Career Objective: To help clients achieve their transformation strategic/tactical objectives on-scope, on-time and on-budget in the most effective manner.

 

Synopsis for Recent Work Experience:

·         PMP/SMC certified subject matter expert in delivery management of program and project initiatives.  He has very deep experience in program/project managing many different business and IT objectives. Mr. Rollins is an expert in MS Project 2010, Waterfall and Agile techniques, PPM functional use in tools such as CA PPM and other Project Portfolio Management (PPM) applications.

 

·         Project Management/Governance SME Contractor for Wells Fargo Wholesale Banking Division within Operational Risk and Compliance for oversight of recent acquisition of two commercial lines of business ($32B at risk) continuously assessing risk exposure to the Bank for completing operational integration into the Bank.

 

·         Has served as a contract ITIL Transformation Project Manager for Finance and Capacity Management projects for Bank of America for the ITSM initiative.  Provided portfolio management support via MS Project 2010 by establishing the ITSM Portfolio for 26 projects (and processes) in this transformation initiative.

 

·         Recently completed a fourteen (14) month assignment as the InfoSec Program Manager for Division of Information Security at South Carolina under the direction of the Chief Information Security Officer and the Chief Privacy Officer where he successfully lead the project management rollout of 9 core security technologies in support to more than 80 state agencies.

 

·         Demonstrated on his resume from August 2012 – July 2013, Steve recently managed a $10M remediation initiative for a recent cyber-security attack that was made on the Federal Communications Commission (FCC) in Washington DC. He brought it to a successful conclusion coming in on-scope, ahead of schedule, and ahead of planned spend.  Working under direct collaboration with the FCC Senior Management Team and intensive congressional scrutiny, this program updated and improved the entire IT infrastructure for the FCC.

 

·         Has a deep background in the application of risk management involving proper internal controls as it applies to project managing in the business and IT environment. Mr. Rollins is also a published best-selling author of the following books on project management:

 

1.       Advanced Project Portfolio Management and the PMO” Multiplying ROI at Warp Speed

2.       Value-based Metrics for Improving Results: An Enterprise Project Management ToolKit

3.       Essential Project Investment Governance and Reporting: Preventing Project Fraud Management and Ensuring Sarbanes-Oxley Compliance

4.       Program Management Professional (PgMP): A Certification Study Guide With Best Practices For Maximizing Business Results

 

·         Books “Advanced Project Portfolio Management and the PMO” and Essential Project Investment Governance and Reporting” are now part of the training curriculum established by the Project Management Institute ® (PMI ®) for their Portfolio Management Certification. “Essential Project Investment Governance and Reporting” has been included as a reference for the Associated of Certified Fraud Examiners certification program to certify fraud examiners.

 

·         Twelve years of complex experience in application development with Assembler, PL/1, COBOL, CICS-COBOL, RPG, JCL, IMS DB-DC and DB2 early in career.

 

·         Strong follower of SDLC methods in varied disciplines such as PMBOK, SIXSIGMA, TOC, TQM, and Infrastructure.

 

Professional Experience (PPM/PgMP/PMP/PMO Accomplishments)

 

Allpmo Network – Fort Mill SC                                                                                                             Jan’03 – Present

PMO/Program Management/Consultant

 

·         Provide ad-hoc short term assignment support to customers from my global client base.

o   Client: Confidential – Oct’16-Dec’16; Develop Governance Process for all programs and projects in client BU.

o   Client: Confidential – Mar’17-Jun’17; Support client PM community with best practices coaching and application.

o   Client: Confidential – Aug’17-Sep’17; Provide PMOC training support remotely.

·         Manage content in the business portal for customers to find the value they seek.

·         Market various products such as new webinars I have produced and books along with ad-hoc support services through www.pmocertified.com featuring the “PMOC” credential globally since 2003.

 

Randstad Professional Staffing – Wells Fargo Bank, Charlotte NC                                         Jun’16 –Sep’16

Project Manager (Contractor) – Operational Risk Consultant

·         Developed and demonstrated program management Governance approach for GE $32B acquisition.

·         SME for program/project management processes to business acquisition risk.

·         Assessed Risk Framework for completeness regarding risk identifications and potential treatments for remediation as it applied to the GE Initiative.  This included Regulatory Expectations, Interdependencies, by Region and among Regions, and consideration to the relatable linkage to the Wells Fargo Internal Regulatory Compliance Risk Management Framework (e.g. 8 Key Components).

·         Backup support for ongoing Risk Register Management for acquisition.

·         Provided input for Business Process Management and Change Management processes to influence outcome maximizations of the governance approach.

·         Developed the expected process to manage each Regional TOM to the progressive portfolio of work and resources to understand what “Completed” meant.

