I am skilled in both the agile and waterfall project management methodologies, having had both PMP and PMI-ACP certifications. I have managed large project portfolios and tracked a pipeline of active projects to accurately and succinctly communicate status and risk to C-level executives.
Other areas of strong experience I possess are in risk planning, resource planning, budgeting and project governance. I previously documented the most critical project management principles and created a template that my teams used to ensure compliance for each project they led.
One of the keys to successfully implementing new projects is change management. If the clients, end-users, and affected internal departments are not fully involved from the beginning of new projects and engaged throughout the project, then the chances of success significantly decline. I understand the importance of building strong relationships with clients, internal project teams, as well as all affected internal departments. I am very easy to work with and pride myself on being a servant leader, listening to my stakeholders and internal team, and ensuring that we have everything we need to be successful.
Another critical aspect of program management is vetting project proposals to have a reasonable expectation of cost, potential ROI, resource needs, and alignment with the company’s strategic objectives. At Guitar Center, this was part of my responsibility, which I needed to periodically present to the executive team for them to decide which projects were approved to add to the roadmap.
I have extensive experience building and managing IT teams: I have interviewed and hired project managers, IT business analysts and quality assurance analysts based on intangibles that go beyond experience. In an effort to provide continuous learning opportunities to PMO teams that I have led, I have designed and presented training courses on the most critical PMI and agile concepts.
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