Nola Odusanwo Pmp

  • Suri 28

Work History

Work History
Jan 2008 - Present

Project Management

Global Management Consulting Company
Houston TX Project Management Developed, owned and maintained annual master project & implementation pland, timelines, budgets, resources and deliverables Managed change initiatives in large, complex, consensus multinational organizations and government agencies Developed and led proposal efforts outlining proposed program/project structure, approach and work plan Responsible for large, complex projects/programs of 70+ people comprising of multidisciplinary, globally distributed teams to deliver integrated client solutions. Managed financial profitability of client engagements Built and managed client relationships at senior leadership level Identified and shaped new business opportunities with new and existing clients Planned and helped create engagements of work through leadership of efforts estimation Established PM departments and required systems, recruited, trained and retained project management professionals and interacted cross functionally and with senior management across organizations and government agencies Project Controls Provided information and recommendations to strategic plans and reviews; prepared and completed action plans; implemented project, productivity and quality standards; resolved problems; completed audits; forecasted requirements and identified trends; analyzed variances and initiated corrective and preventive actions; determined system improvements to achieve project objectives Assigned to correct project controls deficiencies and develop corrective schedules. Diplomatically facilitated discussions and negotiations with stakeholders with opposing views and interests, Interfaced with Senior Management and Corporate Executives Conducted independent site visits to evaluate the contractors' site progress against programs and recommended corrective actions; included M&A technology and software platform integration for a major financial institution EHR and EMR software implementation for a major teaching hospital Greenfield and Brownfield project for a major tertiary institution Greenfield and Brownfield projects for a leading property company Construction of a TLP(Tension Leg Platform) for an Oil Company Construction of three STF(Storage Tank Farm) for Oil and Gas Companies Construction of a Residential Estate comprising of 300 units Contract Management Provided project and contract management services to a major tertiary institution for the construction of five blocks of 40 luxury apartments Responsibilities included Managing contract changes including claim resolutions. Managing all facets of Contracts including all contract close-out, finalizing outstanding contract issues, preparing final invoices and contractor performance evaluations, interfacing with all Project Contracting
Jul 2005 - Dec 2007


Manager Reporting to Managing Director, Enterprise Project Management Office Implementation, Public sector Involved in the establishment of nine Enterprise Project Management Offices for the United States Department of Health and Human Services. This engagement involved conducting research, meetings, and review of existing project and program management needs and practices; recommending an approach for establishing an EPMO, developing and managing an organizational change strategy; developing policies and procedures, templates and guides for project management using best practices; developing and conducting a project management training curriculum. Researched, designed, and produced Project Management written instructor and student materials for the Kingdom of Saudi Arabia National Border Guard initiative; Assessed target audiences learning needs in support of national/organizational strategy, core processes, and identified competencies; identified knowledge & skill gaps and developed training plans to close the gaps. Provided computer classroom instruction for a variety of project management classes and conducted post instruction outcome evaluations measuring effectiveness of training programs for a Fortune 100 company in the DC area. Acted as a change agent and catalyst of enthusiasm to create positive energy within the client environment. Involved in the establishment of the Qatar National Project Management Office. Created training materials for Policy Deployment and Implementation. Provided productivity management training and lectures to Senior Management of major organizations across the world, including United States Federal Government Departments. Led the project team in the development and implementation of the Enterprise Project Management Office for the state of Maryland, Department of Human Resources in conjunction with Towson State University; and providing project management training to senior and executive members of the State Agency. Proposed and implemented the Enterprise Project Management Office and Project Management Methodology, policies, procedures, templates and training for a Fortune 100 Financial Institution.
Jun 2004 - Jun 2005

Senior Project/program Manager

H.E.B. Grocery Company
San Antonio, TX Senior Project/Program Manager Reporting to VP Financial/HR/Administration Coordinated program-level integration efforts across I.S for the eLearning Program and PeopleSoft Recruiting Solutions. Developed roadmap for all projects depicting deliverables, project dependencies, and key milestones. Consulted with key project stakeholders to ensure overall satisfaction with projects and project management processes. Led effort to resolve areas of concern. Ensured detailed project plans and schedules are developed which follow the PMO methodology and scheduling standards. Delivered business value through successful program execution, balancing schedule, financial and business objectives. Managed the construction of the 6 major super stores and the renovation of the corporate headquarters. Provided program level oversight for programs of multiple concurrent projects or larger projects. Oversight activities: program/project initiation, estimation, planning, requirements gathering, analysis & design, technical reviews, construction & integration, implementation, operational turnover, & project closing. Researched and implemented best practices strategies related to infrastructure technologies, operations and service delivery. Developed plans for business continuity, disaster recovery and for capacity expansions.
Jan 2003 - Mar 2004

