PME2E Services, LLC

 

Constance Spear (MSCE,PMP)

END-2-END PROJECT MANAGEMENT SERVICES

Senior Project Manager/Financial Lead/IT Program Manager/Process Engineer Consultant

 
My Resume
Cover Letter
Contact
 

 

Welcome to my website.  I have built this site to outline my background, qualifications, and resume to assist potential employers.   To the left is a structured index that can be used to view my professional background.  Below, I have outlined my capabilities in Program Management, Project Management, Process Engineering, Six Sigma and Business Office Management.  In the links under these four (4) categories, you will find examples of my completed work.  During my more than 12 year career in Information Technology, I have successfully managed many projects across various industries.

 

Project Management  (Methodologies)
Project Management  (Process Boxes)

Integration for Project Management & System Development Life Cycle is critical to implementation for project with Information Technology components.  In todays electronic world, it is rare that a project does not have some IT component. 

 

A successful Project Manager must simultaneously manage the four basic elements of project: resources, time, money, and most importantly, scope.

A suite of project management templates have been developed and are consistently used to manage the project team, project activities and the project artifacts. 

Methodologies & templates are in alignment with PMI standards.

SDLC Process & Engineering
<in development>
Utilization of SDLC templates are used as well to assure quality engineering practices through the Software Development Life Cycle of product implementation. 

Engineering Guidelines
Engineering Standards
Engineering Templates
Engineering Processes
Test Approach
Methodologies & templates are in alignment with SDLC standards.
 

Program Management

Process Engineering

Program Management is an over-seeing function for Project Management, Business Office Management (including Financial Management), and Process Engineering.  This is the "Umbrella" that provides all processes/tools/guidelines/standards needed for overseeing multiple projects that will meet the business objectives for the corporation or business segment. 

 

A successful Program Manager knows how to systematically communicate the overall view to all stakeholders and participants that are part of the team.  They are the "go-to" person who fits the entire puzzle together logically and clearly for all to see!

You may also view the Program Management function as a "live dashboard" that depicts the pulse of the business objectives at any given time with meaningful statistics and metrics.


The examples attached depict a large engineering effort to Voice-over-IP across over 5,000 desktops.  I continue to use this regimated approach for process documentation.  My role included leading the effort for process documentation as well as leadership for running the model office for the testing areas of testing, development, staging prior to deployment.  I have a natural knack to be able to see the systems view in my "minds-eye" and translate that into a best-in-class process. Under this link you can find samples.

sCPI=CONTINUOUS PROCESS IMPROVEMENT

Σ LEAN SIX SIGMA - LEAN SIX SIGMA IS A BUSINESS MANAGEMENT STRATEGY WHICH INTEGRATES INTO PROGRAM MANAGEMENT, PROJECT MANAGEMENT, PROCESS ENGINEERING, AND BUSINESS OFFICE MANAGEMENT.  CONTINUOUS PROCESS IMPROVEMENT (CPI) DEPICTS THE BUILDING BLOCKS REQUIREMENT FOR A BEST-IN-CLASS FRAMEWORK FOR AN ORGANIZATION.  SIX SIGMA AT MANY ORGANIZATIONS SIMPLY MEANS A MEASURE OF QUALITY THAT STRIVES FOR NEAR PERFECTION.  SIX SIGMA IS A DISCIPLINED, DATA-DRIVEN APPROACH AND METHODOLOGY FOR ELIMINATING DEFECTS.

Business Office Management

Business Office Management is a key element of a successful Program.  It encompasses areas like Request Management, Asset Management, Payment Management, Financial Management, and Productivity Management (to name most).  I am a strong believer of establishing Charters and Mission Statements under each area. 

Under Request Management, our objective is to ensure that we execute & manage equipment orders according to project requirements, making best use of company leveraged contracts, agreements, systems and leveraged resources. 

Under Asset Management, our objective is to ensure that we have accounted for all of our hardware, software, and maintenance expenses.  And that we provide the processes, tools, and reports that enable stakeholder decisions to be made on where to best utilize these resources.

Under Payment Management, is to ensure that we execute and manage vendor payments accurate & timely, making best use of company leveraged contracts, agreements, systems, and leveraged resources. This includes assessing all systems where vendor payments initiate.  Including autopay (RCF), Sundry, & Receipt Acknowledgement on purchases. 

Under Financial Planning our objective is to provide an accurate financial picture/forecast for the company, contributing to the accuracy of public stockholder information.

Under Financial Management our objective is to ensure that we understand the financial impact to the organization before we execute a transaction.  Including when and how the expense will be incurred and where the relief is coming from.  And that we provide adequate reports that inform stakeholders of the expense impact to the organization for our hardware, software, and maintenance agreements.

Under Productivity Management our objective is to strive to improve our financial performance by improving processes, negotiating supplier costs, cutting waste, and correcting errors.  Productivity improvements should be assessed for entire company level (not just department) and submitted through the Idea Portal.

   

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This site was last updated 02/20/13