2b1b03ed-b6d6-4916-9e8e-751e0e583164
Andrew Smith
Professional Summary
· Seasoned program management professional with around 15 years of work experience, comprising of 7+ years of program management and 10+ years of project management experience.
· Spearheaded multiple complex multi-million dollar IT program deliveries successfully with a CSAT score of 4+ out of 5 and have been awarded with 22 professional awards from employer/customer, groomed and managed large (40+) virtual / collocated teams of globally distributed engineers /designers / solution architects /project managers / program managers / business analyst / engineering managers from my organization and vendor side
Employment history
Senior Program Manager, Hammes Inc. Lake Jan, Massachusetts
May. 2014 – Present
Roles as “DGM – Global Delivery & Program Management”:
ü End to End Delivery of Programs & Projects, so as to serve clients across Australia, Asia & Africa regions
ü Account management for Vodafone Global
ü Manage & Lead a team of Program & Project Managers for end to end delivery of programs/projects.
ü Operations & Support Management – Incident Management, SLA Tracking, Operations Review with Client Management, Ensure high uptime for application, process automation for PreTups program
Job Responsibilities as “DGM – Global Delivery & Program Management” towards:
Customer
· Nurtured relationship with client, client senior management (VP, Head, SVP level) and left a positive impact by delivering program/project as per agreed scope and timelines so as to get repeat business from client.
· Achieved 95% on time project delivery with the first project baseline agreed with client.
· Achieved CSAT score of 4+ on 5 based on the feedback as per project closure.
· Single point of contact for customers after handover of Purchase order by Marketing till closure of delivery.
· Interact with customer senior management, program manager as required to get clarifications, resolve conflicts.
· Accountability to clients as escalation point to help mitigate risks on program within Comviva
People Management / General Management
· Managed a team of program & project managers in the Asia Region for successful delivery of programs/projects
· Managed team of 40+ project team members from various functions from Engineering, Implementation, Finance, Operations, QA, Business Analysis, Pre-sales, HR, Solutions and supply chain management and Vendor side.
· Promoted good morale within the Project team and mentored and guided project team members as necessary.
Organization
· Managed program portfolios comprising of projects from Asia region worth multi-million US dollars.
· Revenue Predictability – With 90% accuracy for quarter on quarter basis.
· Revenue Recognition – With 95% “On Time” delivery of projects for quarter on quarter basis.
· Represented Program Management function within Organization yearly Audits for ISO27000 & TL 9000 in front of internal and external auditors.
Program Management
· Program Benefits Management – Ensured that all the benefits identified as part of program charter are achieved and transitioned to the customer organization.
· Program Stakeholder Engagement – Ensured that stakeholder fully engaged and their expectations are managed during program delivery. Built credibility, establish rapport, and maintain communication with all program stakeholders at multiple levels, including those external to the organization.
· Program Governance – Established program governance model during program initiation phase. Ensured program governance meetings are conducted as per agreement with customer management.
· Program Lifecycle Management – Ensured that program is monitored on all aspects of budget, resources, procurements (services/non-services) quality, risks, schedule & communication.
Project Management
· End to End delivery of Project – Utilized my project management skills to deliver projects within specified project constraints using Project initiation, Project Planning, Project Execution, Monitoring & control, Project closing PMBOK processes.
· Stakeholder Management – Build credibility, establish rapport, and maintain communication with stakeholders at multiple levels, including those external to the organization.
· Schedule Management – Developed/reviewed /approved/ tracked project plans for conformance to program strategy and schedule
· Scope Management – Finalized/agreed the scope of work with the business teams or customer for respective projects and ensured that scope creep does not happen during the project cycle.
· Communication Management – Defined ground rules for communication flow for all stakeholders within the project/program and to customers during initiation of the projects. Ensured customer senior management and project teams are kept up-to-date with projects progress and deliverables by various methods like project dashboards, project review, and steering committee / governance meetings. Measured project success and based on defined KPI’s with all stakeholders during the program or project phase.
