Steve Vanarsdale

Steve Vanarsdale


Project Manager – Program Manager -Project process specialist – AUDITOR for Return on Investment

A triple-benefit professional

CPA,defining business and financial objectives with audit requirementsto ensure return on investment.

CISA, certified IS Auditor performing audits, publishing Findings, and delivering audit Recommendations.

PMP certified Project Management Professional, experienced in transforming Recommendations to Results.

“Steve is a true Project Management Professional certified by the ANSI Project Management Institute. He excels as project manager, IS auditor, program director, and mentor to project teams. During the past few years I’ve watched Steve cut costs, improve revenues, and organize complex international projects for market research company Synovate, and at software leader Computer Associates." -- Perry Borgert, Global HR at EMC, June 2008

Experienced in delivering bottom-line results with PMI PMBoK andCISA CobiT best practices, in IT, insurance, manufacturing, banking, retail, software, services, public utilities, healthcare, education, and federal government projects, working in teams with with Anderson/Accenture, McKinsey & Co, Unisys, and Booz Allen Hamilton.

Key Personal Qualities Wins cooperation at all levels. Highly articulate. Creative. Decisive. Diplomatic. Listens well. Broad administrative skills. Grasps technical matters quickly. Meets demanding objectives. Logical. Precise thinker. Resourceful. Skilled at government affairs. Strong verbal communicator.Performs daily to deadlines and budgets.

Education and Training

Software Experience: SAP FI/CO/BI/BASIS/ASAP, JD Edwards PeopleSoft financials, Oracle, SQL Server, Clarity, Primavera, MS Project Server EPM, DB2, Informix, IBM U2 and D3 Tiger Logic, NT and Windows, AIX, Topix, UNIX, DG-UX; HP-UX, OSx, Oracle,


SQL, HTML, XML, ABAP/4, Unix / Linux Scripting, Pascal - Familiar with Java, C+, Assembler

Technical Project Experience: Data Base Modeling and Architecture. Project Planning and budgeting. Project Portfolio Management. Financial Economic Evaluations of Hardware and Software; Six Sigma

Project Management Career Summary

Synovate Inc, Division of Aegis PLC UK, June 2007-Sept.2008 – 1 year 2 months

Global PMO Director and IS Auditor, Synovate Inc.Responsible executive for enterprise project governance.

1.Audit and mentoring oversight of managers on strategic project teams for internal and external project processes. 2.Developed and conducting international project management workshops in ten countries for 260 project leaders. 3.Establishing formal Scope Change Control and Earned Value project progress reporting to program managers. 4.Develop and deploy cost control advanced project metrics, leading the Quality Audit initiative toward a goal ofthe Ten Best Practices for Enterprise Earned Value project cost controls; invented the “Six Answers” and established a global Audit Programme in use on multi-national IS data base projects with budgets that exceed $4million USD. Travel internationally to 100% on a monthly basis for workshops, project audits, mentoring and project rescue work.

CA Computer Associates, June 2005-Aug.2007 – 2 years 1 month Midwest project management consultant.

PMO Director and auditor, CA Tech Services and the Clarity Division. Five major responsibilities, including: project practices oversight and governance, project manager training, Client project launch, audit management, and process re-engineering in Centers of Excellence. Appointed as Clarity Enterprise Project Manager to personally lead projects implementing advanced portfolio management software at Fortune 1000 Clients including Motorola,Affinia,Verizon, and the state government in Kentucky.

VanArsdale & Associates, Feb 1987-Present

PMO Mentor and Primavera Team Lead, IMS, Inc. and Unisys, 2004-2005. Contracted to Federal Government Senior PMO responsibility and team lead for Primavera and implementing the OPM3 on a federally-funded nation-wide software design, implementation, and deployment project with federal security clearance. Trained the federal government VHA software infrastructure upgrade project as Primavera Cost Manager, with certified project management with advanced Earned Value techniques and over 4,500 hours management experience.

Project Management Consultant IBM Data Management Group-U2 Solutions. 2002-2003. Major projects:Application deployment project planning for Marriott in Florida and for Dana Auto Parts MRP in Indiana.

Senior Project Manager, 1990-Present:Secured assignments 23 states and three countries. Major clients included: Sears Roebuck, Arthur Andersen, IBM, University of Chicago, and QVC Network. Ten years of contract work with TetraPak Lavel, on interfaces for Oracle™ BI, SAP™, and legacy ERP, including MRP interface project manager for the $700M global SAP manufacturing deployment, and supply-chain ERP business intelligence data warehousing and web-based customer reporting.. Five years experience as project auditor and analyst on advanced measurement and reporting tools, including a recent paper on ‘Triple Constraint Earned Value’ published by the Project Management Institute IS-SIG Journal..


