Transmission / Distribution Organization

Requested to manage the following projects at Prairie Island Nuclear Generating Plant (PINGP): • Managed: 1. Electrical upgrade to the Chemistry Hot Lab area. 2. Security Guardhouse remodel project 3. RFP for a new Facility Administration Building that will office ~350 personnel 4. RFP for the Cooling Tower Header Replacement project affecting four towers over a 4 year period 5. EDG Access Tornado Missile Shield Protection project - Study Phase 6. Initiating the… Show more Requested to manage the following projects at Prairie Island Nuclear Generating Plant (PINGP): • Managed: 1. Electrical upgrade to the Chemistry Hot Lab area. 2. Security Guardhouse remodel project 3. RFP for a new Facility Administration Building that will office ~350 personnel 4. RFP for the Cooling Tower Header Replacement project affecting four towers over a 4 year period 5. EDG Access Tornado Missile Shield Protection project - Study Phase 6. Initiating the Engineering for the Reactor Makeup Degas Transfer Pump replacement.• Requested to take over the management of two long standing projects (ZE Piping System and Cold Chem. Lab) and successfuly drive them through project closeout and financial closout. • Successfully managed removal of river material in front of the PINGP when 6 attempts were not because of challenges with the MN-DNR, USACE, City of Redwing.• Managed and delivered (Study phase through Project Closure) a fast tracked project, 12/22 DDCLP (Diesel Driven Cooling Water Pump) project on time and on budget. • Requested to manage a stalled 2+ year Chemistry Upgrade Project that involved three software products and detectors. The project was successfully completed within the redefined schedule and budget. • Successfully managed and completed the VBS (10CFR75 Security Project) on schedule and under budget.• Managed and installed the Fast Tracked River Temp Monitoring Replacement Project successfully meeting the PINGP commitment to the MN-DNR and NPDES permit requirement. Show less

Develop and implement a training program to support Xcel Energy’s new Project Management Planning (PMP) System that affects 1500+ customers/users within the Xcel’s Engineering and Construction Group. PMP supported applications are Primavera, myPrimavera, SharePoint, and ProjectWise. • Developed and coordinated learning objects for PMP applications online training. • Development Change Management Processes/Policies for PMP which remains in use in Xcel.• Coordinated the… Show more Develop and implement a training program to support Xcel Energy’s new Project Management Planning (PMP) System that affects 1500+ customers/users within the Xcel’s Engineering and Construction Group. PMP supported applications are Primavera, myPrimavera, SharePoint, and ProjectWise. • Developed and coordinated learning objects for PMP applications online training. • Development Change Management Processes/Policies for PMP which remains in use in Xcel.• Coordinated the development of web-base Primavera workflow with supporting training objects. • Assisted in the training of ProjectWise, Primavera, and SharePoint applications by traveling throughout Xcel Energy Corp. delivering training to Plant Engineers. Show less

Requested to manage six IT initiatives for the Institutional Lending (IL) Division of Wells Fargo Home Mortgage (WFHM). • Successfully implemented an XP Image Refresh initiative to 500+ Non-Network IL users that included Rova. Managed the decommissioning of TREK. • Coordinated the decommissioning of the mainframe access product, WebConnect, and replaced it with the corporate standard product, Extra (Attachmate), for Mortgage users (Networked and non-networked) that require it.•… Show more Requested to manage six IT initiatives for the Institutional Lending (IL) Division of Wells Fargo Home Mortgage (WFHM). • Successfully implemented an XP Image Refresh initiative to 500+ Non-Network IL users that included Rova. Managed the decommissioning of TREK. • Coordinated the decommissioning of the mainframe access product, WebConnect, and replaced it with the corporate standard product, Extra (Attachmate), for Mortgage users (Networked and non-networked) that require it.• Assisted in the coordination of the ‘Life Cycle Management Process’ for Desktop/Laptop computers within IL. Successfully swapped out 400 machines across 6 facilities (Baton Rouge LA, Concord CA, Des Moines IA, Springfield IL, and Raleigh NC) while mimicking the original Outlook settings, Printer connections, Desktop Icons, Data, Applications, with minimal to no interruption to the business process. • Managed the testing and the rollout of PointSec to Desktop, Network IL users. • Successfully managed pilot testing of three releases within WFHM Desktop Release Management initiative. Show less

Requested to build an enterprise wide Testing Enhancement Program (TEP) to include mainframe, mid-tier, and web testing environments with the necessary systems/components/databases. The program supported a single unified testing system with a consistent code migration, configuration, change and test data management tools, processes and procedures. • Successfully developed, organized, implemented and managed the Testing Enhancement Program (TEP). • Managed creation of a new Development… Show more Requested to build an enterprise wide Testing Enhancement Program (TEP) to include mainframe, mid-tier, and web testing environments with the necessary systems/components/databases. The program supported a single unified testing system with a consistent code migration, configuration, change and test data management tools, processes and procedures. • Successfully developed, organized, implemented and managed the Testing Enhancement Program (TEP). • Managed creation of a new Development Environment (TEP sub-project) and the transition of developers from a shared Dev/Test Environment within the approved schedule.• Managed the development and refinement of Testing Roles & Responsibilities (TEP sub-project) to be performed as part of Thrivent’s SDLC/PLC/RUP, determining where ownership (i.e. RACI) of these activities resides within the organization. Rolled out across IT and the Business gaining organizational acceptance. Show less

