• Senior level technical Project Management Consultant and Director with 25+ years of experience in software development, mentoring project managers, software process improvement and management consulting. Managed and developed project managers and software development organizations.
• Highly skilled at rescuing “off track” projects by re-focusing and re-energizing project teams.
• Expert understanding of the Software Development Life Cycle and the SEI Capability Maturity Model.
• Trained and coached hundreds of management and technical personnel to successfully manage projects under dynamic and adverse circumstances.
• Implemented project office with dashboard metrics and portfolio management to give executive management greater ability to control resources and commitments.
• Able to bring financial accountability to large, project-based organizations.
• Industry/project experience includes: health care, telecommunications, insurance, Internet, e-mail infrastructure, customer care, banking, CRM, e-commerce, software publishing, Web hosting, and hardware/software solutions services.

Hardware: Client-server, IBM Mainframe, PC, Macintosh, SUN, Compaq Himalaya and Alpha

Software/Languages: MS Project, MS Project Central, SLIM, Estimate Professional, MS PowerPoint, MS Office, MS Access, Visual Basic, VBA, JavaScript, HTML, ASP, COBOL, ViewPoint, TurboProject, Vantive, SIMS/LDAP, Oracle, Remedy, Visual Studio, Activewatch, Topaz, Webtrends, Selectica, MQ-Series, Niku, Data Warehouse

Operating Systems: Unix, Solaris, Windows NT, MVS, Unisys MCP, Websphere 4.x, AIX

Methodologies: Yourdon, DSSD/Warnier-Orr, Standard Waterfall, Spiral/Prototype, Information Engineering, Extreme coding, Agile Methods, UML, RUP

Processes: Software Engineering Institute (SEI) Capability Maturity Model, IBM Information Systems Best Practices

Principal Consultant

Developed and delivered training courses in strategic portfolio management, project management, Microsoft Project, and estimating for technology-oriented companies.  Collaborated with Microsoft on new features for MS-Project.  Provided project management troubleshooting and consulting services to companies with off-track projects and initiatives. A partial list of clients include SBC, Compaq, Intel, Hewlett-Packard, Globalstar, AON Insurance, Fireman’s Fund Insurance, Kaiser Permanente, PG&E, and Bank of America.

Outcome: Clients have capability to successfully manage projects under adverse circumstances.

Managed the development and implementation of Service Oriented Architecture (SOA) with IBM Business Consulting Services as a development partner.  This project was enterprise-wide and R&D in nature, testing and proving out a new SOA methodology which became the core of a Center of Excellence. Also involved were the design and development of AIX environments, a Message Bus, implementation and tuning of Websphere Message Broker 6.0, Operations manuals, and best practices for .Net coding.  In this project I managed the training of company employees in the SOA development approach, such that they can now successfully perform the new method without consultant support.

Outcome: A brand new technology was developed with IBM and successfully implemented within budget.

Responsible for end-to-end project management an open source application integrating five mission critical systems with over 1,000 forms templates.  This $5mm project was chartered to support the strategic business growth plans of one of the company’s most profitable business units. It presented unique and significant challenges due to this being the company’s first instance of applying open source technologies.  The project was completed on schedule and fulfilled its scope, budget, and quality requirements.

Outcome: Coached a team to develop and implement a new internal system while the business underwent significant changes in requirements and personnel.

IMSI is a world leader in CAD (Computer Aided Design) software and personal productivity tools.  In my capacity as Strategic Consultant I ensure that the company's development of new products is strategically aligned with the market and that products are developed to specification in the shortest time possible. Involved in all aspects of product development, technology management, testing, marketing, and sales.   Lead the architecture and development of business office productivity products.  Currently managing a team of developers overseas to develop a new human resources application, ensure its delivery to the market, and drive its sales in various channels.

Outcome: Introduced disciplines and trained staff to yield shorter (20% on average) product development cycles.

