Chuck Coletta Email & Phone Number

Downers Grove, Il

Global program manager responsible for the implementation of GS1 standards for item and supply information for the North America, EMEA, and Asia Pac markets across HAVI's supply chain, logistics, packaging, and financial systems. Work is comprised of 25+ project work streams with resources located across multiple continents.

Chicago, Il

Management Edge 360 is dedicated to improving your organizations's technology investment and project delivery performance. We offer a wide-range of capability assessment, organizational design, and people development services that are tailored based on organizational need. We believe in implementing practical solutions that will provide immediate, measurable performance improvement. Our services are designed to help organizations looking to improve their capabilities but are unsatisfied with the results of internal initiatives. Let us be your change agent for transforming your organization's delivery performance.

Chicago, Il

HCSC's IT organization was looking to replace their legacy waterfall methodologies and support tools with XP, Agile/Scrum, and optimized waterfall methodologies. As the senior program manager I was responsible for the day-to-day planning and execution of the program which included migrating data for 600+ applications to the new tooling solutions was distributed across 127 product teams. The recommendation for centralizing this work on to a single team was approved and implemented and we immediately saw productivity improvements. Multiple gaps in the process training methodology were identified and new training classes were developed. The status reporting was updated to provide better visibility into project status as well as improved forecasting into project completion. Developed an assessment model to measure the effective of the IT organization after the process training and tool migration was completed.

Program Manager for a $10M strategic SAP initiative to implement business process and system performance improvements across the supply change, sales force, and business performance management areas. The business objective of this program is to establish a standard, global operating model across the organization's 30 domestic and international locations. Responsibilities across this global initiatives also include managing the organizational change management function and establishing the ongoing support organizations to build and sustain the global operating model

Greater Milwaukee Area

Responsible for conducting an assessment of the IT organization’s portfolio, program, and project management capabilities and defining / implementing improvement initiatives to raise its delivery capabilities. This activity is being done in parallel with managing the day-to-day operations of the department, which includes providing the following services across the global IT organization: • prioritizing / sequencing approved projects • planning / delivering ~100 in-flight projects within a ~$175M portfolio • developing / supporting the deployment of enterprise portfolio, program, and project management processes and tools

Arlington Heights, Il

NCH's multi-million dollar Epic program included interfaces to 50+ legacy applications. Executive management had no visibility into the status, risks, and issues associated with these initiatives and hired Management Edge 360° to provide project management oversight over the highest priority, most risky projects (20+ total). The team defined the project management standards for the project charters, status reports and executive scorecards. Weekly project updates were provided to executive management, who used the information to resolve escalated issues and remove project bottlenecks.

Arlington Heights, Il

Management Edge 360° delivered the following benefits during the course of the engagement: Strategic Investment Management: Developed a scoping model to help the organization balance business value and implementation risk in the selection of its strategic projects. Implemented the “line of sight concept” allowing project teams to refine large project estimates throughout the life cycle. IT Steering Committee: Established the governance structure, roles, responsibilities, and process flows for identifying, approving, and prioritizing IT projects. This is crucial to enabling the organization to optimize their technology investments. Project Health Assessment Scoring Models: Tailored ME360’s project scoring model to evaluate 100+ active projects. The organization will be able to use this scoring model going forward to assess project performance and receive early warning indicators of potential issues. Standard Project Management Templates: Created standard templates for the basic project management functions including the project charter, project schedule, risk, issue, change management and status reports. Instructor-based class with case studies enforces the concepts. Enterprise Services Delivery Organizational Design: Created enterprise-, department-, and program-level PMO structures and governance models for use on the organization's business critical initiatives. These templates enable the organization to “jump start” the creation of governance models for new initiatives.

435 N. Michigan

Inherited organization with unclear business liaison responsibilities, immature and inconsistent life cycle and project management disciplines, and no formal career paths. Redesigned the technology organization from three departments with overlapping and uncoordinated activities to five “shared service” departments with clear lines of responsibility tightly integrated with the Tribune's business units. Implemented multiple improvement initiatives in parallel with running daily project operations including: • Improved the flexibility of the existing methodologies, which were seen as rigid and difficult to use. Implemented numerous industry best practices to address the demands for today’s projects. Improved on time / on-budget delivery by 15% in the first year. • Formalized the project management career path and created a Project Management Maturity Model which evaluated 80+ capabilities across project management, general management, and leadership disciplines • Optimized the existing Project Management Tools improving executive visibility into projects and providing early warning signals for potential issues. • Delivered 85% of the projects within a $30M project portfolio on time and on budget.

