David Chazin

David Chazin Email and Phone Number

Resume at ITSM Specialists, LLC @ South Brunswick Township, NJ, US
South Brunswick Township, NJ, US
David Chazin's Location
Monmouth Junction, New Jersey, United States, United States
David Chazin's Contact Details

David Chazin personal email

n/a

David Chazin phone numbers

About David Chazin

I work remotely as a Project Manager and Business Analyst.Experience:    ♦ ServiceNow: 9+ years experience as ServiceNow® Project Manager, Architect, Business Analyst and Developer.    ♦ VBA (Visual Basic for Applications): I’ve developed numerous VBA (Visual Basic for Applications) scripts to integrate MS Project, Excel, Word, Adobe Acrobat, and Outlook. These VBA scripts manipulated tasks within Project and integrated and automated the Office applications to work together in order to organize and report on data, and to automatically send out reports and reminders.    ♦ Infrastructure: As Senior Project Manager, managed large IT programs and projects for Fortune 500 clients:        • Complex Global IT Infrastructure Integration programs and projects       • Enterprise Software Acquisition & Implementation programs and projects        • Application Development programs and projects

David Chazin's Current Company Details
BangMetric LLC

Bangmetric Llc

Resume at ITSM Specialists, LLC
South Brunswick Township, NJ, US
David Chazin Work Experience Details
  • Bangmetric Llc
    Bangmetric Llc
    South Brunswick Township, Nj, Us
  • Bangmetric Llc
    Servicenow Project Manager & Business Analyst
    Bangmetric Llc Nov 2020 - Present
    For Bangmetric, a ServiceNow partner and consulting company, working as Project Manager and Senior Business Analyst for its clients. Responsibilities include working with key stakeholders to elicit and document requirements for the updating and enhancing of its ServiceNow instances, including ITBM and ITSM – and managing those efforts. Recent projects also involved ServiceNow instance consolidation, instance integration and ITIL process alignment. Scoped applications as well as global applications have been integrated or migrated, as appropriate. Agile/Scrum, Waterfall and Hybrid methodologies were used.
  • Synoptek
    Servicenow Project Manager And Business Analyst
    Synoptek Nov 2019 - Nov 2020
    Irvine, Ca, Us
    For Synoptek, a Managed Service Provider (MSP), was project manager and business analyst for its domain-separated instance of ServiceNow. Domain separation is the way ServiceNow enables MSPs to provide multi-tenancy support while actually having only one instance of ServiceNow. Responsibilities included eliciting and documenting requirements for the updating and enhancing of its ServiceNow Incident, CMDB and Service Portal/Catalog applications – and managing those efforts. Also, worked with key stakeholders to provide guidance on which additional functionality, modules and applications to deploy.
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  • Assurant
    Project Manager
    Assurant Feb 2020 - Mar 2020
    Atlanta, Georgia, Us
    For Assurant, Inc., participated in the startup of its CMDB / Service Mapping project as project manager. The startup phase of this project was successfully completed in a little less than one month.
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  • Hertz
    Lead Servicenow Business Analyst
    Hertz Aug 2019 - Oct 2019
    Estero, Fl, Us
    For the Hertz Corporation, was lead ServiceNow® Business Analyst, primarily for its Service Portal and also for other enhancements related to the ServiceNow® Incident and Change applications. Also advised on its upgrade from the London version of ServiceNow to the New York version. In addition developed the process and framework for its business analysis and architecture.
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  • U.S. Department Of Veterans Affairs
    Servicenow Project Manager/Architect
    U.S. Department Of Veterans Affairs Nov 2018 - May 2019
    Washington, Dc, Us
    For the Veterans Administration (VA), was lead ServiceNow® Architect, managing and coordinating the solutioning efforts of 4 Architects for many ServiceNow applications, including Asset, CMDB, Discovery, Incident, Problem, Change, Demand, Knowledge, Survey, Service Catalog/Portal, Performance Analytics and Security.
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  • The Dow Chemical Company
    Servicenow Project Manager/Architect
    The Dow Chemical Company Oct 2016 - Nov 2018
    Midland, Michigan, Us
    For DOW Chemical, as ServiceNow project manager and architect, worked on ServiceNow’s Automated Test Framework (ATF), on Service Catalog/Portal, and on fixing existing bugs in DOW’s customizations of various ServiceNow applications. Also managed and advised on its upgrade to the Istanbul version of ServiceNow.
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  • State Of Delaware
    Servicenow Solution Architect
    State Of Delaware Jan 2016 - Sep 2016
    Dover, De, Us
    As ServiceNow solution architect, advised the State of Delaware regarding its upgrade of ServiceNow from the Eureka version to the Geneva version. Provided architectural advice with regard to the integration of its ServiceNow applications with its other enterprise applications. In addition, built a custom ServiceNow application to support its Firewall Request and Fulfillment process.
