Tina North (Etheridge), Pmp, Csm Email & Phone Number

København Sv, Denmark, Dk

Irvine, Ca, Us

As a client consultant providing Professional and Managed Services to customers, I led high-performing software delivery teams, managed, implemented and integrated complex ERP D365 systems either Out of the Box (OOTB) or customized FO, CE, SCM, CRM, and Success by Design Cloud/On-Premise Dynamics 365 projects. Being the face of Hitachi, represented and served as a Microsoft Gold Partner to industries in Heavy Construction Machinery and Farming Equipment (FO), Retail (manufacturing and distribution) and Healthcare (insurance, Pharmaceutical, manufacturing medical surgical products and devices). In addition, managed an upgrade from AX 2012 to D365 FO in three (3) Countries and in two (2) Phases in the Healthcare industry (manufacturing medical surgical products and devices). Project budgets varied from $1M to 5M+• Microsoft Azure DevOps (ADO)• Microsoft Project Professional• Power Platform App• Power BI Reporting• Agile/Scrum: Mentored, trained and coached• Supported tools: Teams, SharePoint

Houston, Texas, Us

• Corporate wide ERP Implementation Program initiative working with SIS an implementation vendor to move an organization from a manual processes to D365 solution• Microsoft D365 (FI, Accounting and Tax, Sales, and Marketing (CRM/CE), SCM, Service Field and Construction Operations, HR. Did not convert Payroll as ADP would continue to manage• Created a Project Charter and Project Management Plan to initiate and kick off the project planning. Identified Product Owners (PO) by Lines of Business (LOB) and generic resources, then identified high level risks associated to each entity by subsidiaries and department• Worked with each LOB and boots on the ground end users to identify all day to day processes, procedures, practices and performed a gap analysis between D365 Out of the Box functionality• Documented process controls and gathered requirements for Solution Design Documents (SDD) from each LOB; 4 Entities, 16 subsidiaries and 10 departments• Coached and trained LOBs POs “how to” create User Stories with description, acceptance criteria with attached documentation for the development team, then prioritize Product Backlog Items (PBI); continually inspected and adopted so that across the functionality of data between the D365 modules were not prohibited• Managed the project budget, scope, and resources according to the project estimate in the Project Charter• Azure DevOps was the source of record to manage all requirements, estimated timeline, RAID items, Tech Architect pipelines, retrospectives, test scripts, End-to-end (regression) testing, reporting dashboards• Applied Agile/Scrum and PMO methodology• Trained LOBs: Agile, Scrum, Ceremonies and tools• Supported tools: Microsoft Dynamics D365 Suite, ADO, Project Online, Project Professional, Power BI Reporting, Teams/SharePoint

Us

As a Contractor for Experis...• As a Scrum Master, managed large Downstream Fuels and Lubes IT development teams by having a strong understanding of Digital Transformation and SAP HANA (Cloud, Data and Analytics), using SDLC process, IT lifecycle, used Scaled Agile/SAFe Methodology• Managed and coordinated large cross teams and project team work effort in Team Foundation Server (TFS) environment; cycled two (2) week sprints for 3 months, then met with cross program teams for PI workshops• Created Features, PBIs (User Stories) with Product Owners; gathered requirements, acceptance criteria; performed continuous cycles of deployment and testing. Tracked and report on progress, determine the velocity and conducted retrospectives• Trained on Agile concepts to enhance the team’s performance. Kept the team motivated, encouraged, inspired and supported• As a Project Office Tracking Lead (POTL), the role is the Project Managers right-hand person/liaison. Worked side-by-side with the Project Managers to establish and maintain project schedules, OPEX/CAPEX financials and budgets ranging from $1M to $17M per project• Consecutively managed and tracked the project financials and budget for the Project Managers; actuals, expenses, vendors, forecasted outlook and committed costs for 3 med-large projects and 9-14 Small Work Item projects• Ensured budgets and authorizations for expenditures are properly approved before financial obligations were incurred • Worked with Controllers and Project Accountants to report monthly accruals and re-classed costs and other costs controls• Managed Resource Management by Onboarding and Off-boarding vendor resources (ThoughtWorks, SAP, Tableau)• Worked with the Vendor Management Office (VMO) to maintain resources in Beeline/Ctrax.• Maintained SOWs and Change Orders by project• Supported tools: SAP, WPM, TFS, PRO Vision 2013, CREST, IT Cash, PSR, IDM, and fully proficient with a plethora of ExxonMobil tools, standards and processes

