Phone
Cell
E-Mail
WP_DOC_Holiday@fuse.net
Web Site www.Leading-Special-Projects.com
I have been retired from
Procter & Gamble for several years and have been doing freelance consulting
in the general business area and Information Systems. I am primarily
interested in temporary, consulting, or part time assignments especially in
or close to
As
you will see in the attached resume, I am involved in most aspects of
I am proficient in the use of most of the
Microsoft tool set (MS PROJECT, EXCEL, WORD, POWER POINT, ACCESS, VISIO,
etc.) and use these for Project Management, data analysis and Total Quality
measures and metrics. In the technical area, I work with mid-range computing,
desktop computing, networks, and mainframes in the operations, applications,
and Customer Interface areas.
I was one of the first people in Procter & Gamble's MIS division to
be trained in Total Quality methodology. I managed and facilitated the training
of over 400 people in the central MIS division as well as many of our internal
and external customers and suppliers. I trained in ISO 9000 fundamentals. I
gained a certification in the “Fundamentals of Validation” from the
International Validation Forum (IVF). IVF is an organization that provides
education and certification to Information Systems professionals working in the
Health Care and Pharmaceutical industry.
Sincerely,
William
P. "Doc"
Summary
of Accomplishments
Participated
on the teams that developed and implemented Procter &Gamble’s Management
Systems architecture (infrastructure and application) for
Participated
in the construction and population of three major data centers including the
installation of crisis avoidance technology such as uninterruptible power
systems, fire detection / suppression, etc.
The
relocation of a major corporate headquarters including the construction of a
new building to house the headquarters.
Business
contingency planning for both disaster and operational backup and recovery
including planning and executing the needed testing of the plans for both
central and remote sites.
Information Systems
project lead for the integration of systems and infrastructure of several large
corporate acquisitions and relocations.
Heavily involved in
brining about a cultural / organization turnaround in the IS Division allowing
a move from a batch processing mentality to an online real time mentality.
Project lead for the
automation of
Project lead for the
consolidation of six large data centers into two.
Helped institute Total
Quality methodology into the culture of the Information Systems Division at
Procter & Gamble.
Participated
for defining and implementing the system management disciplines into several
Information Systems organizations.
Service Level Management
Problem Management
Problem escalation
Change Management
Recovery Management
Batch Management
On-Line Management
Performance Management
Capacity Management
Charge Back
Vendor Management
Total Quality
Security
William P. "Doc"
Change and Transition Manager / Process Improvement Manager
Senior Information Systems Executive / Business Consultant
www.Leading-Special-Projects.com
Experienced in leveraging information systems
knowledge to produce business results utilizing leadership skills, business
understanding, and sound managerial practices. An innovative change agent and
implementor with over 30 years experience in selling and managing information
system projects, professionals, and other business-related activities at
Procter & Gamble, a Fortune 15 company, and other organizations as noted.
Areas of Expertise
* Project Management *
Strategic and Tactical
Planning Organizational /
Cultural Assessments
Operational /
Application Interface New Systems Installation
I/T - IS Infrastructure
/ Organization Business Acquisition
Integration
Total Quality Management Business / IS Process
Redesign
IS / Business
Architectural Design Work Flow / Process
Improvement
Group Facilitation Contingency Planning /
Crisis Avoidance
Professional Experience
Leading
Special Projects, Inc. Change & Transition Specialists (1994
- Present)
Secretary
- Board of Directors: Golden Pond Resources, Inc. (12/04 - Present)
Presently
working part-time for YourEncore (a group comprised of retirees from Procter
& Gamble, Eli Lily, and other companies).
Several short-term project management and process
improvement assignments including workflow analysis for a
IBM / 3X Corporation (11/98
– 11/99)
Senior Consultant for
Year 2000 readiness assessment for OmniCare, a major provider of pharmacy
services to nursing homes, extended car facilities, home care services, etc.
Responsibilities include
but not limited to determining business functions dependent upon various
technologies.
Mainly responsible for
dealing with the larger business entities and subsidiaries as well as finding
previously unidentified areas of exposure.
Appointed as the leader
of the group that will be responsible for testing several applications across
multiple platforms (AS/400, RS6000, PC based, etc.).
Became responsible for
maintaining project status reports, open issues, and issues resolutions reports
for the client and the project team.
William P. "Doc"
Clemons Capital Group, Inc. (4/98 - 9/98)
Contract member of the
Senior Management Team providing records management and I/S contingency
planning (disaster and operational backup) services for Procter & Gamble
and other enterprises.
Responsibilities include
but are not limited to; providing information on
Contingency Planning to potential clients, obtaining ISO 9000 certification for
the operation, and building operational processes.
