GORDON R.

BURGESS III, PMP

1339 Highland Avenue * Plainfield, NJ 07060
908.803.1450 Cell * gbbf791e@westpost.net

FORMER JPMORGAN Chase SENIOR PROJECT MANAGER

Remarkably talented, value-driven, hands on senior project manager offering almo
st 14 years of experience successfully managing large scale and complex projects
through the software development lifecycle (SDLC). Practiced in navigating succ
essfully through the numerous environmental factors which are commonly found and
unique to Financial/Banking environments Expert in managing highly visible proj
ects from initiation to completion. Very well developed leadership, strategic pl
anning and relationship management skills. For example, understanding the sensi
tive relationship between "The Business" and IT and knowing the importance of su
ccessfully bridging the communication gap between the two. Very comfortable work
ing in a weak matrix environment and using negotiation, collaboration, persuasio
n and superior interpersonal skills to hurdle obstacles. Experienced in fosteri
ng high performance teams. Thorough understanding of a project manager's role wh
en working within a Project Management Office (PMO). Seasoned at applying projec
t management disciplines and best practice methodologies (e.g. PMI, CMM) to the
"real world" project environment. Excel in guiding third party Vendors, product
SME's, QA testers, java developers and off shore resources. Equally adept at di
plomatically facilitating project "opportunities and challenges". Very comforta
ble in interacting with Executive management, Vendors and Legal. Versed at crea
ting/delivering status reports to the Executive Management team and other stakeh
olders. Practiced in budget development & management (e.g. creating the initial
budget using the WBS method, manually building budget in Excel, developing forec
asts and updating actual spend). Commended throughout career for ability to deli
ver highly visible time sensitive projects.
Areas of Expertise

