Project Manager Management
Resume:
JOHN W. TOWNS, III, PMP
Westminster, Maryland 21157
accg58@r.postjobfree.com
www.linkedin.com/in/johnwtownsiii
SUMMARY:
Information Systems professional (PMP, ITIL) with extensive experience in
managing application development, vendor serviced applications, data and
data center migration projects. Senior management of project management,
IT management, records management systems, quality and productivity program
initiatives, business process re-engineering, financial systems, and
administrative services.
PROFESSIONAL EXPERIENCE:
Experis Dec, 2012 -
October, 2013
Project Manager on a contract basis for First Data in Hunt Valley, MD
o Managed multiple projects providing credit card merchant terminal
conversions to First Data systems. Maintained strong relationships with
high profile clients and implementation teams. Developed and scheduled
the migration plan. Successfully completed/closed 7 client conversions.
Princeton Information March, 2012 - Dec, 2012
Project Manager on a contract basis for Fannie Mae in Herndon, VA
o Managed the successful implementation of the production support portion
of a data center move as part of a multi-site data center migration
project using the Agile methodology.
o Managed the production support participation in the corporate business
resiliency program.
MDT Technical/Celerity
Dec, 2011 - Feb, 2012
Sr. Project Manager on a project on a contract basis for AHOLD in Carlisle,
PA
o As part of an internal reorganization led a project to identify, document
and implement processes within the information management group of the
company.
o Completed analysis of current activities across the Information
Management group.
o Identified and documented processes and cross functional impacts for 23
departments.
o Developed Process Catalog utilizing process analysis, Information
Management group Operating Model and RACI, ITIL and COBIT frameworks
Comsys/Experis Dec, 2010 - Nov, 2011
Sr. Project Manager on a contract basis for Ciena in Linthicum, MD
o Managed a variety of projects providing reports developed using SQL.
o Co-managed a project to implement Oracle Compensation Workbench
Technical Delivery Manager on a contract basis for CareFirst in Owings
Mills, MD
o Managed the delivery of an application designed to add Case Management
functionality to an existing application. Full SDLC principles were
extensively used.
Technology Ventures July, 2010 - Dec, 2010
Senior Project Manager on a contract basis for Fannie Mae in Washington, DC
o Managed the establishment of several regional Mortgage Help Centers.
Applied agile project management disciplines and processes working with
project teams located in New York, Chicago, Dallas and Atlanta.
Strategic Staffing Solutions 2009 - July, 2010
Senior Project Manager on a contract basis for Capital One Bank
o Operating in an Agile environment, managed data migration projects as
part of the Capital One merger with Chevy Chase Bank for multiple
applications including the data warehouse. This included data profiling,
data mapping, technical design, through development and testing,
migration planning, mock testing and migration.
o Managed projects as part of the Quality Services Testing team.
SMConsulting/SAIC
2007 - 2009
Senior Project Manager - Managed projects on a contract basis for local
companies.
SAIC
o Presenting member of a bid/proposal team preparing proposals for
information systems installations and management at military bases.
DeutscheBank
o Managed a comprehensive upgrade to a new name and address component of a
vendor hosted (software as a service) brokerage system. This involved
the migration of over 150 custom reports through the data mart,
conversion of 15 internal systems, and the development of a new xml-based
bulk upload of daily new accounts and daily account maintenance of as
many as 20,000 updates per day. Built relationships between clients, bank
and software vendor to identify, analyze and resolve incidents and issues
Constellation Energy
o QA Center - Upgrade to latest release. Coordinated with 25 active
projects. Formed project team including contract and non-contract
employees to implement software upgrade. Project was completed on time
and under budget.
o Dynamic Portal - Managed a web services project to implement tools and
templates for the development and maintenance of internal portal sites
for a content management system.
TEK Systems/Chevy Chase Bank - Senior Project Manager
2005 - 2007
o Managed two major projects to upgrade Automated Teller Machine (ATM)
processing software. Successfully revived two existing projects. Led
project teams through multi-phased projects. Significant vendor
interaction.
o Managed the initiation of a multi-site document management system in the
mortgage lending group. Managed and coordinated external consulting team
for services.
Riggs Bank/PNC - Project Manager
1996-2005
o Managed the planning, development and implementation of a broad range of
projects for a service provider for CA$HLINK, the global cash management
system of the U.S. Department of the Treasury. This system includes the
reporting of deposits, information retrieval and reporting, and money
movement via EFT and Wire Transfer.
o Specific functions performed include: Project Management,
Configuration/Release Management, Master Scheduling, Quality Management,
and Implementation Training.
o PMO Project manager. Developed and managed the project planning
mechanism for the development of the cash management application
throughout the project life cycle (SDLC). These projects involved
project teams comprised of professionals from multiple consulting
organizations, multiple agencies of the federal government and contracted
staff.
o Contributing member of the team that prepared, submitted, and won the
bid to develop and operate a major cash management application for the
U.S. Department of the Treasury.
o Managed the successful development of an EDI and xml system for banks to
report deposit transactions, thereby improving productivity and
increasing data quality and consistency.
o Planned, designed, developed, and implemented a role-based system help
system and computer based training application used for wide-based client
distribution.
o Implemented Incident Escalation and Change Management and operation
processes.
o Developed the business requirements for several key operating components
of the system.
o Managed the conversion of the Help Desk incident tracking system. All
active incident transactions and over two years of incident history were
successfully converted.
