CJ Walker Waite is a dynamic and innovative Program Manager / Organizational Transformation Engagement Consultant focusi...
C. J. Walker Waite, Ph.D., PMP
Linked Profile
Seattle, WA 98199 Carmichael, CA 95608
CJ.Walker@att 240-401-7817
PROGRAM MANAGER ORGANIZATIONAL CHANGE TRANSFORMATION “The key to Successful Organizational Sustainability is Flexibility and Creativity. An effective Leader understands the value of tools, but focuses on judgment and experience to manage outcomes and customer expectations.” Dynamic and innovative Program Manager/Organizational Transformation Engagement Consultant focusing on strategic business enhancements leading to increased productivity, efficiencies, and overall improvement to bottom line performance. Managed, directed and mentored top caliber project teams of 2-30 FTE with $3+ million budgets and 3+ year durations. Specialty areas: Delivering Project Results, Designing and Implementing Program/Project Management Offices and establishing Project Management Metrics that increase performance by over 25% Designing, Empowering and Leading Organizational Transformations that are Sustainable Conducting Business Strategy Initiatives that Increase Business Performance, Visibility, Value and Revenue for Client Organizations Designing and Leading Training Initiatives for Executive Leadership improving strategic implementation Engaging Featured Conference Speaker and Published Author
PROFESSIONAL EXPERIENCE Global Corporate/Government Clients (partial list): Saab Automotive (Sweden), Electronic Data Systems (EDS), IBM, Nortel, Discovery Communications, Bechtel Construction, Pasteur Merieux Connaught, Astra Zeneca, INS (Immigration & Naturalization), U.S.A.I.D., NJDOT, Direct TV, ABC/Disney, MTVN, Panasonic, Con-way
IBM GLOBAL BUSINESS SERVICES, Armonk, NY
2006-2014 SENIOR PM (IBM PM CERTIFIED)/MANAGING CONSULTANT: GLOBAL STRATEGY & CHANGE/ PROJECT MANAGEMENT/ LEARNING STRATEGIES Managed projects of 2500-7500 hours with 2-30 FTE team members. Led organizational change strategies, assessed organizational capabilities and change readiness, developed global business strategies, established performance metrics, drove leadership strategies and programs, and conducted communications campaigns. Project initiatives included SAP, benefits realization, data center migrations, NaaS/TaaS, shared services, and smart grid. Key projects:
Managed problem lifecycle for Con-way across multi-vendors (100+ team). Minimized impact of incidents, drove root cause analysis process and provided temporary fix/work-arounds. Led problem investigations resulting in counter measures that increased efficiency by 20%. Led new service offering as Health Check lead for 20+ IBM communities. Ascertained the vitality and maturity of the communities for contribution, collaboration, and consumption which led to increased community performances by 30%. Managed Enterprise Project Management “RPM to IPWC” global transition (124 team members) and restructured the PM Enterprise Process Framework assets for the PM Center of Excellence. Led pilot program for IBM PM Certification. Streamlined processes led to increased performance by 25%. Directed 5760 hour project as Global Change Management Lead for MTVN (14 FTE) for deployment of Financial Shared Services Centers and SAP Implementation. Increased collaboration by 25%. Led 5120 hour project at First Energy for 4 work streams: Change Management/ Consumer Awareness/ Training Strategy/PMO (10 FTE) for Smart Meter Procurement/Installation Plan. Increased project performance by 35%. Managed 7416 hour project (8 FTE) for Training/Change Management and Communications at Panasonic North America for SAP Implementation. Increased client adaptation and sustainability of project metrics by 30%. Managed 6318 hour global project (10 FTE) for business transformation/benefits realization. Established alignment of goals for global client relationship management approach. Managed development of e-learning modules for benefits realization, gain share and client driven pricing. Increased adaptation by 35%. Co-managed 4480 hour project as Deputy Delivery PM for Department of Water Resources for SAP implementation increasing project efficiency by 30%. Co-managed 4200 hour project as Defacto Deputy Delivery PM/Change lead for DTV increasing productivity by 25% for systems outsourcing services.