* Requirements Gathering
* Banking/Financial Service Acumen
* Waterfall and Iterative Development
* SDLC, MS Project, Visio
* Communication Management
* Relationship Management
* CMM & PMI Methodologies
* Contract Negotiations
* Vendor Management
* Change Management
* Managing App Developers
* Budget Development & Management
* Release & Implementation Management
* Issue & Risk Management & Resolution
* Management of Cross Functional Teams
PROFESSIONAL EXPERIENCE
Program Manager - Credit Suisse Investment Banking - PMO (Consultant)
Employer: Synechron (6/10- Current)
Enlisted to assist in building out CS Investment Bank's Shared Testing Services
(STS) horizontal. This challenging multi-faceted Program Management role involv
ed 5 main components; Transitioning testing resources from the various Product L
ines (e.g. Prime Services, Fixed Income) into the newly formed STS Group, Build
out of Test Environment Management Service, Assist in developing Testing Automat
ion as a core function within STS, developing a detailed Action Plan within 5 ke
y Prime Brokerage projects which can quickly address SDLC process issues and ser
ving as lead Project Manager for the various ancillary tasks involved with build
ing out a new horizontal.
******
Senior IT Project Manager - BMW North America (Consultant)
Employer: Information Technologies (8/09- 05/10). Project budget: > $2 million
Personally requested by manager of a successful 2006 Infrastructure project to m
anage a major decommissioning and installation project for more than 450 BMW and
Mini dealerships in the US, Puerto Rico, Canada and Alaska. End to end respons
ibility serving as main interface with Verizon. Responsibilities include managin
g BMW developers and testers, contract negotiations and managing all aspects of
roll-out. Oversaw the ongoing implementation tasks, worked in conjunctions with
Verizon Project Manager and other stakeholders to anticipate and manage changes
to project, such as but not limited to, technical requirements, business require
ments and schedule.
******
Senior IT Project Manager - KPMG
Employer: SilverSearch Inc (5/09 - 8/09). Project budget: < $5 million
Hired to taken over and close out distressed SharePoint website redesign which w
as over budget and tremendously behind schedule. Key aspect of the role was to r
esolve release 'challenges' and quality issues the incumbent project manager was
experiencing with the Microsoft team. Overview of role:
Worked 2 days onsite at Microsoft working directly with their Project Manager, d
esigners, developers and KPMG business analyst to ensure issues are being worked
effectively, re-build inter team relationships and communicate KPMG's concerns
Schedule future build releases; managing tasks, timeline and resources
Develop project plan detailing KPMG's close out activities integrating Microsoft
's tasks in order to create a Master Project Plan
Serve as KPMG's central interface to the Microsoft Project Manager and Applicati
on Developer Lead
Managed the Development, Quality Assurance, Performance Testing and Infrastructu
re tracks project activities
******
Senior IT Project Manager - Project Management Office (PMO)
Employer: Related Companies (7/08 - 4/09). Project budget: < $5 million
Position required a seasoned hands on project manager with the ability to "hit t
he ground running" in order to spearhead numerous in-flight highly projects conc
urrently. Projects highlights:
Snowmass Infrastructure Project - within 30 days of being hired, relocated to Sn
owmass, Colorado to work with the Chief Technology Officer in managing the remai
ning activities to build out 3 luxury rental developments which needed to be com
pleted within an extremely aggressive timeframe.
Took over highly visible revenue generating website portal project involving a t
hird party Vendor that had several "challenges" meeting/committing to dates and
delivering functionality claimed early on in the project
55th Alcatel-Lucent (ALU) IP Phone Migration - Guided team charged with the migr
ation of more than 240 users off of the legacy Cisco IP phones and PBX on to an
ALU solution. Migration resulted in cost savings of approximately $230,000 annua
lly. Created and Maintained inventory of phones, roll out schedule, day of migra
tion tasks and end user communication/training. Partnered with IT Leads from the
LEC (Verizon), ALU and Terratele to order, schedule and implement the porting o
f AT&T phone numbers to Verizon Business. Simultaneously, managed all IT functio
ns including GNOC management, Vendor relationships, ALU engineering, internal In
frastructure and networking activities, financial monitoring and risk planning.
Managed operating budget and activities of 20+ project team members.
Note: Served as central point of contact with Vendor and Business leads. Built a
nd managed Project budget, resources and Vendor tasks. Managed a project team wh
ich consisted of internal/external application developers, Creative designer Ven
dor, QA testers and product SME's.
******
Senior IT Project Manager - Project & Program Management Organization (PPMO)
Realogy Real Estate Franchise Group (Consultant)
Employer: Beta Analytics (11/07- 07/08). Project budget: < $2 million
Brought on board to run numerous projects in parallel. One, the SalesForce.com (
SDFC) website Redesign came with monumental challenges, near-impossible deadline
s, negative perception within senior management and a Business sponsor who did n
ot trust IT. Built and managed Project budget, resources and Vendor tasks. Achi
eved high level of customer satisfaction resulting in adoption by the sales team
.
Implemented roadmap for success which consisted of:
Implemented daily "huddles" with the Business Sponsor
Successfully argued to have Vendor's application developer work onsite for the d
uration of the project. This technique was a contributing factor in turning the
project around in a rather short period of time.
Overhauling previous waterfall methodology and implementing a timebox iterative
development approach.
Leading a series requirements gathering sessions to quickly and succinctly captu
re key requirements.
Conducting a needs analysis which identified several gaps in the selected softwa
re and inherent application
Creating and managing a detailed actions, issues and risks spreadsheet
Intelligently chunking the project into multiple iterative development cycles
Collaborating with executive management, customers, marketing, sales, customer c
are, enterprise control and development staff to facilitate development process
on requirements and analysis.
******
Senior IT Project Manager - BMW North America (Consultant)
Employer: Information Technologies (6/06- 11/07). Project budget: > $1 million
Recruited as Senior Project Manager with the primary responsibility for overseei
ng BMW's Infrastructure rollout at 350 Dealerships located in the Contiguous US
& Puerto Rico. Created roll out schedule, managed day to day Vendor activities a
nd in conjunction with IBM Project Manager, managed onsite installation activiti
es.
Assisted in closing out RFP process and subsequent contract negotiations with IB
M, DELL and HP
Developed score card and weight metric which was used in evaluating and selectin
g Vendor
Authored deployment plans and developed "day of" installation checklist and sign
off process
Worked closely with BMW project team to identify and complete the various projec
t tasks which lead up to the actual deployment
******
Program Manager - Project Management Office (PMO)
JPMorgan Chase Merger Integration Team (Consultant)
Employer: Analysts International (11/05- 6/06). Project budget: < $5 million
Hired based on Banking/Financial Services acumen, ability to deliver results and
innovative thinking approach to lead the Treasury Services Division JPMorgan Ch
ase BankOne merger activities. Managed, directly and indirectly, 60 cross functi
onal team members (6 Sr Project Managers, Programmers, Business Analysts, System
Analysts, Team Leads, Business SME and Department Vice Presidents). Fully accou
ntable to manage at a program level, all development, testing and implementation
of projects. Challenged to improve project delivery timelines, increase quality
of work as defined by quicker development times and fewer software defects, and
integrate disparate technologies arising from recent company acquisition.
Established and managed program level MS project plan which contained key milest
ones and critical tasks of each sub project
Reported daily and weekly status, issues and deliverables to Merger PMO Executiv
e team
******
PMO Project Manager -Project Management Office (PMO) (Consultant)
MetLife Institution Business Division
Employer: Princeton Information Systems (06/2005- 11/2005) Project budget: > $5
million
Hired by Vice President of the Institutional Business Division to define and imp
lement industry standards and best practices in Configuration Management and Pro
ject Management processes. Utilized CMM methodologies and collaborated with dep
artment managers to analyze and document steps and workflows for software change
management process. Served as the Configuration Manager (CM) for multiple proje
cts supporting 4 Project Managers.
******
Senior IT Project Manager - Wholesale Mortgage
Project Management Office (PMO)
Employer: American Home Mortgage- Business Technology Group (06/2004- 06/2005).
Project budget: < $2 million
Hired to take over end to end project management responsibilities on a website i
mplementation that was behind scheduled and over budget. Partnered with Business
Sponsor to ensure a meshing of IT and Business. Directed day-to-day activities
of the project team; Vendor, technology leads and business experts, to create m
aximum efficiency and productivity. More specifically, designed, developed, plan
ned, and scheduled tasks using MS Project in order to successfully complete the
development, testing and implementation cycles.
Through the implementation of an iterative SDLC and one on one interviewing, was
able to finalize requirements, obtain Business sign-off and logically chunk pro
ject into manageable releases in order to implement the first Phase 1.
Built and managed Project budget, resources and Vendor tasks.