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  • Otsuka Pharmaceutical Companies (U.S.)
    Servicenow Project/Program Manager & Solution Architect
    Otsuka Pharmaceutical Companies (U.S.) Jan 2013 - Jul 2016
    Princeton, Nj, Us
    For Otsuka Pharmaceutical, managed its service desk, ticketing tool and ITSM process deployment and transition project, implementing and supporting the following ServiceNow applications:• Self-Service • Service Desk • Incident • Problem • Change • Survey • Asset Management• Data Analysis & Reporting • Managed Documents • CMDB • Service Level Management• Content Management • Service Catalog • Knowledge Base • Metrics • Custom ServiceNow applications This project involved creating an additional service desk, and then transitioning the two service desks and 70+ Resolver/Fulfiller teams into the ServiceNow ticketing system. An interesting aspect of this project was gaining consensus for enterprise-wide ITIL-conformant processes across the client’s various independent business units. In addition to managing the project, performed as Solution Architect, Process Architect, Application Architect, Business Analyst, ServiceNow Administrator and ServiceNow Implementation Specialist. Also, developed an application framework and a software development methodology for the client. Mentored and managed the administrators and implementation specialists, and coded much of the core JavaScript routines – both client-side and server-side. Also, provided support for UAT and training. I managed the project both on-site and remotely, as some of my resources were located in other states and in other countries. This work was performed 75% on-site and 25% remotely, from my office in New Jersey.
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  • Safeway
    Servicenow Project Manager & Architect
    Safeway Oct 2015 - Jan 2016
    Us
    As ServiceNow project manager, architect and business analyst, advised Safeway, a major supermarket chain, in the following areas:• Developed detailed project plan for the client’s ServiceNow upgrade from Eureka to Geneva.• Advised the client on issues it would face upgrading Knowledge Management and Service Catalog apps.• Designed the strategy for reducing the number of ServiceNow licenses being used for resolvers/fulfillers and approvers.• Participated in the development of various catalog items.• Performed business analysis and wrote code for the auto-escalation of retail self-service incident tickets.This work was performed remotely, from my office in New Jersey.
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  • Pharmerica
    Servicenow Project Manager & Solution Architect
    Pharmerica Jan 2015 - Mar 2015
    Louisville, Kentucky, Us
    As ServiceNow project manager, architect and business analyst for PharMerica, a national mail-order pharmacy, implemented its Service Catalog and ESS portal. This work was performed remotely, from my office in New Jersey.
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  • State Street Bank
    Program/Project Manager
    State Street Bank May 2012 - Dec 2012
    Boston, Massachusetts, Us
    IT Transition/Transformation Program & Project Manager for IBM client, State Street Bank, managing a global program to deliver “hands & feet” support to the client’s data centers in 33 different countries worldwide. Managed the rollout in the United States as project manager, and globally as program manager with the region-specific project managers reporting to me. In addition, as Process Architect, developed the global processes for this work stream. Hands & feet technicians perform on-site services for system administrators who are remotely administering servers, storage arrays and other devices.
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  • Cna Insurance Company Limited
    Program/Project Manager
    Cna Insurance Company Limited Jan 2012 - Jun 2012
    IT Transition/Transformation Project Manager for IBM's client, CNA, managing 4 projects — Service Desk, Deskside Support, MAC (Move, Add, Change) and Reporting. Also, had program-wide scope for developing a QC process and reports to help the project managers improve the quality of their Microsoft Project schedules.
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  • The Standard
    Project Manager
    The Standard May 2011 - Dec 2011
    Portland, Oregon, Us
    Deskside Services Transition/Transformation Project Manager for IBM's client, Standard Insurance Company. Implemented IBM Deskside Services and IMAC (Install Move Add Change) Perform Services, including: (1) On-site support for end-user workstations (laptops and desktops) and associated end-user computing equipment, (2) Dispatched deskside support for remote locations, (3) Desktop Virtualization (VDI), (4) End-user orientation, (5) Utilization of remote resolution techniques for troubleshooting, (6) Management of swap and loaner pools, (7) Preparation of equipment for disposal, (8) Performing refresh of desktops and laptops, (9) Coordination with Service Desk, IMAC Coordination, ID Admin and IP&C Process teams. Worked mostly from home office with trips to customer site as required.
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  • Broadridge Financial Solutions