C. J. Walker Waite
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ADJUNCT PROFESSOR UNIVERSITY OF WISCONSIN – PROJECT MANAGEMENT MASTER’S PROGRAM 2007-Current M7010 and PM7020 PM Techniques I and II, PM7060 Advanced Techniques in PM/ PM 7080 Scope Mgmt CITY UNIVERSITY OF SEATTLE – PROJECT MANAGEMENT MASTER’S PROGRAM 2010-Current PM504, PM507, PM514 – Project Planning & Control & Advanced Techniques GEORGE WASHINGTON UNIVERSITY, SCHOOL OF BUSINESS & PUBLIC MGMT 2003 MGT 201- Organization & Management
PM SOLUTIONS, Philadelphia, PA
1998-2006 Management consultant, training, and research firm optimizing business performance through PM initiatives. MANAGING CONSULTANT: PM PROFESSIONAL SERVICES 2001-2006 Managed on-site business development and project including business strategy, organizational assessment, leadership development, and delivery excellence (Examples: initial client briefings, proposal development, “up-sales,” negotiations, strategic direction, change initiatives, design/implement PMOs, leadership/PM workshops, facilitation.) Managed $50,000 to multi-year, multi-million dollar projects with up to 30 FTE Team members. CONSULTING PROJECTS Engagement/Program Manager: New Jersey Dept. of Transportation (NJDOT) 2003-2006 Provided business strategy and direction, including organizational assessment, strategic alignment, and project management consulting services and training, identified organizational change initiatives, successfully leading department to increased organizational performance, client satisfaction and employee morale. Managed the “Project Management Improvement Initiative” over three years with 15 FTE and 32,576 hours. Led strategic analysis, formulation and enterprise capabilities assessment resulting in change in strategic direction, creating project management as core discipline for 12 out of 24 divisions. This change in strategic direction resulted in alignment of divisional objectives for increased productivity. Increased awareness of value of PM principles, techniques and tools, including fostering professional interest in attaining PM certification, which increased four-fold. Enhanced communications, team synergy and focus on project outcomes. Achieved support from management as project personnel gained capability to control projects, rather than allow projects to control them. Expanded contract from initial $50,000 PM and Organizational Maturity Assessment to a multi-year, multi-resource and million dollar annual project. Contract extended 8 times.
Conducted PM and Organizational Maturity Assessment 200+ individuals surveyed. Used mixed methods approach to analyze data and baseline Department’s project management maturity. Developed Strategic & Tactical Plan to roll out PM Principles throughout 12/24 Divisions and led organizational change initiative that impacted nearly 50% of Department. Successfully gained support from executive level (Deputy Commissioner and Assistant Commissioners) and Director-level through demonstrating the value and flexibility of employing standardized project management principles. Established Rollout Strategy and Communications Campaign led series of workshops, identified challenges to organizational performance, developed strategies for resolution and defined project performance metrics. Served as Change Agent to spearhead and drive an Engineering Dept. change to expand Center for PM Improvement: led development of PMO within the Capital Project Management Area for transportation. Provided PM Help Desk creating and delivering series of Leadership workshops and mentoring.
Project Manager: Astra Zeneca (AZ) (Pharmaceuticals)
2002-2003
One of world’s leading pharma companies, whose products and pipeline address 60% of the market.
Established strong client support by providing project management consulting services, financial tracking, project controls and training. Expanded contract from initial $35,000 support contract to project support services contract of over $250,000 in a year and a half. Contract extended over 3 times.
C. J. Walker Waite
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Account Leader: Nortel (and Teleglobe)
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2001-2003
Global leader in telephony, data, wireless, and wireline solutions. Networks Global Professional Services group included: Internet Infrastructure Services, Network Enabled Transformation, Service Enabled Solutions, Managed Network Services and ASP Services. Managed a 16,040 hour project with 10 FTE.
Provided strategic guidance and partnered with Director of Program Management to create Program Management Office. Conducted strategic and organizational capability analysis, design and implementation, created job roles, staffing plan and career path and providing mentoring. Developed Program Management Guidebook for Global Services that was transferable, applicable and could be tailored from global program services to single project management oversight. Created value and understanding of need for program and project management professionals and created an entire marketing strategy to socialize this extensive organizational change. Nortel Lead executive stated, “If PM Solutions has other consultants of the professional, knowledge and responsive caliber of CJ Walker then we want them to represent Nortel to our client, Teleglobe.” Expanded contract from initial $50,000 PM Maturity Assessment to a multi-year, multi-resource and million dollar annual project. Contract extended 6 times (incl. 2 resources with Teleglobe).
Conducted streamlined PM and Organizational Maturity Assessment through semi-structured interviews with 30+ individuals throughout all Division levels to determine PM acumen and created buy-in for improvements. Developed Organizational Business Model to align roles and responsibilities of Global Services Program Managers with other areas of responsibility. Created roles for every project position with Global Services. Developed Communications Plan & Marketing Strategy/Tactics to communicate throughout Nortel the value and impact of Global Services on program and project performance. Conducted Stakeholders Analysis. Created End-to-End Program Process Delivery Model and mentored/trained Nortel Program Managers in improved Program Management Performance consistent with Industry Best Practices. Developed “Art of Program/ Project Management” Guidelines to effectively manage people, utilize decision making models, resolve conflict, manage project politics, and implement communications strategy program.
