Judy Hall Email and Phone Number

I am semi-retired but am available for short term roles to assist with project manager or leadership mentoring, project start-up, regrouping, assessments, audits, or governance oversight based on nearly three decades of IT and project experience which includes over 10 years experience with SAP projects and extensive international project culture experience. Contact me when you need someone who can come in and get an immediate short term need delivered.

Amoco / BP - 1976 - 1977 Computer Operations. 1980 - 2008 - Programmer, IT Auditor, IT Leadership and Project Management.

Accountable for the leadership and delivery of multiple project teams implementing SAP financials in phases by country and/or business boundaries. Annual budgets ranged from $100M - $135M with a range of 5 – 10 managers as direct reports. Created a continuous improvement environment with repeatable processes to ensure ongoing improvement in project quality with reducing costs. •Ensured all projects had appropriate governance and business engagement•Mentored Project Managers to reduce implementation risks associated with SAP implementation including a focus on testing and implementation preparation and execution activities•Ensured all projects utilized peer reviewed project plans, data grounded status reporting, and appropriate issue and risk management•Consistently delivered quality implementations in multiple countries with a wide variety of culture differences (European and Asia Pacific) and issuesDuring 2008, I retained this role through June while a major restructuring effort was underway which led to me also assuming accountability as VP, Group Financial Infrastructure. As VP, I was accountable for staff delivery during the reorganization and placement of 380 people and the realignment of a budget of $250M.

This was a unique strategic project which tested the concept of bringing consumer IT to the large enterprise. It assessed the latest desktop and connectivity technology and approaches to implement and leverage them within the corporate environment. I was accountable for organizing the work into a Project to create delivery capability and to implement the desktop and infrastructure and pilot with 10,000 users. The project applied the learning’s through the pilot to prepare for a corporate wide desktop and back office upgrade. While this was a relatively small project with a budget of $3.9M, it had many unique challenges as it was perceived as a threat by many, especially within the IT organization.

Through this $160M Program, BP’s US Marketing & Refining business was combined and implemented onto the Amoco SAP platform. The top priority of this project was to ensure an implementation which did not disrupt business processing as the combined BP and Amoco business processed by the system was over $80M per workday. This was BP’s largest (at the time) implementation of middleware interface technology with over 1 million transactions processed each month. The implementation was considered highly successful and set the stage for the approval to invest in the later global financial implementation program of work. My direct accountability was for the Information Technology deliverables with dual reporting to a business Program Director and the business CIO.

This project was started in 1999 but after missing several key milestones, in August 2000 I was asked to assess the project and provide the PM leadership to ensure that we had a quality implementation at year end. The project had become critical due to risk of failure of the Amoco payroll and benefit operations.

This program of work was initiated as a part of an Amoco Production Company business process re-engineering effort. All elements of the re-engineering program were completed per plan except for the systems and processes in support of the Natural Gas business. The business asked Information Technology (IT) to assess the projects with the intent that the IT organization would take over leadership to complete the projects. I lead the effort to complete the assessment and created a bid representing IT. Following acceptance of the bid, I remained as Program Manager over two Project teams. The Project teams delivered with very high customer satisfaction.