Resume of Joseph J. Lee
117 English Turn Drive
New Orleans, La 70131
504-392-5517 (home)
504-232-5517 (cell)
jlee133@cox.net


SUMMARY:	

With over thirty years of management consulting and information technology experience, Mr. Lee is well suited to not only assist, but also direct organizations with their Information Technology requirements.  His background includes managing, directing, and/or participating in over 100 engagements in a wide variety of private and public sector industries.  He is considered an international specialist in stabilizing and turning around business and technology projects in jeopardy and has extensive experience assisting clients in their business re-engineering efforts, especially with the implementation of global Enterprise Resource Planning (ERP) systems.

J. J. Lee Enterprises, Inc.
Principal/Senior Project Manager
March 1981 � Present

Served as a Principal in a consulting organization specializing in technology and more recently, Senior Management of large Information Technology initiatives and Strategic Consulting.  A representative sampling of the clients and services rendered include:


SAP SPECIFIC EXPERIENCE:

Manufacturing - Project Manager
Served as Project Manager for a SAP ECC 6 implementation that included FI/CO, SCM (with QM), SRM, and BI/BW.  Primary duties included directing the training, change management and rollout initiatives.

Telecomm - Senior Project Manager
Served in a Senior Project Management role in the implementation and deployment of the Vodafone Global SAP ECC 6.0 implementation in 26 countries.  Primary duties included: overall management of several local business and technical teams, oversight of Systems Integrators, Quality Assurance and IV&V services, and direction of the overall Business Transformation area.

Manufacturing - Senior Project Manager
Managed the selection and subsequent implementation for the SAP ERP (HR, FI/CO, SCM) and CRM systems (4.7), including BW, for a manufacturer based in Portugal.  Duties included RFP development, vendor selection, contract negotiations, development and implementation of the project management infrastructure, SAP blueprinting, and providing IV&V Project Management services.

Manufacturing - Senior Project Manager
Served as the Project Manager in the implementation of the Financials and Human Resources modules of SAP for a large Manufacturing firm.  Primary duties included: overall management of the project, facilitation of the JAD sessions, BPR, Quality Assurance, and deployment of a 7x24 technical infrastructure.

ORACLE SPECIFIC EXPERIENCE:

Federal Government� Engagement Manager/Lead SME
Performed an ORACLE ERP feasibility and Gap Analysis assessment. The client is migrating from PeopleSoft Version 7.5 Financials (G/L, A/R, A/P, Purchasing, FA) and Manufacturing to Oracle 11.5.10.  Additionally, developed a prototype Service Level Agreement for the out-hosting of the application. Received �Exceeds Expectations� on all documents submitted.

School Board - Engagement Manager/Lead SME
Conducted a series of Executive Briefings with the Superintendent and Senior Management team on more effective usage of the Oracle ERP HR, Payroll, and Financials System.

Manufacturing - Senior Project Manager
Served as the Program Director in the turnaround of a global implementation of the ORACLE 11i Financials, HR and Manufacturing ERP system.  Duties included the management and overall direction of a team of approximately 100 client and consultant resources, including multiple Project Managers; directing the business process re-engineering effort for all affected departments; ensuring business requirements are fully addressed in the delivered products; third party software vendor selection; and, contract negotiations.  


PEOPLESOFT SPECIFIC EXPERIENCE:

HealthCare - Engagement Manager/Lead SME
Conducted a PeopleSoft HCM (including Payroll and Time and Labor), ELM, and EPM Version 8.8 to 9.0 Upgrade Fit GAP Analysis and an Infrastructure Assessment.  Responsibilities included: recommendations for configurations of additional available 8.8 functionality within HCM and ELM; detailed cost, resource, and time estimates for the 9.0 upgrade; and development and evaluation of RFP�s for upgrade and ASP services.

HealthCare - Lead SME
Conducted a Security Risk Assessment of the BCBST PeopleSoft HCM, CRM (HR Help Desk), and Financials systems to ensure compliance with CMS.  As a result of the Assessment, several corrective action plans were identified and documented.

