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Masters of Business Administration (MBA),
Bachelors of Science, Management of
Information Systems,
PMP In-Progress Exam taken Sept2011. Waiting certification results; Project Management Institute
Hawaiian Airlines (contract)
Volunteer: He'eia Wetland (2010),
Escapees CARE (2006), Martin Luther King Day (2003, 2001)
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735-422-7555 3021
Hwy 82 W
bensonh247@yahoo.com Dayton,
SA 70521
SUMMARY Information Systems professional, with solid
track record of leadership and results seeks challenging project or program
management opportunity in a dynamic environment.
Demonstrated success
using industry standard (PMI) project management practices to implement corporate strategies delivering
process simplification, improved efficiency, and financial results. Seasoned communicator with genuine commitment
to building strong team and client relationships.
CORE COMPETENCIES
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Project Management
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Facilitation
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Business/Systems Analysis
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Six Sigma Process Improvement
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SQL (Structured Query Language)
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Relational Database Design & Tuning
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Offshore Development Mgmt
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Software Quality Management
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EDUCATION
Masters of Business Administration (MBA),
PENN STATE UNIVERSITY
Bachelors of Science, Management of
Information Systems, University of South Florida
Six Sigma Green Belt Certified, The Vanguard Group
PMP In-Progress Exam taken Sept2011. Waiting certification results; Project Management Institute
PROFESSIONAL
EXPERIENCE
TEK
Systems,
Honolulu, HI
2007 to Current
Senior
Project Manager, 08/2007 to 09/2017
Guided
teams in the practical application of software development methodology -- ensuring
use of project deliverables to enhance communication, accuracy of the product,
and timeliness of delivery. Responsible
to project stakeholders at all levels of the organization including frequent
briefings with the CEO and senior staff. Demonstrated ability to very quickly learn
business processes with a focus on maximizing the application and reuse of the
knowledge gained. Experience verifying
Sarbanes-Oxley (SOX) compliance as applied to product delivery and internal
controls/procedures.
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New Aircraft
Induction and FAA Certification, 05/2008 to 05/2010
Brought
Project Management expertise and influence to a 70 person cross-functional team
for the induction of two new Airbus A330 aircraft. Primarily responsible for the Airline
Readiness workstream of the program which required project management of 7
concurrent sub-teams. Developed the
overall program plans for Risk, Issue, Communications, and Time Management.
Integrated milestones for the Readiness sub-teams as well as 5 other projects
into the master project schedule.
Project Manager for the Total Maintenance Outsourcing project and
contributed to In-Flight Entertainment (IFE) delivery and acceptance when that
PM left in the User Acceptance Phase.
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Historical
Aircraft Restoration 09/2008 to 11/2009
Facilitated
a small team of 8 in the assessment, purchase, vendor selection, and
restoration of Hawaiian Airlines' first aircraft - a 1929 Bellanca Pacemaker.
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Major Aircraft
Modifications, 09/2008 to 06/2009
Led
a 6 person team in the Project Initiation, Planning, and Vendor Selection for
Winglets installation on eight 767-300ERs.
Frequent CFO briefings on cost performance for this $5MM effort.
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Used Aircraft
Inductions, 07/2008 to 01/2009
Project
Manager for the induction of four Boeing 717-200s into the Hawaiian Airlines interisland fleet. Provided daily project monitoring and
control for a 60 person cross-functional business team. Assisted business units in addressing communication
and process failures which were negatively impacting team performance. Facilitated the creation of Flight Systems
Test Plan to verify readiness for flight.
The four aircraft deliveries were on-time, with little variation.
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New Route
Openings: Manila Philippines
and Oakland , CA
Facilitated
12 concurrent sub-teams to define and execute the work required to open a new
business offering – the HNL to MNL route. Simultaneously learned the business
processes for route opening and created reusable process documentation for use
in future route openings – both international and domestic. In the final stages of the Manila
route opening, took on a concurrent challenge to open the domestic Oakland
route just two weeks after the international MNL opening.
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Information
Technology Infrastructure Support / HelpDesk Transformation, 08/2007 to 12/2007
Became
Project Manager for the IT Infrastructure Outsourcing project at the transition
from knowledge acquisition through secondary support into primary support. Very quickly assimilated understanding of the
project current state, stakeholders, risks, and issues. Led
the project team, both Hawaiian Airlines
and Tata Consultancy, in decisions of scope and in addressing risks and issues
to bring the services into the offshore support model on-schedule. Ensured appropriate levels of application and
infrastructure services through simulated application outage tests.
TEK
Systems,
Orlando
Attorney’s Title
Insurance Fund (contract)
Project
Manager, 11/2006 to 05/2007
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Project
Manager for an Enterprise Imaging (Enterprise Content Management, ECM) project during
Feasibility, Initiation, and Planning phases.
Developed the project Business Case.
Created 5 year Total Cost estimates for multiple project
alternatives. Assisted with vendor contract
review and revisions. Negotiated the
Work Statement for professional services.
Ensured the project adhered to standard methodologies. Conducted C-level
sponsor briefings and management updates.
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Project
Manager for a 6 person team developing a major upgrade to ProPel, a
client/server application developed in Visual Basic (VB), which is used by the
company’s 15 branches as well as close to 3000 members. Applied project management process while
leading the team in project inception, product elaboration and construction.
The
Vanguard Group,
Malvern ,
PA
Manager
- IT Quality, 02/2001 to 07/2004
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Established an
IT Metrics Data Warehouse integrating data center, software development,
project management, and human resource data. Enabled data consolidation from multiple
Sybase and Oracle databases (including PVCS and Peregrine). Published monthly IT Dashboard.
