My Ethos is that I must Focus on WHAT is needed and WHAT it will achieve not HOW it s done (that s for later). Once you know what you want you can usually find a way to do it! Noel McGwynne NAME Noel McGwynne CONTACT noel@mcgwynne.com www.mcgwynne.com +353-(86)-2409006 TITLE FOCUS AREAS PROFILE Project / Program Manager ERP I m expert in orders to cash, procure to pay, inventory and advanced warehouse management. I worked extensively with SAP, BaaN, MANMAN and several other ERP systems. I have completed multiple end to end implementations both as an internal employee and also as an external consultant. On external consultant engagements I also fulfilled the role of client manager and always generated expanded business and long term relationships. Test Management I have written many master test plans, and directly managed the test execution cycle of most of my projects IT Change Management I have written and implemented processes, tools that support the implementation of the IT Change Management process. This has included the business request cycle. Including in a pharmaceutical (validated) environment System Moves I have managed the moving of applications from environment to another across hardware, OS s, application to application and company to company. This includes doing all of this in a pharmaceutical (validated) environment Rebuilding and Changing I have managed programs that implemented complete systems changes across a global landscape (in IBM I consolidated 7 global manufacturing and distribution sites to 3 from an IT perspective) and (in IBM I managed the virtualisation of the chip manufacturing after IBM sold its chip foundries to a third party but IBM wanted to retain complete visibility if the supply chain as if it were still internal, using SAP) Bid Management and Contract Writing In IBM the Project / Program Manager was responsible for the bid cycle. This included initial customer contact, RFP, and bid governance. Typically This PM would move with the bid to the Project / Program. Effective Delivery I am especially skilled at expectation management. There are never any surprises on my Projects / Programs. I do this by ensuring requirements are clear and agreed, effective change control is effective and productive gate management is active and controlled at all times. Risks, Issues, Dependencies and Assumptions are always documented, understood and communicated. I am an experienced IT professional with extensive knowledge in the area of Project Management, ERP (Order to Cash, Procure to Stock and Pay, Inventory and Warehouse Management), HRM and Time Management Systems, Workflow, LAN & WAN integrated with VOIP and UC, System Integration, RFID, Barcoding, WEB Order Intake, Systems Redesign and rationalisation, IT Change Control in Pharmaceutical environment including Validation and Budget Control of all these areas. He has held the position of Test Manager on several projects. He also is an experienced in the business activities of Order to Cash, Procure to Stock and Pay, Inventory and Warehouse Management, Production Planning and Control Page 1 of 8
ASSIGNMENT HISTORY Head of PMO, Pallas Foods April 17 Present Write a system for project management and produce the o Processes o Templates o Repository o Road Map Train all staff and deploy the method Career Break Dec 15 Mar 17 I took a career break to consider my options and trial further education options. After consideration I decide not to pursue this as an option Project Manager, Fujitsu Ireland - May 15 Nov 15 Project Manager (new business Team) Support new business bids from the project management perspective Manage a major SAN deployment and associated data migrations Project Manager, ESB Ireland - Mar 14 - Apr 15 I was engaged by the ESB as a Project Manager, Project Manage the Plan to Deploy phases of the implementation of a SAP system called Portfolio and Project Management PPM Act as Cutover Manager on a major CRM project Project / Program Manager, UDG (United Drug PLC) Jun 10 - Feb 14 I was employed as a Project / Program Manager to manage mixed IT activities. These were national, international and were managed on and off site as required. Team size varied between 5 and 50 and comprised of local, distributed and off shore members. I managed the following projects, many of them in parallel. Plan Design and Implement an IT change Control process within a pharmaceutical environment. Rollout SAP build to designated subsidiaries. Manage an International multi-site WAN using multiple technologies MPLS, Wireless, Point to Point and multiple telecom vendors. Added VOIP and UC. Add and remove nodes. Negotiate contracts and select vendors. Risk access the WAN and remove all single points of failure based on economic and business risk Manage the redesign and relocation of physical IT components (WAN, Systems Software and Databases from a distributed landscape to a set of data centres Manage the consolidation of multiple system and database instances to single instances Manage the Plan Design Test and Implementation of a Human Resource and Time Management system Page 2 of 8
