DON S. CLARKEPage2
DON S. CLARKE, PMP
10047 Isle Circle 970-631-7515
Parker, CO 80134 http://www.linkedin.com/in/dsclarke
Senior Level PMO Leadership
Project Management Professional / Proven PMO Leader
A Dedicated Leader, with proven experience in PMO Development and Team Leadership
History of increasing capacity and turning around lack-luster project performance in various industries, building effective teams across geographical and cultural gaps. Verified senior leadership acumen, repeatedly analyzing and managing risks and advancing business operations and software product design through servant leadership management style.
§ Leadership: Launched offshore development operations; hiring and leading up to 70 PMs and developers.
§ Process Improvement: Increased productivity 25%; introducing agile scrum methodology and QA processes.
§ Growth: Built infrastructure and development processes to support 20% revenue growth in 1 year.
§ Business Development: Boosted sales through engaging product presentations and building key partnerships.
Core Competencies
Team Building ▪ SDLC ▪ Budgeting ▪ Project Management ▪ PMO Leadership ▪ PMO Processes ▪ P&L Management
International/Distributed Team Leadership ▪ Customer & Vendor Relations ▪ Offshore Center Development
Career Summary & Key Achievements
Director Global IT PMO — TeleTech, Denver, CO (2016 – 2017)
Responsible for the reestablishment and creation of a Global IT PMO Organization
§ Establishment of a formal PMO Governance Committee
§ Development of a Project Delivery Lifecycle and associated processes and templates
§ Creation of a formal IT Project Intake Process and Methodology
§ Implemented a Time Tracking and Resource Capacity Planning system for the IT Organization
Ø Leadership Snapshot: Effectively partnered with the CIO and VP of IT Strategy to develop a structured Project Management Office, to lead and deliver projects in a Global IT Organization.
Key Impact: Implemented a formal IT Project Governance Committee and Project Intake Process within the first 60 days. Reorganized the PMO and implemented reporting, performance metrics, and process development during the first 180 days.
Executive Consultant / Engagement Manager — Credere Group, Denver, CO (2015 – 2016)
Placed at an major Entertainment Group, to engage in two major initiatives within the company PMO
§ Recovery of a Major Program Initiative
o Assisted in the recovery of a major software implementation program, that was in severe disarray. Vendor relationship problems, significantly behind schedule, and internal team strife. Over a period of approximately 4 months, the project was back on track, schedule changes were approved at the executive level, and project was entering UAT, Soft Launch, and Go Live activities.
§ PMO Process and Tools Refresh
o Working in partnership and under the direction of the Executive Director of the PMO, we developed a total refresh of the PMO. Starting with development of new Mission and Vision statements, development of team Guiding Principles, as well as a complete review of all processes, tools and templates within the PMO.
Ø Leadership Snapshot: Effectively partnered with the PMO Leadership and team to “Refresh” the PMO. Drove necessary changes in a major program to get the program back on track and into formal release schedule.
Key Impact: Audited the program financials, finding several hundred thousand dollars in accounting errors in a multi-year, multi-million dollar program. Led effort to get program back on schedule and released.
PMO Business Partner – IT PMO — Summit Materials, Denver, CO (2015 – 2015)
Worked with IT/PMO Leadership to formalize the establishment of a PMO for the IT Organization and assist in the transfer from the outside consulting firm to an internal resource. This included taking process documentation purchased from a national consulting firm, and standardizing them to function within the Summit Materials environment. Oversight of first two formal Project Management Pilots, as well as manage Project Intake process of first four New Projects under PMO Processes.
Ø Leadership Snapshot: Led standardization effort for the establishment of new IT PMO. In first 90 days, modified 29 PMO Processes to function within culture of Summit Materials. Brought two in-flight projects under PMO oversight.
Key Impact: Drove the implementation and company release of the IT PMO in first 90 days. Implemented and facilitated the first IT Steering Committee Meeting for Project Approval Process.
§ Worked with Summit Materials Legal to create an IT specific Master Services Agreement and Statement of Work to use in hiring IT Contract Staff
§ Modified 29 PMO Processes for use with Summit Materials Culture
§ Managed the PMO Intake and Approval process for the first 4 PMO Managed projects
§ Managed first IT Steering Committee Project Governance Approval Process at CIO and VP Level.
§ Managed engagement of MSA Process with multiple IT Contract Vendors and hired first IT Contract PMO Staff under new MSA and SOW.
Sr. Manager PMO Operations – IT PMO — DAVITA INC, Denver, CO (2014 – 2015)
Responsible for the creation and continuous improvement of the PMO Operations and Reporting group. This includes multiple executive reporting efforts, as well as establishment of internal process and reporting standards.
Ø Leadership Snapshot: Promoted to 2nd in charge of the IT PMO, as well as a member of the IT PMO Core Leadership Team. 13 member direct team, including Managers, Supervisors, Analysts and Specialists. Matrixed oversight of full PMO staff at all levels.
