1. ABRAHAM SVINKELSTIN, Senior PMO Specialist
Fair Lawn, NJ 07410 email@example.com
SENIOR PMO MANAGER
With a strong technical background and extensive record of managing enterprise level projects
with on time and on budget delivery.
PMO Program/Project Management Applications Development
Enterprise Level PMO Manager PMO Specialist/PMO Manager
PMP certified by the PMI Strong customer service orientation
Six Sigma Green Belt certified Cross functional team management
Mission critical large scale
Mentoring/coaching project managers
and technical management
Full life cycle analysis, design and
Able to work effectively as a team
leader as well as a team member
Successfully managed development, conversion and implementation projects for critical
systems that provided the sole source of revenue for the firms involved.
Developed all project plans/budgets and managed staff to execute plan.
Successfully completed all development projects. Budgets ranging to $25 million.
Quick Study • Strong analytical ability • Sense of Urgency • Wearing different hats
Senior PMO Specialist, Deutsche Bank, NY, NY 5/2014-2015
Provided program governance and PMO support for a global enterprise level regulatory
and financial reporting program for the FED in the Finance area. IHC formation planning
support. Established a phase gate/toll gate structure to provide transparency,
consistency and stakeholder engagement and buy in.
Managed status reporting, dependencies, action items and Clarity issue/risk tracking.
Management of 10 parallel work streams. SharePoint Document Management and
Administration. Key Milestone monitoring. Created project plan standards and plan
upload to Clarity process.
Established an automated control framework to manage and report on status of all
project plans. Supervised and coached all project managers on PMO methodology,
lifecycle, standards and requirements. Served in a QA assurance role for the PMO.
Supervised Data Quality of Clarity content.
2. Abraham Svinkelstin firstname.lastname@example.org 201-797-2035 Page 2
Senior PMO Manager, AIG, NY, NY 8/2012-12/2013
Managed a worldwide consolidation of data centers and virtualization of servers, an
enterprise level program going across all lines of AIG business, including 12 parallel
work streams. $465 million budget. Program Governance and PMO support.
Managed reporting, action items and issue/risk tracking. Work stream management.
SharePoint Document Mgmt and Administration. Key Milestone monitoring, Change
Senior PMO Project Manager, IT PMO, PM COE, Horizon BCBS, NJ 5/2011-3/2012
Managed multiple workstreams for the ICD-10 program PMO using PlanView.
Led iterative based development and implementation of vendor supplied tool to do all
ICD-9 to ICD-10 code mapping. Repository of all code maps for the enterprise.
Provided quality assurance for the use of all EPMO required artifacts, lifecycle,
standards, processes, tools and methodology.
Managed IT components of monthly budget/forecast process.
Senior PMO Manager, Pfizer, NY, NY 12/2010-3/2011
Managed the PMO build out for a program deploying an enterprise level SFA (Sales
Force Automation) package to 40 countries.
Acted as a change agent. Responsible for the development of PMO processes, lifecycle
and standards. Developed project plan and status reporting templates. Created position
statements for the markets reviewing options available for tool configuration.
Set up SharePoint structure and archive. Reviewed and made changes to the vendor
Senior PMO Manager, Siemens IT Solutions & Services, NJ 2005-2010
Enterprise Level PMO Manager, Siemens Consultant at MetLife, NY, NY
Citibank Program -- IT PMO manager managing 200 IT related initiatives for the $11B
Insurance business acquisition. Leadership/management of all IT development teams
across the enterprise. Mentoring/training project managers, IT management and
business management on Clarity, PMO methodology, PMO lifecycle, standards,
procedures, templates and Quality gates.
Supporting the PMO -- Project plan analysis/management, issue, risk, action items and
dependency management. Monitored initiative status.
BPO Program (India) -- PMO lead managing/coordinating all IT development teams.
Mentoring/Coaching, testing coordination, testing standardization and guidance.
Managed all program risks/issues/actions tracking. Maintained communication with all
major stakeholders. Managed status review meetings. Result: Key stakeholders time to
review weekly status greatly reduced.
Developed risk mitigation plans, monitored all projects. Mentored project managers on
project plan construction and PMO project plan requirements. Result: Increased
efficiency in project plan loading by 50%.
APEX Program -- PMO lead for planning & budgeting portion of enterprise wide
program to deliver standardized Portfolio, Program and Project Management budgeting
3. Abraham Svinkelstin email@example.com 201-797-2035 Page 3
capabilities for the $1.3 billion IT portfolio. Result: All projects delivered on
Senior Project Manager, Oaktree Systems, NY 2004
Redesigned Legacy fulfillment system for Magazine/Book Publisher Outsourcer. Review
all development, testing and production tools and procedures. Recommended changes.
Develop project plan and budget to create new system.
Advised senior management on all technology matters. Recommended purchase of
third party packages to integrate into new system. Managed project team. Result:
Delivered Phase I on time/budget.
CRM Manager, Hitachi Innovative Solutions, NJ 1999-2003
Senior Project Manager in the development of a new CRM/E-Business consulting
practice targeting the financial services/insurance industries. Partnered with
Oracle/Siebel and other mid/lower tier vendors in developing a software product and
associated service offerings.
Responsibilities. Hiring and budget authority. Formed business relationships with
software vendors and thought leaders in the industry.
Result: Projected first year revenue of $50 million. Completed planning/marketing on
Consulting assignments, NY, NY 1997-1999
Various systems integration firms
Ernst & Young
As a Senior Project Manager for Ernst & Young reviewed the application development,
testing and production environments in regard to tools, processes and procedures in
their National Accounting Center.
Result: Created new development, migration and production cycle. Improved efficiency,
accountability of resources. Evaluation done on software change management
As a Principal Consultant supported the merger of the information systems of two
international pharmaceutical companies (Amersham-Chicago/UK and Pharmacia
Conducted analysis of the two firms IT application systems to determine which system
would be selected as the future platform for the new enterprise.
Result: Managed multiple cross functional teams and successfully completed on
schedule and within budget. Directed and controlled activities through broad functional
areas covering the entire enterprise.
BS, Aerospace Engineering, POLYTECHNIC UNIVERSITY OF NYU
MS, Operations Research/Engineering Math, COLUMBIA UNIVERSITY
MS, Computer Science, STATE UNIVERSITY OF NY AT STONY BROOK