John Kocon, Pmp Email & Phone Number

Project Management Office (PMO) DNA helps companies optimize their business processes to improve project portfolio performance, customer satisfaction, and business results.• Provide advisory, consulting, facilitation, and interim leadership services in the areas of Project Management Office (PMO), Organizational Project Management (OPM), Project Portfolio Management (PPM), and Project Governance.• Completed IT PMO, EPMO, and Governance improvement projects. Based on each organization’s unique culture and business needs, identified opportunities for improvement, developed improvement roadmaps, tailored best practices to achieve pragmatic solutions, and provided implementation assistance.• Created and launched a PMO service line for an international consulting company.• Served as subject matter expert for PMO-As-A-Service (managed service) Request For Proposal (RFP).• Led PPM tool evaluation and selection by identifying requirements, conducting market research, and utilizing subject matter knowledge.• Developed and facilitated cross industry participant workshop to align projects to strategy and improve project success rates• Managed a project management staffing augmentation practice.

Englewood, Co, Us

Led the Enterprise Program Management Office (EPMO) to successfully plan, manage and deliver a $500 million annual project portfolio consisting of 200 active Information Technology (IT) and business programs and projects.• Designed and implemented CHI’s first IT PMO. Developed PMO vision and roadmap based on best practice, corporate culture, and business needs. IT PMO functions included Program/Project Management, Business Analysis, Project Portfolio Management, and Center of Excellence. Success of IT PMO led to expansion to CHI’s first EPMO. • Managed and developed a nationwide team to successfully deliver 1,000 projects including Electronic Health Record (EHR), Clinical Ancillaries, Enterprise Resource Planning (ERP), Finance, Human Resources, Facilities, Mergers & Acquisitions (M&A), Infrastructure, and Security.• Chaired the Project Executive Steering Committee providing enterprise project portfolio governance including project prioritization, performance oversight, and risk mitigation. Membership included the COO, CAO, CSO, CFO, and CIO.• Led PMO M&A activities including the successful integration of multiple PMOs and project management functions.• Performance improvements included a 50% reduction of at-risk and failed projects and a 43% increase in green project performance.

London, England, Gb

Formed and led the Business Process Improvement Project Management Office (PMO) to plan, prioritize, manage, and deliver a $125 million annual project portfolio consisting of 200 Information Technology and business projects. • Implemented a fully functioning global PMO based on best practice, corporate culture, and business needs. Improved organizational project management across the project life cycle from linking projects with business strategy through benefits measurement including process, project management information system, transparency, and communication.• Managed an international team to successfully deliver a range of project types including engineering design, manufacturing, ERP, supply chain, infrastructure, and aftermarket. • Performance improvements included 9% increased cost performance and 18% increased schedule performance.

Portland, Oregon, Us

Developed and implemented the IT Project Management Office (PMO) transforming organizational project management culture into a proactive environment with reliable decision support information and improved business performance.• Led the IT PMO providing strategic and tactical business services including IT project request administration, project management standards, project portfolio management, professional development, and quality assurance.• Managed PMO direct reports and matrix project managers. Successfully delivered clinical, research, and academic programs that included Electronic Health Record (EHR), Clinical Ancillaries, ERP, and IT infrastructure. • Implemented a scalable Solution Development Life Cycle (SDLC) and project management process by leveraging best practices which improved project management efficiency and performance. • Designed and deployed a web application (iSTART, US copyright) integrated with Microsoft Project Server.

Charlotte, North Carolina, Us

Held several corporate project management leadership roles in Information Technology, Engineering, and Research.• Developed and implemented scalable corporate project management standards including process, principles, project management information system, project maturity scorecard, project management career path, performance metrics, and reports that resulted in 19% increased cost performance and 27% increased schedule performance. • Appointed ERP Program Manager for SAP Project Systems (PS). Led team to formulate project management vision, develop project plan, document “as-is” process, design “to-be” process, create blueprint design, configure software, and conduct pilot. Integrated with SAP modules MM, S&D, CO, HR, and PP. Reduced annual costs by 9% or $28 million.• Served as e-business Program Manager for Product Data Management (PDM) and Virtual Collaboration projects resulting in 25% increased quality, 30% reduced cycle time, 50% cost reduction and a $17 million annual cost avoidance.