Account Leader: Buckeye Pipeline
2001-2002
Transports refined petroleum products through extensive pipeline system in Northeast, Florida, and the Midwest and servicing of airports in NYC. Managed a 7488 hour project with 4 FTE.
Improved management of single projects providing greater attention to accurate schedules, better communications, and consistent project performance. Increased understanding of project inter-dependencies between Capital Projects, internal company initiatives and District projects. Improved project portfolio management, integrating prioritization scheme, forecasting project volume, optimizing resources and enhancing leadership in project execution. Expanded contract from initial $150,000 individual consulting support contract to two-person project support services contract of over $500,000/year. Contract extended twice. Account Leader: Discovery Communications
2000-2001
Global leader in creation and distribution of real-world media, retail products and online educational services. Managed 3120 hour project. Jump-started the PMO, showing results and value to Discovery projects within two months.
Demonstrated how project management could increase job performance, increase business performance, increase effectiveness of communications and improve team synergy. Expanded contract from initial $50,000 project management consulting services contract to a $300,000 project management service contract. Contract extended over 3 times.
DIRECTOR: PROFESSIONAL DEVELOPMENT 1998-2001 Led training-based proposal development, negotiated and secured client sales, developed and led tailored PM training initiatives. Managed half million dollar professional development budget/year and served on bi-annual corporate strategic planning sessions. Created and led 9 PM and 6 Systems Development Lifecycle (SLC) workshops with “real time” cases.. Training resulted in greater control over project results, reduction in unmanaged scope expansion, timelier project schedules and greater control over project costs.
C. J. Walker Waite
[email protected]
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(PMC) Developed and led sessions with executives from multiple countries for a Basic PM Course in the U.S. and an Advanced PM Course in Rome, Italy. Created synergy among cross-cultural teams about project planning and management performance criteria. Consistently expanded $50,000 course development/delivery contracts to multiple course offerings and mentoring resulting in over $200,000/year revenue. Contracts extended multiple times.
ELECTRONIC DATA SYSTEMS, Plano, TX
1994-1998 Provided broad portfolio of business and technology solutions to help clients worldwide improve business performance in information-technology transformation services, applications and business process services. MANAGING CONSULTANT: PROJECT MANAGEMENT CONSULTING 1995-1998 Managed on-site business development and delivery of PM and consulting services including business strategy, organizational assessment, and leadership development and delivery excellence (Examples: initial client briefings, proposal development, “up-sales,” negotiations, strategic direction, change initiatives, PMO setup, leadership/PM workshops, facilitation). Managed projects of $500,000-$1.5 million with up to 15 FTE. PM Services Engagement Manager: Saab Automotive (Trollhättan, Sweden) Led overall on-site business development and delivery of PM consulting and training services. Created Project Management Support Center (PMSC). Designed and implemented organizational change strategies for increased project performance, as identified by the Directors of Manufacturing at Saab. Established strong client rapport, successfully led organizational enhancement initiatives, improved client satisfaction and employee morale. Conducted Organizational Assessment and strategic analysis resulting in implementation of PMSC; developed strategic direction and staffing plan, three and five year plans. Recruited, interviewed and hired experts in Project Management, Process Management and Financial Management. Successfully defined and marketed organizational development and project management services at Saab/EDS in Sweden including conducting negotiations, pricing of services, managing costs, conducting executive presentations, and leading project planning and implementation. Resulted in deliverables that were consistently on time, within budget and met or exceeded customer expectation. Achieved consistent customer satisfaction ratings of 95%. Institutionalized standardized PM tools and techniques and mentored project leadership on high visibility Saab/EDS projects: building a new Saab Paint Shop, SAP and Product Data implementations. Increased communications, team synergy and focus on attaining project outcomes. Expanded contract from initial $50,000 project management support initiative to a multi-year, multiresource and $500,000 annual project. Contract extended over 4 times.
Provided hands-on project support to Saab Paint Shop Project. Developed integrated master schedule, conducted project tracking and trend analysis. Provided mentoring and knowledge transfer of PM tools and techniques for project leadership and facilitated integration of project performance objectives. Provided organizational development/change and PM support for implementation of new financial software package (SAP) into the Saab Financial System. Developed/managed the project plan, mentored project managers, managed project controls and ensures project performance objectives were met. Facilitated development of Product Data Management (PDM) project plan and management approach including e selection of IMAN (software package) for implementation into the Saab Product Development Process. Served as lead project management advisor of PM tools and techniques for ISO9000 implementation.