· Resource Allocation – Collaborated with various functional managers for the right allocation for resources for each project from engineering, implementation, product, quality, procurement, operations.
· Project Execution – Defined project execution methodology and strategy discussion with the implementation & engineering teams and tracked execution with respective managers till completion as per project schedule.
· Cost saving – Ensured that project delivery cost does not exceed budgeted cost for the project.
· Risk Management – Identified risks along with project stakeholders and ensured mitigation plans are put in place for each project & tracked till closure or mitigation.
· Vendor Management – Collaborated with vendors, 3rd party suppliers for required resources/services necessary for the efficient delivery of the projects / programs
· Scope verification – User Acceptance is conducted with the customer as per the signed off scope.
· Project closure – Ensured all required project documents are handed over to Support team for project closure
· Project Management Tools – Utilise project tools (MPP, Visio, excel) to complete relevant administrative tasks.
· Project Closure – Conducted post-mortems of programs/projects and incorporated the learnings in new project phases, programs.
Technical Lead, Hand Inc. Howellport, Wyoming
Mar. 2011 – Oct. 2011
Role
1. Manage end to end delivery for Systems Application Readiness (OSS & BSS) as KVH IS Dept Project Manager for New Service launch conceptualized by individual Business Units of KVH Co Ltd (Client)
2. Manage multiple Projects & Operational Support for Traffic Reporting Platform, Inventory Management System for KVH IS Department (Client) leading a team of 9 senior members.
3. Manage end to end project delivery for COLT Project Management Office (PMO) as Operations Readiness Project Manager for Europe using Prince 2 methodologies.
Roles & Responsibilities for End to End Project Delivery for New Service Launch
· Achieved CSAT Score of 4+ out of 5 for 90% of the below mentioned Project deliveries.
· Managed End to End delivery of Project for new service launch by utilizing my project management skills to bring projects under budget, on time, and with superior quality using Project initiation, Project Planning, Project Execution, Monitoring & control, Project closing processes.
· Resolve the issues reported by application teams, prioritize their work, and coordinate UAT.
· Managed remote teams located at client side, vendor locations in Japan, India, and Europe.
· Requirement gathering for new project development on applications like Infovista, Netcool, CMDB.
· Weekly status updates to core user Project team, IS senior management, CIO of KVH and COLT PMO head.
· Attained customer recognition for project-management talent and multiple “V” & “H” prestigious awards received echoes customer’s voice.
Senior Systems Engineer, Hamill-Hermann. Farrellport, South Carolina
Oct. 2007 – May. 2008
Role
1. Manage end to end delivery for Systems Application Readiness (OSS & BSS) as KVH IS Dept Project Manager for New Service launch conceptualized by individual Business Units of KVH Co Ltd (Client)
2. Manage multiple Projects & Operational Support for Traffic Reporting Platform, Inventory Management System for KVH IS Department (Client) leading a team of 9 senior members.
3. Manage end to end project delivery for COLT Project Management Office (PMO) as Operations Readiness Project Manager for Europe using Prince 2 methodologies.
Roles & Responsibilities for End to End Project Delivery for New Service Launch
· Achieved CSAT Score of 4+ out of 5 for 90% of the below mentioned Project deliveries.
· Managed End to End delivery of Project for new service launch by utilizing my project management skills to bring projects under budget, on time, and with superior quality using Project initiation, Project Planning, Project Execution, Monitoring & control, Project closing processes.
· Resolve the issues reported by application teams, prioritize their work, and coordinate UAT.
· Managed remote teams located at client side, vendor locations in Japan, India, and Europe.
· Requirement gathering for new project development on applications like Infovista, Netcool, CMDB.
· Weekly status updates to core user Project team, IS senior management, CIO of KVH and COLT PMO head.
· Attained customer recognition for project-management talent and multiple “V” & “H” prestigious awards received echoes customer’s voice.