·         Related the TOM Targets to meaningful support for the “Second Line of Defense” through portfolio management techniques.

·         Contract ended early due to program scope change from senior management as accountabilities were re-allocated to Technology from the Business Division.

 

Global Quest Staffing - M & T Bank, Buffalo NY                                                                                 Nov’15-Feb ‘16

Project Manager (Contractor) for PPM Tool On-Demand Implementation

·         Program Leadership role as CA PPM 14.3 Organizational Functional/Technical Expert.

·         Leading Business Value Management Team in conceptually developing Tool dashboards to link tactical projects to strategic objectives.

·         Supported Program Manager as backup.

·         Developed and established Program schedule roll-up encompassing eleven work teams.

·         Developed Resource Planning Courseware for Resource Managers.

·         Reviewed, assessed and validated previous reviews for appropriate standard use models of PPM features on CA PPM and Planview.

·         Contract employment was ended when a 15% stock market correction in January caused funding withdrawal for all funded discretionary programs and projects.  This included this initiative and my contract was ended as a direct result.

 

Bank of America, Charlotte NC                                                                                                                  Jun’15-Sep’15

ITSM Change/Portfolio Manager/ Program Manager/Project Manager, ITIL Financial Transformation Program Enterprise Initiative

·         Leadership role as a Change/Project Manager for Workspace Services Portfolio and Integrated Plan Portfolios. Utilizing MS Project 2010 to standup automated project portfolio for all project schedules (waterfall/agile) within the initiative.

·         Project Manager for Financial Management and Capacity Management projects.  This program is scoped to change the enterprise to how they bill their internal business customers for technology services.

·         Responsible for the initiation, planning, execution, monitoring/controlling and closure of assigned waterfall projects and the initiate, build and deploy for assigned agile projects.

·         Implemented ITSM Project Portfolio Management using MS Project standard 2010 for the program across IT Enterprise. Became Portfolio Manager responsible for developing, managing the data analytics for the “Integrated Plan” for ITSM Project deliveries across 26 ITIL processes and related projects to control interdependencies via a common resource pool.

·         Project Management Subject Matter Expert (SME) for Project Scheduling and Project Management best practices.  Provided training to all ITSM project managers in project scheduling techniques.

·         Managed Sharepoint team interactions cyclically for project content that supported project artifact retention and related governance.

·         Managed all internal stakeholder expectations regarding on-going work.

·         Left the contract at the end of September after the bank initiated a national furlough and rate-reduction program enterprise-wide for all contactors.  This change was a breach of contract and made it impossible for me to continue my quality of life pay-wise.

 

State of South Carolina, Division of Information Security                                                       Apr’14-May’15

Program/Project Manager,

Columbia SC

·         Program Manager Lead for security technologies rollout (400+ projects) across South Carolina state agencies that encompasses more than 80 Agencies through 9 security core applications.

Projects averaged a duration interval of 75 business days with a schedule focus on triple constraints management (scope, time and cost).  All projects were delivered on-time, and on scope with each agency interfaced. Projects were delimited into pre-deployment or deployment orientation to facilitate scope control and planned agency acceptance.

·         Facilitated planning and coordination with EMC and Budget Control Board Technologies Management to upgrade state data center with a 100% internet protected data center over three months.

·         Member of enterprise architecture support team for cyber-security road-map.

·         Created, published and presented weekly management KPI governance status reports to senior management (19 senior executives) during the contract length.

·         Matrix-managed 50+ internal resources across two organizations in via schedule management and regular cyclical governance meetings.

·         Heavy EVMS and MS Project 2010 use for all projects and resources.

·         Controlled and monitored the InfoSec Project Portfolio for delivery risk to on time delivery.

·         First line of defense (customer facing) for Change Management, Project Planning and all process improvements for deployment deliveries of INFOSEC to state agencies.

·         Controlled Production Change Control reporting to the Division of Technology Change Authorization Board (CAB).

·         Designed and implemented essential project management practices using MS Project 2010 to manage project work through triple constraint methodology. These practices included schedule management techniques designed to create scope certainty at the work package level (deliverable) and stated acceptance criteria as work tasks to the work package.

·         Supported 5 Deputy CISOs in their project assignments.

·         Project managed security applications to state agencies to include Security Event Information Management (SEIM), Unified Threat Management (UTM), Vulnerability Assessment (VA), Third Party Patch Management (Secunia) (TPPM), Laptop Encryption, VPN, Two Factor Authentication, (Data Discovery) McAfee, and Privileged User Management (PUM) CyberArk.

·         Developed the standard schedule models for pre-deployment and deployment projects. Agency pre-deployments projects captured functional and non-functional requirements approved by the agency customer.