Senior Project Manager

Cynosure Systems
Sugar Land, TX Senior Project Manager Privately held international consulting firm offering a full range of professional Information Technology services and infrastructure solutions with specialization in PeopleSoft implementation. Project Manager for the full lifecycle vanilla implementation of PS 8.4 Financial, SCM 8.3 and HRMS 8.3 for Curtis 1000, a leading printing company in Duluth Georgia, with 5 regional U.S. offices. Concurrently managed the installation and implementation of PS Financials 8.4(GL/AR/AP/PO/BI), SCM 8.3(OM, PM, INV, PP) and HRMS 8.3(PY, T&L, BB, PA, eBen) for a multinational company in Illinois. Provided project management expertise and support, best practices and industry knowledge to the implementation efforts for Development, Configuration, Testing and Administration teams. Hands-on project manager for the HCM(PY, T&L, BB, and eBen) project for a team of 24 technical and business professionals. Developed, monitored and managed the complex implementation and parallel operations plans for HRMS 8.3 and Financials 8.4. Performed gap/fit analysis to gather requirements for modification, reports and conversion. Assisted in the development of the security architecture, functional design of security roles, permissions and tree manager; setting up security and defining single sign-on solution in PS 8.4 Financials and PS 8.3 HRMS, and developed and implemented all security for go-live. Responsible for administering security, auditing and updating and resolving HRIS issues related to payroll and human resources data integrity. Extensively involved in the development, testing, and production migration of eBenefits components including integration with Authoria HR and GeoAccess Provider Search
Apr 2001 - Dec 2002

Senior Project/program Manager

First Data/TeleCheck Services
International Senior Project/Program Manager Reporting to VP IT Support Services Managed award winning, mission-critical(Electronic Cheque Processing) project for corporation's largest customer, Wal Mart, to successful completion. Resulted in excess of $2M revenue in 2001, and $2.8M revenue increase in 2002 Successfully managed the company“ make or break”, highest mission-critical global system migration from mainframe to client-server and real time technology, spanning three continents with all merchant accounts, to completion exceeding all project expectations with cost savings in excess of $3 million. Successfully managed the implementation of Exxon SpeedPass Project for Exxon Mobil Proposed and implemented the Enterprise Project Management Office and Project Management Methodology, policies and procedures resulting in 85% increase in project success and $14M savings for corporation. Elevated corporation from a Project Management Maturity Level 1 to Level 2 Developed project classification and selection criteria/model saving corporation $22M in cancelled projects in 2001 & 2002 Provided expert advice on the feasibility of potential future projects which resulted in 85% increased enterprise project success Proposed and established a Project Review Board to identify problems, help find solutions and ensure that project managers are meeting expectations, thereby reducing Cost of Duration Slippage by 70% and Cost of Effort Slippage by 78%.
Aug 2000 - Apr 2001

Senior Project Control Manager

Pennzoil Quaker State Company
Houston, TX Senior Project Control Manager Reporting to Vice President/Strategic Business Development & National Sales Ensured the strategic alignment of projects in accordance with the organization's and business unit's objectives. Successfully bridged the gap between the company vision and business unit's pipeline projects through coordination between corporate strategies, general project alignment, and specific project alignment, and project implementation. This new process resulted in $4.7M savings in Business Unit's annual budget. Introduced two-day project audit for all projects to ensure that projects do not veer away from chartered objectives saving $2.1M in project costs. Provided leadership in the development and preparation of master project plans. Identified objectives; key issues approaches, performance metrics, resources required, timeliness and results Provided advice on the selection of technologies to support certain projects when appropriate. Provided expert advice on the feasibility of potential future projects.
Aug 1994 - Jun 2000

Director of Projects

Enterprise System Technologies
Director of Projects, Reporting to Chief Technology Officer
May 1990 - Aug 1994

Senior Project

Enterprise System Technologies
Senior Project/ Program Management Consultant Reporting to VP Information Technology Involved in major projects across the Southern Region of the United States with Fortune 1000 companies including, but not limited to HQ Global Workplaces, AllState Insurance Company, Bell South, Nextel, Enron, Nortel, Uptons Provided coordination, information management and project execution consulting services Bridged the gap between technologists and business leaders. Developed methodologies to create an environment where dynamic projects can be developed quickly without the need for cumbersome overhead or processes. Performed varying levels of project management from detailed daily leadership to high-level project oversight. Managed a team of effective and motivated technology-focused project managers Led multiple Information Technology and product development activities. Created complex project plans. Set strategic direction of projects. Established, maintained and tracked project plan schedules and progress. Reported project progress to various levels of management up to executive level. Advised on the selection of technologies to support certain projects when appropriate. include: Three separate rollouts of 550+ workstations, 4 E10K servers, and networks including LAN/WAN cabling installation for a training/help desk facility. MS SQL Server 7.0 implementation. MS Exchange 5.5 rollout & integration with MS Outlook; NetWare conversion to NT 4.0 LAN/WAN design/implementation in NT environment. Electronic Data Interchange configuration for a pull-based Supply Chain Management. Design/Installation of Intranet Web for a medium sized company with 354 employees. Design/reengineer top-notch customer service and technical support operations center. ERP(PeopleSoft and SAP modules) installation and implementation. Lotus Notes and Artemis Suites Implementation




Keller Graduate School of Management