Software Engineer, Johnston LLC. New Kaciechester, Alaska
Mar. 2006 – Apr. 2006
Responsibilities as Enterprise Application Administrator : – Installation / configuration / administration / deployment / troubleshooting of Bea Weblogic application servers on HP Unix Operating Systems (HP UX B.11.11), releasing of new enhancements and projects in Production environments for www.hpshopping.com
Education
North Heller College, Changtown, Oregon
Master of Computer Applications, Computer Science, Apr. 2005
North Arkansas College, East Emile, Texas
Bachelor of Science, PCM, Jul. 2001
Certifications
Certifications
Personal info
Phone:
(000) 000-0000
Email:
andrew_smith@example.com
Address:
287 Custer Street, Hopewell, PA 00000
Skills
Virtual Teams Management
Risk & Scope Management
Business Requirement Gathering
Stakeholder Engagement
Microsoft Project & Office
Project Management
Program Management
ba1ddf61-03e1-4286-b4af-220d001dc2de
Andrew Smith
287 Custer Street, Hopewell, PA 00000
andrew_smith@example.com
(000) 000-0000
Professional Summary
Seasoned Program Management professional offering 20+ years of expertise in the areas of planning, execution, monitoring, controlling and closing all aspects of the project. Success managing millions of dollars across multiple programs while leading diverse technical personnel in successfully completing aircraft modification projects.
Education
Northern Alabama University, Earleland, Colorado
Master of Arts, Information Systems, Present
The Lehner Academy, West Carol, Colorado
Bachelor of Arts, Business and Information Systems, Feb. 2001
Employment history
Senior Program Manager, Dickinson, Davis and Torphy. Goodwinmouth, Nebraska
May. 2015 –
– Senior Program Manager for a 79 million dollar engineering design, integration fabrication and installation contract to install multiple avionics and sensor systems on Gulfstream G550 aircraft.
– Balanced the needs of the prime contractor and end user with the contractual and design requirements.
– Molded a team of program managers, design, certification, production, logistics and planning personnel into a cohesive functional team that continues to meet the challenges of the program.
~ Project Manager for a 30 million dollar modification project for Navy E-6B aircraft
– The lead for integration of 5 different mods simultaneously on the same aircraft while managing expectations of stakeholders including two different prime contractors.
– Successfully directed the modification, financial and scheduling efforts to deliver all aircraft on time and within budget.
– Balanced the needs of the prime contractor and end user with the contractual and design requirements.
– Molded a team of program managers, design, certification, production, logistics and planning personnel into a cohesive functional team that continues to meet the challenges of the program.
~ Project Manager for a 30 million dollar modification project for Navy E-6B aircraft
– The lead for integration of 5 different mods simultaneously on the same aircraft while managing expectations of stakeholders including two different prime contractors.
– Successfully directed the modification, financial and scheduling efforts to deliver all aircraft on time and within budget.
Program Manager, Hammes Inc. North Longborough, South Carolina
Aug. 2012 – Oct. 2012
~ Project Manager for the proposal of a 180 million dollar project to provide engineering and offsite support for KC-10 CLS.
– Assisted the prime contractor in development of key areas of the proposal strategy pertaining to Air Force maintenance procedures.
– Coordinated the efforts of contracting, procurement, and engineering to provide a lengthy and comprehensive proposal which will led to 5 years of revenue for Field Aerospace.
– Project Manager for the 12 million dollar project to install a roll on communication solution for the Air Force KC-135 aircraft
– Planned, scheduled and directed all aspects of the project from prototype and on aircraft testing through fabrication, production and installation
– Completed all installations and delivered all aircraft within the prescribed time period for the project
– Successfully worked with government evaluators as well as the prime contractor to ensure the project came in on time and within budget.
– Assisted the prime contractor in development of key areas of the proposal strategy pertaining to Air Force maintenance procedures.
– Coordinated the efforts of contracting, procurement, and engineering to provide a lengthy and comprehensive proposal which will led to 5 years of revenue for Field Aerospace.
