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Dana
French
________________________________________________________________
309 E. Green Hollow Ct. 720-851-9876
(Home)
Parker, Colorado
Email: Dana.French@comcast.net
Executive
Summary
A seasoned leader, problem solver,
team builder and facilitator among multiple stakeholders with diverse needs and
goals. Have successfully blended skills
gained through 20+ years in IT for diverse businesses. This included managing technical staff of 50+
developers for American Airlines, running a PMO for a critical contractual
deliverable at EDS , and delivery
and support of systems these and other organizations. Recognized for customer focus, collaborative
leadership style and building empowered teams.
Summary
of Qualifications
·
A
proven and versatile manager of information technology (IT) projects, programs
and services, and their successful delivery to internal or external customers.
·
Areas
of expertise includes IT applications development management for wide-range of
systems including financial, warehouse, inventory and customer tracking. Responsibilities have also included
management of service delivery function (helpdesk, desktop and third-party
systems support) and integration testing groups.
·
Skilled
in all aspects of development life cycle, with a focus on disciplined program
and project management.
·
Excellent
skills in project delivery, organizational development, team leadership,
motivation, problem-solving and customer relationship.
·
Customer-
and team-oriented, creative, technically broad, and committed to high-quality,
high-value business results.
·
Industry
applications: Airline systems (customer
tracking, provisioning, accounting, and maintenance and engineering systems);
manufacturing (warehouse, inventory, and logistics); financial (mortgage
origination, post-closing and loan servicing systems; accounting systems).
·
Strong
hiring/dismissal, mentoring/training, project management and budgeting skills.
·
Certified
Project Management Professional (PMP)
Professional
Experience
September,
2010 – Present: Travelport
Software
Delivery Manager
·
Management
and oversight of 10 permanent and up to 55 contract developers supporting a
corporate travel booking product with 10,000+ users. Contractors were on-shore and off-shore
resources. Programming environment is
Java with a DB2 back end database.
·
Oversight
of development process resulting in maintenance and software upgrade deliveries
occurring quarterly. Intensive work with
Product team to determine project, enhancement and defect prioritization and
work scheduling. Work with QA and
delivery teams to schedule deployment, define release content versus available
resources, and oversee the software delivery life cycle.
·
Oversight
of project labor budget, including ongoing budget preparation and
analysis.
February,
2009 – Present: PriorityCommerce
Program/Product
Management (Contract)
·
Program
and product management for start-up electronic payment software company. Updated existing products to remove quality
issues; defined and released new software product to market.
·
Development
of release-to-market processes and procedures including identification of
process gaps, working with corporate partners to establish initial and
steady-state delivery and support model.
·
Oversight
of product development and delivery, including software product
development. Developed requirements, and
performed hands-on functional testing.
Responsible for all user-facing product documentation. Applications are .Net. Development team is a combination of
off-shored development team and local resources, utilizing agile development
methodology.
·
Facilitated
requirements for PCI audit of card processing software, which was passed with
no remediation requirements.
March,
2005 – December, 2008: Pulte Mortgage
Company
Vice
President of Applications and Service Delivery
·
Applications
development and delivery.
Responsibilities include management of team of programmers in delivery
of applications supporting mortgage operations. Applications supported include loan
origination system, post-closing systems (auditing and management of closed
loan activities, loan servicing system, accounting/finance systems) and
secondary marketing systems. Technologies
involved in the systems range from legacy systems in COBOL and VisualBasic, to
new development in .Net and Web Services.
·
Management
responsibilities also included oversight of dedicated systems integration
testing group for the department.
·
Management
of the IS help desk and desktop support teams.
Oversight of call tracking, with focus on reducing volumes, improving
service levels and adherence to SLA
·
Responsible
for introducing standard procedures and development methodology into the group
and to the entire IS organization, to bring greater control and reliability
into project and applications maintenance delivery. Scope of changes implemented includes
development of change control board process for all request activities and
release management process for applications changes. Interface for SOX audit for SOX-relevant
systems.
·
Program/project
managed organization’s Disaster Recovery effort, including establishing
strategy, application build-out, configuration management and recurring
testing.
·
All
aspects of personnel management including recruiting, coaching/counseling and
termination of personnel
March,
2000 – March, 2005: EDS
Program
Manager, Asset Management
·
Strong
applications delivery manager/program manager.
Recognized for ability to turn around troubled projects in both
infrastructure and applications delivery.
·
Program
manager for high-visibility program supporting contractual rollout of Asset
Management services, tools and processes for airline customer. Overall program consisted of two phases,
totaling over 300,000 man-hours of effort.
Both phases delivered on schedule and within budget.
·
Personally
responsible as Program Manager for key sub-projects of the overall
program. Additionally, established and
managed program office for the overall program, including creation of project
management processes, deliverables and reporting.
·
Projects
included applications development projects for data warehouse and tool deployment,
as well as delivery of services, rollout of tools and processes within Network,
Midrange/Mainframe and Desktop infrastructure organizations
·
Role
included heavy customer interface, program-level issues resolution and change
requests, management of multiple subproject deliverables, and direction of
cross-functional deliverables.
Delivery
Manager, Airline Applications Development
·
Day-to-day
management of up to 48 employee/contract project managers and developers
·
Projects
included new development, maintenance and support
·
Systems
included airline revenue accounting, financial and maintenance operation
systems for multiple airline and travel industry companies
·
Platforms
included mainframe, client-server-based and web-enabled. Development team tools included Java and
Javascript, VisualBasic, Weblogic, Oracle, PL1/Cobol, IMS and DB2.
·
Heavy
customer interface regarding required system enhancements, issues/problem
resolution, budget planning and invoicing
·
Planning,
monitoring and reporting ongoing development activities
·
All
aspects of personnel management including hiring/downsizing, resource planning,
team supervision, and recruiting
·
Note: This department was among a large segment of
Sabre which was transitioned to EDS
in July, 2001
January,
1998 – March, 2000: Levi Strauss &
Co.