 
Federal Government - Senior Project Manager
Served as Project Manager for the TFARS (Total Force Authorization and Requirements System) PeopleSoft HCM and EPM implementation.  Responsibilities included overall direction of a team of 35 consulting resources; re-implementation of Project Management and SDLC standards and procedures, including the full suite of RUP; direction of testing, including acceptance and stress; significant re-planning efforts; and ensuring the project was successfully transitions to a new prime contractor.

University - Lead SME
Conducted a design workshop and GAP Analysis of the PeopleSoft Purchasing, ePro, and Inventory version 9 products for a new implementation.  Duties included configuration of the Purchasing, ePro, and Inventory modules tailored to the clients� requirements to perform an As Is vs. To Be environment.

Federal Government - Engagement/Project Manager
Directed an assessment of the capabilities of the National Finance Center from a technical and marketing perspective.  Formal deliverables included: a functionality comparison document of existing capabilities vs. PeopleSoft 8.9 HCM/Payroll delivered functionality; a market applications/alternatives for Federal Human Capital and Payroll systems document, a comparative analysis of market vs. existing functionality document; and a recommended software systems architecture.

University - Senior Project Manager
Served as the Consulting Project Manager and Functional SME for a major upgrade of the PeopleSoft Financials (v7.6) product to version 8.9  In this role, I re-engaged the User Community by conducting Conference Room Pilots, team building sessions, GAP and JAD workshops; module configurations included PO, AP, AM; and developing and implementing formal testing methodologies for regression (UAT) and stress testing.

University - Project Manager/Lead SME
Served as the Project Manager and Functional SME in an effort to get a PeopleSoft Financials 8.9 project �back on track�.  Modules included G/L, AR, AP, AM, and Purchasing with interfaces to HCM and SA. Some of the more significant accomplishments included implementing standard Project Management procedures and controls, directing an intensive re-planning effort and facilitating fit/gap analysis sessions with the client along with implementation of testing methodologies and module configurations.

 
Telecomm - Senior Project Manager
Managed a major Release 8 upgrade of the PeopleSoft HR and Financials products. Duties included complete direction of the 45 member team on the upgrade strategy, defining the project organizational structure, project planning, sub-contractor negotiations and user JAD/BPR sessions.

Served as the Project Director in the turnaround of a large, international PeopleSoft HR implementation. Prior to my involvement, the project was significantly over budget and time frame with no functionality deployed.  Duties included management of a team of 50 client and consultant resources to implement the full suite of PeopleSoft HR functionality; assessment of project work-plans, project organization and structure; problem resolution and change management procedures; and establishment of the Program Management office.  

Technology and Process Consulting - Senior Project Manager
Served as the Project Manager for the implementation of PeopleSoft Financials and, Human Resources.  Duties included: management and overall direction of a team of over 65 client and consultant resources, including multiple Project Managers; management of client relationship; development and on-going assessment of project work-plans, project organization and structure; and issue resolution and change management procedures.


NON ERP RELATED SPECIFIC EXPERIENCE:

Workers Compensation
Directed the implementation of a corporate-wide Program Management Office for the Louisiana Workers Compensation Corporation.  This initiative covered project management standards, procedures, and processes based on the Project Management Institute Body of Knowledge (PMBOK) and customized for the unique environment and operating requirements of the client.

Financial Institution
Performed an Organizational Assessment of the IT development organization.  The primary purposes of this initiative were to better align identified business and technology areas to overall strategic corporate goals and to implement standards, processes, and procedures supporting this organizational change.  

Served as the Project Manager in the implementation of an Enterprise Contract Management system required to meet both Office of the Comptroller of the Currency and Sarbanes-Oxley compliance.  


 
Manufacturing
Served as the Project Manager of a custom software development, data warehouse, process improvement, and PCard deployment SCM initiative to automate and centralize the purchasing function of a global organization - an effort deemed critical by both Senior Executives and the Board of Directors.  The project was implemented utilizing a 'fast track' methodology to ensure user involvement through each phase of the project.  Current Savings forecasts are $4MM per year.

Served as the Project Manager in the upgrade of an international JD Edwards OneWorld-XE product implementing web enablement and the underlying architecture for Customer Self Service and the JD Edwards Portal Application.  The application was the first 'e-business' initiative for this company and will be used as the prototype for several additional 'e-business' initiatives.

