Supported the global manufacturing Supply Chain portfolio under the Hershey PMO. Responsible for project initiation, including business case development, resource allocation, scope, and projected budget; contract and SOW creation, payment schedules, purchase orders, deliverables, and acceptance criteria. Project execution activities included vendor management, global remote team management, facilitation of project meetings and steering committee presentations, RAID log, weekly status reports to leadership, issue escalation, risk management, and stakeholder communications. Finance activities: monthly budget reconciliation and forecasting to maintain project spend within target variance, invoice approvals, vendor payment tracking in SAP, change orders to accommodate scope and financial changes.• Managed a $4.5M global implementation of sanitation software for Hershey’s manufacturing facilities. Managed financial tasks including budget management, detailed monthly financial forecasting, SAP financial tracking and reconciliation. Negotiated vendor contracts and deliverable timelines; purchased iPads for the mobile application; managed remote project team activities including software deployment, training, user acceptance testing, lessons learned, and go-live events. This software replaced a manual, paper-based system and produced significant cultural disruption within the organization. Clear communications and detailed planning with local factory leadership were instrumental to the success of this deployment.• Managed a project to source, evaluate, and implement a robust third-party risk tracking software solution to manage Hershey’s partners and vendors. Worked with the procurement team to develop an RFP to compare options. Implemented the selected software with the Hershey security team and vendor consultant.

Managed 3 workstreams (Governance, Discovery, and Business Engagement) in an IT governance program designed to reduce operational, financial & cybersecurity risk. The enterprise-wide program spanned multiple years and included the full technology portfolio for global SCJ business units. • Governance workstream: Worked with the enterprise architecture team to define compliance across financial and technical dimensions. This workstream created compliance policies and processes to ensure business applications comply with best practices to reduce security vulnerabilities. Applications were evaluated based on ownership, design and architecture, vendor/application risk assessments, lifecycle management, and financial accountability. A dashboard was created to show compliance status and highlight compliance gaps.• Discovery workstream: Managed a team of solution advisors who interviewed application owners to gather and verify details about the application relative to compliance categories. The application repository was updated based on the discovery interviews; 90% of applications were successfully completed. Orphaned applications were removed from the scope and tagged for follow-up with leadership for each business unit. Reports of discovery results and compliance scores were communicated to the business for remediation.• Business Engagement workstream: Each business unit has a relationship manager that acts as a liaison between IT and the business. My role was to work with the relationship managers to provide communications about the program status and compliance requirements to the business units. The goal was to engage application owners and achieve the project goals with a minimum of disruption to the business.

Performed project management activities on a short-term project to analyze, remediate, and recover infrastructure damaged by a ransomware network security event. Worked with governmental departments to deploy forensics software, review backup viability, and determine a recovery plan. Acted as liaison between the business units, technical staff, and forensics/engineering teams to ensure timely communications.• Documented network architecture, hardware inventory, and access credentials• Provided deployment instructions for forensics software tools• Monitored and tracked status of network device reporting• Gathered data related to backup architecture, backup accessibility, and viability for recovery• Coordinated server recovery strategy (rebuild, restore, reimage) with each department's leadership and engineering teams• Reported project status, escalated issues, and managed risks to project leadership

Performed migration management activities in support of a large-scale production data center migration. Worked extensively with application owners and ServiceNow admins to update the CMDB with current details (application components, dependencies, server names, business criticality, app/tech support teams). Acted as change manager to review and approve changes, ensuring that global change requests did not negatively impact the migration project or DC resources.• Planned the move of physical hardware as well as virtual instances, including a mission-critical SAP system. • Orchestrated pre-migration events to move network devices and security-related applications to the new DC location in advance of the larger migration event. • Coordinated cross-functional infrastructure teams (hardware, network, database, security, outside vendors) to ensure all tasks were identified and executed on time. • Responsible for project/resource planning, project scheduling, deliverables tracking, change management, and project status reporting.

As a member of the Technical PMO, managed multiple infrastructure IT projects. Responsible for project scheduling, deliverables tracking, communication plans, stakeholder management, requirements documentation, vendor management, and coordination of technical teams. Defined IT roadmap and presented project status/issues to executive leadership.• Implemented the Change Management module in ServiceNow. Aligned business processes to support ITIL standards. Created rollout plans including UAT, pilot launch, training, communication plan, and Go-Live events. Managed the ServiceNow upgrade to NY version.• Initiated a project to upgrade customer call center software for Family Dollar as part of M&A activities. Managed vendor activities, software installations, hardware procurement, call flow routing design, and statistical reporting. Planned testing activities including UAT/QA and coordinated phased cutover to new system.• Planned a migration project to move Bamboo Rose PLM environments from Hong Kong to a US data center. Coordinated vendor activities, communication plans, testing, UAT and cutover events.• Managed an Oracle licensing audit project that analyzed existing installations and recommended cost-saving infrastructure consolidations.

Project manager, team leader, and SQL Server SME. Diverse consulting experience includes Fortune 500 companies, federal /state government agencies and non-profits. Industry experience in health care, energy, technology, insurance, human resources, retail, financial services, marketing and manufacturing.Expertise and Core Competencies:• Project planning• Requirements gathering and analysis• Resource planning• Team acquisition, development and management• Mentoring and coaching• Deliverables tracking • Scope management • Schedule development • Team building • Communications planning and management • Stakeholder engagement • Change management• Technical writing• SDLC and DevOps• PMI PMBOK• Designing operational workflow processes and standards • Virtual and Offshore team management• Digital Marketing (Wordpress, Social Media, Email marketing) • Data center migrations and consolidations• High Availability planning and implementation• Disaster Recovery planning • Security analysis and management Client list:Microsoft, Dell, IBM, NTT Data Services, Markit Digital, Cigna, Merrill Lynch, Smithkline Beecham, Rohm and Haas, Prudential, AIG, Union Carbide, Johnson & Johnson, Estee Lauder, J.M. Huber, Warner Lambert, Mobil Oil, Towers Watson, David’s Bridal, Brandywine Realty, and International Flavors and Fragrances.

