, monitoring and reporting financial costs for all projects using the company’s EPMS from concept to implementation; in addition to these tasks, serving in the role of Scrum Master accountable for: Agile Card Wall development and maintenance, facilitating daily huddles, story development and pointing, tasks estimations, burn rate charting, risk assessment and iteration/release planning. PM responsibilities overseeing the HR BI data mart included: - Facilitating working sessions with the key business stakeholders in developing epics and user stories and assigning points on Fibonacci point estimations for sprint implementations - Documenting current state from the key applications of origination and understanding conversion/extraction/load process needed; documents created using Visio and BPMN best practices - Working with the IT Enterprise Architecture team to ensure technology aligned with IT’s overall strategy - Maintaining burn down charts to determine project team velocity to meet delivery expectations 3

4. - Overseeing report developers; working with business analysts to develop report prototypes and performing demos to ensure customer satisfaction prior to deployment - 100% responsible for managing the project teams, budget, schedule and quality; key to our successful implementation was meeting the business stakeholders’ definition of “success” Think Finance – Fort Worth, TX 10/2012 – 2/2013 Kforce Software Development/Deployment Managed a project team responsible for deploying an e-finance SaaS solution offering several financial services from inception, implementation and warranty period working with on-shore and off-shore development teams. Project team used HP LCM tools and performed the following: • SaaS contract negotiations and sign-off • Developed cloud-based service level agreements regarding application availability, DR and data retention policies • Requirements gathering and current/future state business processes using Visio based on best practices; obtained Business Stakeholder sign-off • Oversaw design, test and user acceptance of software and ETL with financial institutions and adherence to PCI standards • Testing with SaaS provider • Training on reporting tools • Used cloud based model specifically virtualization technology to gain efficiencies during data migration Reed Elsevier – Houston, TX 12/2010 – 10/2012 Kforce Software Development/Data Services Contracted as the Senior Project Manager/Product Owner who was solely responsible for the software development of a new testing product initiative for a Houston based medical school which was partnering with Reed Elsevier. Deliverables included developing a proprietary e-Commerce application and deploying an existing testing software in all Medical Universities and test centers in Houston, Texas. • Product Owner overseeing team comprised of 16 developers (on and off-shore), 3 QA, 3 BA, 2 SMEs. • Worked with team to develop epics, user stories, story point estimations and back log prioritization • Developed and mentored project team in challenge areas; had direct impact on all raises and promotions for staff. • Key project deliverable areas were emphasized in business epic development and story breakdown by gathering risk and understanding design impact on timeline. • Implemented industry standards to improve all projects going forward; recommendations included using B PMN, and PMBOK where appropriate for the organization • 3rd Party contract monitoring and management; dashboard reporting on all projects to key stakeholders Cash America – Fort Worth, TX 12/2007 – 4/2010 Program Manager Software Development/Integration Responsibilities included management of internal and off-shore project teams. 100% responsible for: • ASP.NET environment; PM responsible for all pawn and pay day loan systems across 27 states ($64M project); on and off-shore development groups - 47 project team members • Enhancing the existing e-Commerce platform • Eight (8) new shops required overseeing and planning for new furniture and upgrades to HVAC and Telephony Infrastructure • Business Process Flow and Technical Current and Future State defined and documented to ensure enterprise business and system integration points included “in scope” for successful delivery using Visio to document and BPMN guidelines. • Facilitated business requirements gathering and documentation, use case and storyboard development, creation of WBS breakdown with project schedule, Monitored/Controlled Development Effort Estimating, QA and UAT testing and customer final sign-off criteria. • Managed internal and off-shore project teams throughout SDLC; integrated SOA global delivery model planning all iterative development and implementations. • 3rd Party contract monitoring and management of SOW (EPC, Certegy)