New York, Ny, Us

As a Contractor for TekSystems: • Assesed the current Robotic Process Automation (RPA) model and propose a solution to improve and increase the number of automations on a monthly basis with quality and control• Introduced, trained and implemented the Agile and Scrum methodology to Corporate Technology (CT) and the 3rd Party Vendor development and business analyst teams.• After incorporating Agile/Scrum, we were able to build a healthy and mature backlog of applications allowing the teams to automate application workflows using Win Automation and increase production from 5-6 applications a month to processing 25-30 applications a month. • By incorporating an Agile/Scrum model, we brought value by cost savings and customer service; improving SLA times 36 hours to 4 hours.• Managed 4-5 additional projects concurrently with other JPMC Lines of Business (LOBs) and vendors (internal & external)• Executed leadership skills in order to drive end-to-end projects and coordinated all phases of SDLC• Managed and worked with all stakeholders within IT and LOBs by gathering requirements, creating stories, estimating, prioritizing, creating acceptance criteria, built a strong backlog, developing sprints and delivery timeline, then having a retrospective (lessons learned by sprint)• Determined a GO/No GO based on feasibility study and picked another application from the backlog• Conducted Scrum meetings and created hybrid project plans, tracked progress and milestones• Managed the SDLC, documented and tracked bugs, issues, risks, enhancements and created requests for JIRA, HPSM, Change Management records, incident records• Related to all projects: managed scope, risks, impediments, schedules/timelines and resources• Provided and presented weekly reports to RPA management• Created and owned the documentation for the department related to Standards, Controls, Audit and Sox• Supported tools: Change Management, JIRA, HPSM, Confluence, ALM and many other JPMC Tools

Houston, Texas, Us

As a Contractor for Insight Global:• As a Supply Chain and Financial Solutions Project Manager for two (2) large Global Enterprise Finance projects. HPE announced plans to spin-off and merge their Enterprise Services with CSC and the sale of their Software division and products. • Injected in the coordination of two inflight projects to deliver a strategic and tactical end-to-end Finance Operations Program by planning integrated systems and activities at an Enterprise Global level. Partnered with the appropriate resources to coordinate the involvement of a multiple Finance and IT organizational efforts to ensure conformity, business continuity and company guidelines. • Managed a reporting dashboard that indicated risks and issues, then as needed would escalated to executive management any critical performance issues or resource constraints and dependencies.• Worked with Front and Back Office financial work streams, asset teams and assembled global teams to ensure HPE Finance is meeting the end user scope and requirements. Coordinated QA and UAT testing across functional teams.• Repositioned to a new role as a Global Headquarter/War Room Cutover Execution Project Manager which required implementing and coordinating a plan across functional teams to perform an incident and systems management with processes and reporting during cutover from the testing environment to production.• Prepared, managed and led a cutover and execution plan and teams to drive operational efficiency and controls through the HPE/GFS Finance Architecture systems, strategy and process, key initiatives while improving Finance user experience.• On boarded and trained resources• Managed teams in a 14hr schedule: War Room, Execution, Triage, Reporting, Work Stream and Process Leads• Tracked and reported Finance Asset Critical Milestones and Plans• Orchestrated and coordinated global logistics, communications, management of change (MoC), and reporting

Spring, Texas, Us

As a Contractor for VACO:As a Project Coordinator, the first assignment was to bring an out of control LiveLink software upgrade project ($1.2m) back on schedule and budget. Worked with the project manager, team, business owner and QA to realign the project phases, schedule, resources and sponsors to reset expectations, requirements, priorities, and obtain UAT guideline of delivery per phase. The project required a heavy outline of outstanding issues and risks, which in turn had a plethora of lessons learned that required documentation.• Concurrently managed eight (8) enterprise portfolio projects for the Data Strategy Management, IT Security, Applications, SharePoint and Project Server ranging from $500k to $6.1m.• Ensured and enforced that projects met project management methodology, deliverables and reporting standards set forth by the PMO. • Reviewed project deliverables to ensure adherence to the PMO project management process and enforced the project had passed the Stage Gate Reviews before continuing on the project or moving to production.• Guided, advised and trained business owners, project managers and project teams on how to best use the PMOs defined project management methodology as well as “how to” apply overall project management best practices, guidelines and rules to a unique project. • Maintained processes to ensure project management documentation, reports and plans are relevant, accurate and complete.• Monitored and modified project schedules as required in Project Professional and PWA (Project Server).• As a Resource Manager, worked with hiring managers and external recruiting firms to qualify candidates, set up interviews, and coordinate the onboarding and off-boarding process of internal and contracting resources. • Created and administered Master Service Agreements (MSAs) and Addendums between the vendor and ABS.• Worked with the Ethics and Compliances team to ensure that all vendors were in alliance and on file with ABS.

