1. MONIQUE CARPENTIER,PMP
6 2 0 9 1 2 1 A V E S E , B E L L E V U E , W A 9 8 0 0 6 –C O N T A C T : ( 4 2 5 ) 4 2 7 - 6 0 5 4
E-MAIL: MONIQUE_CARPENTIER@YAHOO.COM
PROFESS I O NAL PROFILE
Project management for complex enterprise wide information systems projects, thru all phases – initiating, planning,
controlling, executing, and closeout. PMP certified. Determining and implementing project management and
business processes, procedures and workflows. Release Management. Solution Delivery. SAP experience.
RFP/RFQ and SOW expertise. Customer requirements gathering and documentation. Management and execution
of scope and customer objectives. Budget determination and management. Logistics expertise. Project Server
Administrator. Excellent leadership skills with proven ability to mentor and motivate teams.
SK I L L S
• Knowledge and practical expertise in:
o PMI Project Management Body of Knowledge processes and techniques
o Macroscope (Fujitsu) methodology: business, maintenance, and development
o Washington Mutual (WAMu) Atlas methodology: business, maintenance, and development
o Microsoft Framework methodology (MSF): Envision Design, Stabilize, and Deploy.
o Software development lifecycle methodology – opportunity analysis, requirements definition, design,
build, test, customer acceptance, and implementation
o Agile/SCRUM
o Project management and sub-contact management SEI/CMM processes and procedures
• Managing supply chain, inventory, and device implementations.
• Computing Applications – MS Project, Project Server 2003/07, Microsoft Office, Access, Visio, SharePoint
• Computing Languages – XML, HTML, SQL, Basic Programming
• Excellent public speaking, writing, and interpersonal skills.
• Problem solving, conflict resolution, coaching, and team building skills.
EXPERI E N C E
Project Manager Xerox – Paladin Inc., Bellevue December 2010 to October 2012
• Managed the Xerox implementation/deployment on $21M USD accounts at a global investment banking and
securities firm and the largest Energy company on the East coast.
• Implemented the Xerox implementation/deployment on a $5M USD account for a Southern University.
• Managed the global implementation/deployment for one of the largest oil drilling companies in the world.
Working with 96 countries and over hundreds of sites. Over $21M USD account.
• Managed the Xerox global implementation/deployment for one of the largest chemical companies in the world.
Over $21M USD account.
• Managed the Xerox US implementation/deployment for a global provider of integrated communications. Over
$10M USD account.
• Implemented help desk support, managing sites design creation, managing equipment ordering team and site
installation and removals of physical devices at multiple sites to meet multiple deadlines for clients.
• Responsible for Project Management activities - budget, schedule, scope, and resources. Includes managing
project issues, change management, risk, and actions, managing to the P/L and executive communications.
Solution Delivery Project Manager Microsoft – Acro Services, Bellevue October 2009 to September
2010
• Initiated and managed a seed funding project to obtain funding.
• Initiated and managed two projects, one to establish a single service data mastering system for Enterprise
Services using Iterative methodology and another to complete an end to end Roadmap for Business capability
and IT systems integration.
• Managed the MsVoice Program, a global Customer Experience BI survey and reporting solution for Microsoft
Consumer, Commercial, and Customer business segments, and Global reporting business partners.
• Responsible for planning and scoping future releases based on our backlog, managing current time-boxed
release schedules, overall risks, and issues, working with 2 other ecosystem partners to coordinate UAT timing,
data availability, issue triage, and deployment schedules.

2. • Delivered end to end releases including project managing the releases between Engineering, Ecosystem
partners, and Customers.
• Redefined the Program governance model to increase efficiency, provide clear roles and responsibilities,
increase accountability and drive process into activity that is causing user confidence to decrease.
• Defined and implemented stop gap processes in our Operations space to increase overall coverage and
effectiveness.
• Member of PMO and followed standard PMO processes and guidelines. Piloted Project Server and Project 2010.
Sr. Project Manager University of WA, Seattle February 2009 to May 2009
• Managed 10 projects, with 5 to 15 team members composed of university executive staff, senior faculty, senior
administrators and senior researchers on each team to meet a University Initiative to address financial oversight
at the Institutional level and within the Technology organization on very aggressive timelines.
• Implemented project management structure including status reporting, coordination meetings, charters, timelines,
controlling templates, and an overall program schedule with teams who were unfamiliar with project management
disciplines and structure and were from a very hieratical culture.
• Built out a program Wiki site, enabled cross project integration, guided teams through creating process
deliverables, roles and responsibilities identification, and leveraging cross team deliverables to accelerate
delivery.