Pomeroy Computer Resources (7/97 - 12/97)
IS Infrastructure
Manager, responsible for the hardware, software, and personnel needed to run
the internal business of a $500MM a year business.
· Responsibilities
included but were not limited to forming a “Business Leadership Team” to prioritize
projects across the enterprise, hire addition staff, research and recommend new
hardware
and software capable of moving the enterprise to a $1BB a year business.
· Business
Leadership team was formed and is working several major issues.
· Hired
three programmers, in contact with HP, IBM, and DEC to research new hardware,
and have started dialogs with SAP, BAAN, and PeopleSoft for a
new application engine.
Instituted the use of a
Business / MIS calendar of events to minimize the impact of change affecting
the business.
Built and
institutionalized a generic project plan for bringing on newly acquired
companies. Used this plan for the last acquisition and
it was the smoothest and easiest transition to date.
Origin Technology in Business (5/97 - 7/97)
Retained to provide
consultative services concerning the use of contract employees to staff the
main data center of a fortune 15 corporation.
Responsibilities
included but were not limited to selection of personnel based on the type of
automation used to run mainframe, mid-range, and client server platforms, using
metrics and measurements to compare the success of the operation to meet stated
service level agreements the mentoring of contract management staff, etc.
ENTEX Information Systems (4/97 - 7/97)
Installation and
institutionalization of Change Management and Contingency Planning for four data centers located in
Developed the project
plan for installation of the disciplines.
Developed the measures and
metrics needed to determine the success of the endeavor.
Developed the risk
analysis of changes, complexity matrices, responsibility charts, and other
tools as needed.
Reynolds and Reynolds (4/97 - 7/97)
Consultant reporting to
the CIO working to improve Enterprise Technology Services (ETS) (DeskTop
Computing and Network Operations). Responsibilities included improving customer
service, institutionalizing metrics and measurements, improving overall
organizational effectiveness, and helping to find, select, and mentor a person
to fill the position permanently.
William P. "Doc"
Documented both Client
Services and Network Support projects and built formal project planning
documents. Documented priority setting needs in both the central ETS I/T and
the divisional I/T organizations that must be addressed to achieve success.
Sycamore Software Development Corporation (1/97 - 4/97)
Project manager for a
$750,000 software development project that will result in a system that
supports all commercial aspects of a retail operation for 400 stores across the
Involved in building a
software development business process for the software development
company.
All time lines, system
flow diagrams, and module specifications have been completed
and the
project has been turned over to the developers.
Anthem Blue Cross and Blue Shield (7/96 - 11/96)
Responsible to the Data
Migration project manager for improving and documenting the process
of data migration from legacy systems to a new Object Oriented Sybase system
used in managing
customer service for both members and providers of medical services.
Instrumental in
convincing management that a mechanized tool was needed to manage the data
dictionary. Participated in designing the tool and selecting the vendor to
develop and code the Access application.
Also convinced
management to institutionalize change and issue management processes.
Procter & Gamble Research & Clinical
Development IC Manager (With Origin) (4/96 - 7/96)
Led a group of contract
employees during the transition and shut down of an Information Center
supporting 600 users while outsourcing the support model for desk
top computing was put into place.
U. S. Shoe (Nine West) MIS Transition Manager (With
Alternative Resources) (12/95 - 2/96)
The leader (non-employee)
of the infrastructure transition management team responsible for moving U. S. Shoe
systems and infrastructure to Nine West Group, the acquiring company.
U. S. Shoe (Nine West) MIS Client Services Manager
(With Alternative Resources) (10/94 - 12/95)
Led four other contract
employees and seven U. S. Shoe employees in the support of
personal
computing efforts for 800 users during the acquisition of U. S. Shoe by Nine
West.
Took
this loosely defined group and built a closely-knit, highly involved, empowered
team.
As a contractor had a
Client Services improvement project approved by the MIS VP and her
team;
based on this we installed an On-Line problem tracking system and a Total
Quality measurements program based on the data
collected.
Rewrote and reissued the
PC policies for the MIS VP, was instrumental in having the first
true
PC inventory taken, saved $50,000 per year in equipment maintenance charges,
defined
the
PC procurement process and lowered the time to obtain a PC by forty days.
William P. "Doc"
Instrumental in defining
that twenty five percent of the tickets called into the Help Desk are actually projects
involving many cross functional organizations rather than trouble tickets.
Procter &
Gamble, Management Systems Division,
Project Manager (Operations Specialist), consolidation
of mainframe data centers. (1993 - 1994)
The project manager for the successful move of six major mainframe data center operations (two in November 1993) with no interruption to the companies' businesses and providing "as good or better" service than before the move.