·         Applied PMBOK risk management techniques to identify long range opportunities and threats in project delivery ahead into the next 3-6 months.  This enabled more project work to be completed sooner than what had been expected.

Tools Used:  MS Project 2010, 2010 Microsoft Office

 

Truebridge Resources, Division of North Highland Corp.                                                                               Oct’13-Mar’14

Program Manager, Lowe’s Hardware (Retail)

Mooresville NC

·         Assigned to provide a stop-gap to stabilize a top IT strategic program initiative for their store growth model with approved budget of $20M and an estimated workforce of 200.  Working under Non-Disclosure -Agreement.

·         Assigned as program management staff augmentation to management team of this new strategic program. Typically my work entails developing program schedules while coming up to speed in scope understanding and practiced delivery.

·         Assigned to deploy standardized training for all IT Program Managers at Lowe’s IT. Completed development for first cycle.

·         Assigned to produce end of year (FY13) resource capacity management analytics and reporting model for going forward for the IT enterprise.  This also includes forecasting resource needs for FY14 extracting necessary historical and planned initiative data from Clarity PPM.

Tools Used: Clarity PPM, MS Project 2010

 

 

The Ambit Group LLC                                                                                                                                     Aug’12–Jul’13

PMO Director, Federal Communications Commission (FCC) (2^nd Tour)

Washington DC

·         Provided enterprise IT program management leadership for #1 priority initiative to improve IT cyber-security infrastructure delivery against a $10M program budget, across all operating business units within planned scope, planned budget and two months early from planned twelve month interval.  This was in direct response to a severe cyber breach.  Funding was obtained through Congress ($10M).  Directly interacted with GAO during SDLC execution of the initiative. Led the initiation of this initiative and provided direction to PMO directs on way-forward in-bringing 25 IT teams together to remediate the breach and gaps in infrastructure and related processes.

·         Established nine (9) person high-performance PMO for Information Technology using Clarity 13.2 with Enterprise, IT, Application portfolio oversight for project portfolio of projects and resources. Support from the PMO was provided to Finance, HR, Information Security and various Audits.

·         Utilized waterfall and agile methods to deliver programs and projects through the PMO across the Enterprise.

·         As the PMO Director and Project Management Architect, deployed innovative risk-based top-down KPI governance process that has modernized IT’s approach to managing vendors, projects they work and the resources they use.

·         Utilized Clarity’s MSP bi-directional gateway to simplify MS Project import/export into Clarity at the FCC.  This allowed the vendor project manager to focus less on the ticking and tieing of their project schedules (Clarity does this for your from Timesheet information) to focus more on pushing the project forward each week.

·         Led extract file development team and oversaw production processing for Labor Distribution files from the Clarity Project Portfolio Management application central repository to the Finance Departments General Ledger.

·         Implemented Capital Planning Investment Control processes (CPIC) using Clarity. This is the congressional IT financial and risk management program all cabinet level agencies are required by law to provide.  FCC voluntarily decided to provide theirs to demonstrate proper fiscal control.

·         Heavy EVMS and MS Project use for all PMO governed initiatives.

·         Developed and implemented cyclical IT Governance review with CIO and Management Director for related troubled projects.

·         Established Enterprise Application Portfolios for all systems, Bureaus and Field Offices and their associated projects totaling over $50M in portfolio budget for more than 500+ contracting and federal workers. This was performed in Clarity and was function key driven as a means to simplify the technology for the end user.

·         Provided consultative support to enterprise architecture team on a regular basis,

·         Provided enterprise program management leadership for IT to senior management and to the project management resources to complete a FISMA audit program effort heavy in time and resource with a constrained delivery window involving more than 40 leadership resources across the FCC enterprise and with a budget of $5M. This resulted in work completion in less than 3 months compared to previous year effort of 12 months. Utilized Clarity PPM to increase transparency vertically and horizontally through function areas of accountability and through interdependencies among the targeted improvement projects. 86 projects were started and completed in this timeframe when no experience existed in FCC to perform at this high level.

·         Provided senior management with best practice guidance over mission critical project investments that were under audit via GAO, OIG offices and more.  This included CPIC, Cyber Security, and FISMA compliance.

·         Led four (4) instanced Clarity environments across multiple upgrades up through version 13.2 CA PPM.

·         Developed and implemented IT monthly Governance/Operations reporting sourced completely from Clarity information to Contracting Officer Reps through the Office of the CIO and his Chief of Staff.

·         Responsible for all identifying and implementing proper portfolio program/project/resource delivery IT Risk controls and methodology for FCC projects.

·         Developed and implemented Portfolio Risk Manager Role across the enterprise as serviced through the PMO. This role ensured successful program and project completion was achieved by taking a portfolio view for all portfolio related risks.

