Michael Haas, Pmp Email & Phone Number

Greater Los Angeles Area

Thousand Oaks, Ca.

Responsible for maintaining, monitoring, analyzing, and reporting contract labor, equipment / material costs to Customers (i.e. Project Management). This includes validation, reconciliation, and variance analysis of project costs. Interfacing with Amgen project teams.• Consulting Services with Amgen - Managing costs related to Construction and IT / IS Facility Upgrade projects.

Managed various projects, simple requests and break fixes that related to EAM Non-Energy business processes. This included defining scope, tracking of budgets, forecasts, change requests and schedules.Prepared monthly status reports for upper management detailing project budgets, forecasts, change requests, schedules and risks/mitigations. Lead various cross-functional teams that sought to address system wide issues. An example of this is the Auto closing project where we found the root causes that had prevented the system from closing some 100,000+ WOs. By solving this issue we were able to eliminate several hours from the month end closing process. Fixing this issue also allowed these WOs to be fully closed and capitalized.Managed the implementation of the Portfolio & Project Management system in SAP for the IT Business Unit. This system allowed IT to capture all technology projects in the SAP system and enabled management of cost (budgets, forecasts, and change requests), scope and schedule through the complete project life cycle.Lead process modeling and blueprint meetings to assist in the definition and clarification of how clients use various components of the SAP system.Conducted various consultations with clients to help identify client needs, develop action plans, identify deliverables and present recommendations.Responsible for preparing and maintaining the Functional Design Specifications (FDS) related to EAM Non-Energy objects.Responsible for assisting the technical teams in transforming the client requirements from FDSs into Technical Design Specifications (TDS).

Managed the ERP Release 3 (R3) effort in the design and deployment of SAP Project System (PS) for use by all Business Units that work on T&D projects. This included the Substation, Transmission, Distribution, IT and Edison Carrier Select (ECS) groups. This design enabled the groups to use SAP to preform scheduling and cost management in SAP. Managed the restructuring of T&D Work Orders to align them with R3 design. This included streamlining the number and use of order types and material activity types.Conducted meetings with impacted business line leads to solicit design requirements and blueprint the business process of schedule creation and maintenance.Responsible for developing an implementation strategy and timetable for T&D conversion from Primavera to SAP PS. Developed training materials and facilitated training for all T&D users of SAP PS.Managed the various rounds of testing and break-fix for SAP PS.Managed cross functional team of end users in the conversion of over 850 capital projects from Primavera to SAP PS.Responsible for managing the Business Freeze for T&D conversion from Primavera to SAP PS. This included communicating to mangers and employees about the freeze and the impact of the freeze to the various groups. Responsible for providing weekly and monthly communications of the SAP R3 PS status to senior managers in ERP and T&D.Responsible for supporting the post R3 Go-Live stabilization of PS. This included handling client and system issues as well as addressing process and procedure updates.Responsible for working in collaboration with other CCI members to maintain key PS enhancements and evaluating desired system improvements.

Managed the cost for the Distribution New Service Connect Program with annual budgets totaling about $200 Million.Designed and implemented a more systematic way to forecast New Service Program cost based upon work load and industry trends to account for all the secondary cost previously not accounted for. This new method allowed the business to better recognize and react to trends (such as the housing market crash of 2008) in the business and to respond to them in a timelier manner. Prepared monthly status reports to support Project Managers and upper management detailing project budgets, forecasts, change requests, schedules and risks/mitigations. Assisted the cost estimating group in the preparation of monthly and yearly cash flow analysis for the use in annual budgeting and General Rate Case (GRC) applications to the California Public Utilities commission (CPUC).SAP Release 1 (R1) Super User – Responsible for helping the BP&FM group with understanding the changes caused by SAP R1 and answering post implementation questions from users.SAP R1 Trainer – Responsible for training Time Data Maintainer classes for Represented and Non-Represented Employees and Managers.Assisted with the post SAP R1 stabilization of PowerPlant by managing the efforts to maintain weekly, monthly and quarterly updates of Unit Estimates and reporting these updates to senior management in BP&FM, T&D, and Controllers.Lead the effort to developed Unit Estimate templates for use in PowerPlant for all distribution work orders based upon historical data. This allowed the business to stabilize the monthly, quarterly and yearly financial reporting by eliminating erratic swings in the financials.Managed the cross functional effort to develop, deploy and support the Work Order Cost Control (WOCCS) reporting system. This system shows summary and detail charges by Work Order and Cost Categories (Labor, Material etc.) and Cost Groupings (Engineering, Material,etc).

Responsible for the creation and maintenance of all resource loaded SC&M project schedule activities (about 350 projects annually).Responsible for gathering data and conducting complex analysis and consultation for the preparation and presentation of special reports and graphics to work group and business unit managers including but not limited to SCE vs. Contract workload analysis, KPI and PPA reports, resource usage histograms.Responsible for evaluating and documenting processes and procedures related to the flow of construction work and the management of SC&M resources (both “as-is” and “best in class”) to ensure the uniform and consistent practices.Managed the SC&M schedule conversion from stand alone MS Project schedules to Primavera integrated scheduling database. Implemented the use of a collaborative document library for SC&M, PMO and E&TS to post Weekly, Bi-weekly and Monthly reports to support schedule deviation analysis and resource allocation optimization.

Managed the cost and schedule aspects for the Infrastructure Replacement (IR) Program and numerous Transmission Substation Projects (TSP) with annual budgets totaling about $70 Million.Managed the cost and schedule aspects for various special projects such as the Base Privatization project at Fort Irwin and March Air Force Base. This entailed coordinating with various groups within SCE and the clients (US ARMY and US Air Force) to monitor cost, schedule, and scope related to the projects. Prepared monthly status reports to support Project Managers and upper management detailing project budgets, forecasts, change requests, schedules and risks/mitigations. Assisted the cost estimating group in the preparation of monthly and yearly cash flow analysis for the use annual budgeting and General Rate Case (GRC) applications to the California Public Utilities Commission (CPUC).Initiated and processed Change Requests for changes in project scope, schedule, and cost.Administered the conversion of the monthly Capital Asset Report from a spreadsheet to database application, eliminating redundant manual data input and allowed additional time for data analysis. Once conversion was complete, served as the system administrator that helped oversee the compilation and analysis of the data prior to the publishment of the report to senior management.Facilitated the design and implementation of a report to more accurately track and forecast the amount and timing of close to plant of capital work. This allowed the business group to better report to the company their capital cash flow needs

Managed the day-to-day operations of the store. Responsible for scheduling and monitoring employee staffing levels (roughly 45 crew members and 4 assistant managers), handling human resource issues such as conducting interviews, hiring, processing promotions, raises and disciplinary actions.Responsible for the tracking and ordering of inventory.Handled customer suggestions and complaints.Responsible for preparing monthly, quarterly and yearly reports on data such as sales, expenses, labor and profitability.

Master Of Business Administration (Mba), Finance

Bachelor Of Science (Bs), Business Administration (Accounting)

Education record

Education record