Candidates About

Robert (Bob) Hoevel – Senior IT Project Manager

 

Department Management           PMO setup                     IT Project Management

Disaster Recovery                   Business Process          Telecommunications

 

SUMMARY OF QUALIFICATIONS

 

qOver 400 major projects at $5M or greater, completed successfully with 20 years of project management expertise leading IT departments and cross-functional groups through day-to-day operations, infrastructure, SaaS, IaaS, PaaS, emergency and critical issues resolution incorporating ISO, ITIL, SDLC, PMO methodologies and standards; mentoring employees, developing training programs and providing guidance and policies while successfully completing the execution of business goals, IT operations and non - IT related projects while monitoring scope, deliverables, goals planning, vendor management controlling risks and implementing continuous improvements.

qDelivered systematic IT services which exceed the mission and goals of the company, IT and business unit departments allowing for growth, excellence and advancement for employees under my responsibility with cost savings that impact service levels and deliverables. Key areas of experience include: 

·  Project management (PMO)	·  Capital procurement	·  Technical writing
·  Software implementations	·  Merger and Acquisitions	·  Training programs
·  Business analysis and metrics	·  New technology delivery	·  Service level agreements
·  Risk Register/Assessments	·  Maintenance programs	·  Capacity planning
·  Budgeting and controls	·  Change management	·  Disaster recovery
·  Strategic planning	·  Managed services/operations	·  Monitoring applications
·  Corporate documentation ·  Integration planning	·  Data center management ·  Consolidation efforts	·  Business processes ·  IT Audits/Governance

 

TECHNOLOGY TOOL BOX

 

 

Project Management Skill Sets

 

Experience gleaned from 12 diverse industries (healthcare, pharmaceuticals, biotech, financial, research, semiconductor, telecommunications, non-profits, military and oil/gas) using the latest standards, practices and insights into the PMbok, PMi, ITIL, agile, Theory of Constraints and Cadence project management guidelines for streamed lined processes, documentation, metrics and analysis, new application and hardware rollouts that define project charters, scopes, summary/task planning, risks, issues resolution, SOWs, RFPs, checklists, and strategies to ensure that projects are keep on track, within budget, time frames and quality performance that resulted in over 400 successful capital projects over $5M. Typical projects are listed below:

 

·         Portfolio Managed Projects; Manage other PM’s (7-10), SME’s (3-7), vendors on multiple projects within a group or portfolio of projects. Maintains the overall leadership, planning and communications to C-Levels, CIO’s, CEO’s or Board of Directors depending on the scope and impact of the projects and their visibility and importance to your company.

·         Data Centers; built, upgraded or migrated systems, hardware or software platforms consisting of the following: electrical, fiber and copper plants/infrastructure, data and server migrations, application refresh and implementations, rack and stack, UPS and ONAN systems, HVAC systems, heat and electrical load analysis, Disaster Recovery strategies, planning, testing and implementations. Over 4 data centers built (over 80,000 sq. ft.) with several co-location projects completed for another 23 data centers. Cloud services, SaaS, IaaS, and PaaS environments.

·         Operational planning; day to day planning, resource allocations, capacity planning, contingencies and documentation to ensure that escalations, issues resolutions and staffing levels are forecasted correctly, SLA metrics reviewed, escalation flows, guidelines, policies and compliance standards are adhered to and properly updated .Built several Helpdesks, OPS centers, build labs, data centers and co-locations. Hiring manager with 4-17 employees or direct reports. Also included IT Audit systems, SaaS, application downloaders such as SCCM, AD or some other application that provides these functions for continuous improvements.

·         Disaster Recovery; full system testing, strategies, planning sessions, core teams form HR, IT, Purchasing/Procurement, Operations, Corporate, Sales and Marketing organizations to determine uptime planning, backup systems, path and bandwidth capacities and time to restore philosophies. Full contingency planning, schemes, compliance and corporate testing prior to implementations with functional full testing after implementation to ensure processes, documentation, decision trees and compliance goals have been meet and adjusted after testing. Test on yearly basis depending on sizing, vendor site availability and cost constraints.