Supplementary Information related to this role This project involved the project management and technical and process design of a new HR (HR.net from ADP) and Time Management system (Mitrefinch from Advance Systems). The project Team size was direct 5 (3FTE s) and the HR Team 4. The duration was 14 months from start (design) to end (production support). It was a multi-site (3 in Ireland) 500 employee project. Its scope was all employees from hourly paid to CEO so there were ~20 time type templates covering various categories of employee. It was integrated with Active Directory and Payroll. It was a workflow based implementation and it fully automated the following HR processes (including any required communications, records and documents): New Hire (+ creating Active Directory record & Payroll record) Employee Self Service Benefits Management All Time and Away Time Management Job Change Performance Review and Processing Leaver (+ closing Active Directory record& Payroll record) Critical to the project was the Organisation Structure definition and this was the projects biggest challenge. Manage the splitting of an ERP system (SAP) from a single instance to two instances due to the separating of an internal company due to a merger Manage the Plan Design Test and Implementation of an internet based order intake system (migration from a modem based system) which had to deal with extreme volume at certain times. This included the integration to the backend ERP Participate in the creation of centre of excellence for the establishment of Project Management Office (PMO) Manage the licencing of all software (including systems software) with Microsoft for a population of 5000 users Project Manager, IBM Ireland May 94 - Oct 09 Supplementary Information related to this role I was always focused on business development while working as a PM at IBM. The PM was responsible for bid management and generally the PM than delivered the project and created the base for new and extended business while at client sites. I was very successful at this and I would say that I never lost the contacts made with the customers during project engagemnts. I was employed as a Project / Program Manager to manage mixed IT activities. These were projects which were internal to IBM and at IBM customers. They were mixed national and international and were managed Page 3 of 8
on and off site as required. Team size varied between 5 and 60 and comprised of local, distributed and off shore members. Examples of project and programs I managed are: Manage the Plan Design Test and Implementation of multiple IT projects at Vodafone Ireland when Vodafone outsourced to IBM Manage the Plan Design Test for the migration (from.net to Java) of an accounts receivable system which IBM inherited as part of the takeover of a software company selling collection services on the behalf of third parties. And manage the relocation of the system environment from Ireland to Poland Manage the Plan Design Test and Implementation of the virtualization of IBM s chip manufacturing plant around the world. IBM decided to sell all their chip factories in ASIA but wanted to retain a virtual view of the supply chain. This was mostly a systems integration project. The development environment was IMB s WebSphere. The Project management of the off shoring of 3 IT organisations from Ireland to China, Poland and India The Project management of the (IT project within a program) consolidation of IBM s Lotus software divisions manufacturing plants from 7 to 3 around the world and at the same time harmonizing the use of technologies such as integration, RF computers barcoding and RFID. The Project management of the removal of SAP from a Warner Lambert facility after Pfizer took over Warner Lambert. At the time Pfizer did not use SAP. This was a validated environment Manage the Plan Design Test and Implementation of an RFID system as a prototype to demonstrate its capability to track to movement of high value assets. This involved a many technologies from glue to multiple RFID tags and readers and software developed in IBM specifically for this project Manage the Plan Design Test and Implementation of SAP (ERP) at o First National Building society a bank o Cadburys a chocolate manufacturer. Specifically Implement a global roll out of a SAP build o Lever Faberge a FMCG of consumer products Specifically Implement a global roll out of a SAP build o Irish Distillers Group a whiskey company, rollout a standard SAP build to multiple subsidiaries o Iona a software company o Midland Health Board a government agency, rollout a standard SAP build to multiple connected hospitals and logistics areas o FAS a national training organisation in Ireland Manage the Plan Design Test and Upgrade of SAP at o Cadburys a chocolate manufacturer (twice) o Lever Faberge a FMCG of consumer products (twice) o Irish Distillers Group a whiskey company Manage the Plan Design Test and Implementation of BaaN (ERP) at o Protim a distribution company o Jobst a Pharmaceutical manufacturing company Business Analyst, BORLAND (Ashton-Tate) Mar 91 - Apr 94 Page 4 of 8