Program Manager Microsoft – Wimmer Solutions, Seattle
June 2008 to September 2008
• Integrated two Microsoft acquired entities onto SAP, MS Sales, Changepoint, MS Product and Feedstore
systems and processes for the SAP August Quarterly Release for the Operations Venture Integration group.
• Responsible for issues tracking and resolution, project schedules, operational process updates, meeting
facilitation, and global team engagement.
• Worked with Finance, Sales and Marketing, ROCs, MS Sales, MS Prod, Changepoint, SAP Operations,
Feedstore, and BIOS teams and acquired companies resources to ensure end to end Order to Cash integration.
• Supported acquired entities while they completed their transition to MS systems and processes by easing their
transition to the Microsoft culture with introductions to the many different teams and facilitating meetings with
other organizations that performed the individual functions the acquired entities would now need.
Solution Delivery Manager Microsoft – Wimmer Solutions, Seattle
December 2007 to June 2008
• Solution delivery for Business Intelligence CSS data warehouse. Responsible for project management from
inception to delivery for R1.0 and upgrade to R1.5 of CSS data warehouse, including UAT, training, and
deployment using SDLC and Project management methodology.
• Worked with 3 engineering project managers to ensure delivery and project management quality.
• Managed Service Desk for Tier 2 and Tier 3 support to support 3 applications for World Wide Incentive
Compensation.
• Implemented January Maintenance Release on time and on budget for World Wide Incentive Compensation
(WWIC). Releases included Bugs and Services Requests for 3 systems working with Tier 2 and Tier 3 India Dev
team, Production Support, and Product Managers. Created detailed deployment plan.
• Implemented xCAT 8.6 upgrade and P1 Hot Fixes for WWIC.
• Managed Change Request Process, and creation of requirements document and functional specification.
• Negotiated Release scope and baselined schedule utilizing capacity and development team level of effort.
IT Project Manager Avanade – The Triad Group, Bellevue August 2007 to November 2007
• Managed a 6 person infrastructure team for an Active Directory Conversion project that was midstream to
convert the entire company‘s AD to support an upgrade to the SAP solution. Project included building
components to update downstream HR system.
• Managed 3 additional sub-projects. Help Desk – working with Service desk to create global support processes
for the SAP effort, Systems remediation for AD changes – combined effort with Operations to identify risks and
mitigation impacts to downstream systems, and Hosted PC – VM image to support access between two
companies using SSL VPN.
Solution Delivery Program Manager Microsoft – Siemens IT, Issaquah August 2006 to August 2007
• Acted as a catalyst for areas of work needing forward momentum. Laid foundation for Change Request Board,
while building consensus around change management practices.
• Managed Next Generation Service Desk (MSCRM platform) Program risks, issues and actions. Facilitating 9
weekly status meetings to ensure teams are on target for schedule, budget and resources while using a hybrid
Agile/Scrum/Waterfall methodology with many cross team dependencies.
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3. • Set Project Management standards for Project Management teams, implementing best practices, providing
mentorship, oversight and support to 9 Project Managers in all areas of project management, including MS
Project, Project Server, and SharePoint support.
• Responsible for building and managing 6-week Kickoff decks for senior leadership to present to global program
team. Managing all aspects of the Kickoff from facilities to meeting facilitation.
• Assisted in developing 10M initial budget.
Technology Initiatives Manager WAMu – Seattle February 2006 to August 2006
• Managed a direct report 6-person business systems analyst and QA team to implement technical initiatives for
the Corporate Compliance and Risk Oversight (CCRO) group.
• Technical Project Manager for Change Request Application, ADIT system migration and conversion, Compliance
and Credit Loan Review conversion to ResQ and Fair Lending application projects.
• Provided SDLC methodology oversight for the technical and business systems analyst groups that previously
had not followed the processes with consistency or a high level of quality.
Technical Project Manager WAMu – COMSYS, Seattle September 2005 to February 2006
• Managed a 10-person technical project team to implement the ROC Database Project for the Corporate
Compliance and Risk Oversight (CCRO) group using WAMu Corporate SDLC methodology.
• Acted as a liaison with TSG resources and coordinating project work with a CCRO business project manager.
• Worked with business system analysts to develop functional specifications from defined requirements and
developers to develop technical documentation required for project implementation.
• Defined project scope and strategy by working with the technical teams, business project manager, and mid and
senior level management.
• Mentored a business Project Manager on how to drive teams to deliver quality results quickly and on time by
providing clear objectives and clear accountability.