– Project Manager for the 12 million dollar project to install a roll on communication solution for the Air Force KC-135 aircraft
– Planned, scheduled and directed all aspects of the project from prototype and on aircraft testing through fabrication, production and installation
– Completed all installations and delivered all aircraft within the prescribed time period for the project
– Successfully worked with government evaluators as well as the prime contractor to ensure the project came in on time and within budget.
– Project Manager for a Half a million dollar capital project to build a prototype communication asset for use on non C2 nodes
– Successful build of the prototype led to numerous marketing opportunities for the company.
Site Manager / Project Manager, Hilpert-Cormier. Port Edgar, Nevada
Feb. 2006 – Mar. 2006
~ Directed all activities for 4 AWACS crew training and 12 maintenance simulators, including building a new Crew Chief Trainer from planning to ready for training
– Coordinated the efforts of architechts, construction contractors, builders and software engineers to modfiy a full motion pilot trainer for use as a maintenance procedures trainer.
– Mitigated and overcame several issues during the mod to deliver the trainer on time
– Led a diverse group of 10 engineering personnel and 6 technicians to maintain the simulators at 97% operating efficiency with an amazing 1% downtime
– Achieved Excellent CPAR ratings each year.
– Coordinated the efforts of architechts, construction contractors, builders and software engineers to modfiy a full motion pilot trainer for use as a maintenance procedures trainer.
– Mitigated and overcame several issues during the mod to deliver the trainer on time
– Led a diverse group of 10 engineering personnel and 6 technicians to maintain the simulators at 97% operating efficiency with an amazing 1% downtime
– Achieved Excellent CPAR ratings each year.
Engineering Technician, Leuschke, Jenkins and Dietrich. Port Carlochester, North Dakota
Jul. 2002 – May. 2003
~ Compnany representative to the Air Force in maintaining, providing advice and assistance for the avionic systems automatic testers.
– Utilized C++ programming software to upgrade E-3B Radar mockup software from manual to automated procedures
– Reviewed and repaired software glitches in the manual procedure to deliver an interim usable product to the Air Force then automated manual procedures to allow successful automated end to end testing of selected radar parts in minimal time.
– Utilized C++ programming software to upgrade E-3B Radar mockup software from manual to automated procedures
– Reviewed and repaired software glitches in the manual procedure to deliver an interim usable product to the Air Force then automated manual procedures to allow successful automated end to end testing of selected radar parts in minimal time.
Product Improvement Manager, Bogisich, Schmidt and Boyle. West Layla, Montana
Jul. 2001 – Aug. 2001
~ Successfully directed reliability and maintainability improvements supporting the Air Force fleet of 32 E-3 B/C Airborne Warning and Control System aircraft.
– Developed and managed Air Combat Command logistics and maintenance requirements supporting 13 major AWACS upgrades consisting of over 135 individual projects valued in excess of $2.1B
– Led 11 personnel from eight diverse Air Force Specialties in managing the wing’s product improvement taskings.
– Led 11 personnel from eight diverse Air Force Specialties in managing the wing’s product improvement taskings.
– Monitored the configuration of all wing aircraft, simulators, trainers, and aircraft generation equipment
– Briefed and advised the commander on aircraft and mission equipment status and determined the extent of maintenance required to return them to fully mission capable status.
Skills
Project Managment
Experienced
Proposal Lead
Experienced
Avionics Manager
Experienced
senior program manager
- Proficiency in MS office applications
senior program manager
- Directed and led the seismic retrofitting and thermal insulation work of the Govt. Civil Hospital, Garam-Chashma, Chitral. Mr. Shah was responsible for conferring with facility heads, finance heads, contractors, and design professionals and for collaboratively resolving work procedures, complaints, and construction problems.
- Worked as Project Lead for the up-gradation of Civil Hospital Gupis, Ghizar (GB) under public-private partnership (PPP), funded by the KFW and the Royal Norwegian Embassy Islamabad.
- Successfully led and managed a multi-input and multi-country project financed by the European Union thereby achieving 30 safe drinking water supply systems,1800 improved sanitation systems supported by 600 health and hygiene education sessions.