Madison, Al, Us

• As a Project Manager, managed 35+ service and delivery projects monthly with a budget of $10K to $150k.• As a Resource Manager, the focus and responsible is to assign, allocate, and track staffing demands for current and future projects, and oversee staffing requests that may come from a number of different sources but ultimately channeled through the PMO.• Developed, advised and reported on resource allocation and activities by project and program. • Initiated discussions with the project managers, functional managers, technical leads, managers, executive management and others to negotiation the pool of resources available and make decisions based on the scope of the work, skill sets and align availability to support the Service & Delivery of the project(s).• Oversaw the resource portfolio and worked with Portfolio Manager and Solutions Planning group who used Salesforce.com to help balance the portfolio.• Recommended and assigned resources from a Global resource pool to projects based on priorities, availability and skill sets to ensure adequate lead time. • Forecasted current and future resource assignments, capacity demands and gaps.• Arranged for all new strands of work to be properly scoped with managers.• Validate approved scope of work (SOW) and purchase order (PO) for resource assignment for On Demand project work.• Created an impact analysis report based on new work or pipeline projects and forecast resources with graphical charts. • As the Project Server and SharePoint Administrator, provided services to three (3) regions in North and Latin America. • Served as a SME for the Project Server upgrade from 2010 to 2013. Worked with a 3rd party consultant on the upgrade. • Trained project managers, team members and end users regarding Project Professional and PWA by managing schedules, resources, timesheets, over-allocation and provided Tips and Tricks.• Created a variety of PWA BI reports produced from schedules and forecasted pipeline data.

Kingwood, Tx, Us

• As a Project Manager, the goal was to bring change by spearheading, managing and executing a few EPO projects which had a large efforts and positive impacts to the IT/EPO organization, business units and corporate. Projects implemented: Project Portfolio Management, Resource Forecasting and Management, Standardized Processes and Toolsets. Due to the large efforts it was essential to record risks, issues and lessons learned frequently.• Worked within the Enterprise Project Office and with other Enterprise and Technology Solutions departments we defined, recommended, and adopted formal project management methodologies and processes to be implemented and distributed across the organization.• Influenced and recommended changes to stay current on project methodology trends and standards; implemented changes to existing practices and produced “change” to a large organization.• As a Scrum Master and the face of the SharePoint team, I managed the SharePoint team and orchestrated several concurrent projects for new lines of business and products; worked with adjacent business units and provided on-hand training. • As the Resource Manager, oversaw and managed the resource portfolio; initiated discussions, made recommendations or decisions based on the scope of work and skill sets necessary to support the delivery of the project.• Resource and Project Audits: audited and reported actual time against projects in PWA to finance which was converted to CAP/EXP.• Worked with the Portfolio Manager to balance the project portfolio with management by: o Interacting with senior managers, executives, and major stakeholders to establish strategic plans and objectives for the organization.o Maintaining, monitoring and reporting Project Portfolio progress. Optimize portfolio value, created Value Propositions, Estimation Matrix and provided project post analysis reports.

