Program Management of IT or Product development Projects

Page Title

Engagement Description

Services performed:

Program Management, Program Executive, Project Management of:

		IT or Software Development projects
		Outsourcing projects including transition to the new vendor
		ERP & other customer software implementations & pre-delivery assessments
		Mergers of IT organizations and assets as a result of corporate mergers
		Building New Data Centers; Data Center Consolidation
		Disaster Recovery
		Building P&L Services business

Lead the implementation of the awarded service or product

May involve Competitive Bid & Contract Negotiation

		Write RFP
		Recommend competitive vendor list
		Design and conduct the selection process

Representative Delivery Summaries with Benefits Achieved

		Interim Program Executive, Global Infrastructure Operations -- Brought in by the CIO of a $1B
		Business Intelligence Software firm (Canada) -- tasked to complete highly important projects required to conclude the merger of several IT organizations (i.e. from prior corporate mergers). Programs managed were on the personnel reviews of the CFO & CIO.

Successfully

program managed

the following initiatives resulting in the on time, on budget

delivery of

each, and culminating in

55%

budget savings of minimally

$12.5MM

. Also,

through re-architecture,

virtualization, and global

Data Center Consolidations

(from 9 to

)

avoided the need to acquire over

7200 square feet of new data center space

(incremental

savings).

		Outsourcing Strategy and advice: Executive advisor and "in-house" expert on approximately
		$50MM of potential Outsourcing deals -- advising the CIO and EVP Purchasing on outsourcing strategy, whether to outsource (including advising against outsourcing some functions), and introduced the concept of "outsourcing readiness criteria". Where decisions were made to outsource performed as the Executive Sponsor.

Led the competitive bidding of all voice/data/cellular & (WAN) services.

Rebid existing contracts on US and Canadian voice (60%+ savings) and US and Canada cellular (30% savings).

After re-architecting, ascertained that the proper skill sets and infrastructure was not in
place to design, build, and run the needed Wide Area Network (WAN) for the combined
companies in the timeframes required. With the full support of the staff, outsourced the
WAN for 55% budget savings, while dramatically improving service.

Also avoided $3.2 MM in termination fees.

		Application software rationalization & selection of core strategic applications suite and
		elimination of duplicate applications. Eliminated 100 applications. Key risk mitigation advisor to CIO on critical Peoplesoft upgrade of financial systems.

		$1.5 billion Professional Services & Outsourcing Division -- Worldwide Program Manager building
		a web related services business. Action-driven leadership of cross functional team of sales, marketing, finance, and technical project management resources that developed and delivered new worldwide web hosting services business (P&L) in six months.

		Program Management Deliverables. For this services business, turned former SAP
		outsourcing customer data centers into high availability web hosting services business by developing the business P&L and product plan, defined technical requirements, performed technical capability assessments of internal and vendor operations and networking staffs, determined and approved “deal” pricing, developed & delivered executive, sales, and customer presentations.

		Earning $40 million, exceeded targeted revenue goal in the first partial year of delivery.
		Dramatically reduced time to market and increased gross margins from a loss to +41% by partnering with selected ISP’s. Wrote the RFP and conducted a successful competitive bid that resulted in significant price savings of 40-60%.

		$2B Semiconductor firm – drafted the RFP, competitively bid, outsourced, and Program Managed
		the transition ($100 million deal, 60 people) of the computer operations, help desk, desktop support, system administration, engineering workstation support, local and wide area networking, network control center (i.e. NOC), saving a guaranteed $30MM over five years. Key in contract negotiations.

		$6B Oil company – Recommended a rebid of a $20MM+ SAP business suite and custom
		Hydrocarbon Management system implementation for a new Refinery initially awarded to a System Integrator that had delivered few results in 18 months. The project had to deliver in 8 months to meet the "go live" date for the refinery.

		Wrote a RFP and revised scope -- worked with the business clients to define the "must have"
		scope elements (versus the "nice to have"). Developed vendor evaluation criteria and a selection process.

		Selected New Vendor. Worked with the business clients and IT to resolve relationship
		issues and clarify roles and responsibilities, and led the collaborative selection of a new vendor in less than a month.

		Negotiated a fixed price contract with a substantial hold back and aggressive penalties for
		non-performance.

		Program managed this on time, on budget implementation, instituting stringent
		change/control processes carried out by the business teams to control scope.

		Instituted a pre-delivery checkpoint where critical business, IT, and vendor project
		participants were interviewed for the purposes of identifying any schedule, quality or cost "surprises" in time to address them.

		Delivered on time, on budget. As a result, the new oil refinery facility was “turned up” on time,
		delivering first year revenues of approximately $1.2B and avoiding a day for day loss.

Delivered in 7 months after the first 18 month delivery attempt failed

		$2B Semiconductor Manufacturer – Program Managed the custom development of a Oracle Data
		Base backend for a custom coded Computer Integrated Manufacturing (CIM) application (i.e. 600,000 lines of code) that had serious performance, scalability, and availability issues. The application was critical to bringing a new Wafer FAB live or risk losses of $1.6MM/day. It was not usable in its current form.

		Turned around a failed two year implementation within six months delivering on time and
		on budget enabling the on time commissioning of the FAB.

ENGAGEMENT DESCRIPTION

Engagement Description & Delivery Summary
PROGRAM MANAGEMENT

Improving IT & Product Delivery Success