·         Capital Projects; Capital improvements involving major cost projects over $5M such as new buildings or expansions, capacity planning for adds and moves, mergers and acquisitions, new data centers, server farms, storage arrays, software purchases or hardware purchases, refresh or SW/HW upgrade paths and vendor management. These project require the management of several PM’s, SME’s and vendors.

·         Documentation; All corporate documentation and systems such as SharePoint ( or other documentation systems or hardware) and IT operational diagrams in Visio or OneNote ensure that all projects have a lasting impact on how a company functions during business and infrastructure changes by using highly visual documentation and business processes that provides or updates operational policies, guidelines and practices for easy use by all departments and as an aid for mentoring, improving and streamlining functions, business processes, organizational processes and interfacing throughout your company using bubble charts, flow charts and web based linkages  to helpdesks, SMEs and technology information committees for oversight and improvements.

·         Training systems: technician certification, web based training service providers, mentoring programs, HR interfacing, and video systems integrations along with vendor managed systems.

·         Software; Full implementation of new software operating systems, refreshes, version controls and updates that may involve in-house SMEs, vendors, consultants or other short term contracting services for implementation, move to new hardware platforms or remote systems or cloud services via SaaS, Microsoft, Intel, HP, AppDynamics, Nutanix or other companies that provide software applications, platforms or upgrades to existing services or legacy systems.

·         Hardware; Projects involving new servers, arrays, blade or edge systems which require a PM to oversee all aspects of installations, upgrades, moves, adds or capacity builds, structures or replacements. Vendors, OEMs, consultants/contractors using HW from IBM, HP, Brocade, Cisco, Aruba, Nutanix to name a few.

·         Migrations; Full migrations from one system or enterprise location to another due to changes in SW/HW, upgrade paths, Cloud services, SaaS, IaaS, PaaS or capacity issues from new rack and stacks, data base setups, builds and migration or changes due to mergers and acquisitions or upgrade paths or HW/SW systems changes. Move to the Cloud hosting environments.

·         Development; many companies want formal project oversight regarding internal software development but have limited or failed systems for change management and controls. Using a combination of agile, SDLC, ITIL and experiences in software development companies provided expertise in governing and rollout of new applications, services or general change management. Most of the SW development projects involved internal applications, proprietary operational SW or applications that can be modified through vendor provided tools or interfaces.

·         Vendor management; provided overall management and control of vendors, contractors and consultants assign to or awarded contracts or applying to bids, RFPs, or initial contact and planning sessions for a given project or proposal. In some cases determined final contract through negotiations with internal departments, such as HR, IT, Sales and Marketing and legal planning strategies for a win-win outcome.

·         Telecommunications: PBX and associated systems, VoIP, vendor managed systems (trunking PBX, routing paths, Avaya Command Center refresh, fiber routers, TDM systems, remote systems, call lists, T1 emergency routing and capacity equipment), and negotiated contracts.

·         Technical Liaison; Provided liaison services for technology boards, Board of Directors, C-Level, Project Review Boards, PMOs, HR, Financial, Procurement, and Business Unit departments or groups, vendors or service providers who become members of project teams, SMEs, review or focus groups looking into new systems, technology or project management methods to control their functions, provide guidance, policies or oversight and cost controls for current or future projects.

·         PMO; developed PMO processes for three major companies, provided streamlined processes for several other fortune 50 companies and provided methodologies to assist them with the controls, costs, quality, risks and continuous improvements covering all project management aspects, functions and methodologies.

 

PROFESSIONAL SUMMARY

 

 

Elements International GRP                                                                                                                                 Feb. 2018 – May 2018

Senior IT Project Manager

Assisting with Epicor E10.2.200 ERP upgrade via Dedicated Tenant and managing their EDI mapping project for 18 partnerships. Additional projects include vendor management, RACI analysis of business processes and best practices, upgrade existing telecommunications PBX system and planning for new SIP VoIP phone rollout, upgrading of data speed for internet access and assist with finding new employees to fill specific rolls within Elements. Planning for new 500K warehouse location identifying areas where additional cost and planning will be needed for the migration of services to new building by October deadline.