JPMorgan Chase Applicable Experience Summary- 1/1997 - 06/2004

Senior eCommerce Project Manager - Wholesale Mortgage Division..................
............................................ 2002-2004
eCommerce Project Manager - Creditcards Technology Division.....................
.................................................. 2000-2002
Y2K Project Manager - Creditcards Business Division.............................
.......................................................... 1999-2000
Business Continuity and Disaster Recovery PM....................................
............................................................... 1998-1999
Business Project Manager - Creditcards Division.................................
............................................................... 1997-1998
JPMORGAN CHASE CAREER HIGHTLIGHTS & ACCOMPLISHMENTS
Responsible in full or in part for the Y2K Contingency Planning for C.C.S. Colle
ction; 4 sites- Tampa, Delaware, Tempe and New York- and more than 3000 employee
s. Managed Y2K weekend "sanity checks" from NY Creditcards Command Center
Led diverse project teams (averaging 20 or more); vendor, creative agency, web d
esigners, business product experts, Legal and off-shore development resources th
rough the SDLC
Responsible in full or in part for managing and delivering all Configuration Man
agement activities; creation of Configuration Management Plan, identification of
Project Controls. Experience setting up SharePoint sites where baselined docume
nts are placed under CM Control
One of a select group of senior project manager selected to participate in the F
irm's CMM Level 2 assessment activities. Served as the Configuration Manager for
Home Finance's pilot CMM Level 2 certification project
Trained extensively over a 6 month period of time by a SEI consultant. Taught vi
a one on one sessions the Industry's Best Practices for Configuration Management
and CMM Level 2 KPI's
Hired as the first Project Manager into the newly formed Internet Technology gro
up. The Internet Technology Group was responsible of managing JPMorganChase's Cr
editcard website
Increased efficiency of the development group by designing, developing and imple
menting a formalized repeatable Website Release SDLC for updating content to the
Creditcards website
Managed Production Release Team consisting of 4 Internal Java Developers, 4 Qual
ity Assurance Testers, 1 Change Control Resource, 1 DBA, several off-shore resou
rces, Content Agency staff and 4-6 eBusiness Marketing team members
Retail Creditcard Backend Collections Division
Team Lead (35 Team Members)
Creditcard Collection Division (01/90-09/97)
******
Education & Training:
* BA, Adelphi University, Garden City, NY
* Project Management Certification Program, George Washington University (ESI In
ternational)
* PMP Prep Courses: International Institute of Learning (IIL, NY)
* Project Management Training, The Learning Tree, New York, NY
* Numerous other Project Management courses/training throughout the 13 years of
project management work

Do not specialize in any specific technology or programming language. Concentrat

ion and expertise instead remains in having the ability to understand and retain
emerging or other appropriate technologies in order to manage and solve project
problems.