During this time there was significant industry demand to build strong internal PMO organizations to manage large-scale technology investments. Most organizations struggled to build effective PMO organizations.Authored white paper “Optimizing IT Investments” which addressed the root causes behind project delivery failures and poor PMO performance. Created a capability maturity model for assessing organizational capabilities and developing improvement plans. Packaged these assets along with proven project management templates into a solution offering to help organizations improve their internal delivery capabilities. ~$100M in revenue generated by the offering during this span. A small subset of contract examples during this period are provided below:

CSC created a national practice of its most experienced project/program managers to assist organizations that typically don’t have the expertise required to manage the large, “bet the company” technology projects.Client opportunities fell into three categories: Project Assessments (runaway projects where companies requested an independent assessment and recommendations to get back on track), Program Management Assistance (hire senior program manager(s) to lead their people on a project) or Project Ownership (hire senior program manager(s) to manage the project, using a combination of client and CSC resources). A small subset of contracts worked on during this period include:

Hired into CSC as a project manager. Responsible for managing numerous projects across a wide range of industries.

Downey, Ca

Established the program management office for a $500M / 7 year program to govern the implementation of a new pharmacy system. In addition to serving as the interim program manager, responsibilities included the establishment of the program management office, facilitating the business process workshops for establishing standard pharmacy operational processes across the organization, and managing 9 project teams consisting of 200+ resources.

Wilmington, De

Created global program management office as part of a multi-million dollar outsourcing contract. Responsibilities included aligning the PMOs across the respective organizations, improving status reporting and visibility, and developing a project manager maturity model. Organization included program / project managers in North America, Europe, and Australia.

Woodbridge, Nj

Established an enterprise program management office that coordinated the activities across 10+ business and technology PMO organizations. Scope included implementing portfolio, program, and project management governance models and PMI-compliant processes. The processes were integrated with the implementation of MS Project Server / SharePoint.

Conducted technology-wide assessment of the organization’s project management, system development, and architecture capabilities. Developed an 18-month capability improvement roadmap with 20+ improvement initiatives. Managed the implementation of the metrics program to measure ongoing capability improvement. Created the business relationship management group that managed the delivery of technology services to the business units.

Houston, Tx

Deputy Program Director responsible for mentoring program managers in various aspects of CSC’s project management methodology including project definition, planning, estimating, issue management, risk management, and change management. Program efforts include a new Revenue Management system (PeopleSoft / SPL), Point of Sale system, and Customer Relationship Management (PeopleSoft) system.

Program Manager responsible for creating and managing the Global Program Management Office (PMO) organization for all technical infrastructure projects. In addition to being responsible for project delivery of a $10+M project portfolio, duties included establishing the project management processes, procedures, and tools used across North/Central/South America, Europe/Africa, and Asia/Pacific for the 1900+ person organization.

Program Manager responsible for the entire life cycle of an e-commerce initiative targeted towards the company’s policyholders, agents, and alliance parties. Program responsibilities include coordinating activities across multiple areas including user experience, application development, technical infrastructure, and system integration. Program hierarchy includes 100+ resources and 10 direct reports. The Program Management principles applied to this initiative were eventually rolled out across the enterprise.

Program Manager responsible for coordinating project efforts across multiple business areas at a major federal government agency. Responsibilities included managing project teams through project plan development, project budget and schedule estimation, staff management, and contract management. Fifteen (15) programs / projects were executed under this program ranging from vision-setting to custom-development efforts.

Project manager, analyst, programmer for the organization's cash management applications

Mba, Management, Marketing, Finance

I was in the Kellogg MBA program, majoring in Finance, Marketing, and Management.

Business, Information Systems

I was an undergraduate student majoring in Business Management and Information Technology Systems