Project Manager
Altice USA
Total years of experience :23 years, 3 Months
Guided and coached scrum teams and organization on how to use Agile/Scrum practices and values to satisfy customers.
•Expertise in managing splitting Epic stories into multiple, smaller stories enabling the teams to work on them.
•Successfully managing increments (prior releases + current sprint release) to deliver working/shippable product.
•Expertise in conducting four ceremonies: the sprint planning meeting, Daily Scrum, sprint review meeting, and sprint retrospective meeting and artifacts: the product increment, product backlog, and sprint backlog
•Facilitated the teams when deciding which stories will be included in each iteration by understanding team’s velocity and story scope and size
•Worked with Product Owners and teams to re-balance and re-prioritize work within an iteration
•Protect Scrum teams from impediments, distractions, and interruptions by people outside the team
•Managing self-organizing agile teams consisting product owners & cross-functional dedicated teams that have everything, and everyone, necessary to produce a working, tested increment of product.
•Communicating with stakeholders, facilitating dialogue, influencing decision making and consensus-building, and managing project scope, deliverables & change throughout sprints.
•Facilitated getting the work done without coercion, assigning, or dictating the work; promote discussion, decision making and conflict resolution.
•Utilized Agile tool (JIRA/Confluence) to tracks key metrics (burn up/down, velocity, capacity) and ensure that issues and challenges are identified early, drive progress and provide visibility into team performance, predictability, and delivery.
Leading roofing manufacturer in North America, with plants strategically located across the U.S. A member of the Standard Industries family of companies, Standard Industries is a global, diversified holding company with interests in building materials, aggregates, and related investment businesses in public equities and real estate. With approximately 15, 000 employees and operations in more than 80 countries.
NYSE: WYN) is the world's largest and most diverse hotel company with approximately 7, 500 hotels worldwide. www.wyndham.com
is one of the nation’s leading media and telecommunications companies, delivering its Optimum-branded television, Internet, and voice offerings throughout the New York area.
www.alticeusa.com
PROGRAM: Digital Services: Improvements Customer Experience (ICE)
Analytics Solution
The largest of these projects was to collect customer usage & device “Stats” messages from 4 Million Set Top boxes every 5 min., using “Push & Pull” methods to feed EPN (Using Apache: Hadoop Stack). TIBCO BE/BW servers consumed the data real-time from Hbase to perform “Predictive Analytics” & monitor the quality of services to clients by geography. Exceptions/ predictions were distributed via EPN message service to other applications. The final load will consist of processing 2 billion events per day.
Program: Data Retention Governance and Regulatory Compliance (2400 Servers/46Dept/170 Apps.)
Benefit: Cost reduction by $1.3 Million/Annum in cost by eliminating duplicate processes and excessive data retention. Total Budget: $1.1 Million CAD
www.scotiabank.com
Managed EPMO project to review & implement changes to ensure compliance with regulations.
•Reviewed Regulatory Compliance and Standardization of all Client Data Retention and Regulatory Reporting
•Made presentations, facilitated dialogue, influenced the decision making and reviewed new retention and reporting standards with all Bank’s Vice Presidents, Directors, Senior Managers, SME’s, Technical Team to review 270 applications and databases in 46 Departments
•Identified regulatory/compliance requirements for data and obtained team consensus to implement the change
•Engaged vendors by creating MOU, Contracts, and budgets and obtaining management team approvals
•Verified and documented all applications, databases and regulatory reports used at Scotia Bank
•Identified Gaps/Risks/Custom Requirements for all Applications and Databases
•Developed Risk Mitigation plans to avoid loss of data during migrations
PM tools include CA/PPM & MS Project
Bank of Montreal Toronto
Program: SW Currency, Build & Distribution Improvement
Led multiple EPMO defined HW/SW Refresh projects: Engaged business & technical teams to deliver DW & BCP projects utilizing Scrum / Agile methodology. Total Budget: $3 Million CAD
www.bmo.com
Project 1: Refresh of Microsoft vendor software upgrade SCOM from 2007 R2 CU2 to SCOM 2007 R2 CU4.
Project 2: Vendor software / Database upgrades ( IBM Tivoli IAM Framework
Program : Digital Trading/Wealth Platforms Efficiency Improvement
Led multiple EPMO defined SDLC projects: Engaged business & technical teams to deliver projects utilizing Scrum methodology.
PM tools include CA/PPM & MS Project
Total Budget: $ 3.2 Million CAD
https://globalwealth.scotiabank.com/en/home.html
Project 1: Trading Platform Upgrade: Citrix Software and 22 Applications from version 4.0 to Xenapp11 -Waterfall
Benefits: Annual Savings of $480, 000 by reduction of servers from 85 to 45
•Led upgrade of 4, 500 clients from Citrix version 4.0 to Xenapp11, upgrade of Office 2000 to Office 2003, and upgrade and consolidation of (85) Server Citrix Server Farm located in two Data Centers from version 4.0 to 4.5
•Migrated 20 Applications from 32bit to New 64bit version & Windows Server Farm from Win32bit to Win64bit.
•Performed Load Testing and Application Performance testing using HP Load Runner
•Led deployment of Pilot & Canada-Wide release in corporation with Business Teams.
