Jack Randazzo, Pmp, Csm, Lssgb, Itil Email & Phone Number

Greater Chicago Area

Managed 25+ global software and hardware development projects ranging in size from 25 to 600 staff months with durations of 3 to 24 months.• Delivered over 90% of projects on-time, within budget, with quality and met customers’ expectations by developing project plans, clear team communication, analyzing key metrics to make decisions, balancing resources, adhering to best practices, and engaging stakeholders. • Directed 15+ projects with R&D resources spanning 4 continents, 9 countries, in 7 different time zones by assembling concise action plans, organizing meetings with flexible schedules, and effectively synchronizing parallel development efforts.• Guaranteed quality products that met customer expectations by being key contributor to technical aspects of projects including architecture, requirements, design, testing, and documentation.• Ensured customer commitments were met with quality without overburdening resources or impacting existing commitments by developing, implementing, and training staff on improved process to better effectively control the flow of incoming projects.• Controlled program scope changes and reduced program risk by developing, maintaining, enhancing, automating, and analyzing key metrics to make sound business decisions.

Greater Chicago Area

Oversaw 6 large suppliers that encompassed 18 major software and hardware development programs with various staff sizes and durations of 2 months to 4 years.• Secured 250+ separate supplier software and hardware deliveries by managing supplier contractual commitments, delivery schedules, quality, content and cost.• Increased product quality and customer satisfaction by holding suppliers accountable to quality commitments and securing resolution for 1.6K+ supplier software and hardware defects.• Improved supplier’s product quality and reduced supplier’s defect backlog 80% by developing and implementing unique software quality enhancement program based on industry standard metrics.• Ensured business needs were met, including product schedule, quality, cost/budget and scope while reducing risk by developing, negotiating, and documenting complex contractual agreements with suppliers.• Enriched employee performance by creating and delivering training on best current practices in project management and new processes.• Boosted partnerships and communication between management team and supplier, improved product resources, support, and quality by collaborating on issue resolutions, producing effective weekly reports, identifying problem areas, showing trends and quality status over time. • Ensured all suppliers upheld contractual commitments by collecting, analyzing, creating reports based on supplier performance metrics, and initiating corrective actions based on findings.

Greater Chicago Area

Led 100+ separate global software and hardware development projects ranging in size from 1 to 300 staff months with durations of 1 month to 2 years.• Reduced average project durations 25% by implementing and using the Theory of Constraints Critical Chains method of Project Management.• Delivered over 90% of projects’ customer commitments within budget by balancing resources, clear team communication, and analyzing key metrics to make decisions. • Earned recognition with appointment to position of Distinguished Member of Technical Staff (DMTS) in Bell Laboratories, an honor only held by 6-8% of technical staff population.