Kim Manuel, Pmp Email & Phone Number

Mesick, Mi, Us

Responsible for establishing the Center for Project Excellence and growing the Project Management competency for both our people and our clients' success.

Helping companies to improve their bottom line performance while also bringing joy and pride into the workplace!- Agile Process Improvement and Documentation- Leadership Training and Development- Recruiting, Training, and Retaining Skilled PersonnelAgile and Beyond Conference Planning Volunteer, Presenter, and Sponsor (2011-2014)Agile Leadership Network Southern Michigan Chapter President (2013- 2017)

Performed project rescue for a WorkForce Software Client.

Responsible for all aspects of building a 2 story, 8400 sqft pole barn including the design, project planning, sub-contractor selection, issue/risk mitigation, budget management, etc.

Cadillac, Mi

Responsible for the overall implementation of IFS software across the company. Phase I modules include Accounting/Finance, Human Resources, Project Management, Service and Maintenance, Procurement, and Warehouse Management. Performed several roles including Program/Project Manager, Client Solution Architect, Business Analyst, and IT strategist.

Southfield, Mi

Responsible for managing Ciber’s book of business for Ford North America: 24+ purchased service contracts and the consultant staffing business. $39 million book of business with 500 consultants.- Worked closely with recruiting to streamline and prioritize demand intake for our account. Conducted training sessions to provide recruiters with critical interview questions to validate key skill sets.- Developed key performance indicators (KPIs) to optimize account performance and grow the portfolio.- Implemented new strategies for growing the staffing business that resulted in 3Q15 having the largest number of placements in the history of the account while maintaining target profit margins. Grew account revenue by 50% in 2 years.

Southfield, Mi

Responsible for successful delivery and execution of purchased service contracts for Ford Motor Company North America.- Responsible for overall management of a $12 million book of business covering 21 accounts. Responsibilities include maintaining Sales Force, gross profit margin management, staffing, performance management, client expectation management, and development of new accounts.- Originally hired to implement a major account transformation on the largest account. Attrition was high, morale was low, and the client’s needs were not being met. This team was stabilized in the first year, employee morale significantly improved, and the account has quadrupled in size due to the fact we are have consistently exceeded client expectations. Increased revenue by 45% from 2014 to 2015.

Program Manager responsible for delivering a mission critical upgrade to send Medicare and Medicaid claims through the Ingenix fraud detection software. Delivered on-time and under budget; managed 100% remotely.

We help our clients improve their bottom line performance by providing strategic visioning, program/project management of strategic initiatives, process improvement/documentation, and general facilitation services.

- Assessed current state Request, Change, and Incident Management processes for FordDirect.com. - Created UML process diagrams for each FordDirect application and a Business Owner View document for each Technical Director to maintain on an on-going basis.- Compiled a FordDirect Asset Database including server configuration, cost data, lease expiration, etc.- Jointly developed future state strategy and transition plan with FordDirect Senior Management and Perficient; including architecture strategy, organization structure, roles/responsibilities, process improvement, and project management methodology.

Maintain the Tier 1 vendor relationships, process development, metrics, reporting, contracts, and cost management for the North American Application Development Services (ADS) staff augmentation buy; 2000+ resources and $100+ million budget. - Optimized ITPP processes to ensure a competitive, level playing field for all vendors and conducted review sessions to replicate best practices between ITPP and Ford’s global Managed Service Provider (MSXi).

Established a team of business analysts and QC testers to deliver consistent quality for the Enterprise Systems Management (ESM) Program. Developed a standard, detailed project plan along with key assumptions for replication across the projects and within the Central QC Test Department in ADS (Application Development Services).- Staffed a team of six Business Analysts and developed a customized training program to minimize ramp-up time; including formal training, documentation of processes, creation of templates, and establishment of a centralized knowledge repository for sharing documents and lessons learned. Pilot team for incorporating the Zachman Framework for Enterprise Architecture into our Business Requirements.- Implemented peer reviews and primary / secondary roles to provide coverage, enhance learning experience, improve team work, and consistently provide quality deliverables.

