Project Management is Inherent in BUsiness
"Project management has evolved from a management philosophy restricted to a few functional areas and regarded as something nice to have to an enterprise project management system affecting every functional unit of the company."
- Harold Kerzner, Ph.D, Project Management: A Systems Approach to Planning, Scheduling, and Controlling
- Harold Kerzner, Ph.D, Project Management: A Systems Approach to Planning, Scheduling, and Controlling
Contract Work
Since 2020, Ross has worked on contract within the IT department of multiple companies and with one agency. At Air Products he worked with global teams on a range of projects including transitioning the corporate T&E and Pcards from AMEX to Citibank with a Concur intergration, switching banks in Peru to Santander, selection and implementation of a new marketing automation solution for the U.S., implementing SAP HR in Saudi Arabia, as long as internal custom solution builds and upgrades that were business critical.
For Siemens-Healthineers he supported the learning managment team's solutions for on-boarding and supporting clients. He also worked with the Evans Network of Companies upgrading their client based solution related to the transportation industry and at KWALL an agency focused on University websites.
For Siemens-Healthineers he supported the learning managment team's solutions for on-boarding and supporting clients. He also worked with the Evans Network of Companies upgrading their client based solution related to the transportation industry and at KWALL an agency focused on University websites.
Mediacurrent
Ross was a full-time project manager for an open-source, Drupal-based, web development company. He worked with clients across a wide range of industries and with varying budget levels per month. He had clients and team members based both domestically and internationally.
For each client, Ross was the day-to-day contact with the client. Discussions with the client would lead to the development of detailed business requirements and anticipated outcomes. With these he developed road maps and defined sprints based on the work to be done and available budget.
The teams varied in size depending on budget. They were comprised of members from development, strategy, UX, design, and QA.
When scope was challenged and new requirements were needed, Change Orders were drafted, reviewed and approved.
Consulting with the client was also a large part of the role. Ross, having learned the business needs, would make recommendations to help optimize the web site (for those post-launch clients). Often accessibility (Section 508 and WCAG), improving SEO, and reducing technical debt were discussed.
For each client, Ross was the day-to-day contact with the client. Discussions with the client would lead to the development of detailed business requirements and anticipated outcomes. With these he developed road maps and defined sprints based on the work to be done and available budget.
The teams varied in size depending on budget. They were comprised of members from development, strategy, UX, design, and QA.
When scope was challenged and new requirements were needed, Change Orders were drafted, reviewed and approved.
Consulting with the client was also a large part of the role. Ross, having learned the business needs, would make recommendations to help optimize the web site (for those post-launch clients). Often accessibility (Section 508 and WCAG), improving SEO, and reducing technical debt were discussed.
Clients:
- Center for Computer Assisted Legal Instruction (non-profit)
- Commonwealth of Massachusetts (government)
- Cooperative Council for Oklahoma School Administration (non-profit)
- Curtiss-Wright (B2B)
- Financial Services Information Sharing and Analysis Center (non-profit)
- Georgia Public Broadcasting (non-profit)
- IDI Logistics (B2B)
- Mag Mutual (B2C)
- Mercy College (higher education)
- Principal Dental Choice (B2C)
- Smile Train (non-profit)
- Truth Initiative (non-profit)
- University of Georgia (higher education)
- Vanderbilt University (higher education)
- Verifone (B2B & B2C)
Olympus Medical Systems
In this role for Olympus' Medical Systems Group, Ross was responsible for the platform and vendor selection for a new web site. He also was the project manager for the build and then was responsible for post-launch management and optimization.
He also project managed and served as product owner for the creation of a marketing dashboard.
Ross evaluated solutions that would be used across the Medical Systems Group and for those selected he served as the project manager working with the vendor as well as all internal parties including the product teams, IT, and senior management to implement.
He also project managed and served as product owner for the creation of a marketing dashboard.
Ross evaluated solutions that would be used across the Medical Systems Group and for those selected he served as the project manager working with the vendor as well as all internal parties including the product teams, IT, and senior management to implement.
HEALTHCARE MARKETING & COMMUNICATIONS COUNCIL
Served in multiple positions over ten years for the HMC Council and later the HCMA, a successor organization that was the result of a merger of three non-profits.
Project managed the new website for the HMC Council and then did the same for its successor organization.
Originally built an MS Access database to serve as the association management tool for prospects, members, and events. Later project managed the integration of that database to a proprietary solution.
The Nunamaker Group
Copyright 2020