Project Management Consultant, 2003-2005 PM Solutions Inc.

Vice President, Global Professional Services, 2000-2001 TigerLogic XML / Pick Systems

CIO and VP for Business Development, 1990-1993 Nuon, AG / Utilities, Inc.

PMO Manager and Senior Consultant, 1980-1990 Ten years at Allstate Insurance Company

Selected Project Management Accomplishments: 2000 - Present

Audit and process re-engineering for a multi-million dollar hospital healthcare system.  Engagement for an IS audit and controls assessment led to the design of an innovative interface from the hospital managed care insurance billing system to state-of-the-art financial accountability with COTS software at a zero increase in software and personnel costs, and an overall cost reduction in accounting labor hours for monthly statements and bank reconciliations. 

Reengineer insurance operations processes 50% and saved $50M annually with increased efficiencies. Insurance company was top heavy with decentralized authority in 23 autonomous regional offices. Partnered on a team managed by Booz Allen Hamilton to study the movement of money and services nationwide. Re-organized operation around four national offices with cash processing centers close to federal reserve and postal hubs. Delivered a 25% savings in operating costs and reduced cash flow latency time by over 50% coast to coast USA.

Created PMI Work Breakdown Structures to rescue bank client’s $300M project, saving $4M per month.Client with multi-million dollar quality program project was stumped by the inconsistent results of complex financial and IT projects. Worked with the CFO of the IT department. Developed a fix within Six Sigma guidelines that included a generic work breakdown structure providing a common framework and financial milestone structure for all projects. Success led to follow-on assignment to benchmark the client’s projects against the rest of the industry.

Cut cost to build client data warehouse 50% and costs to operate 90% by reengineering the ETL processes. A major data warehouse project was stalled between four project organizations all attempting to extract, transform and load the data. Led a team to work in the ‘white spaces’ of the organization chart to abandon traditional matrix management batch processes and replace with a real-time process that updates Oracle data warehouse daily. Process has run non-stop and unattended for four years, generating unparalleled savings for Operations.

Reengineered complex project to keep on schedule and deliver estimated savings of $20M.A Client wished to deploy a major accounting system that failed twice before. Led a team of PMP to create project scheduling and cost models that allowed project directors to detect schedule slippage before deployment, even in design phases. Helped Identify and repair a major design flaw to keep project on schedule for successful rollout to 140 locations. Appointed Unisys Primavera team lead responsible for producing Earned Value reports for US Congress.

Doubled client’s professional services revenues and established a new global profit center. A struggling client company with a unique product that few customers understood. Revised project practices of the tech support group. Established showcase projects in the UK, France, South Africa, and the USA; doubled services revenues.

Saved $750K by building a system rather than buying.Client’s inability to capture and consolidate financial data in a timely manner left it open to wide-spread regulatory exposure. Created and managed a team to design and implant, rather than buy, a nationwide multi-drop T1 network. Led team in building of an innovative real-time accounts receivable / general ledger system that consolidated 200 separate corporations monthly. Saved thousands annually while concurrently managed acquisition of three additional water utility companies for the firm.

Recovered over $1M in administrative expenses for lost projects in the first four years. A leading international firm with a powerful IT operation knew very little about how IT operated or what it was doing. Led a team of intellectuals and experienced managers to develop a project management information system and impose a structured project methodology. Established the first PMO which administered 12,000 support and development projects annually, utilizing a mini-computer and a staff of ten. / Established pro-active Risk Management standards.

Established a PMO providing new Standards, resulting in renewal of Client satisfaction.Client IT departmenthad a poor delivery record and an unfavorable reputation with end-users. As Global PMO and as project manager and mentor established a PMO and to provide oversight of project managers world-wide. Leadership resulted in the first project in five years being completed in which an IT project manager was personally thanked by the Director of an end-user department, with large-scale global project success to produce a 20.5% ROI on PMO in the first year.



CCP - Certificed Computer Professional

ICCP - Institute for Certification of Computer Professionals

CDP - Certified Data Processor

ICCP - Institute for Certification of Computer Professionals

CPA - Certified Public Accountant

AICPA - American Institute of Certified Public Accountants
Sep 2008 - Jan 2012

CISA Certified Information Systems Auditor

ISACA - Information Systems Audit and Control Association
Jun 2008 - Jan 2012

PMP - Project Management Professional

ANSI Project Management Institute