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Chosen to lead a mainframe transition project for a managed operations outsourcing. Used IBM's Managed Operations methodology. Remotely directed a large 40+ group of technical experts from several divisions; completed the short-runway project on schedule and budget. Developed and managed project plan, resource utilization, budget, risks, and changes. Extended to lead a follow-on project to convert an imaging environment; developed project schedule, built team (8), defined the process. Despite contract delays, completed ahead of schedule and within budget, raising customer satisfaction. Configured and procured new servers and upgrades and directed the installation of RS/6000, Netfinity, and PC servers for the 1,800 PCs in 3 sites across the country. Took over troubled procurement and inventory functions and quickly put them back on track with new processes. Configured and ordered Netfinity servers, controlled inventory, configuration customization, and deployment with a team of 9 people in three sites.

Joined an e-business project call center, managed operations for a new power company as the PMO program planner, to consolidate and track project plans and time sheet approvals. Assisted in setting up data center operations and procedures. Developed issues tracking process in Lotus Notes.

Lead the overall Enterprise System Management project for a federal government agency. Developed a consolidated program schedule showing the 8 ongoing projects with vendor and customer teams of 40+ people at 14 sites. Wrote and clarified proposals to the customer, gaining new business. Presented the need for and helped design a change control process in Lotus Notes.

On another government project, converting from CC:Mail to Lotus Notes, was Configuration and Quality Management manager, using IBM's World Wide Project Management Methodology. We converted 57 post offices down to 12, covering some 300 sites and 1,200 PCs, additionally all operating systems were standardized to Windows 2000. Established change and quality processes for deliverables (CDRL's); monitored change requests. Configured and ordered PCs and wrote procedures for data centers (8) installation teams. Wrote proposals gaining new business. Assisted in Disaster Recovery planning.

Moved to lead the Year 2000 Project to upgrade the Clearing System. Using VISA's internal SDLC methodologies, established the plan, hired subcontractors, coordinated with other maintenance groups, including an offshore development group, and interfaced with the corporate project office. Chosen to be the Division Coordinator for all Y2K representing 13 million of the 14 million lines of assembler code to be changed at VISA. As a result, was promoted to Project Leader.

Participated on several quality improvement teams, using continuous improvement methodologies. Lead project to provide distributed print services from any platform to any printer in the network. Became the primary consultant and teacher on Microsoft Project.

Proposed and defended data center consolidation project, Later assumed project leadership in order to maintain progress. Using a PMI-like methodology, planned the merger of the computer workloads, directed all appropriate personnel 30 directly / 50+ indirectly, marshaled executive support, selected consulting assistance, and realigned job responsibilities of approximately 15 affected workers. Wrote and managed project plan and new operations procedures. Developed original LPAR configurations. The project was completed on time and on budget.

Assumed responsibility for 9 systems programmers/administrators responsible for mainframe and RS/6000 servers. Provided capital, expense, travel, and training budgets, and managed in excess of $3MM in budgets; administered compensation policies. Developed strategic and tactical plans for the department, resulting in greater productivity and less disruption.

Converted from ACF2 to RACF security; developed initial procedures and managed security settings. Established disaster recovery plans and directed tests. Built a business case to upgrade to a non-IBM mainframe, and successfully defended that case to corporate management. Negotiated hardware upgrades to provide more power and storage while reducing expenses. Instrumental in testing of various PC and network products.

Improved staff quality through promotions, recruitment, termination, coaching / counseling, and development plans. Staff members promoted to other supervisory positions. Reviewed contracts and recommended changes before legal review.