5. • Project Status and Reporting to Business Stakeholders, Governing Body, IT and PMO Responsible for performing due diligence on an IT strategic objective to deploy a SaaS delivery model and providing recommendation on the following: - SaaS vendor candidates - Developing service level, data retention and availability policies for a SaaS model - Present to Governance Body using PowerPoint and Visio - Document outcome and next steps First Command – Fort Worth, TX 2/2007 – 10/2007 Software Development and Implementation First Command is the largest provider of financial services to retired military families. Contracted as the Senior Project Manager to be 100% accountable and be sole responsible for leading the project team to accomplish two high profile initiatives: • SAP implementation for Accounting and HR (time & labor module, HR benefits module and AP module) • Implementing a content management solution using FileNet • Implementation of Advisor Application using PeopleAdmin Tasks and activities for both initiatives included: • Third party Contract – Monitoring of all implementation roles, responsibilities and implementation costs associated with the SAP implementation. • Managed six AGILE sprint teams in the development and successful execution of interfaces integrated with SAP internally; gap assessment process, OOAD methodologies and processes creating Use Cases, scope document, business current and future state document, technical current and future state document, gathering and documenting business requirements, system requirements, developing test scripts and adhering to project schedule • Accountable for the production implementation of SAP ECC modules and compiling lessons learned to perform look back and evaluation. • Responsible for Proof of Concept with advisor department; on-line application and submission to obtain financial planning licenses using PeopleAdmin software Burlington Resources (ConocoPhillips) – Fort Worth, TX January, 1998 – January, 2007 Program Manager FULL TIME Infrastructure/ITIL Business Continuity Software Development Data Services Burlington Resources, a Fortune 500 company, was one of the world's largest independent oil and gas exploration and production companies. It was acquired by ConocoPhillips in early 2006. Infrastructure Projects (Accountable for cost, resource, schedule, scope and risk management) • Data Facility Move (Fort Worth to Houston, Texas). • Disaster Recovery Project: Involved terminating 3rd party contract with SunGard and bringing DR in-house. Project included storage and hardware procurement and desktop configuration, setup and installation of applications. • Enterprise Implementation of scanning and imaging application • Mainframe and Storage Tek library retirement and data move to off-site storage • Mainframe flat file data conversion to relational database (1.5 Terabytes) including the development of 300 reports. • Storage and Hardware assessment and recommendations performed through collaboration of IT Infrastructure teams and architecture requirements (server farm using two SharePoint web front end servers tied back to a SQL cluster) • Managed all project teams • Facilitated meetings using formal Agenda and Meeting Minutes documentation and monitoring/updating Issues Log. • Developed in collaboration with project teams Project Risk, Scope, Communication and Issues Management documents. • Project Status Reports and Dashboard metrics to PMO, Business Stakeholders and Governance Body using Microsoft Project, Excel, and Visio • Development of Implementation, Back-out and Disaster Recovery Plans • Post evaluation, project look back and project closure 5

6. Software Development Projects Senior Project Manager responsible for managing, overseeing and implementing software development projects consisting of 16 projects teams (iterative and agile) working concurrently on the company’s mission critical, extremely complex application in an ASP.NET environment. Scope of projects included total integration of all interfaces with internal and external applications including: • 100% accountable for a mission critical initiative to implement SAP for use across the enterprise including Volumes Management Financial System (pays all royalty owners) - required software development; oversaw 16 developers and BAs working in AGILE pods developing use cases using prototype mockups and Visio diagrams • BI development for the Legal department. Migrated five terabytes of data from flat files and re-engineered data into a relational database with development of 400 reports and 4 interfaces to other applications • Monitoring and adjusting E & P application portfolio to align projects and resources with strategic vision. Cost Management; budget >$6M, cost performance value applied in all phases. • Responsibility for continued enhancements of the ERP system, facilitation and collaboration with business stakeholders, system maintenance support, Infrastructure, Engineers Architects, Developers and QA teams during requirement, design, implementation and testing phases (average project team size 20 developers, BAs, SAs, QAs, DBAs) PMO responsibilities and value added recommendations adopted and implemented: 1. Communicate, Promote, and Educate PMO new policies and procedures to upper Management and 23 division offices 2. Perform project resource training on Agile development process and procedures 3. Through collaboration helped develop Governance and Dashboard Reporting Metrics 4. Defined Project Types and Categories for Capital Initiatives (i.e., Run the Business, Grow the Business; i.e., Hardware Upgrade or Software Development) 5. Establish Project Dashboard reporting metrics to be used for evaluating health of projects 6. Solely developed and implemented a Project Manager report card to ensure input in PM effectiveness was provided by impacted groups (IT Service Line Managers, Business Stakeholders, Project Team, and PMO) 7. Solely designed a lessons learned database for Project Managers Care Systems (Perot Systems) – Dallas, TX Supervisor, Business Analyst Team March 1992 – December 1997 Project Type Business Requirements Gathering and due diligence, Business Process Flow, Gap Assessments, SQL QA script development, Account Liaison/Manager • Responsible for interpreting all 50 state rules for medical reimbursement related to workers’ compensation. • Worked closely with developers in creating requirements through documentation, storyboards and use cases. • Developed test plans and scripts to test the system prior to client user acceptance. • Managed QA process through implementation • Acted as Account Liaison with Grocery Store chain Kroger in facilitating UAT, training and appropriate escalation of any issues post-implementation. • Through hard work and dedication, was promoted to manage all BAs, QA and technical writing staff. EDUCATION: • University of Texas – Arlington, TX - Bachelor of Arts CERTIFICATIONS AND ONTINUING EDUCATION: • PMP, 2009 • Six Sigma, CMM and CPI Training • ITIL • PMBOK Specialty Training: o IIL Risk Management (40 hours) o IIL Project Scheduling and Estimation (40 hours) o IIL Effective Communication

