RESUME OF BILL LYND, PMP

SUMMARY:

Results-driven professional with more than 15 years of dedicated Project Management experience reporting to Sr. Management,  spanning program coordination, disaster recovery, PMO development, change management, and project analysis. Provides strategic business and technical solutions to maintain costs and drive corporate objectives. Innovative problem solver adept at spearheading restructuring efforts that optimize efficiency and productivity.  Possesses comprehensive knowledge of SOX, SDLC processes, tools, methodologies and current hardware/software technologies.  Dynamic team player with strong leadership, communication, and interpersonal skills. Areas of expertise include:

Process Improvement • Software Development/Management • Product Marketing • Total Quality Management
Contract Negotiations • Financial Analysis • Research/Development • Product Development

EDUCATION / CERTFICATIONS / TRAINING:

• BS - EE/Industrial Management, University of California, San Jose
• PMI PMP Certification and PMI PMP Instructor
• APICS/CPIM, Certification
• SME International (4044640), Certification
• ISO 9001 Auditor, Certification
• Hewlett Packard ,9000 Certification
• Rational University, ROSE, UML and OO development technologies
• Classes at University of California with CJ Date-father of the rational Database design.
• MRP/ERP Instructor and guest speaker at USMA, West Point NY
• Computer instructor and seminar leader at  UCLA, UC/Irvine
• NCR, Mac Auto-,MRP 100% Clubs (14 clubs total)
• Entrepreneur Program Advisor, Saddleback College

PROFESSIONAL EXPERIENCE:

SRT Technology Inc. 2007- 12/07

Senior Program and Process IT Consultant –Contract

• Work with a variety of corporate clients to improve development processes, SDLC, and Project/Program management. 
• Revised client staff and management reporting to streamline project efforts resulting in a 15-50% decrease in delivery times as well as improved productive output of staff and users. 
• Clients included transportation, hospitality, and other process intensive organizations. 

 

PEPSICO PBBS CORPORATE 2007 to late 2007

Senior Release Manager Consultant – Contract

• The work was developing divisional release plans that coordinated with the corporate configuration and change control processes. 
• We brought the divisional plan up to date for 2007. 
• We transitioned knowledge base to the divisional users and product owners.

 

 

 

 

 

AMC/ADS/ACC-CH CORPORATION 2003 - 2007
Director of Enterprise Project Management 2004 to 2007
Project Management Specialist, Program Manager ACC-CH 2004 to 2006
Manager, Resources and Process PMO 2003 to 2004

• Designed and instituted PMO, including quality assurance and management reporting applications and a CMMI strategy.
• Developed vision and devised mission statements for enterprise project management (EPM) team. Served as an enterprise subject matter expert for processes and quality issue resolution.
• Created and managed corporate quality, SDLC, and change control processes for local and offshore development.
• Ensured SOX training and regulatory compliance.
• Managed disaster recovery efforts for e-mail, RightFax, imaging, help desk, and telecommunication corporate systems.
• Developed a data mart to collect data from all sources to determine (level by level) the profitability rollup, which led to a major 100M$ restructuring.
• Saved $9M over four year through managing a Lotus Notes restructuring plan for Disaster Recovery, which included hardware, telecom circuits, RightFax, and communications.
  
  

WASHINGTON MUTUAL 2002 to 2003
Senior Consulting Project Manager

• Supervised a team of 16 to analyze and audit a key consulting project that was being developed by major BIG 5 Consulting firm (Accenture). 
• Prepared final report, detailing gaps, errors and needed changes.
• Enabled HLIS financial needs to be achieved through proposing effective system design modifications.
  
  

OPTION ONE 2002 to 2003
Program/Project Manager

·         Managed a Program team of 50+ (with 14 projects) and a budget of $8.5M during the restructuring of the data and operational phases of the internal marketing and servicing systems.

·         Completed the entire project on time, to budget specifications, and error free.

·         Maintained a 98% service level with a 216% increase in loans funded by managing a 16 staff “swat team” focused on the high revenue increases.

CYSIVE 2000 to 2002
Western Region Program Manager/Senior Project Manager/Account Manager 

• Oversaw a CRM conversion project, including Internet OLAP and CRM data mart software/hardware systems.
• Developed supplementary CRM tasks and coordinated with senior management to redefine product. Supervised 29 staff members and up to 20 client personnel and 3 project managers.
• Served as an architect, lead business analyst, and senior manager for an automated wireless program.
• Completed the conversion of 365 separate client history flat data files into a common Oracle Data Mart ahead of schedule and within budget.
• Conceived, designed, developed, tested, and implemented a complete time and expense wireless accounting systems (Palm and IPAC) in four months with a team of 20.
  
  

Unisys, Pacific Development Laboratories Oct 1997- July 2000

Senior Project Manager, Development Manager PDL

Program Manager Development Manager, Unisys CX JAVA Program

·         The Program included solutions planning, development, and implementation on three different Unisys proprietary platforms.

·         Work was carried out with three teams (132 total) working in three different facilities with local project managers.

·         Primary tasks included gathering marketing requirements, planning, coordination, prototyping, benchmarking of our J2EE, JRE, with JAVA and competitive products, product improvement, and cross platform product compatibility. 