    Project/Program Manager
    Broadridge Financial Solutions Nov 2010 - May 2011
    New York, New York, Us
    Cross-Services Transition/Transformation Program Manager for IBM's client, Broadridge Financial Solutions, one of the big players in the Financial industry in the New York area. As Cross-Services PM, was responsible for 4 integrated ITIL-conformant projects: Asset, Process Interface Manual, Incident, Problem & Change Process, Remedy and Measurements & Reporting. Each project was managed by a project manager who reported to me. In addition, was heavily involved in the CPI Earned Value Pilot that matched actual hours worked, with the resources and tasks in the project plans. Also, had program-wide responsibility for the quality of all 41 project plans in the program. Was responsible for ensuring that all the plans were fully linked across the entire program, and that all scheduling conflicts were resolved in a timely fashion. In addition, executed the program side of the MAPIT Integration Maintenance process and served as project planning mentor for many of the project managers in the program.
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  • Millercoors
    Project/Program Manager
    Millercoors Jul 2010 - Dec 2010
    Chicago, Il, Us
    IBM's strategic outsourcing client was MillerCoors, one of the largest beer breweries in the world. Was Cross-Services Transition Program Manager, responsible for 14 integrated projects: ISM (Maximo) Ticketing System, Incident, Problem & Change Process (IP&C), Measurements & Reporting, Asset Management, Service Catalog, Configuration Management, Service Desk, Self-Enablement Portal, ID Administration, ITIL Process Interface Manual, Deskside Support, Refresh, SPMS and SCCM. Each project was managed by a project manager who reported to me. The projects involved transitioning and transforming these IT services from their legacy delivery models into the ITIL-conformant IBM delivery model for this client.
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  • Ace Combined Insurance
    Project Manager
    Ace Combined Insurance Mar 2010 - Jun 2010
    IBM's client, ACE Insurance Company, acquired another insurance company, CICA. As project manager, Transitioned the CICA Help Desk, User ID Admin and SCCM into the client's delivery model for those IT services. The SCCM project also involved an Active Directory upgrade. In addition, performed business and process analysis and technical solutioning, as needed, to fill gaps not covered during the engagement. Projects were completed on time.
  • [A Consortium Of Private Investors]
    Project Manager/Architect
    [A Consortium Of Private Investors] Aug 2008 - Mar 2010
    Developed a portfolio of automated, algorithmic, rules-based trading strategies for the foreign exchange (FOREX), futures, equities, options and bond markets. The computer algorithms that were developed utilize advanced mathematical models to decide on all aspects of the orders, such as timing, price and quantity and, in all cases, initiate the orders without human intervention. The computer makes the decisions to initiate orders within milliseconds, based upon information that is received electronically via the internet, before human traders are even aware of the information. The methodology, within which these systems are being developed, includes: (1) converting trading ideas into unambiguous rules, (2) translating the rules into a parameterized computer program, (3) utilizing historical financial data to back-test the algorithms and optimize their parameters, (4) performing walk-forward analyses in order to gauge the system's performance against out-of-sample data, thereby avoiding curve-fitting or over-fitting, (5) integrating the system into the portfolio of trading systems, and (6) monitoring the relative performance of all the systems in the portfolio, in order to allow only the systems with the best recent performance to trade live. This project resulted in a portfolio of numerous strategies, running in numerous time-frames against the various markets, with only the top performing strategies trading live at any given time.
  • Sentry Insurance
    Project Manager
    Sentry Insurance Jan 2008 - Aug 2008
    Stevens Point, Wi, Us
    Senior project manager for an ITIL transformation project for Sentry Insurance, managing the deployment of the following HP Service Center modules: Service & Incident Management, Problem Management, Knowledge Management, Configuration Management, Service Request, Change, OpenView Integration and SMS Integration. The project involved business process engineering, requirements analysis, design, configuration / customization of the modules, testing and deployment.
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  • Alliancebernstein
    Project Manager
    Alliancebernstein Jul 2007 - Dec 2007
    Nashville, Tn, Us
    For AllianceBernstein, a major international Financial Services firm, was Senior Project Manager, managing the development and enhancement of the client reporting software used for its large customers. Also performed as Business Analyst and Process Architect for some of the major requirements, and developed a project management methodology for the management of smaller projects. The project also included analysis and redesign of workflow facilitated by office automation using Visual Basic for Applications (VBA) and Sharepoint. In addition, was a member of the core advisory team working on the enterprise-level strategy for developing a centralized Security Reference Master Database System.