- Headed and managed the seismic retrofitting of 10 public buildings and 120 private housing units across 5 districts of Gilgit-Baltistan and Chitral, Pakistan.
- Successfully managed projects funded by various donors such as UNDP, World Bank (Japan Social Development Fund), European Union, Austrian Development Cooperation, CIDA, USAID, Environment Protection Agency-USA, Finland Embassy, and Climate Care Trust Limited-UK.
senior program manager
- Complex program management directly for OEM’s in all program/project phases.
- Starting with process structure build for each manufacturing location, investments definition, process cost estimate for Customer offer.
- Products and processes development in each program phase, engineering change management.
- Continuous program status reporting for financial, quality and financial aspect to customer and corporate management.
- Final process and product evaluation with OEM, project transmission to serial life.
- On today in charge off: BMW F40 for Lepzig and Regensburg, Porsche PO513, Audi AU513-2, Porsche PO512
senior program manager
- Plan, direct and coordinate day-to-day operations of the “Mass Tort” and “Single Event” Asbestos Malignant program
- Establish, Evaluate, and implement process improvement measures to promote and support business goals and objectives.
- Meet and Confer with internal teams and stakeholders to discuss, coordinate activities, or resolve problem
- Track, control and report project deliverables and milestones.
- Supervise, Coordinate, and define projects according to business requirements
- Prioritize and execute tasks in a high-pressure environment
- Strong attention to detail, problem-solving, and decision-making
sr. program manager
- Project management, Business Analysis, Project execution, Database development, New business development, Team management, Account management
- Generating demands among customer of IT and non-IT products in the domestic and ASEAN market.
- Handling clients and reporting project progress to them. Analyze the campaign and manage the team.
- Prepare weekly updates on program status and manage quality check of lead reports and databases for clients.
- Managing multiple programs and their reports including lead generation, demand generation and client interaction.
- Create an environment of trust, open communication, creative thinking and cohesive team effort.
- Training & team building.
sr. program manager
- Organize information, and present recommendation changes for improvements in areas of challenges to aid in company Travel policy compliance, and savings.
- Developed analysis, action plan, and timeline models to ensure benefit of client plans rollout date deliverables were met.
- Interpret KPI indicators to ascertain the overall health of travel programs.
- Prepare and deliver presentations to communicate economic and travel program results, present policy recommendations, and raise awareness of areas of opportunities.
- Collaborate with client on recommendations to achieve beyond goals in cost-effective ways utilizing savings vs spend.
senior program manager
- Lead a team of 10 Project Managers for the Wisconsin API production facilities
- Coordinate functional alignment and activities between various production facilities across Wisconsin.
- Implemented a new project management system into an existing production facility near Boston, MA
- Key decision maker for a Registered Starting Material production facility in Sheboygan Falls, WI
senior program manager
- Coordinate with senior stakeholders of the company and the political party ensuring high levels of operational efficiency.
- Provide hands-on execution support in running political campaigns and overseeing all aspects of research, drafting and its implementation.
- Managing multiple projects & deliverable simultaneously, raising flags for judicious resource utilization, allocating and scheduling work streams.
- Responsible for executing & delivering high quality political research and consulting to clients. This includes understanding project specifications, overseeing deliverable preparation, managing teams and extensive client engagement.
- Responsible for training, recruitment and selection, professional development, coaching and evaluation of assigned team members.
- Work with internal senior stakeholders to generate ideas for new business development, creating marketing collateral and attending client meetings.
senior program manager
- Mobile Coach (Digital platform for Center Supervisors) – CIO100 Award recipient project
- Avaya ACD and Self Service Solutions
- Content Management System for Service Assurance
- Chat Application (Customer facing & Rep facing)
- IVR & Call Routing Solution
sr. program manager
- Provided technical leadership in collaboration with Appian BPM practice leadership team for delivering Appian projects
- Supported strategic planning efforts to grow the digital transformation practice by developing business plan for the entire Midwest region
- Led sales efforts in the Midwest region and manage customer relationships
- Directed solution architecture by leading a team of Appian architects and technical leads