 

Epicor Software                                                                                                                                                      Feb. 2015 – Sept 2017

Senior IT Project Manager (Managed up to 12 SME’s and two PMs)

Responsible for the ARC Project that will consolidate 11 data centers worldwide into existing 2 data centers while expanding two new international data center builds (TelStra UK/AU) for other DC migrations. Involves coordinating all aspects of migrations, MSPs, IPs, VLANs, MPLS, communications systems – Avaya command center refresh, networking, server, infrastructure, hosting, internet, Hosted environments, Cloud services, SaaS, IaaS, PaaS and specific business unit application suites prior to the migrations. Planning, scheduling, hardware order tracking, exit strategies, documentation, status meetings and functional design acceptance criteria verified. Additional projects include; Nagios implementation, Proof of Concepts (Azure POC/Implementation, App Dynamics POC/Implementation/SaaS), DR/BC reviews and risk assessments, including all sign offs, trackers and PO processing. Leverage processes, documentation and planning into new corporate PMO and head efforts for standardizations, processes, best practices, managed service provider interface and continuous improvements initiatives. Planning for DR sites and implementations and providing Risk Register updates. Finishing ARC phase one goal and planning and out ARC II migrations for additional 8 data center consolidations in FY16/17. Other projects include Win10, Bit-locker and anti-virus implementations, InfoSys Managed Services Improvement project, Altiris, Azure, AWS, SaaS, IaaS, PaaS, and Cloud services to name a few.

 

Alcon/Novartis                                                                                                                                                         Aug. 2014 – Jan. 2015

Senior IT Project Manager

Project Manager for Remedy on Demand On-Boarding for Alcon’s Change Management, Configuration Management, Problem Management, Event/Incident Management and Service Request Management modules within RoD. This project will standardize over 90 different tools currently used for the above processes and incorporate the data into load sheets, processes and roles definitions in compliance to Novartis ICE project methodologies. Tracking all tasks, milestones, action items and risks throughout the project timeline generating a group of reports, status and planning formation (Project Plans, Communication Plans etc.) Act as a project direct report and SME. Merger/Acquisition projects and may spin off additional projects.

 

ARC-IS/TxDOT Contract                                                                                                                                                   Feb. – April 2014

Senior IT Project Manager

AirWatch Mobility Device Management (MDM) deployment for current BlackBerry end users migrating to the iOS platform (iPhone, iPad) project involving over 4000 mobile devices throughout the State of Texas. This project mapped out the Piloting of ATT iPhones, scheduling, surveying and documenting the processes and resolving issues and problems regarding Apple ID’s, fraud protect, Vendor management, compliance and profile recommendations for over 66 diverse groups.  As Project manager provided Project Life Cycle knowledge base that documented action items and tracked data throughout the various team members and groups. Recommended actions covering profiles, data security, access controls, resets, and master billing database updates. Coordinated meeting and project reviews for TxDOT management and provided SOW revisions, recommendations and oversight regarding the various documentation and Helpdesk support for the staff administering the iPhone/mobility project moving forward from pilot through operational support.

 

Alcon/Novartis                                                                                                                                                         June 2013 – Dec. 2013

Senior IT Project Manager (Managed up to 5 SME’s and three PMs)

The IGM (Information Governance Management) Project Manager provides Program and Project Life Cycle knowledge base that can be used by all associated teams, IT managers and application owners for the Global program regarding aspects of information/data governance/IT security/compliance-related initiatives. Independent contributor relating to Scope, Time Management, Status Reporting, Staffing and resource planning, Issues resolutions, Risk Management and Documentation. Consultant/c4ntractor reporting directly to the senior IT manager responsible for this program will provide processes, tracking, metric/measurements of success and deal directly with issues as they pertain to this program for the remainder of the contract. Make recommendations and implement change management for several systems applications not limited to Documentum, Oracle, JD Edwards, and other multi-media applications or web based services. Work directly with Team 7 and provide business processes planning. Merger/Acquisition projects and may spin off additional projects.

 

HealthTronics                                                                                                                                                            June 2012 – Nov 2012

Senior IT Project Manager

Senior Project manager assisting with major corporate and infrastructure projects within the IT portfolio. Developed, implemented and managed the project Scope, check lists, project task planning, RFP and weighted metric for evaluating vendors for a data center co-location project due to a merger of three companies. Web site setup for a Learning Management System (Litmos) for training and certification for Cryoblation, and Urology product technician’s and Doctors partnership training path development and documentation for site administration. A PCI credit card processing project that reviewed vendors, costs, implementations, PCI processing and compliance to new HIPAA standards regards patient security. Also setup and purchased of multiple touch screen system for several locations using smart monitor technology. Merger/Acquisition projects and may spin off additional projects.