Senior
Manager, Logistics Applications
·
Managed
up to twenty-four employee and contract analysts and programmers. Development team tools included C,
VisualBasic, and Oracle, as well as COBOL and DB2.
·
Project
scope included development, implementation, support and enhancement of a
client-server based warehouse and transportation management systems
·
Planned
and monitored ongoing development activities, as well as managing production
implementation of the system
·
Established
procedures for production support in conjunction with new corporate distributed
systems support tools and policies
·
Worked
with IS management and business in prioritization and planning of required
enhancements to the system
·
Negotiated
Service Level Agreements with customers and internal providers, and initiated
ongoing monitoring of performance reporting, working with Service Level
Management team on reporting and procedural issues
·
All
aspects of personnel management including recruiting and hiring qualified
personnel
·
Special
projects include participation in the development of resource strategy
(in-sourced versus outsourced approach) for long-term support of the new
logistics systems, participation in analysis of technical up-skilling needs for
the information systems department, and
advisory role in the roll-out of the policies and procedures for
distributed systems management
June,
1997 – January, 1998: The Associates
Development
Project Director
·
Managed
twelve full-time and contract programmers in the support and enhancement of a
client-server based customer service database.
Development team tools included COBOL and DB2.
·
Established
departmental operating practices, aimed at strengthening the department’s
project management and delivery approach, establishing processes and standards
for project deliverables and system support
·
Formalized
approach for interfacing with customers and business systems control groups
·
Personnel
management including recruiting and hiring qualified contract and permanent
personnel
·
Support
of recurring expense and annual departmental operating budgets
May, 1995 - June, 1997: Boise Cascade Corporation
Systems
Development Manager
·
Managed
a small group of programmers and analysts in the selection and pilot-site
deployment of a client/server-based warehouse management and inventory
system. Hands-on involvement in the
hardware/software selection and installation process, including deployment of
client/server computing environment and radio-frequency bar code scanning
equipment
·
Coordinated
design efforts for vendor software modifications and host system
interfaces
·
Managed
development of new business operating practices, and customer testing, setup
and training plans
·
Responsible
for project management activities for cross-departmental projects involving
remote mill locations and centralized data processing services groups
July,
1979 - April, 1995: American Airlines,
Inc.
February,
1993 - April, 1995: Manager, SABRE
Development Services/SABRE Decision Technologies
·
Management
and direction of up to 54 programmers and database analysts in support of
various American Airlines departments, including Food & Beverage and In-flight
Duty Free Sales, Corporate Accounting, and SABRE Computer Services
departments
·
Systems
supported/developed included inventory, scheduling and payables systems and
equipment inventory tracking system.
Development team skills included C/C++, Oracle, COBOL, PL1 and IMS/DB2.
·
Personnel
management including coaching and counseling team members, conducting
performance reviews, locating and hiring qualified personnel, and establishing
and operating against budgets
·
Projects
managed included all phases of development, enhancement, maintenance and
support of mainframe and new
client-server systems as well as phase-out of obsolete mainframe and PC-based
systems
·
Systems
were being developed for use by both internal (American Airlines) customers as
well as external customers. Initiated
research to determine marketability of systems outside the company.
·
Additional
responsibilities included participation in Quality Improvement Teams to improve
organizational processes, including system documentation and the management of
cross-departmental projects
January,
1991 - January, 1993: Systems
Planner/Project Lead/Acting Manager, AAdvantage Systems Development
·
Systems
planning, project manager and acting manager roles for IT team supporting
American Airlines' AAdvantage Marketing Programs department
·
Activities
included liaison with users for requirements analysis, project
status/prioritization, research regarding transfer pricing issues, ROI
analysis for upcoming/proposed marketing projects; allocating resources to projects based on
prioritization; support for budgeting process
·
Assumed
project management responsibilities over 30,000 man-hour project, requiring
supervision of 14 mainframe programmers from three managers' areas and
coordination of programming efforts of another 40+ programmers in numerous
other programming areas, development of project timelines, coordination of
manpower budgets, and liaison with users
·
Acted
as department manager May-September, 1992, including project/resource planning,
administration of performance reviews, transition of new employees into
department, performance issues including termination of employee for poor
performance
February,
1990 - December, 1990: Project Lead,
Data Management/Data Extract and Conditioning
·
Supervised
five mainframe programmers extracting data from various sources for loading the
Teradata database processor in support of numerous projects. Provided day-to-day supervision, project
management, and liaison with users and other development groups. Since the department had no manager, provided
personnel management functions including performance reviews and performance
counseling. When the group was dissolved
due to a change in technical direction and budget cuts, coordinated the
termination of projects and reallocation of manpower to other departments
July,
1979 - January, 1990: Various Positions
·
Primary
analyst involved in the preparation of the AA/SABRE Computer Services IT
Business Plan, which involved working with IT division senior management to
develop and document long-term goals, strategies and objectives for their
individual departments
·
Worked
with teams to develop specific departmental action plans to support the
long-term plan
·
Participated
in preparation of IT department Standards and Directions, working with SCS Vice
Presidents and their staff members to document current technical standards and
future directions
·
Programmer/Analyst, Business Planning/Information
Center: Analysis and business planning support in
launch of American's office automation systems, including corporate-wide
requirements studies assessing work processes and automation requirements with
business users, Systems Engineering, and IBM in detailed studies of American
Airlines' Accounting, Marketing & Field Services and Finance & Planning
departments. Developed and presented
results and recommendations based on the studies. Developed evaluation criteria and evaluated
numerous vendor offerings in response to the requirements studies
recommendations.
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