Houston, Texas, Us

As a Contractor for DISYS:• Managed multiple inter-related projects using the MS Project Server and Project Professional.• Applied project management, Agile and Scrum methodologies for effective management of software development projects; product backlog and scripting techniques were used in running software teams.• Managed all types of Software Development Life Cycle (SDLC) application projects concurrently (4-6) with project budgets of $30k-$900k: databases, metrics, scoreboard or dashboards, enhancements, functionality to backend data, rebuilt cubes, application redesigns, upgrade applications, discovery and initiation of projects after feasibility assessments.• Managed and led internal IT PMO projects through the stages of high-level design, scope definition, detail design, and delivery planning. Ensured that all scope, timelines, budget and quality expectations and reviews (QRPs), planned and controlled, and managed corporate third party vendor efforts to plan, build and implement solutions to resolve internal problems and issues.• Completed project estimations for new year portfolio projects by creating a cost analysis. Submitted a project justification for funding (a business case) and attached a discovery and/or feasibility study, assessments, recommendations to business steering committees.• Served as a member of the IT PMO steering committee to redefine and define new processes for transitional work and checklists, SOWs and QRPs. • Worked with business owners to collect, analyze, and communicate business needs and recommended improvements based on their needs/wants and critical path decisions.• Translated business needs into technical and functional requirements. Developed test scripts and verify delivered solutions then matched the requirements.• Provided technical support, training and end-user documentation guides to ensure efficient use and acceptance of the new solution.• Served as a Business Analyst on several self-managed projects.

Brussels, Brussels Region, Be

As a Contractor for TekSystems:• Gas Management Scheduler (GMS) Replacement Project: Gathered requirements from the Front-Mid-Back office, interviewed end users regarding a current system being used for natural gas trading, scheduling, transportation, contracts, margin, and accounting/settlements. A “Use Case” methodology and a requirement-formatted template were used.• The purpose of the requirement gathering was to find what functionality is liked and wanted in existing GMS application to add to their CXL application, which is used to capture trades and trade settlements.• As the lead BA, the responsibility for working with stakeholder representatives to elicit and probe, analyze, specify and validate project and business requirements.• Coordinated and formulated on going meetings with Canada and US users.

Houston, Texas, Us

As a Contractor for COMSYS:• Planned, coordinated, and directed the activities of Information System and Business System projects to ensure that project goals are accomplished within the prescribed timeframes. This included systems and project planning, estimating, execution, implementation and post project support.• Worked closely with the functional business groups to ensure the efficiency and effectiveness of system solutions deployed support the business goals and objectives.• Developed project plans specifying goals, staffing, scheduling, resources, risks, and contingency plans and revised as appropriate to meet changing needs and requirements.• Identified and scheduled project deliverables, milestones and required tasks.• Facilitated work by resolving team member issues and setup issue/action logs via SharePoint 2003.• Identified risks and issues with potential impact.• Prepared statement of work and proposals for identified clients in conjunction with account management.• Worked closely with the business functional areas, customers and vendors in defining systems/project priorities, scope, approach, resource requirements, timing deliverables and funding. • Monitored project costs and resource usage• Worked with retail support, help desk, purchasing and supply chain management.

Houston, Texas, Us

As a Contractor for ICON Consultants:• Prepared cost reports for the PMO Project Manager’s (PM) projects. • Prepared cash flow schedule for the Project Manager to review/adjust.• Coordinated cost and procurement reports to develop cost schedules for projects and forwarded to the PMs for review and incorporated MS Project 2003 to maintain schedules and cost controls for over 37 projects.• Monitored and exercised Sarbanes-Oxley with the PMs.• Worked with PMs on new and existing projects and customers to clearly identify the requirements and documentation.• Advised PMs when charges need to be corrected/transferred to/from project and when monthly project charges are over/under spent as compared with forecast/budget. • Analyzed variances to budget and/or forecast for O&M and Capital Projects. • Maintained variance schedules, actual vs. budget, and actual vs. forecast for both Capital and O&M projects. • Worked on capital planning and allocations for current and future projects.• Consolidated Pipeline Integrity project forecasts; created a consolidated report and forwarded to the Pipeline Integrity Manager for review. • Assisted the PMO PMs in completing the capital budget templates with all project costs.• Served as a Business Analyst on projects with the Project Managers.