SENIOR PROJECT MANAGEMENT CONSULTANT 1994-1995 Provided PM consulting services and training, established strong client rapport, and successfully led organizational enhancement initiatives, improve client satisfaction and employee morale. Increased buy-in and support from management as project personnel gained capability to control projects. Provided strategic guidance in companies with frequent leadership turnovers and challenging transitions. Negotiated contracts for on-site consulting services, developed action plans for PM mentoring programs. Developed initial models and schedule for IT infrastructure deployment of 650+ INS sites Expanded contract from initial $50,000 project management controls initiative to a multi-year, multiresource and $300,000 annual project. Contract extended over 3 times. Lead creator of “Renascence, the Sales Cycle Guidebook to Distributed Systems Management.” Served as the “project workbook” and organizational transition document between Sales and Operations.
C. J. Walker Waite
[email protected]
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EDUCATION Ph.D., The George Washington University, Washington DC, 2006
Beta Gamma Phi Primary Field: Organizational Behavior and Development. Supporting Fields: Strategic Innovation/Entrepreneurship Ph.D. Dissertation Topic: “Sustainability of Performance of Technology Innovator Firms in Business Environments Exhibiting Turbulence”
MBA, The George Washington University, Washington, DC, 1991
Emphasis: International Business Focus: Business Operations: PM, Finance and Marketing
BA, The Pacific Lutheran University, Tacoma, WA, 1986 Majors: Psychology and Global Studies Minors: Intl. Bus., Economics (2 yrs. German/French/Spanish) Certified IBM Senior Project Management Professional (IBM Sr. PM), 2010 Certified Project Management Professional (PMP), 1994
PROFESSIONAL SEMINARS PMI Leadership Institute (Graduate), 2002
Selected for Inaugural Class of the Project Management Institute (PMI) Leadership Institute Program which was modeled after the Center for Creative Leadership Studies program
PROFESSIONAL LEADERSHIP Project Management Institute (PMI), 1991-Present
Director, International PMI Board, 2013-2015 Chair, Volunteer Appointment/Advisory Committee (PMI National Board), 2009-2012 PMI Project of the Year Evaluator, 2004-2008 Regional Advocate, Region 5, 2002-2003 President, PMI WDC Chapter, 2001-2002 Executive Vice-President, PMI WDC Chapter,1999-2000 Vice President, Certification & Education, PMI WDC Chapter,1991-1998 Recognized for Outstanding Volunteer Service within the PMI Organization 1992, 1994, 1995, 1996
2013: Key Note Presenter at the University of Texas Regional Conference: Optimizing Value to Stakeholders. Topic: “Delivering Value: The Next Generation Project Manager” 2011: Featured Presenter for the IBM PM Center of Excellence eSharenet. Topics: “The Art of Project Management: Part 1- Inspiring Relationships, Part 2- Finessing the PM Basics, Part 3-The Value of the Discipline” 2010: Featured Presenter for the University of Wisconsin- Platteville Secrets for PM Success Inaugural Conference. Topic: “Are you a Project Manager/Leader or just Managing Projects” 2009: Panelists for the IPMA Professional Development Forum. Topic: “What Makes a PMO Effective?” 2006: Featured Presenter at the Project Management Institute (PMI) Annual Symposium 2006 North America. Topic: “Is there an Entrepreneurial Dimension to Successfully Managing Projects?” 1999 and 2000: Featured Workshop Leader and Presentation Speaker at the Project Management Institute (PMI) 30th & 31st Annual Symposium. Topic: “Using Project Management to Manage Your Career in the New Millennium” and a paper for the proceedings: “Are you a Project Manager or Just Managing Projects?” 1997 and 1998: Featured Workshop Leader and Speaker at the Project Management Institute (PMI) 28th & 29th Annual Symposium. 3 Topic Presentations: “PM as the Stabilizing Entity for Change and Transition”, “The Project Prism How Do You Manage a Project Without A Defined End?”, and “Using PM to Stay Nimble in a World in Transition” 1995: Featured Speaker at the Project Management Institute (PMI) 26th Annual Symposium. Topic: “Business MentorProtégé Relationships (Prime and Subcontract, DOD Initiative)”
FEATURED SPEAKING ENGAGEMENTS
PUBLICATIONS Waite, Dr. C.J. Walker, “Is there an Entrepreneurial Dimension to Successfully Managing Projects?” (PMI ), 2012 Waite, Dr. C.J. Walker Waite, “Sustainability of Performance for Technology Innovator Firms in Business Environments Exhibiting Turbulence,” Library of Congress, 2006 Walker, C.J. “The Cross-Applicability of Project Management: A Vehicle for Organizational Transition in the Implementation of Multi-Media Business Communications Platforms”, The Story of Projects, Editor: Dr. Elias G. Carayannis, Greenwood Press., 2005 Walker, C.J. and Jean Erickson Walker, “Changing the Organizational Culture,” The Strategic Project Office, Chapter 10, Marcel Dekker, Inc., 2003