PM Connect - Fremont BANK

Fremont Bank experienced explosive growth in 2003 with the refinance boom. At stake was a streamlining of the company to complete critical projects in time for anticipated interest rate increases and business slow-down in 2004. Analysis and working sessions were conducted with all executive management and owners.  Worked with Microsoft to implement Microsoft's Project 2003 and Project Server Enterprise system.  Required training of sponsors, senior management, project managers, and team members. 

Outcome: Developed a strategic plan and worked with management to implement project-based management of key initiatives. 

Undertook an initiative to bring financial control to the Kaiser e-Initiatives portfolio of web development projects.  Their software development portfolio of $20mm + required a greater degree of project and financial management accountability.  Developed process tools, techniques, and the organization's capability to manage within 3% of their budget.  25% of the total annual budget was returned to the business as an immediate result of this work.

Outcome: Freed up 25% of the company’s IT investment so that it could be redirected to other priorities. Developed tools and trained management staff to manage within 3% of project budgets.

As a project management consultant, took over the project management of five, mission/revenue critical Web-based, Java, Websphere 4.x development projects.  Applications supported Commercial insurance and Personal insurance lines of Business with Automated Underwriting, Quoting, Rating, and Policy Issuance functions.  Implemented essential requirements engineering processes (using UML and RUP), as well as software development and testing disciplines.  Restored effective communications between IT and the Business partners. Projects were each business and technical successes.  Total project portfolio managed was in excess of $7mm.

Outcome:  Convinced management to stop two out-of-control projects. Managed and trained teams to successfully recover and complete the company’s first web applications.  

Drove strategic project planning with an international, cross-functional team to create a new line of business with Compaq's Alpha and Himalaya K and S series servers.  Facilitated definition of strategic direction, project scope, job descriptions, and problem resolution.  Coached project managers and team on MS Project, work breakdown structure, critical path, resource utilization, scope control, and risk management to achieve the shortest schedule. Implemented controls to keep the project on track.

Outcome:  Facilitated development of a strategic planning that was used to start a new world-wide server business.

Designed and implemented a scheduling solution for fifty developers, artists, and architects using MS Project and MS Project Central.  Created a dashboard allowing Sales, Production, and senior management to quickly forecast resource availability and overload.  Implemented a means to easily determine budget performance for all projects. Trained users and senior management on process, project management tools and all facets of the new system.

Outcome: Turned pre-defined ‘best practices’ into actual practices at this client and trained everyone on the use of supporting tools and techniques. 

Upgraded the firm's software development methodology in a way that enabled reduced bugs and shorter development cycles.  Developed a baseline analysis that uncovered the firm's true development costs. Created process, guidelines and tools for estimating software development projects on a highly competitive, fixed-bid basis. Trained the software development teams in project management, estimation, testing, quality assurance, security, and risk management. Provided project oversight for key clients: Martha Stewart, K-Mart Bluelight, Estee Lauder, and JCrew.

Outcome:  Developed and implemented a practical method for estimating that reduced project overruns

• Established and directed Project Management and Systems Analysis for the 3rd largest Internet Service Provider in the world. 
• Managed thirty-four direct reports: technical project managers, architects, systems analysts, business analysts, budget analysts, and Unix systems administrators. Managed a project portfolio of $24mm.
• Served as the single point of contact for negotiation of all IT project commitments. Partnered with senior directors of Software Development, Quality Control and Quality Assurance, and vice-presidents of client organizations in managing new products and delivery dates.
• Responsible for managing implementation of software systems supporting all new IP products, enhancements, and maintenance for the Internet subsidiary. 
• Projects included DSL automated order management and provisioning, E-commerce, Web hosting, strategic product bundling, Vantive customer care and CRM, Y2K, Amdocs, customer registration, e-mail, billing, Web content development, and site metrics (WebTrends).
• Projects included implementation of Sun's SIMS/LDAP, Vantive 8, Oracle 8i, NT, and Unix.
• Established a Project Office with a dashboard of key metrics that improved control of all resources and project schedule dates. This included web-based 3rd party portfolio management software (IMS Project Exchange and SQL based Crystal reports).
• Implemented staffing changes and process improvements to reduce project development time, and improve client relations.
• Implemented a web-based time tracking system and process that enabled recovery of development costs totaling $8mm.
• Trained managers and developers in project definition, requirements, testing, risk management, project estimation, client relations, and conflict resolution.