Operations Specialist, member of the P&G
Corporate IS Infrastructure downsizing team. (1993)
Served as a senior team
member recommending and receiving approval to consolidate and
standardize all mainframe and mid-range computing to a central location
under one technical owner.
Section Manager (Operations Specialist),
Managed the command
center for two data centers processing mission critical applications
using four IBM/IBM plug compatible mainframe computers, staffed by 75 people including 7 managers,
twenty-four hours a day seven days a week.
Led and counseled the
computer operations automation project through a staff reduction
of 30% or approximately 30 people.
Performed an organizational turn around, technically
and culturally in order to process a day's business
on time and insure on-line systems availability.
Employed TQ measurements
to pinpoint problems with the Infrastructure, operation,
and application set working across organizations and business partners.
Created, presented, and sold to the organization, principles
upon which an architecture
for future corporate computing is being implemented.
Persuaded P&G IS
upper management teams to "benchmark"
operations at other companies
(Amdahl, MCI, AT&T, ISSC, Progressive Insurance).
Account (Relationship) Manager (Operations Specialist), liaison for technical staff. (1987 - 1991)
Led the IS
Infrastructure teams in merging of computing facilities and/or the application systems of several acquired
companies and brands. Usually the first MIS
person on site at the acquired company.
Liaison between line
departments, IS Divisional support staff, and central technical division staff. Created and
participated on teams to proactively attack systemic problems
affecting the entire IS Division and their business partners.
Introduced the concept
of Service Level Agreements within company by implementing the first
agreement at P&G for a major new project installation.
William P. "Doc"
Decentralized Computing
Specialist. (1985 -
1987)
Managed all operational
aspects of mid-range and personal computing including adherence
to corporate polices for application development.
Managed and personally participated in the Total Quality training of over 400 people in central IS, both exempt and non-exempt.
Problem and Change Manager, Corporate Computing
Facility (1984 -
1985)
Remote Operations Support Manger (1978 -
1984)
Industrial Engineer, Corporate Computing Facility (1976 -
1978)
Corporate
Programmer, Commercial
Systems (COBOL, PL/1, RPG, FORTRAN, SAS,
etc.) (1964
- 1967)
Data Processing Operator (1961 -
1964)
Education
ISO
9000 Standards Fundamentals
Internal
Consulting in a Large Organization
Graphics Press
LLC Presenting
Data and Information
Hammer
Reengineering seminars Reengineering Theory
Reengineering Implementation
Lessons in Leadership
IBM Service Level Agreements
Change
Management
Innovation
Associates Systems Thinking seminars
Learning
Organizations training
International
Validation Forum FDA Validation
Certification
Validation
Professional Certification
L B M S Project Management
Methodology
Project
Management Institute Rapid Application
Development
and ESI International Information Systems Project
Management
Successful
Management of Distributed Project Teams
Managing
Project Conflict
Project
Risk Management
Quality
for Project Managers
Managing
Projects in Organizations
Simulation
Modeling & Analysis Process Modeling for
Analysis and Improvement
William P. "Doc"
Weinberg,
Spelton, & Sax FDA Validation Certification
Project
Management Institute, GUIDE, SHARE, AFCOM, International
Validation Forum,
Vendors / Environments
Mainframe
Computing Hardware and Software IBM, AMDAHL, Hatachi, etc.
Data Base
Management Systems IMS, DB2, IDMS, Sybase,
Paradox, etc.
Mid Range
Computing IBM, HP, etc.
Personal
Computing IBM, Apple, various clones
and packages.
Networks and
other Supporting Hardware and Software
Other Highlights
I have spoken at the
Association For Computer Operations Management
(AFCOM) conferences several time on subjects such as “What You Need To
Know About Client/Server and Work Place Technology," "The difference
between IS, IT, and Business People,” “Standards, and the System Management
Disciplines,” and “E-Business Survival Strategies”. Most recently I presented a
full day workshop on Total Quality at the AFCOM conference in
Participated in writing an
article concerning non-traditional technical recruiting practices for the
Cincinnati Business Courier.
I have also written several
articles for different publications concerning Information Systems:
“The Operation of Client
Server Technology” for the AFCOM quarterly magazine,
“Lack of Detail May Ruin
Outsourcing Deals" for The Business Record,
“Managers Need Not Live
Chaotic Lives” for ComputerWorld,
“Disaster and Operational Recovery
Management” for The Business Record,
“Don’t Let Windows95 Toy With Your Business” for The Business Record,
“Qualifications Count When
Getting Technical Advice” for The Business Record,
“Rebuttal to the article on
Weirdos in I/S” for ComputerWorld,
“The Productivity Complexity
Paradox” for