Houston, Texas, Us

• Business cost management, planning, and scheduling within the PMO arena; efficiently managed five (5) cost center managers in partnership with finance group, implemented processes and tools that allowed PMO managers to better understand and manage their cost of delivery effectively. Assisted cost center managers in performance metric reporting (off-shoring, cost saving initiatives) on a weekly, monthly and quarterly basis, business cases and SOWs. • Managed engagements and coordinated WW Solution Life Cycle (SLC) projects: 80+ projects per quarter, revenue: $2m per solution/project with an estimated quarter revenue of $160m - $350m, delivery logistics (export/imports/regulations) on a Worldwide level. • Assisted with configuration and environment solutions; reporting server progression to all stakeholder, facilitating shipments of various solutions at one time, special carrier shipments, logistical products with development, field engineers and designing engineers, factory and shipping, SAP procurement, customer furnished equipment, vendors and 3rd party suppliers. • Recognized as a subject matter expert, teaming up with programmers, resources and additional team members on the ESG07a Fusion implementation project/OM Systems within SAP and Vista; an EDI conversion was established and execution to stabilize the two applications. Playing an integral part and keeping the project on schedule, ensuring overall customer satisfaction, inventory management, and order management systems. • Served as a key team member or subject matter expert on numerous projects using a strong grasp of transportation logistics, supply chain, information technology, data processing, and various applications.• Worked closely with programmers and consolidated data, compiled research of analysis, developed process improvements for process flow in PIM, SAP and WWOMS reporting tools for orders, materials, shipments and delivery logistics.

Rancho Cordova, Ca, Us

• Worked closely with programmers and researched areas of problems or issues and put into a graph format regarding the analytical accounting facets, developed process improvements for process flow in SAP and Finance.• Utilized a strong grasp of project management methodologies and controlled project by using MS Project to analyze complex data, identify project goals, conduct needs assessments, create project schedules, develop project workflow and processes with lessons learned, and help implement “leading-edge” project solutions. • Coordinated the work of project personnel at all organizational levels and provided technical support, training, and engagement expertise through project implementation, transition, and maintenance.• Met constantly changing deadlines, organized and monitored project activities assigned to contractors, and oversaw the research, administration, and implementation of departmental organized projects. Coordinated, followed up on materials and projects.• Prepared clear, concise, and well-organized project documentation including information reports, timelines, project budgets, business plans, meeting presentation graphics, minutes, and agendas.

Santa Clara, Ca, Us

PT Contractor evening/weekend work:• Researched, analyzed and massaged data into pivot spreadsheets, compiled business processes; developed recommendations for PMO managements review; helped create strategic plans; and provided information for Finance, Purchasing, Strategic Sourcing, Accounts Payable, Payroll, and Human Resources Departments and contracted consultants.• Analyzed data and business processes; developed recommendations for management review; helped create strategic plans; provided information to appropriate requestors; updated resources, timelines, schedules, costs, add-on and changes within MS Project and generated reports for project team members and meetings.• Planned and scheduled team building trips within the US and Canada with activities.

Woodland Hills, California, Us

• Exercised highly adaptable leadership skills using excellent judgment, creative thinking, and ability to provide decision-making on daily administrative operations, project management, business analysis, accounting, financial, information technology, and customer service issues.• Utilized exceptional analytical skills to review a large volume of business, financial, and accounting data and create strategies to control costs and improve business operations.• Provided analytical support to a corporate Finance Manager and Technology Services Director on a wide range of cost analysis, forecasting and budgeting, statistical reporting, invoice processing, variance, accrual reporting, project cost tracking and reporting, financial planning and consolidation, contract analysis, statements of work, business cases, and other business and financial analysis projects.• Coordinated with purchasing as a buyer for projects; Procured logistics materials (SAP), supplies, shipping and mailing materials through 3rd party suppliers; and created purchase orders, returns, sales orders, purchase service agreements, acquisitions, and monitored, reviewed and approved the billing of invoice and shipments.• Met constantly changing deadlines, organized and monitored project activities assigned to contractors, and oversaw the research, administration, and implementation of departmental organized projects. Coordinated, followed up on materials, project orders, deliveries and shipments.• Prepared clear, concise and well-organized project documentation including information reports, timelines, quality, lessons learned, project budgets, business plans, meeting presentation graphics, minutes, and agendas.• Worked closely with programmers and developed databases for financial analysis, accounting, budgeting, and reporting using SAP, Access, and Pillar tools. • Served as a PMO Project Coordinator, Executive Assistant, and Office Manager to the corporate VP, Directors, and Department Managers

Bs, Information Systems And Business Management

Technical Management, Speciality In Project Management

Advance Masters Certification, Project Management Professional