Established the first Infrastructure Project Management Office (PMO) including the program management policies, procedures, and tools to manage the Enterprise Systems Management (ESM) Program - a global program designed to implement both an ITIL process framework and the IBM Tivoli Tool Suite across Ford’s global Data Centers. - Customized the application development methodology for the IT Infrastructure department; methodology was approved and rolled out to the rest of Ford's IT Infrastructure group.- Established the ESM PMO – issue, change, risk, communication, and education management procedures; time reporting; vendor payment process; status reporting; detailed project plan.- Conducted vendor selection and various alternative cost / benefit analysis; developed statement of work (SOW), program and project charters; budget and actuals tracking; facilitated strategic decision making meetings; and implemented a central knowledge repository to manage the program.

Temporary Assignment. Analyzed the cost drivers of mainframe and storage usage and developed a cost recovery model to bill IT customers for their use of these assets (including infrastructure upgrades). - In less than three months, documented the costing procedures, resolved all open audit comments, and developed 2003 billing rates for a thorough turn over to the permanent resource.- Developed a Disaster Recovery solution on Teradata that leveraged existing capacity, thus avoiding additional costs to the company.

Managed the server utility lease program for the North American Data Center; $100+ million budget. Evaluated server, mainframe, and storage hardware lease / buy alternatives and negotiated the best deal for Ford. Managed the vendor relationship for Dell, SUN, HP, IBM, and EMC. - Reduced late lease return fees by centralizing the financial tracking, payment release, and integrating a lease termination processes that proactively alerts the IT owners when the asset is up for renewal.

Designed and implemented the North American IT Billing System to provide a consolidated IT bill to the internal Business Partners to support consumption management efforts. Defined the IT billing models, associated billing processes, system requirements, design specifications, interfaced with the vendor for system enhancements, performed functional testing, and launched the system on-time and under budget. - Implemented a “Shadow IT” strategic initiative with Purchasing that gave Ford IT the ownership of all requests for quotes to external IT providers to maximize IT infrastructure capacity and ensure conformance to Ford IT standards, patterns, and internal controls.

Developed a cooperative relationship between the Application Maintenance Center (AMC) personnel and the Process & Technology Group (PTG) to develop IT solutions for our Business Partners while transitioning legacy applications from their existing IT support teams into the newly established AMC. - Exceeded #1 goal of improving customer satisfaction by clearly documenting roles, responsibilities, processes, and procedures to facilitate a shared understanding of expectations. - Researched and implemented the Operating Cost Management Project to manage departmental costs for 2000+ IT resources, including training, travel, pager, phone, hardware, and software licensing.

Assisted Senior Management in reengineering the North American IT organization. Facilitated definition of organization transition processes (design to development to maintenance) and strategic direction setting meetings, participated in the development and roll out of training sessions, developed the internal web communications portal, and managed move planning for the start up IT organization. - Defined standards for common look-and-feel of the IT web site and developed standard content - iTek building support services pages are still in production as of 2007!

Managed internal operations of the HR Reengineering IT department (training and travel budgets, status reporting process, internal control reviews, and corporate assignments) and participated in defining and rolling out standard Project Management processes, templates and tools. - Established departmental learning forums, facilitated key decision making meetings and departmental reengineering efforts to quickly improve overall operations. - Identified as the department’s subject matter expert for chartering complex programs / projects – rolled out training and conducted chartering sessions throughout the organization.

Coordinated status reporting and implementation of the National Employee Service Center (NESC) Reengineering Program (PeopleSoft, SCOPUS, and other technologies) to support knowledge management, case management, and call center routing software to improve the help desk operations. - Identified and facilitated process improvement efforts within the NESC Reengineering project and HR Reengineering department resulting in a projected $31 million savings per year.- Implemented an IT Project Tracking System to facilitate management of multiple projects – participated in the charter, defined the business requirements, system requirements, process and system flow diagrams, tested it, and created the user’s manual.

Executed the Ford RAPID methodology to improve Product Development business processes (resulting in a projected $1.5 million per year in savings) and trained others to become certified RAPID facilitators. Initiated a survey of all RAPID facilitators to define how central office could provide additional support, remove barriers to implementation, and assist field facilitators to improve use throughout the organization and further refine the process methodology.

Defined the customer requirements, developed the screen designs, detailed system specifications, test scripts, and conducted the internal control review to support the launch of the Ford Service Parts Purchasing Division’s Direct Data Link (DDL) system for the North American service parts suppliers.