JACK
CROWLEY, PMP
15724 Fire Light
Place ● Moseley ,
Senior
Management Profile
Senior
consultant with over twenty years experience:
portfolio-program-project management and operations. Portfolios, programs and projects have
spanned governance, business, compliance, security, call centers, business
continuity, disaster recovery, ERP implementations and information technology
disciplines. Industries include
financial, insurance, manufacturing, transportation, healthcare, government,
telecommunications and retail.
Speaker,
trainer and mentor of Project Management Institute, Software Engineering
Institute, and multiple maturity models at symposiums and specific
clients. Founder
Core
competencies include:
|
Program & Project Management -
PMI-PMBOK Standards -
PMI Program Management Standards -
Business Process Re-Engineering -
Technical Solutions -
Security & Compliance -
IT System & Software Process Development -
Vendor Management |
Management -
Program Management Controls - Organizational and Technical Change
Management - Associate Growth and Development |
EMPLOYMENT WITH KEY ACCOMPLISHMENTS
Consultant: City of Richmond, Program Manager, 03/08 to Current
7/09 – 1/10t: ARRA Reporting: Managing a short term project to ensure the
accurate, completeness, and tranparant reporting of American Recovery and
Reinvestment Act dollars for the City of
-
Staff:
5 core and 15+ executive and administrative report staff
-
Project
Budget: not applicable
-
October
milestones met ahead of schedule
-
Current
Status: Green for January 2010 reporting
2/09 – 1/10:
ERP Program: Program Manager to replace
all Financial, Procurement and Human Resource systems (15) for the City,
Schools, Fire and Police.
-
Staff:
2 Current, estimated 15 dedicated and an additional subject matter experts as
needed
-
Program
Budget: $10MM currently allocated with further estimates in 2nd
quarter 2010
-
Current
Status: RFP completed, program placed on hold 1/28/09 due to budget cuts
5/08 – 1/10t:
MUNIS Tax Revenue ERP Program: Took over a troubled program to implement Tyler
Technologies’ MUNIS solution for the Finance Department. Renegotiated vendor contracts to place equal
liability on both Richmond and Tyler, obtained agreement from both Richmond and
Tyler to proceed with a “plain vanilla” approach and focus on fixing the
production Real Estate module and scheduling the remaining 4 modules.
- Staff: 5 fully allocated, up to
30 partially allocated based on module
- Program Budget: 3.2MM
- Current Status: Green based on
the May 1, 2008 baselined program plan and timeline
- Effective 1/15/09, all
contractors being replaced by employees due to budget cuts
Consultant: Kentucky Farm Bureau,
Program Manager
1/08 – 5/08
Urban
Expansion Program: Led the expansion from a “seed project” to an 8 county - 17
office program to expand Kentucky Farm Bureau’s Insurance business from
rural-suburban counties into more urban areas.
Set up schedules and coordinated internal and contracted resources to
build and open 17 new offices across the state.
- Staff 27: 3 Core members and 24
Information Technology, Sales, Marketing, Independent Contractors,
Business and Subject Matter Experts
- Program Budget: Confidential
- Program completed 1 month ahead
of schedule and 12% under budget
Consultant: City of Richmond, Program Manager
311 Call Center Program: Planned, developed and implemented the City of
- Staff 36: 32 Operators,
3Management, 1 Administrative Assistant
- Program Budget: $400K
- Program completed on schedule
and under budget
Consultant:
Markel Corporation
Director,
November 2006 to May 2007
Developed and implemented Portfolio Management Office for Markel Corporation;
focus on implementing IT Governance for project prioritization and resource
utilization. This group approves/rejects
and prioritizes work to ensure alignment with the highest value business and
regulatory needs.
- Staff 7: 2 Sr. Project
Managers, 1 Project Manager, 2 Business Analysts, 2 Applications Analysts
- Budget: $1.5MM
Circuit City, Director, Enterprise Portfolio
Management Office, June 2005 to November 2006
In one year, developed and implemented the Enterprise Portfolio Management
Office in partnership with each line of business, operations and our
vendors. Rolled out new policies,
methods, tools, training to support
- Staff 50: 25 Core EPMO
Functions and 25 in Risk Management, budget: $7.2MM
- Directly managed a portfolio of
30 projects ($15MM) to support our merchandising transformation,
maintaining green status
- Created and implemented
Enterprise Portfolio Management Governance to select the right projects
based on cross business priorities
- Risk Management functions:
Technical Change Control, Business Continuity Management, Compliance
Capital One,
Director, December 2001 to June 2005
As the overall program and project manager, translated Capital One’s vision and
strategy into specific objectives that team leaders and performers implement.