Project 2: Enabling IBM IAM for Capital Market Applications (J2EE) - Scrum Methodology (2400 Brokers/Traders)
Benefit: Reduced login time and security risk of writing passwords in paper
•Enabled SSO using IBM Tivoli IAM with AD integration
•Performed Analysis of current “Capital Market Applications” authentication methods, environment including current versions of Java, J2EE/Oracle applications needs, and infrastructure enable SSO capability
•Designed/Code/Test/Deploy: WebSphere/SPNEGO/AD based authentication, for each application to enable SSO capability and allowed access rights to data/functions based on each application ACL
Program: Merge/Integrate of Wyeth CRM & Business Processes to Pfizer ERP Environment
Led EPMO projects to redesign current integrations & targeting alignment to new Data Structure & Architecture
Benefit: Reduction of 15-20% of Salesman time spent on computer updating activity and marketing data
www.pfizer.com
Program Information
•Project 1: CRM: Alignment to new Data Structure & Architecture (Product, Geography Data Schema)
Program “Lets Go Digital” : E-Commerce, Digital Publishing Life Cycles
www.autorader.ca
Managed EPMO defined software projects with Onshore vendor & internal IT teams using Agile framework, including in Continuous Exploration, Continuous Integration and Continuous Release. Organized, Coached & Mentored scrum teams.
Total Budget: $6 Million
Benefit: Reduction of 15 to 25% time/resources required to complete a single publication cycle
•Project 1: Remediation: Enterprise CRM application Java/Sybase/Oracle/Canto
•Project 2: Build Java Based Portal - Trader.CA Portal (4-Tier) - Agile/Scrum
•Project 3: Build Integrated Workflow Application (Sales, A/R, Production/Delivery) - Agile/Scrum
•Project 4: Build XML Based Content Repository & Data Migration/ETL
•Project 5: Build BPM and Dashboards to monitor KPI’s
Agile Software Development
•Managed software projects with on/Offshore (India) & Onshore teams using Standard Agile framework, including in Continuous Exploration, Continuous Integration and Continuous Release
•Managed development of EPICs & Backlogs with Product Owner and Business Teams
•Management development of user stories with Product Owners, Business Analysts & UI/UX Teams
•Collaborated with Product Owners & Team to define the & develop/groom user stories using JIRA
•Managed backlog refinement, sprint planning, daily scrum, and retrospective meetings.
Realnet.ca Toronto
Digital SaaS conversión to Java
Digitization of Records & E-Health Process Optimization
E-Health Software Development projects engaging business & technical teams utilizing agile/iterative methodology.
Team Size: Business Team (18), BA Team (6), Development Team (8), QAT Team (15) & Infrastructure/Deployment Team (8) Program Budget: $3 Million (5 Projects)
Benefit: Reduction of 15 to 25% travel time of Nurse Practitioners and faster & increase patient visits to 4-8 from 2-4 per week.
•Project 1: Design, built, tested, and deployed “Interoperable Digital Electronic Health Record”, supporting Ontario Health Insurance Program. Conversion of all paper-based health records to digital repository.
•Project 2: Analyzed, designed, optimized, and built custom the “New Digitized Business Processes” for all operations including Registration, Case Management, Clinical Plan, Service Delivery, Payments, Discharge.
•Project 3: Analyzed and designed the KPI (AG-Business Objects) and built dashboards and MIS Reporting to management analyze budget vs claims paid on all insurance claims.
Digitization of Retail Outlets
COTS customization of FAMAS Retail Solution - Head Office & 10 Locations.
•FAMAS Retail System (COTS) implementation including POS Sales Module, Stock Control Module, Accounts Payable Module, Purchasing Module, Accounts Receivable Module & General Ledger Module. Solutions with Integration to IBM POS & FAMAS-IBM
Agile Software Development
•Managed software project with Offshore (Malaysia) & Onshore teams using Standard Agile framework, including in Continuous Exploration, Continuous Integration and Continuous Release
•Managed development of EPICs (Feature Summaries) with Product Owner and Business Teams
•Management development of user stories with Product Owners, Business Analysts & UI/UX Teams
•Collaborated with Product Owners & Team to define the & develop/groom user stories
•Managed backlog refinement, sprint planning, daily standups, and retrospective meetings.
Hospital for Sick Children, Toronto
, affiliated with the University of Toronto, is Canada's most research-intensive hospital and the largest Centre dedicated to improving children's health in the country. As innovators in child health, SickKids improves the health of children by integrating care, research and teaching. In 2004/2005 SickKids saw over 300, 000 clinic, medical day care and diagnostic visits, nearly 50, 000 emergency visits, and performed nearly 12, 000 operating room cases.
PROGRAM: Digitization/Efficiency Improvement of Work-Groups
Total Budget: C$ 3.6 million. Team Size : 10 Team Leads, 36 Business Leads, 40 Technical/Super Users Team
User Base: 1500 Desktop Users & 2500 Remote Web Users
Project 1: Design, Build, Test and Deployment of Domino Workgroup Platform for 4, 000 users.
Project 2: Design, Build, Test & Deployment of “CLINICAL PROCESS DIGITIZATION” - (AGILE)
(Work-flow Solutions for 2000+ clinical staff to create, edit, publish, review of all Clinical Procedures)
Savings: -Reduction of 15 to 25% time to update a “Clinical Process” via new process
Project 3: Design, Build, Test & Deployment of “EMERGENCY PAGING SOLUTION” - (AGILE)
Project 4: Design, Build, Test & Deployment of “WORK GROUP PORTALS” for each Department
philipeka@gmail.com Page 2 of 2 917-797-5170