• Implementation Manager for the TA2000 Consolidation initiative involving the coordination of 32 sub-projects. • Successfully built, organized and managed an Implementation ‘Command Center’ to support dress rehearsal and the live conversion weekend. • Requested to lead and manage the development effort for Phase-III (Consolidation of the fund families into a single fund family via name change and merger actions on TA2000), in addition to the coordination effort for the implementation… Show more • Implementation Manager for the TA2000 Consolidation initiative involving the coordination of 32 sub-projects. • Successfully built, organized and managed an Implementation ‘Command Center’ to support dress rehearsal and the live conversion weekend. • Requested to lead and manage the development effort for Phase-III (Consolidation of the fund families into a single fund family via name change and merger actions on TA2000), in addition to the coordination effort for the implementation of that phase. Show less

Daughters of Charity and Catholic Healthcare West (CHW) entered into an agreement to dissolve their business relationship and complete the divestiture of seven facilities across seven cities. The application and infrastructure initiative encompassed the separation of all applications, clinical and financial data, IT hardware, network, telecom and peripherals, as well as the people, facilities and support processes. The required separation was completed without disruption to respective… Show more Daughters of Charity and Catholic Healthcare West (CHW) entered into an agreement to dissolve their business relationship and complete the divestiture of seven facilities across seven cities. The application and infrastructure initiative encompassed the separation of all applications, clinical and financial data, IT hardware, network, telecom and peripherals, as well as the people, facilities and support processes. The required separation was completed without disruption to respective day-to-day business operations, provision of patient care, and strategic initiatives.• Requested to manage the following projects from an Infrastructure Point of Contact (IPOC) perspective: Trendstar, Risarc, Neon Interfaces, Datagate Interfaces, Cirius, Muse, HBOC Star, Quality Management Systems (QMS), Data Systems Group (DSG), Heartbase, Computrition, and Sunquest Lab. • Managed the organization and publication of the Infrastructure Operational Document and the Standard Operating Procedures for these systems. • Coached/mentored new project managers and their team leads of ‘troubled’ projects in a discretionary manner and received positive feedback for the successful knowledge transfer of SDLC best practices. Show less

(Phase I) August 2001 – December 2001 (Phase 2) August 2002 – April 2003Perot Systems contracted to develop and implement a new incident, problem and change management function (Service Management System) enterprise wide utilizing ITIL.• As part of the (Phase I) initiative, participated in the design of a new incident, problem and change management function for U.S. Bancorp including processes, workflows and organization, and to identify a tool set and appropriate customizations to… Show more (Phase I) August 2001 – December 2001 (Phase 2) August 2002 – April 2003Perot Systems contracted to develop and implement a new incident, problem and change management function (Service Management System) enterprise wide utilizing ITIL.• As part of the (Phase I) initiative, participated in the design of a new incident, problem and change management function for U.S. Bancorp including processes, workflows and organization, and to identify a tool set and appropriate customizations to support the new function. Information was analyzed and complied with recommendations on technologies, processes and procedures.• As part of the (Phase II) initiative, managed the training of the Service Management System (ServiceStar program) and the OPAS tool across the U.S.Bank enterprise. The ServiceStar program was rolled out to 3200+ employees, affecting 228 Service Center/Help Desk Agents, 800 Power Users, and 2,200 Occasional Users.• Coordinated the documentation effort to deliver student and instructor training manuals and guides.• Solicited and coordinated training of 72 U.S. Bank employees following train-the-trainer methodology.• Coordinated the mentoring of Service Centers / Help Desks at 5 locations during the live roll out.• Eliminated manual and redundant ticket reporting systems and moved to a single help desk tool and database. Show less

• Managed a projected 18+ month, multi-million dollar re-engineering initiative and delivered the eleven systems in 8 months. • Managed the communication link between Bangalore, India and Wrigley’s MF system in Chicago. • Managed 26 HPS developers in Bangalore, India and 18 HPS developers on-site in Chicago. • Provided day-to-day leadership and guidance to project members, worked with Project Sponsors to resolve issues. • Managed the cultural differences for a smooth… Show more • Managed a projected 18+ month, multi-million dollar re-engineering initiative and delivered the eleven systems in 8 months. • Managed the communication link between Bangalore, India and Wrigley’s MF system in Chicago. • Managed 26 HPS developers in Bangalore, India and 18 HPS developers on-site in Chicago. • Provided day-to-day leadership and guidance to project members, worked with Project Sponsors to resolve issues. • Managed the cultural differences for a smooth transition.• Responsible for overall project P&L, project planning, work direction, task tracking, and problem solving. • Monitored progress, risk, scope, budget issues and deliverables and maintained weekly status meetings with all appropriate levels of management. Show less

Managed four initiatives from the design through implementation phases. Managed the development of customer requirements, wrote Charters and Task Orders, determined scope of work, managed execution of project, wrote project reports, developed briefings and gave opening, mid-point and closing presentations to authorizing and supporting sponsors. Project teams were made up of business analysts, system analysts, developers, database administrators, architects, trainers and documentation… Show more Managed four initiatives from the design through implementation phases. Managed the development of customer requirements, wrote Charters and Task Orders, determined scope of work, managed execution of project, wrote project reports, developed briefings and gave opening, mid-point and closing presentations to authorizing and supporting sponsors. Project teams were made up of business analysts, system analysts, developers, database administrators, architects, trainers and documentation specialists who focused on the development of four projects: Show less