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  • Manpower
    Project/Program Manager
    Manpower Jul 2006 - May 2007
    Milwaukee, Wi, Us
    Responsible for 9 integrated global projects: Asset Management & CMDB, Incident & Problem Management, Change Management, Incident & Change Tools, Manual and Automated Bridges between Client and IBM tools, Service Desk, Measurements & Reporting, Security and UAT. Each project was managed by a project manager who reported to me. Geographically, the scope of these projects included the US, Canada, Argentina, EMEA and APAC. In addition, managed the inter-project dependencies and enforced consistent compliance with project scheduling standards across all 23 projects in the program. All projects involved the eliciting of user requirements, with the associated knowledge transfer, installation of software tools (and hardware where needed), software configuration, process and procedure development and training, system testing and user testing. Synchronization, between the client's Incident and Change systems (custom-built in Clarity) and IBM's systems, was required. IBM did not have standard processes and procedures for performing this synchronization. To fill the gap, I performed as Process Architect and Business Analyst in developing the processes and procedures, working with client and IBM process owners and service delivery teams. This work was performed remotely, from my office in New Jersey.
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  • Ibm
    Project/Program Manager
    Ibm Jun 2000 - May 2007
    Armonk, New York, Ny, Us
    As Senior IT Transition/Transformation Project & Program Manager for IBM Global Services for 7 years, from June 2000 through May 2007, managed a number of large infrastructure projects for Fortune 500 companies. A few of those projects are described below:
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  • General Motors
    Project Manager
    General Motors Feb 2006 - Aug 2006
    Detroit, Michigan, Us
    For IBM's client, General Motors, was Security transition project manager for the GM IIM/OM project. This was a one-of-a-kind project, because, unlike other IBM strategic outsourcing deals, the task at GM was to validate and implement the client’s tactical and strategic security requirements – not IBM’s standard security baseline. This involved working closely with the customer at a high level, up to and including GM’s Chief Information Security Officer. GM’s policies and procedures are ITIL-compliant.
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  • Williams
    Project Manager
    Williams Jun 2005 - Feb 2006
    Tulsa, Oklahoma, Us
    Was Project Manager for the implementation of Williams Energy’s security policies and procedures. With the benefit of strong teams and inter-team cooperation between 12 different service delivery teams, the projects were brought in on time and in budget. A key element was obtaining early buy-in from the teams on the project plans. A component in most of the 12 projects was the installation of software and hardware to support the enforcement and maintenance of the security standards. Compliance with Sarbanes-Oxley (SOX) and industry regulatory bodies was required. Designed and implemented status reports that gave the client “exactly what we need,” resulting in increased customer satisfaction. These reports were not readily available, and involved pulling data from 6 different data sources. Because there were no resources available to create these reports, I programmed them himself in Visual Basic. At the client’s request, I prepared and gave presentations for the client executives, which went well and increased client’s comfort level that IBM would do the job with minimum (or no) setbacks.
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  • Pearson
    Project/Program Manager
    Pearson Mar 2005 - May 2005
    London, Gb
    For Pearson Publishing, one of IBM’s reference accounts, was Project/Program Manager, responsible for security policy and procedure implementation, server consolidation and refresh, asset management, Active Directory implementation, and various additional ad hoc projects, all of which were integrated and done in compliance with internal and Sarbanes-Oxley (SOX) regulations. Projects were in budget and on time, thereby promoting customer confidence and satisfaction. On this account, leading by example, mentoring and occasional escalation proved to be the effective ways to accomplish the teaming and leadership necessary to keep the projects on time and in budget. Scope creep was avoided through an RFS process.
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  • The Dow Chemical Company
    Project Manager
    The Dow Chemical Company Sep 2004 - Apr 2005
    Midland, Michigan, Us