Created practice exam questions and answers for Project Management Institute's Certified Associate Project Management (CAPM) exam. This exam is based on the sixth edition of the PMBOK Guide. Exam preparation suggestions were provided in addition to the practice questions.

As a result of the merger of Charter Communications, Time Warner Cable and Bright House Networks – a specialized Tiger team was created to orchestrate the overall success of an enterprise-wide data center consolidation project. As a member of the Tiger team, I provided technical guidance to application teams throughout all phases of the migration/consolidation process. This process was designed to implement a modern, secure and cost-effective operational environment. New standards required application owners and teams to evaluate and modify their architecture, design, documentation and business processes.• Responsible for migrating the ERP application suite, including JD Edwards• Developed project plans and schedules for 25 application migrations• Tracked deliverables to ensure on-time delivery• Provided technical solutions and coordination with cross-functional teams including data management, networking and firewall, Windows and Unix, storage, security, domain services, and DevOps• Acted as an advocate for the application owners throughout the migration process• Facilitated communication of new data center standards to application teams• Escalated issues to appropriate channels• Insured compliance of application documentation requirements• Communicated risks/issues to PMO organization• Reviewed data flow diagrams and firewall rules for accuracy• Defined the cutover process and assigned tasks to relevant teams• Planned and executed cutover events while adhering to change management standards

Created detailed standard operating procedure (SOP) documents defining SQL assessment, upgrade and migration processes for a joint venture between Microsoft and Trimax Americas. The documents outlined workflows and standard procedures related to platform modernization for federal/government clients. These processes and workflows were designed to ensure efficient resource utilization, rigorous quality control, and optimal SQL Server implementation. Additional project-related templates were developed to track and document individual tasks such as server builds, database configuration and migration go-live activities. Facilitated discussions regarding roles and responsibilities of each company’s team members to achieve a shared understanding on how future engagements should be managed and executed.Acted as project lead for a variety of Microsoft's federal and state government clients. The IT modernization program focused on upgrading and replacing outdated software.Performed analysis of legacy SQL Server applications running Windows 2003 to determine migration and upgrade paths to Windows 2012 and SQL 2012/ 2014. Utilized Microsoft internal tools, as well as MAP and SQL Upgrade Advisor assessment software, to gather relevant data and populate infrastructure inventory. Created comprehensive Enterprise Modernization SQL Assessment reports, detailing upgrade violations and migration issues for each instance. The reports provided a migration strategy and roadmap for migrating each application to the new platform. Discussed issues with customer technical teams and provided guidance on remediation processes and alternatives. Implemented technical processes designed to insure efficient resource utilization and rigorous quality control.

Managed a data center migration project to migrate high-volume transaction financial data to multiple new data centers. Several complex applications were migrated, including a 25 TB data warehouse cluster. Application database servers were upgraded to the latest SQL Server version during the project. Acted as SQL team lead to provide technical guidance and governance to SQL Server migration DBAs.• Communicated database project plans, schedules, tasks, resource estimates and task durations to the Program Manager for inclusion into the master schedule • Validated and controlled scope throughout the project• Identified, tracked and controlled risks• Tracked and reported status of deliverables • Resolved or escalated issues as appropriate to PMO management• Established strong relationships with customer technical teams and negotiated maintenance windows and operational approval for needed migration tasks• Guided customer technical teams in SQL upgrade remediation activities• Led the remote SQL DBA team, ensuring good communication and team cohesiveness• Defined technical processes for migration activities including server builds, installation and configuration, data seeding, scripting and documentation standards• Trained SQL team to efficiently execute migration processes• Maximized build efficiency and quality assurance, eliminating defects to near 100% by implementing quality control processes that ensured Windows 2012/SQL 2014 multi-node clusters were properly designed, built, and validated according to best practices and customer preferences• Planned and managed successful data center go-live migration events and achieved customer sign-off

Led the SQL Server project to migrate and integrate all servers from the Energy Plus data center to NRG’s data center (Energy Plus was acquired by NRG). Acted as liaison between the Energy Plus and NRG technical teams to facilitate the adoption and implementation of NRG’s standards. Socialized NRG processes and standards to EP staff early in the project, and informed NRG of all exceptions and issues.• Recommended hardware specs for new servers• Facilitated discovery and documentation of application components and dependencies• Built strong relationships with application owners to achieve effective collaboration • Defined and communicated standards for SQL setup and deployment• Coordinated DR failover procedures with EMC admin, Wintel admin and application owners• Worked with vendors to upgrade software licensing• Implemented security hardening• Trained developers in a methodology to upgrade SSIS packages from SQL 2008 R2 to SQL 2012 (project deployment model) including upgrade of custom SSIS components• Performance analysis and tuning of new hardware (including hyper-threading evaluation)• Modified replication strategy and configuration for increased performance• Tested and configured servers for post-migration AlwaysOn implementation• Created SQL migration cutover and rollback project plans

Managed a large-scale project to migrate 6000 SQL databases to new virtualized servers.• Developed a highly-structured migration methodology designed to ensure data integrity and minimize production downtime during the transition• Implemented Double-Take high availability software to replicate and sync source and target databases• Supervised a team of migration DBAs and engineers during the application cutovers• Determined disposition of servers (P2V, P2P, V2P) and mapped source/target database locations for consolidations• Provided decommissioning procedures for SQL servers• Supported application teams in identifying and resolving migration issues related to security, connectivity, and implementing improved functionality