Project Manager PEMCO Insurance – Solutions IQ, Seattle January 2005 to July 2005
• Managed the building out of 4 test environments for upgrading to Release 3 of the Exceed implementation.
Mainframe and distributed components, ordering and installing hardware and software.
• Oversaw security enhancements including creating security standards for ATM and credit union infrastructure
that uses zones.
• Built performance testing environment and planning how testing will be done working with an India company and
company resources to do automated regression testing using Winrunner and Test Director.
• Initiated software replacement of Jobtrac and CA11 with another vendor software.
• Implemented Output Infrastructure project. Met time driven implementation with successful production output to
print vendor on time and on budget. Part of Exceed and Document Solutions company-wide implementation.
Project was critical to company’s business operation.
• Implemented web portal single sign-on using ClearTrust for 3 applications. Two already in production, another
was developed in- house. Worked closely with Security to ensure secure architecture. Managed budget and
resources.
• Managed teams with cross disciplines – networking, mainframe, vendors, application support, security, data
center, and business resources. Managed over 5 projects concurrently. Completed SLAs, Security Plan and
Disaster recovery plans for all.
Project Manager Starbucks – Volt, Seattle November 2004 to December 2004
• Created and updated New Store Construction process manual with process workflows and instructions
• Resolved outstanding invoice issues with vendors.
Project Manager Safeco L&I – LPCN, Redmond
July 2004 to September 2004
• Established Output Processing project team and developed client relationships and established project
management structure and documents for project.
• Identified and implemented business and project strategies for outsourcing output processing.
• Created Request for Proposal and Statement of Work for complete outsource of output processing.
• Created current and future workflow documentation and documented processes and created Visio workflow
diagrams.
• Coordinated with Infrastructure, Print fulfillment, and Document and Content Management projects to insure
integration and establish project scope.
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4. The Boeing Company, Seattle
IT Project Manager Boeing Commercial Airplanes Division March 1999 to Feb 2003
• Consulted on a web client server application based on .NET technology, data-mining, and synoptic simulation.
• Managed a $3 million project with 8 team members, 3 regional managers, and Deloiette & Touché to implement
their upgrade to Global Advantage for International Compensation and Domestic HR management. My role was
to planning, organizing, controlling and leading. System required backend feeds and web interface.
• Worked with PeopleSoft to determine system feed requirements and its functionality required for International
and Domestic HR management.
• Wrote and developed request for proposal and quote documents, business cases, and statements of work to
ensure customer requirements were meet.
• Migrated over 25 supply chain Unix and NT server and web applications to different locations. Moving them
through release environments to ensure functionality and content feeds continued uninterrupted.
• Reviewed and identified project management policies and procedures for global subcontract management.
Increased understanding, usability, and efficiency of process.
• Led software development standards project to define project management and SEI/CMM processes by creating
project management templates, guidelines, process flows and examples using DMR-P and PMI methodology.
• Coordinated with a multi-million dollar program to implement BAAN for the supply chain management project, 15-
member team to accomplish implementation. Coordinated communication between program and implementing
organization.
• Gathered, documented, and reviewed customer requirements to design system and reviewed and approved
technical and architecture documents. Ensuring quality.
IT Project Manager Shared Services Group Division January 1998 to March 1999
• Developed content, built and maintained three web pages for Boeing intranet site using html. Team member of
organization intra-web team.
• Coordinated with two other project manages, and two application architects to track, manage, and release
software changes for HRIS Legacy high availability systems through the software lifecycle. Tracking bugs.
• Designed and built an Access database for tracking defects and root cause analysis to reduce defects.
• Managed and released a project with 15 team members to implement a HRIS migration tool in a mainframe
environment utilizing project management and software development methodologies.
• Managed HRIS application/data migration using 3 environments and clean-up from previous mainframe
applications to new applications, approximately 6000 batch routines.
• Ran change/release management processes, and software development methodology.
• Gathered, documented, and reviewed customer requirements meeting customer expectations.
• Developed and wrote processes and procedures for maintenance and development paths for DMR – P 3.1
methodology. Defined business processes.
EDUCATIO N & CERTIF I CA TI O N S
• Project Management Professional (PMP) Certification Project Management Institute
• Project Management Certification University of Washington
• MSBA: International Business San Diego State University
• BS: Business Administration – Management San Diego State University
PROFESS I O NAL ORGANIZATI O N S
• Project Management Institute
TRAININ G
• Clarity International – visionary and strategic coaching courses.
• Excellence Foundation – learned interpersonal skills, conflict resolution, problem solving, and feedback
techniques through experiential learning.
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