    For IBM's client, DOW Chemical, managed eight infrastructure projects, involving the populating of new buildings, installation of environmental analyzers, switch and server installations and the like, and the decommissioning of buildings. The projects were on time and in budget, the customer being satisfied with the results. On this account, driving the project rigorously and escalation were the main techniques necessary to keep the projects on track. Scope was always an issue on this account because the projects involved work by both the client and IBM, with the client trying to define as much of the work as possible, as belonging to IBM. Meticulous requirements gathering and project definition and accurate planning, with client buy-in, was necessary in order to avoid scope creep. During this period, Mr. Chazin managed dozens of resources spread across a wide geographic area, across a number of different IBM and client organizations.
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  • The Dow Chemical Company
    Project/Program Manager
    The Dow Chemical Company Sep 2004 - Apr 2005
    Midland, Michigan, Us
    Managed eight DOW Chemical infrastructure projects, involving the populating of new buildings, installation of environmental analyzers, switch and server installations and the like, and the decommissioning of buildings. The projects were on time and in budget. Driving the projects rigorously and escalation were the main techniques necessary to keep the projects on track. Scope was an issue on this account because the projects involved work by both the client and IBM, with the client trying to define as much of the work as possible, as in IBM’s scope. Meticulous requirements gathering and project definition and accurate planning, with client buy-in, was necessary in order to avoid scope creep. I managed dozens of resources across a wide geographic area.
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  • Jpmorgan Chase & Co.
    Project Manager
    Jpmorgan Chase & Co. Mar 2004 - Aug 2004
    New York, Ny, Us
    For IBM's client, JPMorgan Chase, was Global Transition Project Manager for Asset Management, with a focus on IMACs (Install, Move, Add, Change). Responsibilities included establishing processes and procedures to gather complete sets of IMAC data from approximately 1,000 support personnel generating IMACs worldwide, making sure all required data fields were entered, and validating the data as to completeness and accuracy.
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  • Jpmorgan Chase & Co.
    Project Manager
    Jpmorgan Chase & Co. Feb 2003 - Mar 2004
    New York, Ny, Us
    For IBM's client, JPMorgan Chase, was Global Help Desk Telephony Transition and Transformation Project Manager. The global telephony transition/transformation included:• Transforming and migrating approximately 50 legacy help desks into 7 help desks with over 400 agents• Setting up the trunks and local phone lines worldwide, including dealing directly with carriers• Best Services Routing (BSR), resulting in combining two separate help desk sites into one virtual help desk• Setting up the Avaya switch rooms at each site, including VRU, CTI, Etalk and other servers• Implementing Etalk servers to record all help desk conversations for archival and quality monitoring purposes• Implementing Callpath & Genesys servers• Implementing Remote IP Agent for three of the IBM help desk sites• Implementing Computer/Telephony Integration (CTI) to facilitate help desk agents’ pop-ups• Setting up a DMZ so computers could communicate across SNI zones• Disaster recovery and business continuation plans• Deploying and configuring the various enterprise-level software tools to support the above
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  • Blockbuster
    Project/Program Manager
    Blockbuster Oct 2002 - Feb 2003
    Denver, Colorado, Us
    For IBM's client, Blockbuster International, provided transition / integration project management services to upgrade the client’s data center production environment and create separate data center test and development environments. Approximately 50 servers were installed and/or modified, along with various enterprise-level software and databases residing on the servers. Managed 18 different IBM towers (service delivery teams).
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  • Jpmorgan Chase & Co.
    Project/Program Manager
    Jpmorgan Chase & Co. Jun 2002 - Oct 2002
    New York, Ny, Us
    For a JPMorgan Chase project, was the IBM Global Due Diligence Manager and Global Help Desk Transition Project Manager during the negotiation phase of the $7 billion global contract.
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  • Astrazeneca
    Project Manager
    Astrazeneca Feb 2002 - Jun 2002
    Cambridge, Cambridgeshire, Gb
    For AstraZeneca, a large pharmaceutical company, performed as Transition Project Manager for Deskside Services. This project included developing a process model for Centralized Deskside Support as well as implementation of a metaframe server and its resident applications and databases.
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  • Axa Us
    Project Manager
    Axa Us Feb 2001 - Jan 2002
    New York, Ny, Us
    For IBM's client, AXA, a large international insurance company, was the Senior Project Manager for Asset Management, responsible for coordinating the performance of 60 practitioners across 5 different organizations on $100 million of services that IBM was contracted to perform. Had overall architecture, integration and coordination responsibilities for the project's asset processes, activities, data, and software development and maintenance.