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Project
Manager for the development of an integrated MS Project interface,
client-server application developed in Visual Basic (VB3) for collection of
project management metrics from over 250 project managers. Employed standard practice (PMI’s PMBOK) for
project initiation, planning, execution, monitoring and control, and closing. Actively managed project plan(s) and critical
path using MS Project. Facilitated the
clients’ participation in Requirements, Design (JAD Sessions) and Acceptance
Test.
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Software
Development Manager for an IT-wide Business Intelligence project (using Cognos
Metrics Manager and Powerplay in a net-centric architecture) to deliver
flexible, dynamic dashboards.
Coordinated the participation of the IT Division PMO Offices both as
clients and as team members.
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Managed a Six
Sigma Green Belt project, comprised of a 20 person cross-functional team, to
drive improvements in the application software Elevations Process across all
architectures (Netcentric, Client/Server and Mainframe) and all environments
(Development, System/Acceptance Test and Production) as deployed into the
production Data Center.
§
Managed a team
of 6 – 20 direct reports/matrixed resources.
Accountable to six client areas.
Manager
– Software Quality Assurance (SQA),
01/2000 to 02/2001
§
Managed a team of three SQA resources to
provide software methodology and deliverable consulting to a 500 person
software development organization. Provided guidance in use of SDLC practices,
based on Rational SUMMIT
Ascendant and Rational Unified Process
(RUP).
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Developed the Institutional
Systems Dashboard
4 months ahead of the corporate
goal.
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Drove
consensus for a Knowledge Management pilot using Microsoft SharePoint Portal
Server.
Systems
Manager – Software Development, 05/1998 to
01/2000
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Provided
leadership to seventeen (17) project teams, while managing 52
employees/contractors within a $5MM budget.
Primary liaison accountable to five client areas. Supported these teams in delivering required
functionality on time, with consistently high quality. Application architectures were two/three tier
Client/Server or Mainframe, using Oracle and DB2 RDMS, with primary languages
of PL*SQL, C++, and COBOL.
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Led the
Pre-Planning, Planning, and Requirements Phases of a large project to
re-engineer the Defined Benefits calculation process - Project Horizon. Completed Feasibility Study, Project
Planning, Cost/Benefit Analysis, and Business Requirements Documentation using
UML Use Cases.
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Release
Manager for the Defined Benefit Release teams delivery of over 1400 modules
into production by August 1999, as compared to 1080 modules the year before.
GE
Capital Transport International Pool (TIP), Devon ,
PA
Master
Black Belt and Program Manager,
10/1997 to 05/1998
Responsible
for Master Black Belt support of the Customer
Service Center
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Led the Edge
of Excellence Project Teams in process mapping and simulation testing next
generation business processes (using Visio and ProcessModel). Completed Feasibility Study, Cost/Benefit
Analysis, and Business Requirements Documentation. Presented the Funding Proposal to the TIP
Executive Team.
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Provided
project management and Six Sigma support to three Black Belts. Presented
simulation capabilities and results at GE Capital Six Sigma forums in Atlanta GA , USA , and Paris ,
France
Project Manager -
Manager; Operations Systems, Sales & Marketing,
1/1995 to 10/1997
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As Program
Manager, India Off-Shore Development Center (OSDC), established an agreement
for the Maintenance of Homerun Systems – a custom Enterprise System comprised
of twelve sub-systems designed to deliver real-time, online Branch Operations
functionality to a distributed client base of 800 branch employees at over 120
locations across the United States
and Canada
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Delivered the
Revenue Data Mart -- the first subject area of a company-wide Data
Warehouse. The Revenue Data Mart had
clients with queries (using Bhttps://docs.google.com/uc?id=1NFxYU2rqPzVwsV8_d5D4xO1ZoJfEous6&export=downloadusiness Objects) waiting for data availability.
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In 1996, in
recognition of the business downturn, managed a 3.2MM budget down to 2.3MM
actual. Provided coaching and mentoring
to a ten concurrent projects with total headcount of 33 personnel.
§
Collaborated
in the project management of Triple Crown, a 60 man-year client/server
project. In addition to management responsibility
for major enhancements to the Homerun System, assumed lead of the System Test
effort. In three weeks, focused the test
team to deliver the Test Plan and the thousands of test cases necessary to
ensure the system met the business requirements. Actively participated in test execution,
until the repetitive iterations of test culminated in success.
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Primary
business analyst for the re-design of Fleet Sales sub-system of Homerun. Coordinated and facilitated all client
participation – from JAD sessions, to acceptance testing and training. Greatly enhanced the user intuitiveness to
the Territory Sales Manager and significantly improved inventory accuracy thru
precise disposal of assets on conditional sale.
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Project
Manager for three sub-systems of Project Homerun. Managed the software development vendor as
well as in-house client/server development for Consolidated Purchasing, Fleet
Sales, and Inventory. Managed a team of
over 24 persons and a budget of 1MM.
OTHER QUALIFICATIONS (Awards,
Honors, Community Experience)
Member Project Management
Institute (PMI) (2011, 2004-2002)
Volunteer: He'eia Wetland (2010),
Escapees CARE (2006), Martin Luther King Day (2003, 2001)
Treasurer: Philadelphia/Delaware Valley MS Project
Users’ Group (2003-2004); charter board member
Certified Six Sigma Green Belt
(2004); Black Belt, Master Black Belt training (2003, 1997)
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