Sr. Project Manager, tasked w/working w/28 Department/Division director designated project Champions for the City of Tacoma, during the Mobile Device Modernization (MDM) project. This scope comprised of 50-100 key stakeholders, accordingly. With increased threats from cyber-attacks along with growing demands for mobile device management features require the city to move to a more modern, secure, and feature-rich, mobile device management platform. Deploying this updated technology requires enrollment of each device on the new platform. Microsoft Intune is a cloud-based service that helps deliver a modern workplace and modern management to keeping data secure--both in the cloud & on premise, focusing on Mobile Device Modernization (MDM), and Mobile Application Management (MAM). The product includes services and tools that will allow the city to manage and monitor devices to ensure its organization's data stays protected and isolated from personal data. As the MDM PM, I lead the CoT team through both the Discovery Phase which consisted of asset identification; technical device assessment: verification & validation (e.g., Consumer/BYOD, OS, Shared) for approximately 2,300+ assets. And the Execution Phase which was comprised of the development of Android & iOS Preparation (i.e., backing up Photos, Contacts, Text) and GoLive/Migration (i.e., Intune Enrollment) work products. Additionally, given the significant volume of stakeholders--including device owners, I developed a flexible drop-in Support schedule: twice a day for 2 hours each, 3 times a week over a 24-week span. Each sessions’ scope was for direct Preparation or GoLive based support and/or any specific Q/As, accordingly. I, along w/technical SMEs, facilitated each session. Also, following CoT PMO standards, the use of PMI Triple Constraints via R/Y/G reporting—including Risk/Issue/Dependency tracking, monitoring was provided at all levels of management reporting, including project Steering Committee executives.

Sr. Project Manager, tasked w/working w/both Dupont and several 3rd party integrators on the Mergers & Acquisition based project w/a divestiture concentration. As the SharePoint Online (SPO) PM, I lead a global team through the Discovery phase which consisted of asset identification; and technical assessments; verification & validation for approximately 2,000 assets. Additionally, I developed the initial migration methodology, approach (i.e., FIFO/size & complexity metrics) which was introduced to 3rd party focal as they were responsible for Execution. After leading several JAD based iterations, a revised method was agreed upon. Key to this methodology was the innovation/use of a SPO List which was used to identify impacted scope; and communicate their QA/readiness for migration. Directing, working w/Architects on my team we not only built the tool but also developed processing, monitoring, and reporting of assets as they proceeded through their migration lifecycle. Introduced PMO wide use of PMI Triple Constraints including R/Y/G reporting—including use of Schedule Variance Indicator (SVI) at all levels of management reporting, including project executives.

Sr. Project Manager, tasked w/working w/AON PMO/leadership in their digital transformation efforts via the O365 project, Home Drive (On Prem.) to OneDrive(H20) initiative. This migration is primarily of the Lift & Shift variety. Leading the TCS technical team, we interlocked w/our AON counterparts to identify the impacted geos/user community–and the servers where they resided. This universe was prioritized via its number of users; size of files to be migrated; and if the server can be reused and/or will be sunset. Microsoft Migration Manager was the tool used for all migrations. 20,000 Home Drives consisting of 80TB, was the impacted scope; as exclusions occurred, scope modifications were made, accordingly.

Sr. Project Manager, tasked w/working w/SCE focal on Enterprise Content Management (ECM) Wave 2. Whose project objective is to provide a streamlined, tailored, user experience (i.e., UX / UI) that best suites the work they do. Ensuring that SCE’s enterprise content is accurate, accessible, and compliant, in a manner that minimizes associated risk and maximizes business value, is a key project tenet. Additionally, implement of a proven solution across Organization Areas (OA) to migrate the unstructured content from source repositories into structured repositories in O365’s SharePoint Online (SPO). These efforts will enhance safety, reliability, and compliance via improving both the Company’s critical information and Record Management base information. While minimizing manual efforts required by employees for performing routine information governance activities. This improvement of work environment by implementing and managing tools and technologies that SCE employees will need in Content Management & Collaboration domain, creating a digital workplace.

Prosum / Wash Industries, Dominguez Ca. – Sr. Project Manger 04/2019 – current Sr. Project manager tasked with working w/ Wash Industries fledgling PMO members within the Corporate Program Management group planning and coordinating all SDLC based aspects of projects from discovery to delivery. Specifically, aiding in the development of detailed project plans and manage all implementation processes including resource allocation, progress tracking, monitoring change control processes, resolution of issues and risks, testing, documentation, training, and on-time delivery within budget constraints.

At InvestCloud, a California-based Fintech firm with a global presence, known for creating first-class financial digital solutions that are pre-integrated in the cloud; my role is to aid, guide and manage Clients in creating beautifully designed client experiences and intuitive operations solutions using an ever-expanding library of digital modular apps.

Sr. Project manager tasked with working w/ Farmers Insurance PMO members; Strategic Integrators and multiple vendor partners on orchestrating the transformation of Farmers’ legacy Salesforce based Claims system to Guidewire systems. Also, I am focused on driving concurrent program initiatives, strategy while maintaining program health across multiple complex work streams using both Waterfall and Agile methodologies. Additionally, Farmers’ recognize my contribution via awarding me their Transparency Award and document said efforts upon their Wall of Fame.

• Directed software engineering and support projects; guided all project stakeholders throughout technology development initiatives, managing all phases of project lifecycles.• Assessed product needs and communicated requirements to groups responsible for development, testing(eg. Master Test Plan Development; Test Case Design; Automation (Selenium) Implementation), and other deliverables; ensured that all engineering and development efforts align with technology strategies.• Developed technical support plans according to customers’ priorities, business challenges, and operational initiatives; implemented new architectures that promoted business continuity and overall enterprise growth.• Evaluated potential projects for feasibility in terms of cost, risk, complexity; defined project timelines, proposed technologies, and developed system architectures.• Established and implemented best practices for ensuring efficient software development and support lifecycles for software creation, enhancement, and maintenance initiatives.• Analyzed and resolved inefficiencies in software platforms, and identified opportunities to develop transformative system improvements.