7. Software Development Projects Senior Project Manager responsible for managing, overseeing and implementing software development projects consisting of 16 projects teams (iterative and agile) working concurrently on the company’s mission critical, extremely complex application in an ASP.NET environment. Scope of projects included total integration of all interfaces with internal and external applications including: • 100% accountable for a mission critical initiative to implement SAP for use across the enterprise including Volumes Management Financial System (pays all royalty owners) - required software development; oversaw 16 developers and BAs working in AGILE pods developing use cases using prototype mockups and Visio diagrams • BI development for the Legal department. Migrated five terabytes of data from flat files and re-engineered data into a relational database with development of 400 reports and 4 interfaces to other applications • Monitoring and adjusting E & P application portfolio to align projects and resources with strategic vision. Cost Management; budget >$6M, cost performance value applied in all phases. • Responsibility for continued enhancements of the ERP system, facilitation and collaboration with business stakeholders, system maintenance support, Infrastructure, Engineers Architects, Developers and QA teams during requirement, design, implementation and testing phases (average project team size 20 developers, BAs, SAs, QAs, DBAs) PMO responsibilities and value added recommendations adopted and implemented: 1. Communicate, Promote, and Educate PMO new policies and procedures to upper Management and 23 division offices 2. Perform project resource training on Agile development process and procedures 3. Through collaboration helped develop Governance and Dashboard Reporting Metrics 4. Defined Project Types and Categories for Capital Initiatives (i.e., Run the Business, Grow the Business; i.e., Hardware Upgrade or Software Development) 5. Establish Project Dashboard reporting metrics to be used for evaluating health of projects 6. Solely developed and implemented a Project Manager report card to ensure input in PM effectiveness was provided by impacted groups (IT Service Line Managers, Business Stakeholders, Project Team, and PMO) 7. Solely designed a lessons learned database for Project Managers Care Systems (Perot Systems) – Dallas, TX Supervisor, Business Analyst Team March 1992 – December 1997 Project Type Business Requirements Gathering and due diligence, Business Process Flow, Gap Assessments, SQL QA script development, Account Liaison/Manager • Responsible for interpreting all 50 state rules for medical reimbursement related to workers’ compensation. • Worked closely with developers in creating requirements through documentation, storyboards and use cases. • Developed test plans and scripts to test the system prior to client user acceptance. • Managed QA process through implementation • Acted as Account Liaison with Grocery Store chain Kroger in facilitating UAT, training and appropriate escalation of any issues post-implementation. • Through hard work and dedication, was promoted to manage all BAs, QA and technical writing staff. EDUCATION: • University of Texas – Arlington, TX - Bachelor of Arts CERTIFICATIONS AND ONTINUING EDUCATION: • PMP, 2009 • Six Sigma, CMM and CPI Training • ITIL • PMBOK Specialty Training: o IIL Risk Management (40 hours) o IIL Project Scheduling and Estimation (40 hours) o IIL Effective Communication

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