DXC Technology (formerly CSC), 10/2014 to 9/2017 – Program Manager: Data Analytics Digital Transformation
Lead cross functional client teams through digital transformations resulting in cost savings of between 15% and 25%. Solutions focus on data architecture; business intelligence, and Hadoop infrastructure. I have strong project management, client relationship management and coaching skills. Customer facing and mentor to local and global teams. Manage and deliver infrastructure, mobile and application integration projects using agile and waterfall project management methods. Tracked and managed resolution of defects, risks, actions, issues and decisions. Lead daily scrum meeting. Lead weekly cross functional project and technical team meetings.
Bristol Myers Squibb, 5/2012 to 3/2014 – Enterprise Project Manager/Business Analyst Migration of legacy business process to Software-As-A-Service (Consultant)
Used agile and waterfall project management framework to manage projects that deployed cloud solutions and the supporting infrastructure. Manage teams of 6-10 members, including developers, database administrators, architects and subject matter experts. Managed deployment of Ariba source to pay and contract management system. Led the software upgrade for a treasury management system, managed the consolidation and automaton of global treasury cash disbursements from satellite offices throughout Europe and Latin America, established the SWIFTnet payment gateway between the Treasury Department and a major bank. Led a team of engineers, solution architects and subject matter experts designing and deploying an online system to automate manufacturing processes.
IEEE – Institute of Electrical and Electronic Engineers, 6/2011 to 2/2012 – Sr. Project Manager/Business Analyst (Consultant)
Conversion of conference registration from static offline form to interactive, online form. Manage external vendor creating web-form. Introduced agile project management methodology. Deployed SOA and Oracle products to centralize data for event planning and academic publishing website. Create and present weekly status reports. Create, maintain and update project artifacts. Lead cross-functional team meetings. This position required that I learn about SOA and Oracle products. Establish and manage relationships with business and technology stakeholders. Help coordinate and oversee user acceptance testing. Provide final sign-off on all project deliverables prior to deployment to production.
TDAmeritrade, 6/2009 to 3/2011 – Sr. Project Manager/Business Analyst (Consultant)
Joined newly formed performance testing group and helped create processes and procedures to test performance of institutional and retail website and iPhone app. Served as primary point of contact and liaison between application/website developers and test engineers. Created self-assessment model used to measure performance risk and the need for performance testing. Created project plan templates and documents used for publishing testing results. Participated in meetings with senior management to establish priorities. Analyzed test results and wrote final report that was reviewed with developers. Teams were comprised of database analysts and performance test engineers.
Adobe Systems 9/2008 to 3/2009 – Web Producer/Sr. Project Manager (Consultant)
Served as primary point of contact and liaison with engineering team in management of solution delivery. Managed a variety of projects with values ranging from $100K to $750K deploying LiveCycle, ColdFusion and Flex websites and rich internet applications for Fortune 500 customers using an agile project management methodology. Review and approval of project resourcing and budget requirements. Conducted final review and signoff prior to presentation to customer for all aspects of the solution including solution UX and documentation. Teams varied in size from 3 to 6 people and were comprised of user experience analysts, technical architects and Java developers.
Starwood Hotels and Resorts 4/2007 to 2/2008 – Sr. Project Manager (Consultant)
Worked as a member of a PMO team and assigned to lead three teams—SOA Governance, Security, and data center move—involved with the monitoring and enhancing the functionality and security of the retail website. The project involved refactoring the website infrastructure, changing from mainframe to service oriented architecture. The budget was $2 million. The SOA Governance team was located in White Plans and developed policy and frameworks. The technology used was J2EE web services with IBM Websphere middleware and an Oracle database. The datacenter redesign and expansion involved a team that was divided between Houston, TX, White Plains, NY and Braintree, MA and had a budget of $6 million. The security team established procedures, following industry best practice for securing the personal data of website visitors and had a budget of $1 million. Created project plans, tracked costs and coordinated cross functional team meetings. Tracked risks and action items for each of the projects.
Naydene Brickus 