·         Developed and implemented FISMA/NIST related Audit support processes from the PMO to ensure efficient and effective remediation from any related audit (these had been annual).

·         Developed and implemented project risk assessment processes to perform high surveillance and monitoring for all CPIC project investments.

·         Implemented Clarity PPM data analytics and related processes as a standard across all projects, portfolios, and systems within FCC IT.

·         Provided “radar gun” transparency for all IT projects per stakeholder in Clarity to manage within +/- 3% of project budget each reporting cycle through on-demand Clarity access.

·         Developed, implemented, and maintained more than 20 PMO related Standard Operating Procedures for portfolio, program, and project management.

·         Tracked 5 of 6 Vendor companies planned spend against their SOW contracts in Clarity.

·         Trained 9 members of the IT PMO in standard project planning, process improvement implementations, and change management standards for selected initiatives.

·         Began with a non-existent PMO that provided no-value to business in the last three years and within 3.5 months was tracking $50M worth or projects within +/-3% of plan spend through the PMO and Clarity PPM.

Tools Used: Clarity, MS Project 2010

 

Bank of America                                                                                                                                               Mar’11–Aug’12

Senior Lead (Change Manager) for Technology Risk PMO

Charlotte NC

·         Responsible for all program/project/resource delivery risk internal controls and methodology in a 190 resourced technology organization for retail customers in consumer small business technology sector.

·         Assisted in implementing agile methods across the organization.

·         Responsible for program and project management coaching and mentoring for all critical IT department initiatives.

·         Senior Lead for Technology Risk Governance PMO for the Retail Risk Technology Division. Author of “Statistically Valid Project Scheduling for Dominating Lockdown Portfolio and Project Control”.

·         Responsible for schedule quality control and resource capacity management process practices throughout the organization.

·         Identified and iimplemented standardized analytics for Portfolio’s, Programs, and Projects that resulted in improved delivery results over time.

·         Implemented Agile/Waterfall Project Risk Control processes for best project compliance and delivery adherence results. This led to enhanced correlation between business requirements, project schedules, and financial forecasting utilizing Clarity PPM v7.5 with in-house systems. 

·         These improvements answered management questions for active projects that asked “will the project make it” and “is the project funded correctly”.

·         Provided weekly KPI governance risk oversight processes to active projects across four lines of business portfolios totaling $27M+ using portfolio management processes in a strong multi-project environment using matrixed resources.

·         Performed coaching and mentoring of 20+ senior level delivery and risk managers in successful project delivery techniques that yielded improved delivery velocity with less costs.

·         Developed and standardized the Portfolio Risk Manager (PRM) job role for tactical support to successful project delivery and proper project/portfolio risk control using waterfall and agile project management methods. Continued PRM improvement in delivery risk competency skills for multiple lines of business.

·         Implemented and standardized the weekly upload process of Microsoft Project schedules into Clarity bi-directionally for the IT organization.

·         Developed and led 30+ training sessions for project manager, resource managers and technology risk managers in risk delivery controls.  Training included topics: Project Governance; Resource Capacity Management; Project Scheduling; and MS Project (2010) techniques.

·         Developed and implemented standardized project governance process that included deep dive portfolio/project reviews each month with senior organizational management. This process improved the senior executive negotiating position with his business partners to prevent on-going scope-creep that was occurring from the business partners’ organizations.

·         Developed and implemented improved resource capacity management processes for resource managers and delivery managers within organization using MS Project 2010 that extended capabilities over existing Clarity system.

Tools Used: Clarity PPM, MS Project 2010

 

Federal Communications Commission (1^st Tour)                                                                             Sep’08–Mar’11

Senior Project Manager (Clarity Architect)

Washington DC

·         Working through AAC Inc (8A), established FCC IT Infrastructure PMO with Portfolio and Project Management processes as their Project Controls Officer for Projects at the FCC.

·         Provided delivery guidance to agency enterprise architecture support team on a regular basis.

·         Established IT portfolio management support using SDLC and PMBOK framework utilizing Earned Value Management System techniques for measuring contract performance for 100+ projects.

·         Provided project and resource portfolio and project risk assessments for contract management.

·         Constructed and implemented contract Performance Measurement Baseline (PMB) for contracting firm.

·         Performed on-going change management for all key strategic initiatives supported by Contract Company.

·         Led PPM Tool selection and implementation effort choosing CA Clarity v12.1.  Currently leading enterprise deployment as Architect/PM for contracting firm and FCC Core Team.

·         Developed the business requirements document and related business case to purchase Clarity PPM including add-on software for Capital Planning and Investment Control (CPIC) processing.  Obtained FCC management approval to proceed with purchase and deployment.

·         Provided senior guidance in project management of all IT infrastructure projects for problem solving and process improvement to 14 Team Leaders using Clarity, S