 

Seton Family of Healthcare/Ascension                                                                                                         Jan. 2012 – June 2012

Senior Project Manager (Managed up to 7 SME’s and four PMs)

Provide PMO and portfolio management of all projects within the Seton/Ascension Health Care family providing Project Management oversight and governance for all infrastructure projects. This includes construction, facilities, IT infrastructure, capital, capacity, server, telecom, networking and the overall control of support functions and costs associated with project management systems and services. This portfolio averages between 200 and 300 active projects at any time with each project manager responsible for 10-12 major project schedules and resource task assignments. They in turn act as SMEs to other PMs and resources, scheduling work flow or work effort, attending construction meetings and chair kickoff meetings, change management boards, and budgetary oversight committees. These PMs also function as client/customer interfaces with upper management, senior nursing staff, and vendors/contractors assigned as resources. They maintain all project documentation, resource matrix and allocations, floor plan as-builts, scheduling, bandwidth controls and management, budgetary processing, inventory controls, vendor management, meetings and project reporting while mentoring other less experienced PMs. Each project requires a scope document, resources matrix, budget plan, communications plan, telecomm and desktop support/planning, capacity budgets, server team scheduling and support, application interfacing if required and time card management systems and tracking. Status reporting for/with both the client and the PMO team is required each week along with assessments of Risk and management review meetings to discuss any issues or emergency responses since some services involve critical care facilities or functions. Special teams interface with each PM when their projects involve servers, application development for Eclipse application (agile) or software/hardware migration planning also network planning groups and teams for access control, security, bandwidth, WAPs and connectivity planning.

 

Dimensional Fund Advisors                                                                                                                                      Feb. 2011 - Jan. 2012

Project Manager (Managed up to 14 SME’s and two PMs)

Leadership and strategic planning requirements regarding the Windows 7 Deployment of all corporate PC platforms and provide guidance and governance of team members within the technology departments for locations in Austin, London, Sydney, and San Monica. Responsible for all deployment planning, scheduling, projections, trends and resource allocation assignments for the life cycle of the project and production of documentation necessary for project completion. This project will touch each employee’s laptop or desktop configurations. Report and track all risks, issues and concerns and assign to the correct departments or resources for resolution. Review all business processes and report status to the IT Steering Committee including signoff of Scope documents, all business processes, guidelines concerning implementations, inventory controls, asset management, procurement, training materials, FAQs, fact sheets, deployment contexts and distribution of all project communications and documents. Ensure that all PCs have been verified through Active Directory, SCCM, MacAfee Anti-Virus software reporting mechanisms and that all image files meet standards through the software catalog for the corresponding OU, Line-Of-Business (LOB) and applications listings. Worked closely with Business Analyst regarding the accuracy of reports for the IT Steering Committee, checklists, and sign-offs. Wrote and compiled all documentation for change management processes, flow charts and Visio diagrams for post and operational process documentation. Allocations in the catalog include; Adobe products, Crystal reports, DTS, SnagIT, Oracle Document Capture, MS SQL server, Client tools, Returns 2.0, Cisco VPN client, Meeting planner, Access Control, DS2, Spark, Sun Java JRE, MS Office 2010 suite, Tether, Cisco softphones, Morning Star and Bloomberg to name a few. Worked with development teams regarding their rollouts and upgrades concerning new OS’s along with SW dev. projects (agile).

 

For a complete and full resume regarding the below positions available upon request:

 

Consultant/Contractor – I.T. Management, Project Manager, Disaster Recovery                                                     2007 – 2011

Consulting/Contracting Services

Lance Armstrong Foundation                                                                                                                                                   2007 - 2007

IT Manager

Intel Corporation                                                                                                                                                                          2005 - 2006

Project Controls Analyst

Precerche, Inc.                                                                                                                                                                             2003 - 2004

IT Operations Manager

Tivoli/IBM (Managed Y2K, over 50 SMEs, 8 vendors and 5 PM’s)                                                                                   1997 – 2002