First Maryland Bancorp 1974-1996
Vice President - Financial Systems
o Directed the technology efforts of the Financial Services Group, which
included IBM AS/400 Programming, Systems Operations, LAN Management,
Applications Support and Corporate Communications. Managed a team of 15
professionals including 1 VP and 3 AVPs functioning within an annual
operating budget of $1.2 million.
o Successfully implemented a new general ledger, responsibility reporting
system, and a new business unit profitability system. Systems were
delivered on schedule and within budget.
o Implemented new operational procedures. As a result, operating expenses
were reduced by over $30,000 annually, support staff reductions were
realized and all service level agreements were maintained.
o Automated the monthly financial reporting process, and therefore
eliminated labor-intensive tasks and reduced report turnaround time by
one and one-half days.
o Developed and implemented the monthly schedule for the release of
financial applications to the organization, standardizing and
streamlining the process of application delivery.
Vice President - Administrative Services
o Directed multiple corporate services functions including Records
Management, Supply, Copy Center, Fleet Management, Procedures Management,
and Productivity Management. Managed a staff of 21 professionals with an
annual budget of in excess of $1.5M.
o Successfully managed the entire start-up effort for the Productivity
Management Group in a new Delaware facility. As a result of the success
in the Delaware facility, was assigned corporate-wide responsibility for
Productivity Management and Procedures Management.
o Implemented a facility-wide productivity/quality reward system with an
annual savings exceeding $225,000.
o Managed the development and implementation of an organization-wide
operations improvement initiative focusing on productivity, quality,
timeliness and cost. Coordinated the efforts of several teams which
included a mix of internal and external consultants.
o Reorganized departments into functional responsibilities, saving over
$144,000 annually.
o Developed, implemented, and chaired a facility-wide suggestion program
saving $75,000 annually.
o Planned, designed, developed and implemented an integrated records
management inventory and reporting system using SQL based database tools.
Significantly reduced processing time, improved reporting capabilities,
while meeting all regulatory requirements.
o Developed an incentive program for improving quality and productivity in
a multiple department customer service unit, with emphasis on contact
quality, completeness and optimized call volume.
o Managed a document imaging automation project resulting in improved
control and document security, improved workflow, and improved customer
service.
o Automated the processing and reporting of bulk cash deposits in cash
operations.
o Developed a scheduling system for credit card customer service
representatives.
o Leadership Team - TQM Committee responsible for reviewing operations.
Analyst, Senior Analyst, Manager
o Managed a staff of 12 Internal consulting professionals with multiple
external consultants. Led productivity improvement projects throughout
the organization involving forms design, automation, staffing analysis,
and work redesign.
o Led the bankcard merchant point of sale analysis, implemented an
installment loan microprocessor. Liaison with Systems. Managed the
Micrographics and Mailroom.
TEACHING EXPERIENCE:
WILMINGTON UNIVERSITY, New Castle, Delaware
1985 - 2010
Adjunct Professor - MBA Program
Graduate courses taught - Quantitative Analysis, Operations Management,
Business Policy, The Economic Environment, Finance, Computers in Society
NOTRE DAME OF MARYLAND UNIVERSITY, Baltimore, Maryland 1999 - 2012
Adjunct Professor
Graduate and Undergraduate courses taught - Systems Analysis and Design,
The Internet Connection, Project Management, Introduction to
Microcomputers, Microsoft Office
EDUCATION:
Maryland Banking School, University of Maryland/Maryland Bankers
Association
Diploma
The Johns Hopkins University, Baltimore, Maryland
Master of Administrative Science
Adrian College, Adrian, Michigan
Bachelor of Arts with majors in Business Administration and Economics
CERTIFICATIONS
Project Management Professional (PMP) - Project Management Institute - 2005
(current)
ITIL Foundations - 2009
ORGANIZATIONS - PROFESSIONAL
o Project Management Institute, Member, PMP Certified
o Institute of Industrial Engineers, Senior Member, Director - Financial
Services Division (1992, 1993) Awarded the 1993 Financial Services
Division Award for Outstanding Contribution
o Alpha Kappa Psi - Professional Business Fraternity, Lifetime Member
Technical Drilldown - John W. Towns, III
. Recent Training
o eXtreme Project Management: The practical Agile Framework - 2013
o Mastering Project Risk - 2012
o Managing Politics and Conflict in Projects - 2013
o Mastering Project Schedules and Deadlines - 2012
. Software:
o Microsoft Office Suite including Word, Excel, PowerPoint and Access
o Microsoft Project and Microsoft Visio
o SQL / Toad
o Adobe RoboHelp
o TimeWizard
o Adobe AutoSketch
o BRIO Reports
o Pershing Financial (PONA)
o Vignette Content Manager
o HP Project and Portfolio Management (Mercury Project and Portfolio)
o HP Quality Center
o Clarity PPM
o SharePoint
o Rational ClearCase and Rational ClearQuest
o UML
o XML
o xmlSpy
o Java
o Rhumba AS/400 and IBM Query - AS/400
o WebSphere
o Lawson General Ledger
Non-Technical Skills - John W. Towns, III
. Productivity Improvement
o Employee Suggestion Program
o Positive Consequence Systems
o Incentive Plan Design
o Business Process Reengineering
o Procedures Management
o Staffing Requirements Analysis
o Engineered Time Standards Development
o Performance Goal Setting
o Feedback Design
. Quality Improvement
o Employee Suggestion Program
o Total Quality Management
o Statistical Quality Control
. Records Management
o Inventory Management
o Work Order Prioritization
o Schedule Development
o Records Audit
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