Directly led and drove business and IT process improvements and document
management initiatives to meet critical business objectives.
- Staff: 30 associates, 5 contractors
- Budget: $15MM
- Improved ability to deliver business solutions
better, faster and cheaper, influenced the CIO and directs to allow me to
initiate, plan, develop, and implement the solution delivery method
program.
·
Over
a 3 year period: reduced average time to market from 575 days to 310 days for
large projects
·
Increased
policy compliance to 97%
·
Increased
time entry-financial charge backs to 100%
·
Reduced
production defects by 60%
·
Reduced
major system failures from 7 per year to >1 per year
·
Increased
project on schedule and budget from 5% to 45%
- Stepped up to plan, develop and implement an IT
wide document management solution to meet Sarbanes Oxley and other
regulatory requirements. Business
units also adopted the solution
·
Exceeded
goals by reducing annual risk exposure from 180K to <1K per year, four months
ahead of schedule and $50K under budget
·
Obtained
“satisfactory” rating on all IT documents from federal examiners
Program / Project Management
Consultant: February 1997 to December 2001
Drove vision and strategy into specific sales and delivery objectives that
team leaders and performers implemented. Exceeded $10M annual sales goals by
$2.5M.
- Software Process Improvement
practice based on SW-CMM v1.1
- Helped several clients achieve
level SW-CMM level 2 and 3 within 12-18 months
- Realized $7.5M in new revenue
2000-2001 during downturn and collected $3.2M in bad debt
- Governance for Information
Technology and Business based on CobIT, ISO and IEEE standards
- Build multiple governance
organizations to help business and information technology make quantitative
and qualitative funding and priority decisions
- Business Process Reengineering
- Led re-engineering business
and information technology practices with cross functional teams, meeting
strategic vision and goals, resulting in projected ROI up to 2.4:1 over two
years
- Managed multiple solution
implementation projects: Y2K, CRM, Supply Chain, ERP, SAP, Demand Flow
Technology, Supply Chain, Electronic Trade Confirmation
- Exceeded client corporate
goals and vision by 20%, reducing costs an average of 12% per year, with
a return on investment ranging 1.7 - 2.4:1 across the strategic projects
New
Jersey Transit Bus Operations, Manager, Supervisor, Foreman, 1982-1997 (employee)
- Staff: 220+ Bus Drivers, 150+
Maintenance Personnel, 3 Trainers
- Budget: $13MM
- Developed and managed business
- technical projects (radio, fare collection, scheduling, payroll, safety
systems), developed, implemented and managed training programs for over
4,000 employees.
- Reduced maintenance training
costs and duration by 50% and 30% respectively within one year
- Reduced accident rates by 15%
over three years
EDUCATION
MS Management Science Information Systems, New Jersey Institute of Technology, Newark, NJ; Summa Cum Laude, 3.94 GPA, 1999
BS Management Science Finance, Kean University,
CERTIFICATIONS AND HONORS
PMP,
Project Manager Professional, Project Management Institute
Masters Certificate in IT Project Management, George Washington University
SEI SW-CMM Training: Introduction, Defining Software Processes, SCE Lead
Evaluator Training
Six Sigma: Introduction, Statistical Process Control
PROFESSIONAL ACTIVITIES
Founder and
advisor - Greater
Richmond Enterprise Portfolio Management Office Local Interest Group within the
Central Virginia Chapter of the Project Management Institute
now expanded to include Project Mgmt Office, Program Mgmt Office and
Portfolio Mgmt office topics.
PMI – New Jersey Chapter and Central Virginia Chapter
Software Engineering Institute
(SEI) – SEI
Member
PERSONAL ACTIVITIES
Richmond Triathlon Club, President and Board Member
Richmond Multi
Sports, Board Member, Race Crew and Operations
USA Triathlon
Association
National Ski
Patrol
Parkway Baptist
Church
National Eagle Scout Association
USA Triathlon Association
National Ski Patrol
RECOMMENDATIONS, PAPER, AND
PRESENTATION
City of
PMI, SEI, Software Engineering
Process Group (SEPG), European SEPG, and Starbase Symposiums, 2000-2002
Software Process Improvement: Program & Project Management Lessons
Learned”, 2001, which may be downloaded from: The Paper The Presentation
Updated: November 24, 2009