Lane Mc Gullion

Lane Mc Gullion

Summary

·Full life cycle software development as a PM, developer, and BA.

·Project startup specialist – proven success bringing stability and structure to new projects.

·Hand-picked for complex, high-profile, top-ranked projects.Project budgets from 20K to 3M, up to 30-member, cross-functional teams.

·Successfully delivered projects using traditional and Agile development methodologies plus customized hybrids of the two.

·Lead application support / SMEfor Oracle HRMS, Plateau Compensation and multiple interfaces with vendors and SaaS providers.

·Managed projects using the following technologies:Java, .NET, web portals, SOA-based platform utilizing Tibco, SOAP, Web Services, Oracle ERP, Java Struts, JSP, Ajax, Weblogic, applets, Lombardi BPM.

Work History

Work History
Sep 2006 - Present

Senior Project Manager

GenOn Energy

Transitioned from PMO Project Management and promoted to Senior IT Project Manager.Responsible for managing HR-related IT projects/programs, business process modeling and directing production support activities.

•Managed a program encompassing 20 subprojects in conjunction with the upgrade of Oracle E-Business Suite to release 12.Provided oversight to 30-member team comprised of project managers, business analysts and developers across the organization.Technologies utilized included .NET, Java, web portals, and an underlying SOA-based platform utilizing Tibco, SOAP and web services.

•Led various development efforts as a certified ScrumMaster utilizing the Agile development methodology.Projects successfully provided automated, web-based solutions for previously manual business processes.Led daily standups and tracked multiple 3-week iterations using Version One.Created a customized sprint tracking tool in addition to burndown metrics to track project progress.

•Conducted Business Process Modeling efforts, including training Business Analysts in the use of BPM tools.Led the effort to prototype BPM methodology at Mirant resulting in the development of reusable processes across the organization.

•Coordinated merger and conversion activities of HR-related data and processes resulting in a seamless transition from Oracle E-Business Suite to SAP.

•Managed the selection, customization and implementation of a new, third party compensation application utilized by management to capture employee performance, merit increase and bonus recommendations.

•Liaise with clients to manage expectations, promptly and efficiently respond to questions as well as offering quick and effectual solutions to business issues.Built superior rapport with clients.Created and conducted client training.

•Led project planning activities such as scope definition, WBS creation, change control, stakeholder identification, risk and issue management, communication planning, and defined project approach.

•Continuously tracked project progress using metrics such as critical path, milestones, burndown charts, comparing actuals to estimates, etc.Held regular status meetings, proactively resolved issues.

Jan 2002 - Sep 2006

IT Project Manager

GenOn Energy

Transitioned from software development to full-time project management.Responsible for project deliverables including project schedule, resource management, change management and cost tracking.

•Managed a 2-year project to develop a customized, wholesale billing application.Successfully managed customizations based on each contract’s unique requirements.Worked closely with sales team to gain control of runaway customizations.System was used to successfully invoice and reconcile third-party settlements for a dozen individual load deals.Project was the IT portfolio’s #1 ranked project for 2 years.

•Led multiple, large-scale, simultaneous, top-ranked projects to successful completion.

•Coordinated projects across several teams and managers.Successfully worked in an environment of differing management styles to reach consensus.

•Ensured projects complied with Business Continuity strategies and Sarbanes-Oxley requirements.

•Led project planning activities such as scope definition, WBS creation, change control, stakeholder identification, risk and issue management, communication planning, and defined project approach.

•Played an integral role in the establishment of the Project Management Office.Made key contributions to create and improve project management processes from startup to closedown.Enforced adherence to IT policies and procedures.Demanded high-quality PM deliverables.

•Budgeted and closely monitored project costs for manpower, vendor costs, hardware, software licenses and other project-related expenses.Budgets ranged from 20K to 3 Million.

•Led various meetings (project kick-off, periodic status, requirement gathering, steering committee) that included resources across the company.

•Conducted “best practices” Project Management training for Mirant’s newly-formed project office in the Bahamas.

•Managed a highly visible project to change the legal entity for Mirant.Coordinated teams across the organization and managed multiple system impacts resulting in a successful transition.

•Brought in to salvage a difficult reporting project for Jamaica Public Service.Successfully managed challenging personalities and international integration issues.Transitioned support in-house upon the sale of the assets.

Feb 2000 - Jan 2002

IT Development Team Lead

GenOn Energy

Responsible for individual design and development efforts as well as oversight for team development.

•Led the effort to define Software Life Cycle processes and procedures for the company. Facilitated meetings with groups across the company culminating with the successful implementation of these processes.

•Conducted Oversight Committee meetings to determine development priorities and plan releases .

•Utilized Use Cases for requirement gathering resulting in a more complete picture of the user experience.

•Represented business users in market trials with the California Independent System Operator.

•Developed Project Charters for new projects.

Oct 1988 - Feb 2000

Senior Systems Engineer

EDS

Responsible for providing oversight and day-to-day coordination of the development team implementing Customer*STAR II, an evolving customer information system.

•Led design and development effort for Customer*STAR II.

•Played a key role in the successful implementation of Customer*STAR II for the City of Spokane and United Water in Hackensack, NJ.

•Provided technical expertise to EDS Italy staff as a result of an international licensing agreement for the Customer*STAR II product.Provided onsite support in Rome during data modeling efforts.

Education

Education

Certifications

Certifications
Nov 2010 - Nov 2013

Certified Business Analysis Professional (CBAP)

International Insitute of Business Analysis
Sep 2007 - Apr 2013

ScrumMaster (CSM)

Scrum Alliance
Jan 2003 - Jan 2013

Project Management Professional (PMP)

Project Managment Institute