·         Testing was at the unit test level, module level, and integration level with BEA, J2EE, Oracle 8i MS2000 Server, MS Datacenter, and UNIX. 

·         Project work resulted in 5 software patens for unique software methodology and code use in JRE.  Unisys Released JRE was 22% faster than the SUN JRE.

 

Program Manager, UREP Program.

·         UREP was a client based Universal Web-based repository for Objects, and Data. 

·         Direct staff for this program consisted of an Advanced Technology internal team of eight, two venders (34 staff) and internal technical staff of 64. 

·         The group also included seven members of our Client’s (NUL) Pacific Rim staff and an offshore India TATA staff of ~ 35 (total 140). 

·         All code created was tested on six different platforms and operating systems by an additional internal testing group. 

·         The program made use of current standards, such as MS NT4.0, MS2000 Server, BEA, C, C++, and JAVA 1.2.2 with MOF1.3, UML 1.3, Rational RUP, ROSE, XMI/XMI, CORBA BOA 3.4, JNDI 2.0 and JDBC 2.0 with OSMOS/GRIFFIN, Sybase, and Oracle 8i persistence.

The releases included:

·         UREP 4.0 conversion of all code (575MB) of C++ to Unicode.

·         UREP 4.0 Y2K testing and conformance.

·         UREP 5.0 addition of XMI/XML, and additional functionality.

·         UREP JEdition was the complete rewrite of UREP (Universal REPository) into MOF/UML/JAVA with J2EE...

 

Project Manager IMG/PDL Laboratory

·         This program managed the reorganization of the IMG development and testing laboratory resources. 

·         This included the coordination of four divisional operation groups. 

·         Responsibilities included a staff of 5 and the following equipment: 5 HP, 3 IBM, 15 SUN, 7 DEC, 11 WINTEL servers, and 52 test clients.

 

Senior Member, Unisys PMO Project Management Process (PMP) Quality Team.

·         The Unisys PMP is used in all software projects at Unisys. 

·         Our group worked and achieved SEI (CMM) Level 4 up from (CMM) level 1. 

·         We also worked to streamline the PMP (Unisys) to eliminate unnecessary steps and still maintain quality control and process organization. 

·         The local PMO office coordinated with the other PMO offices in different locations for consistency of process. 

·         Additional PMO responsibilities included, Mentoring divisional PHs, Facilitating Training, maintaining group schedules, as well as individual schedules, time reconciliation, resource leveling and operation with a large complex matrix management organization.

 

ISO 9001 Internal Auditor.

·         Trained as a Lead Auditor in ISO 9003 compliance. 

·         Preformed ISO audits monthly on various software programs. 

·         A team leader and a staff of 2-6 trained ISO 9001auditors carry out ISO audits. 

·         Represented internal ISO audits to the external ISO audit team.

 

Lynd Associates 1991-1997

Principal Consultant

• Manager of 44,000-acre BLM gold/silver recovery project with total operational authority. 
• Operation of 140 acre open pit in California and a 10 acre smelting operation in Nevada.
• Responsible for all permits, and governmental interface with 12 agencies as well as daily development and operations. Status presentations were made weekly and quarterly to all interested investors. (1434)
• This was a $37M enterprise. 
• Founder for startup public sector database Software Company (v-mark, UNIDATA). 
• Developed Marketing/Sales and business plans for this proprietary relational database that was implemented with UNIX sold worldwide. 
• Company merged with investor startup and went Public NASDQ in 2 years

 

NCR Corporation Inc 1986-1991

Western Regional Manager

• Western Regional Manager for NCR with a regional staff of 19, overall reports of 300+ (including VAR, VAD and distributor staffs).
• Managed 14 western states with three area offices and one service depot.
• NCR serviced the client instillations but we had a separate trained service center for proprietary parts of these devices.
• Developed 56 strategic alliances and increased regional sales 806% with major client cooperation by 1991.  Originally started with 5 alliances and sell of less that $1Million annually
• Number 1 Regional Manager 1988-1991
• Directed major installations and over saw all client satisfaction in the region. Solved initial service and client problems a large difficult client became our best user presentation site.
• Attended 5+ 100% Clubs.

 

MRP Inc. (Compufact, Budget Computer) 1979-1988

Vice President Development/Marketing/Finance

• Formation of corporation, served as VP, CIO, and CFO from formation through divesture.
• Directed technical staff of 230+ and a nationwide field installation staff of 36.
• Installed and tailored over 200 MRP/ERP systems.
• One of the original architects and software developer of MRP/ERP concepts.
• Collaborated with Oliver White of IBM (IBM fellow) on concepts and original designs. 
• Developed, pioneered and marketed initial concepts in MRP/ERP.
• APICS Certified and acted as MRP/ERP consultant to many Southern California organizations. 
• Also taught MRP at local and national universities and APICS certification at local chapters.
• Created marketing plans/business plans and then grew annual sales revenues to $48 Million (about 247 users) over a seven year.
• Company was sold to CSC. 
• Software designs and technology was licensed to CSC organizations that later became SAP, PeopleSoft, MADIC. DataWorks and others.
• Product manager and MRP architect for the design team for MRP/ERP Database software concepts.
• Products were written in BASIC, C and several databases were used.
• Developed nationwide organization for sales, installation and consulting.
• MRP was renamed Compufact and sold to CSC corporation. 

Modules included: