Bryan Nelson

Bryan Nelson

Summary

A highly skilled professional Senior Program/Project Manager with 20 years experience managing projects with team ranging in size from 5-35 people, and manager of portfolios of 2-6 projects.  I have advanced business skills, problem solving skills, solid verbal and written communication skills, and excellent relationship building skills, as well as strong leadership and team management skills.

Work History

Work History
2009 - Present

Sr. Project Manager

Motorola

• Rolling out Salesforce.com Partner Channel Management (PRM) functionality for newly integrated Enterprise Mobility Solution (EMS) division with a common global solution and minor modifications for regional (EMEA, LA, APAC) use.

2008 - 2009

Sr. Project Manager

BP (British Petroleum)

•  Managing Project Controller of Asset Transformation project (selling ~1500 gas stations and rolling out the convenience am/pm brand) for customer service group (Elite) - Define all process flow; Focus on those impacted by project and determine gaps; Modify support applications (Seibel and others); Identify incremental resources required; Develop training materials; Develop communications structure; Monitor and report on progress.

2004 - 2008

Principle Consultant

SAIC (Science Applications International Corporation)

• Manager of $3M Data Warehouse and Portal project with an Identity and Access Management (I&AM) assessment; designing repositories and data marts, defining FDA required process and data validation methods, & phased implementation plan for I&AM. • Manager of a $20 million infrastructure build-out of 20K sq/ft primary and 5K sq/ft secondary data centers; Coordinating UK based Network, Firewalls, Storage, and Backup architect resources, • Program Manager for BP responsible for developing and growing a portfolio of projects. During first six months increased existing $100K contract to $750K. • Manager of a $500K IT Application Road Map project; Identified current applications, related interfaces, and hardware; Identified future applications and/or requirements; Developed 5-year road map including projects • Project Manager for multiple simultaneous projects utilizing onshore & offshore resources including: $20K application enhancements, $100K web based fuel inventory tracking system

2001 - 2004

Sr. Project Control Manager

ConAgra Foods
• Responsible for developing a Project Control organization; planning, tracking analysis and reporting projects (including a SAP implementation) – annual local project value $12M; develop, coordinate, and implement a formal review process; ensure adherence to policies; train and develop project control staff; schedule and monitor workload of direct and indirect project control staff resources • Assess current Trade Marketing applications, develop alternatives, develop implementation and change control plans • Defined scope & deliverable for development of a cross-functional, multi-application common error log management system
2000 - 2001

Sr. Client Engagement Manager

Kanbay Incorporated (Now Cap Gemini)
• Develop client relationships; identifying & cultivating new strategic opportunities and expanding existing client projects (annual contract revenue $15M) • Manage the work & resources for multiple projects such as: maintenance, enhancements, & development for Legacy Systems, C++ applications, and web applications using HTML, JavaScript, Java, and WebSphere • Integrating off-shore (India) development resources and forming effective communication processes. • Develop and improve PMBOK based implementation methodology documentation and business processes • Mentoring new project managers & consultants and conducting team building activities
1999 - 2000

Sr. Project Manager

IFS (Industrial and Financial Systems)

• Manage multiple simultaneous projects implementing a suite of applications: Financials, Distribution, Manufacturing, Engineering, Product Configuration, Maintenance, Human Resources, and Customer Management • Full cycle project leadership ensuring quality of the engagement by managing project objective, project plan, scope, budget, client’s expectations, cross-functional project team, engagement issue resolution, change management, and reporting. • Pre-Sales support; Conducted implementation presentations to prospective customers, reviewed sales proposals, created preliminary implementation project plans including: schedules, budgets, deliverables, and required resources • Pre-implementation study - document client’s current processes/business practices, identify non-value added steps, map processes to application, identify gaps, create functional specifications for modifications, present findings to client. • Developed/improved implementation methodology documentation and tools.

1996 - 1998

Project Manager

Pella Corporation
• Managed the software development life cycle (SDLC - needs analysis, customer input, functional & technical design, development, testing, beta-release, full release, customer training [US & international], and support) of Pella’s Distributor System quoting and ordering applications • Hands-on managed a team of 15 developers & support people spread over 4 states. • Responsible for the development and management of software applications to measure the effectiveness of different retail store formats and/or locations (including product mix, quoting to booking ratios, market penetration, etc.) • Implemented a series of product offering enhancements that would maximize Pella value added services and/or products and reduce distributor’s costs.
1993 - 1996

Sr. Consultant (formerly KPMG)

KPMG (now BearingPoint)

• Project leader and Business Analyst for the creation of a commission system that supported internal employees and external distributors. Gathered business requirements, created process flows (CASE tool), developed level functional system design, and designed screen layouts – Telecommunications • Created process flows, wrote methods & procedures, implemented, and managed a 20 member help desk supporting a user base of 6,000 with questions on software, networking, and hardware. Average volume 900 calls/week – State Government • Completed Siebel based CRM RFPs and demonstrated Palm based PDA solutions. • Replaced a manual inventory management procedure by setting up a computer inventory system. Reduced inventory by 15% (from $2.7M to $2.3M) – Manufacturer • Designed & wrote PC based long distance telecommunication competitive analysis application used by the sales force, third party sales agents, and project management team – Telecommunications

Education

Education

KPMG

The George Washington University

BA

Winona State University

Certifications

Certifications

PMP

Project Management Institution