I was employed as a Business Analyst to provide advice with regard to the deployment of IT technology in support of a rapidly changing technology company. He drove the following activities: The implementation of EAN (barcoding) on all items used in the manufacturing and distribution activities of the company The implementation of EDI with all the companies suppliers to automates the collection delivery input and matching (subject to exception) of all incoming invoices The automation of extraction of KPI s from IT systems and distributing them as required to the business The day to day management (and tuning) of the companies WAN and LAN. The WAN provided Sales Order Processing capability to all the companies European offices and also provided Global file sharing and email services The implementation of multiplexed voice services over the WAN The implementation of Fax to Email and vice versa services The implementation of ERP software in support of Orders to Cash, Inventory, Pick, Pack, Ship, Procure to Pay and Forecasting and Production Control The migration of data from an old ERP to a replacement ERP and the education of users in it use The implementation of contemporaneous transaction processing enabling IT systems to be real time Inventory and Planning Manager, BORLAND (Ashton-Tate) Mar 89 - Feb 91 I was employed as a Inventory and Planning Manager responsible for Order Processing, Invoicing, Inventory Management, Distribution and Customer Service for BORLAND within Europe Day to day management of 30 staff Responsible for Sales Order forecasting and ensuring adequate inventory was available to meet demand Implementation of ERP in support of day to day activities Inventory and Planning Manager, Logitech Sept 89 - Feb 89 He was employed as a Inventory and Planning Manager responsible for Order Processing, Invoicing, Inventory Management, Distribution and Customer Service for Logitech globally based in Switzerland Day to day management of 10 staff Responsible for Sales Order forecasting and ensuring adequate inventory was available to meet demand Implementation of ERP in support of day to day activities Inventory and Planning Manager, KeyTronic Sept 85 - Aug 89 Page 5 of 8
He was employed as a Inventory and Planning Manager responsible for Order Processing, Invoicing, Inventory Management, Distribution and Customer Service for KeyTronic within Europe Day to day management of 20 staff Responsible for Sales Order forecasting and ensuring adequate inventory was available to meet demand Implementation of ERP in support of day to day activities Inventory and Planning Manager, Centronics Jan 80 - Aug 85 He was employed as a Inventory and Planning Manager responsible for Order Processing, Invoicing, Inventory Management, Distribution and Customer Service for Centronics within Europe Day to day management of 30 staff Responsible for Sales Order forecasting and ensuring adequate inventory was available to meet demand QUALIFICATIONS & ACCREDITATIONS IBM professional training PM54D Project Management Orientation PM10G Project Management Fundamentals PM11G Leadership in a Project Team Environment PM63D Financial Management for Project Managers PM12D Contracting for Project Managers PM36G Understanding WWPMM (PMT1) (e-course) PM45G Getting Started Managing Projects in IBM Rational Portfolio Manager PM40G Introduction to IBM Project Management Tool Suite (PMT1) PM44G Using WWPMM to Manage Projects with IBM Rational Portfolio Manager PM31G Applied Project Management in a Customer Environment (PMT1) SAP specific training Business to Business Procurement B2B EC0210 ASAP Methodology Training Train the Trainer ASAP Methodology Training Train the Trainer CA091 External Service Procurement LO540 Classification in R/3 CA310 Manufacturing Planning LO050 Warehouse Management Configuration & Organisation MM050 MM Configuration & Organisation MM080 Networking and Hardware (certified training completed) Netware System Management Advanced Communications and Protocols Advanced Network Administration and Planning (streetalk predecessor to active directory) Page 6 of 8
PROFESSIONAL SKILLS & METHODOLOGIES Network Administration Network Hardware PMBOK PRINCE2 Microsoft Office all components (including VISIO and Project) expert Project Management Framework experience Employer Framework Internal Implementation Training Day to Day Use IBM (16 years) PMP (PMBOK) PRINCE 2 UDG (3 years) PMP implemented as WWPMM (world-wide project management mythology) Formal Internal training and accreditation reviewed annually This was the default method. It s use was mandatory subject to a method adoption process to right size it s use to specific projects PRINCE 2 none internal Used by exception mostly in state or semi state projects PMP (PMBOK) PMP implemented as the Delivery excellence Model I was part of the authoring Team ESB 1(year) PRINCE 2 PRINCE 2 implemented as the PMO Toolbox Fujitsu (1 year) PRINCE 2 PRINCE 2 implemented as the PMO method Formal Internal training which I gave Formal Internal training Formal Internal training Additional Frameworks in which I have significant experience This was the default method. It s use was mandatory subject to a method adoption process to right size it s use to specific projects This was the default method. It s use was mandatory This was the default method. It s use was mandatory ITIL I implemented a service desk at UDG compliant with reference to the ITIL framework CMMI (Capability Maturity Model Integration) I implemented a certified CMMI level 3 GAMP ((GxP) Good Automated Manufacturing Practice) internally in IBM Ireland I implemented a GAMP IT Change Control process internally at UDG Ireland Page 7 of 8
Validation Document Control All of the work I did at UDG was within a fully validated environment. I had significant input to the creation of the validation process I had significant input to the implementation of the digital document control software PILGRIM which was fully validated Page 8 of 8