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  • Universal Music Group
    Lead Data Architect
    Universal Music Group Jun 2000 - Feb 2001
    Santa Monica, California, Us
    Upon joining IBM in 2000, I played a lead role in a software development project for Universal Music Group, a major music company. The project involved the development of an enterprise-wide, international royalty and copyright system, to support the sale of the client’s music on the internet. Responsibilities included business analysis, development of the logical data model and the physical design of the Oracle database. Also reconciled the use cases, static and dynamic object models, data model and user interface design with each other.
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  • Pfizer
    Project Manager
    Pfizer Feb 1998 - Apr 2000
    New York, New York, Us
    For Pfizer Inc., was project manager for the development of its Viagra Global Repository, that gathered into one central repository, all of the data generated by all Viagra clinical trials, worldwide. The client was then able to analyze clinical data across protocols and countries. Responsibilities included tracking the worldwide data management effort, and the development and ongoing maintenance of the Master List of Studies, which was the first component of the Repository to be implemented. Also managed the QC effort for the reporting tool that generated tables and listings from the repository data.
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  • Merck
    Product Manager & Business/Systems Analyst
    Merck Nov 1996 - Jan 1998
    Rahway, New Jersey, Us
    For Merck & Co., was Product Manager and Business/Systems Analyst for a number of the front-end products that comprised its clinical trials database management system, and was Lead Analyst on a data conversion initiative to migrate data from a number of legacy clinical trials systems into the current system. Managed a team of 11 developers and was responsible for ensuring that the development results reflected the business re¬quirements. Worked closely with the clinical team, standards group, data coordinators and statisticians to elicit the business requirements, and to produce appropriate documentation for the developers, integrated testing department, user acceptance testers, and the preparers of the user manuals and training seminars. Functions included project management, requirements analysis, database modeling, physical design, technical writing, integration and UAT support. The new system enabled the client to bring new drugs to market sooner than would have otherwise been possible with its legacy systems.
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  • The Robert Plan/Material Damage Adjustment
    Project Manager
    The Robert Plan/Material Damage Adjustment Jan 1994 - Jan 1996
    For The Robert Plan/Material Damage Adjustment, an automobile insurance company, was project manager and application architect for a project developing three new claims systems, and integrating them, along with nine existing stand-alone systems, into one homogene¬ous claims system. The project had 15 developers at its peak. In addition to project management, I developed the programming framework and standards used in building the new system. I architected and modeled the database and mentored my analysts and programmers. Data was converted from legacy systems into the newly developed database.
  • Merck
    Project Manager
    Merck Jan 1993 - Jan 1994
    Rahway, New Jersey, Us
    For Merck & Co. in Rahway, NJ, managed a project to develop a new custom Health Services Clinic Management and Patient Information System. The project involved developing the new system while maintaining the existing system. The system automated the management of six clinics and stored the medical records of over 20,000 employees and contractors. This work was performed remotely, from my office in NJ.
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David Chazin Skills

Servicenow It Service Management Itil Pmp Project Management Software Development Sdlc Requirements Analysis Business Analysis Business Process Improvement It Strategy Integration Outsourcing Pmo Program Management Cross Functional Team Leadership Software Project Management Vendor Management Project Management Office Software Development Life Cycle

David Chazin Education Details

  • Bryant University
    Bryant University
    Accounting

Frequently Asked Questions about David Chazin

What company does David Chazin work for?

David Chazin works for Bangmetric Llc

What is David Chazin's role at the current company?

David Chazin's current role is Resume at ITSM Specialists, LLC.

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What schools did David Chazin attend?

David Chazin attended Bryant University.

What skills is David Chazin known for?

David Chazin has skills like Servicenow, It Service Management, Itil, Pmp, Project Management, Software Development, Sdlc, Requirements Analysis, Business Analysis, Business Process Improvement, It Strategy, Integration.

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