Key Impact: Reorganized the PMO Operations and Reporting team to allow for greater functionality and capacity. Negotiated contracts with Oracle for Tool purchase (Instantis), and increased the metrics tracking and reporting capability by 47% in the first 90 days.
§ Managed implementation of DaVita’s Project Delivery Lifecycle (PDL) process.
§ Managed creation of reporting and metrics processes and SLA’s.
§ Managed Partner relationships for the PMO, including contract negotiation, Partner selection, ongoing relationship management, consulting services engagement.
Manager Portfolio Projects – IT PMO — DAVITA INC, Denver, CO (2012 – 2014)
Requested by IT VP Core Team to be part of the team that established a centralized IT PMO for DaVita. Upon completion of the department design, requested by the IT VP of the PMO to be the first employee of the PMO, and to oversee the efforts to centralize the PM’s across 8 corporate business offices in the USA.
Ø Leadership Snapshot: Member of the IT PMO Core Leadership Team. 21 direct reports including 18 PMs, 2 Project Analysts, and 1 Departmental Supervisor, Oversight of 70%+ of the active projects within the IT PMO.
Key Impact: Created a highly functionally team of Project Professionals that oversaw 70% of the active projects within the IT Department within the first 6 months, as well as continued development until departure.
§ Established initial PMO processes for Project Management within the new Centralized IT PMO. These included Charter Documents, Risk Management, Change Management, Hiring and On boarding Processes.
§ Managed the “centralization” of approximately 100 Project Professionals from their current teams to the newly established centralized IT PMO.
§ Managed Staffing Partner relationships for the PMO, including contract negotiation, Partner selection, ongoing relationship management, hiring and termination of contract PM labor pool.
Delivery Manager, Business Intelligence — DAVITA INC, Lakewood, CO (2009 – 2012)
Called in by senior executive of Fortune 400 company with $7 billion in annual sales to turnaround failing project management structure and formalize new business intelligence (BI) team. Serve as primary point of contact for business requests, manage steering committee, and provide oversight of project managers and business analysts.
Ø Leadership Snapshot: 60 direct reports including 7 PMs, 3 business analysts, and 50+ developers.
Key Impact: Increased delivery capacity 600%, launching offshore resourcing and Offshore Development Center (ODC) in less than 12 months and developing BI delivery organization.
§ Pioneered offshore development processes for organization while establishing infrastructure and security to meet HIPAA and SOX requirements. Worked through contract, IP, and copyright issues with India development team and projected first year staffing needs to build infrastructure and leadership team.
§ Realized multimillion-dollar savings through automation efforts deployed across 1800 clinics, leading team to meet project deliverables for companywide Digital QIFMM and Snapshot 2.0 implementations.
§ Freed internal resources for strategic technology development to support international expansion and development of additional service offerings.
Sr. Project Manager — HIDEF WEB SOLUTIONS LLC, Loveland, CO (2009)
Brought on to core leadership team of 100% distributed company experiencing serious failures due to lack of project management structure, joining 4-member core team to drive business management, project selection, and bid process. Mentored and trained junior project managers on proper project management processes.
Ø Leadership Snapshot: 9-member project team located in several countries and across the US.
Key Impact: Retained and secured contracts by transitioning distributed team with multiple failed project management processes to agile scrum project management methodology.
§ Realized first early project release in nearly 6 years, providing structure including worldwide secure filing system to facilitate measureable improvement of management and delivery on multiple projects.
§ Built foundation for 20% revenue growth in 2009 and 100% growth in 2010/2011 through sustainable project management infrastructure and increased leadership team competency in distributed development.
Sr. Project Manager / Director of Product Delivery — EPIC RIVER LLC, Loveland, CO (2006 – 2009)
Hired as sixth employee and charged with turning around development environment behind schedule in delivery and experiencing offshore failures. Led structured project management methodology and managed continuous improvement process for product software development lifecycle (SDLC).
Ø Leadership Snapshot: $700,000+ project budgets, 6 internal project resources, up to 10 contractors.
Key Impact: Increased capacity 300% and productivity 25% while improving quality, building offshore development team and implementing project management, quality improvement, and testing processes.
§ Sped product delivery by transitioning from standard waterfall management to agile scrum methodology. Implemented management processes across SDLC, accelerating transition from design to development.
§ Ushered 4 software products from conception to release using development teams in 3 states and 2 countries. Attained highest quality product delivery in 2008 after defining new QA and testing process.
§ Propagated processes that won multiple corporate productivity and leadership awards for India team, establishing scalable process adopted across offshore development organization.
Education, Technical Training, Certifications, Professional Affiliations
PMP Certification — Project Management Institute (#1356457)
ITIL Foundations – Pink Elephant / PeopleCert 2013(GR750055962DC)
Certificate of Project Management — Colorado State University (2010)
Certified Agile ScrumMaster / Certified Scrum Practitioner
Master & Bachelor of Ministry (Administration) — I.M.I. Bible College & Seminary, Vista, CA (1994 & 1997)
Dale Carnegie Training — Effective Communications and Human Relations
Scrum Alliance & Project Management Institute (PMI) — Member