IT Infrastructure Manager – Central and Western Regions – Real Estate & Facilities Operations

Technology Resources, Inc. (Bell Labs for Southwestern Bell Corporation)                                                              1996 – 1997    

Member of Technical Staff (IT Manager)

Advanced Micro Devices                                                                                                                                           1989 - 1996

Data Communications Supervisor/IT Infrastructure Manager

Shell Oil Company, Shell Pipeline Corp., Royal Dutch Shell                                                                              1979 - 1989

Communications Tech and Analyst

 

US Navy Schools Command Data Systems (Computer Systems, Mare Island, CA)

Instructor at the US Navy Nuclear Power School (Electronics and Electrical Phases, Orlando, Fl)

US Navy Schools Command Electronic Warfare Technician (Treasure Island, CA)

US Navy Schools Command Electronic Technician Communications and Radar (Treasure Island, CA)

 

EDUCATION and PROFESSIONAL TRAINING

Data/Computer Systems, Class-A School (over 1 year of an advanced and condensed course of study in computer systems and theory)

 

Electronic Radar/Missile systems, Class-A School (over 2 yrs of electronic design and system implementation)

Electronic Warfare, Class-A School (1 yr accelerated term)

Instructor of Electronics - Orlando Nuclear Training Center

 

Navy education is equivalent to Electrical Engineering degree. Course work covered the design of electronic systems, computer programs and computer systems implementation and maintenance programs. Areas of study included: Circuit Design and Specifications                Systems Integration            Maintenance        Troubleshooting

Technical Mathematics Instruction from Basic to Nuclear Power Systems

 

Continuing Education

 

Project Management training from 2009 St Edward’s University PMP course, Cadence PM Corporation, TOC, MS Project (advanced), Visio, Excel (Advanced), Kintera and ProChain applications

 

Training courses: IT management, technical topics relating to mentoring, coaching, employee management, risk assessment, and technical writing skill sets.

 

Certificates or manufacturer courses (past/present): Cisco (routers, bridges, hubs), Networks (10BaseT, Ethernet, wiring closets, IPX, Sonet), ITIL basics, ISO implementations and certification processes, Theory of Constraints (TOC), PMP (PMI1394827), voice messaging systems (PBX, Nortel, ATT and video systems), HTML web page formats, 10BaseT wiring systems and standards, data transport protocols, fiber ring architectures OC-48 through DS0, T-1, PBX Nortel Meridian, ATT PBX, ANSI, IEEE standards.

Familiar with ITIL, ISO, PMbok (PMi1394827), Visio (advanced), MS Project (advanced), Theory of Constraints, agile, Cadence PM, OneNote, MS Office suite products (advanced up to 2010 suite of products) and other management processes or course work.

·    AirWatch Connect event, 2014

·    300 hours of project management standards as part of Alcon required training

·    Azure and AWS intro course work

·    Remedy on Demand training development course

·    RACI development and workflows for all business units and IT interactions with Tier 1, 2, and 3 support activities

·    St. Edward’s University PMP certification course, 2009

·    MS Excel Intermediate and Advanced course 2008

·    Over 300 hours of counseling, facilitation and mentoring training 2007

·    Intel University courses + 200 hrs

·    AT&T T405 Dimension 400 PBX, Nortel Option 81C Installation and Maintenance course.

·    MS Project Advanced course 2007, 2008

·    Intel University courses + 200 hrs additional subject materials

·    Cadence Management Corporation, project management training

·    Fujitsu FLM-150 Sonet Ring maintenance course. Installation and intensive design, configuration, management and implementation course.

·    NorTel Option 81C training courses #200, #300, and #400. PBX training including intensive design, configuration, management, software/hardware, and implementation course.

·    PC-NFS Transport Class: PC-NFS 1.1, Pro and 2.0 software and hardware configuration for this TCP/IP Ethernet transport product line.

·    Cisco Router Software: Router configurations for Cisco Systems product lines.

·    SynOptics Ethernet Hardware Certification Course: Course covering hardware configurations and connectivity issues, support and system design.

·    Advanced Micro Devices front-line leadership Course (15 weeks).

·    StrataCom IPX training Course: Intensive product training course covering design, implementation, configuration and system troubleshooting for StrataCom IPX fast packet network devices.

References available