Served as the Project Manager for an initiative to consolidate all EDI functionality from several different platforms to GENTRAN/UNIX for the entire corporation.  This initiative consisted of several sub-projects for hardware and software selection as well as application development. 

Served as the overall Program Manager for a large ($28MM) Year 2000 compliance effort, including corporate wide, global implementation of GroupWise E-Mail and a 5,000 node desktop rollout.  Duties included management of a team of over 120 client and consultant resources; and creation and implementation of an overall Year 2000 Program Management Office, including all standards and procedures.  The effort was completed significantly under budget and within original time estimates.

Served as the overall Program Advisor and Mentor for a global, corporate-wide implementation of a Program Management Office and a Project Management center of excellence.  This initiative covered implementation of project management standards, procedures, and processes recognized by the Project Management Institute (PMI) and the Software Engineering Institute (SEI/CMM) for effective project management.

ISP
Directed the efforts in the turnaround of a $10MM �e-commerce� business systems product for state governments. Prior to my involvement, the project was significantly over budget and time frame, with little user satisfaction in the previously delivered products.  Duties included direct management of a team of over 50 client and consultant resources, including offshore development; creation and subsequent monitoring of project planning and control mechanisms; revision of the functional design, project organization, implementation strategy, technical architecture and creation of a project estimating model.  Additionally, Quality Assurance procedures and methodologies were implemented to ensure client participation and satisfaction.

 
Telecomm
Performed an assessment and subsequent turnaround of a practice area within the Professional Services organization. Primary responsibilities included: instituting practice standards and procedures to manage and successfully complete engagements; review and redeployment of existing practice resources; P&L responsibilities for the practice, and developing and executing marketing strategies. The above actions contributed to a significant increase in practice headcount and revenue.

Conducted a risk assessment and subsequently served as the Project Manager for the installation of a turnaround plan and associated implementation activities for a large Convergence telephony project. Over 200 client personnel were assigned to the effort, with a project cost of over $150MM. Prior to my involvement, the project was significantly over budget and time frame; not performing per original requirements; and experiencing significant client dissatisfaction. Subsequent to the turnaround plan being implemented, several major milestones and deliverables have been completed within the rescheduled time and budget. The system was designed to be CMM Level 3 compliant and developed in C, C++, and Tuxedo using Andersen�s Method/1 and Foundation for Cooperative Development (FCD) products.

Conducted a risk assessment and prepared a corrective action plan for a $400MM (Canadian) object-oriented income security and data warehousing project between the Government of Canada and a large systems integration firm. The scope of this assignment also included assisting and providing guidance regarding enhancing project office infrastructure, standards, practices, and procedures, project management, testing, configuration management and implementation strategies.

Served as the Engagement Manager in an engagement to assist a large international manufacturing company re-organize and align their Information Technology systems and processes to more closely support corporate strategic goals and customer demands.  Initiatives addressed included: Quality Management, Program and Project Management, and Organizational Change Management through the SEI/CMM.

Systems Integrator
Served as a Development Manager in the design and construction of an integrated Public Assistance and Child Support Enforcement system for the State of Nevada.  Primary responsibilities included: day-to-day management of a team of over 40 design analysts and project leaders; quality assurance for contractual deliverables; reconciliation of original contractual requirements to detail design, management of project scope; and coordination of the finalized design with the offshore code construction group located in Madras, India.  

 
Served as Development Manager in the design and implementation of a large Child Support Enforcement system for the State of Illinois.  Accomplishments included: building and subsequent management of a team of 35 developers, analysts, and project leaders; creating and executing detailed project plans; reconciliation of general and detail design specifications to functional requirements and performing a �project risk assessment� and developing corrective action plans based on the findings. The development team completed their assigned tasks on time and under budget. 

KPMG
Served as the Project Manager in the Turnaround Management of a large Home Health Care providers operational and billing system.  The project, a $50MM, three-tiered client-server system, was significantly over budget, timeframe and lacking core functionality.  Responsibilities included: implementing control and management techniques to stabilize the project; ongoing management of the project team (consisting of 75 resources from multiple vendors and client personnel); re-certification of business requirements; re-engineering of business processes to more effectively utilize the new technology; and implementing a Change Management system. 