Outcome:  Established and managed the company’s project management organization.  As a result, the company gained the ability to establish release schedules and product delivery dates that were met consistently.

• Significantly improved the state-of-the-art for project management in Pacific Bell's most profitable business unit. 
• Managed a staff of fifteen technical project managers, matrix managed a software development staff of 150 programmer/analysts - working under severely ambitious schedules.
• Projects included new development and maintenance for Carrier Marketing Access billing applications, PICS/DCPR, service order flow through, CICS interface for Competitive Local Exchange Carriers (CLEC), and long-distance deregulation.
• Trained management and development staff in all aspects of managing software development projects; implemented metrics for estimating and progress tracking; developed, adapted, and implemented supporting software packages
• Established a project office that enabled enterprise-wide project and portfolio management
• Consulted to Information Engineering (using Texas Instrument's Composer) and systems reengineering efforts, proving a 50% reduction in development time and defects.
• Co-lead an effort with IBM to develop and implement Best Practices in Project Management and Metrics throughout a 3000-member technology organization.

• Led initiatives for software process improvement, project management, and testing standards. 
• Served as internal consultant for tailoring the Software Engineering Institute’s CMM to the needs of client organizations.
• Trained hundreds of developers and managers on tools (MS Project, ViewPoint, SLIM, Checkpoint, ProjectBase), process, and methods.
• Led an interdisciplinary team in developing and automating a Software Development Life Cycle (SDLC) methodology
• Developed corporate standards and policy for project and portfolio management
• Managed projects and wrote applications for Engineering and Accounting in Cobol for Unisys A15. Business areas included inventory tracking, billing, asset allocation, estimation, and disbursement.

• CCP, Institute for Certification of Computer Professionals
• Certified Instructor, Pacific Bell/SBC Communications (Courses include: Project Management, controlling the software development life cycle, software estimation, and risk management)
• Certified trainer and consultant with Franklin-Covey for Project Management and MS Project.
• Certified trainer for Franklin-Covey's Project Management Seminars

• Member, Project Management Institute (PMI), Information Systems Special Interest Group.
• Institute for Certification of Computer Professionals (ICCP)
• Listed in the International Who's Who Among Technical Professionals

• "The Dark Side of Project Management Tools";
  Boston University, International Tools and Techniques Conference, 1991, Boston, MA
  Published in Managing Systems Development, August 1994
• "Implementation of a Project Management Environment"; also co-chair for PM in MIS Track
  ProjExpo92, 1992, San Jose, CA
• "The Business Case for Software Project Management"
  Project World, 1994, Santa Clara, CA
• "Building the Business Case for Software Project Management"
  Quantitative Software Management SLIM User Conference, 1995, Washington, D.C.
  STC'96 - (U.S. Airforce - Software Technology Conference), 1996, Salt Lake City, Utah
  Bay Area Software Process Improvement Network (SPIN), 1996, San Ramon, CA
• "Managing to Meet Customer Requirements"
  Pacific Bell Project Management forum, 1996
• "The Rewards of a Program Office: Keys to Reduced Cost and Increased Opportunity”
  Data Processing Management Association, 1996, Washington, D.C.
• "Seven Keys to Better Project Estimation"
  Fort Point Partners Forum, 2000, San Francisco, CA
• "Practical Lessons in Software Estimation for FFIC"
  Fireman's Fund Insurance Company, 2002, Novato, CA