Served as the overall Project Manager in the Turnaround Management of a large automotive engineering and manufacturing firm's $75MM Operational and Accounting system, using the full suite of J. D. Edward�s modules. Prior to my involvement, the system was significantly over budget, time frame and not performing the required enterprise wide functionality. My role included: building and subsequent direction of project teams to re-validate requirements; re-engineering business processes to better utilize and integrate the new technology; creating a customized systems development methodology; implementing control standards to stabilize the project; and implementing a Change Management system.

Directed the database �assessment study� involving a Public Assistance and Child Support Enforcement system for the state of Florida.  The environment is one of the largest IMS, DB2 and ORACLE systems in the world, processing over six million transactions a day.  

Directed the formulation and implementation of a "turnaround plan" for a mission critical system at a major state university.  The project involved choosing a system for the University's major functional areas by comparing vendor and in-house alternatives.  The system automates student records, registration, degree audit, academic history, admissions, course planning, and grade management.  The design of this large comprehensive on-line/real-time information system encompassed a project involving more than 600,000 person hours.

 
Served as the Technical Architect and Data Base Administrator of a large scale, interactive workers compensation system for a State Insurance Fund. Responsibilities included: management of the design analysis team; business requirements definition and business process redesign; and the development of RFP�s for software and hardware platforms, system development methodology and the database management system, subsequent evaluation of responses and recommendations for acquisition.

Ernst & Young
Served as the Project Manager in the design and implementation of a complex financial decision support tool for mortgage-backed obligations sold on the secondary market. Responsibilities included building and managing a team of 15 contract and client personnel through the entire project life cycle.  The financial model currently saves over $500K in underwriting fees for each offering.  This project was completed within the initial time frame and budget.

Lomas Financial Corporation
Served as the Architecture Manager in the design and implementation of a $100MM mortgage origination and processing system.  Responsibilities included: data normalization and tuning; review and redesign of program specifications and code for adherence to the clients internal architecture; development of procedures and code for an information warehouse and design and development of TSO Dialog Management Modules to automate program specification development, application development, and various support tools.

Zale Jewelers
Served as the Project Manager and Senior Designer for a state-of-the-art, interactive Accounts Receivable, Customer Service and Collection System.  Responsibilities included management of client and contract personnel through the entire project life cycle.  The Customer Service and Collection portions of the system allowed the client to significantly reduce the number of administrative personnel and are used to measure and increase customer satisfaction and reduce delinquent debt.  The system was delivered within initial budget.

Levi, Strauss
Served as a Senior Designer for an Inventory Control System, utilizing advanced automated warehousing and distribution methodologies, including robotics.  The system was written in Command and Macro Level CICS with DL/I, the modules were written in COBOL and ALC.

Louisiana Land and Exploration
Served as the Project Manager responsible for the design and installation of an interactive Undeveloped and Developed Properties Systems and an interactive Wellhead Pipe Inventory System.  Served as the Project Manager and Lead Designer in the design and development of oil and gas accounting and reserves system.

Retail Consumer Services Inc
In my capacity as Systems Development manager, I was responsible for development of long-range management information systems plans and for the development and implementation of a complete system life cycle development methodology.  Additionally designed, developed and implemented an Accounts Receivable System to manage over $800MM of credit card receivables. The system was written in Command Level CICS with DL/I, the modules were written in COBOL and ALC. 
	
City of New Orleans - Police Department
Responsibilities included: the design and development of numerous law enforcement and financial applications using CICS Command and Macro Level COBOL, ALC and PL/1; operating system conversions; and design and implementation of a computer to computer interface to establish and support communications between two IBM mainframe computers.




Affiliations

Mr. Lee is a member of the Project Management Institute, a past member of the Association of Systems Management, and has advised business associations on the recognition of jeopardized projects, project management, and the evaluation and selection of computer systems.  


Certifications

Mr. Lee holds Senior Project Management and Runaway Systems Professional certifications.  Additionally, Mr. Lee has been certified as an expert witness in the field of Information Technology in both Civil and Criminal courts.


Education

Mr. Lee holds a B.A with a major in Criminology from Loyola University in New Orleans, Louisiana.