Practical IT Project (PMO) & Service Management (ITSM) Executive

Summary

Chad Greenslade, PMP, CSM, ITIL v3, PRINCE2
I believe in the practical, sensible, and tailored application of IT Project and Service Management disciplines.
Taking the Guesswork Out of IT Project & Service Management | Building World-Class IT Project & Service Management Teams | Delivering IT Projects & Programs On-Time & On-Budget | Delivering Returns on Technology Investments | Rescuing Failed Projects & Programs | Driving Adoption of IT Project & Service Mgmt | Exceeding Customer Expectations

Achievements

  • PMP, CSM, ITIL v3, PRINCE2
  • Find me on LinkedIn
  • B.A. University of Texas at Arlington Magna Cum Laude INSY, CRCJ
  • PMI Standards & Methods | Agile / Scrum / Kanban | Waterfall SDLC | PRINCE2 Methodology | ITIL Versi
  • Experienced IT Project & Service Management mentor & coach
  • Considerable experience using MS-Project Server & ServiceNow
  • Promoted from Director to Vice President while with Cardtronics
  • Endorsed by several colleagues
  • Endorsed by several direct reports

Timeline

  1. -
    Vice President, IT Project Management Office (PMO), Cardtronics, Inc

    Designed, built-out, and led the world-class, cross-functional, enterprise IT PMO, ensuring all strategic, interrelated programs, projects, and associated planning & governance processes were aligned from inception to completion.  Provided ownership, accountability, tactical and strategic leadership for the on-time and on-budget delivery of approximately sixty-five (65) concurrent capital and operational projects, including ATM client facing product development (software stack, transaction set & routing), infrastructure maintenance / upgrades (data center equipment moves / adds / changes / refreshes), and various software development initiatives (ERP, CRM, MIS) spanning all business lines within the company.  Hired, trained, mentored, and coached ten (10) FTE executing a Capital (CapEx) budget of $50MM in annual project expenditures and a PMO departmental Profit & Loss (P&L) CapEx / OpEx annual budget of $1.5MM, inclusive of yearly forecasting and achievement of marginal improvement objectives.  Partnered & collaborated with project sponsors, clients, stakeholders, internal & external resources to define and approve project and program requirements, objectives, budgets, resource plans, schedules, quality considerations, risks and issues as well as the management & governance mechanisms to be employed for these items throughout the project / program lifecycle, including scope, change, and release management.  Directed the planning, implementation, and operation of the project & program IT strategy.  Facilitated project and program monthly prioritization exercises to ensure evolved functional requirements, resource constraints, risks and interdependencies were incorporated into strategic objectives.  Owned & operated various project & release reporting mechanisms for stakeholders at all levels including C-suite executives.  Developed the PMO departmental vision & mission statement as well as implemented supporting strategies consisting of governance structures, standards, policies, guidelines, and processes ensuring adherence with internal and external audit, compliance, financial, and change management standards.  Owned, managed, continuously evolved, and proactively enhanced the Project Management discipline and PMO organization processes, including demand management, agile, & predictive (waterfall) methods employed for delivering developed IT services into the business production environment by developing & executing the yearly PMO departmental strategic, continuous improvement plan, inclusive of incremental policy & procedure changes, as well as assessing the organizational impacts resulting from these changes, to ensure continued growth and market expansion of the business.  Relied upon as a Subject Matter Expert (SME) relative to project management techniques, IT Service Management, business process re-engineering, organizational change management, compliance, and risk management.  Supported and consulted the IT Service Management Office in the rollout of ITIL processes across the enterprise.  Enforced ITSM policies and served as a member of the IT Change Advisory Board (CAB) with release approval responsibilities.  Acted as the “face” of the PMO throughout the organization with responsibility for all escalated issues, requests, inquiries, performance, communications, and relationship management.

     

  2. -
    Senior IT Portfolio Manager, Think Finance

    Managed multiple, concurrent infrastructure projects and strategic programs, from concept to completion, in a multi-location, multi-business unit, shared services matrix environment, with responsibility for building and leading onshore & offshore technical teams, contractors, vendor suppliers, and business stakeholders in a matrix organization to effectively deliver solutions into the production environment.  Managed all IT infrastructure projects companywide, providing ownership and accountability for delivery of approximately fifteen (15) concurrent capital and operational projects, inclusive of schedule, cost, and quality aspects ensuring successful delivery of project objectives.  Prepared project work estimates, developed and executed project plans, schedules, and budgets.  Managed, mentored, and coached all project resources including technicians, administrators, engineers, vendors, quality, and support teams.  Established and managed relationships with internal and external project stakeholders and peer groups.  Collaborated with key stakeholders, sponsors, and business leaders to manage project requests through the demand and initiation phases.  Owned the ITSM strategy including mission, vision, values and outcomes using the ChangeGear ITSM platform.  Identified strategic & cross functional opportunities to refine the ITSM strategy.  Formulated & published ITSM policies. 

     

  3. ITIL Version 3, Service Strategy Awarded

    Certification GR751047669CG

  4. -
    IT PMO Manager , TTI, Inc.

    Designed, built-out, and led the cross-functional, enterprise IT PMO, ensuring all strategic, interrelated programs, projects, and associated planning & governance processes were aligned from inception to completion.  Provided ownership, accountability, tactical and strategic leadership for the on-time and on-budget delivery of approximately twenty-five (25) concurrent capital and operational projects, including product development, infrastructure maintenance / upgrades, and various software development initiatives, spanning all business lines within the company.  Hired, trained, mentored, and coached five (5) FTE executing a Capital (CapEx) budget of $15MM in annual project expenditures and a PMO departmental Profit & Loss (P&L) CapEx / OpEx annual budget of $500K, inclusive of yearly forecasting and achievement of marginal improvement objectives.  Partnered & collaborated with project sponsors, clients, stakeholders, internal & external resources to define and approve project and program requirements, objectives, budgets, resource plans, schedules, quality considerations, risks and issues as well as the management & governance mechanisms to be employed for these items throughout the project / program lifecycle, including scope, change, and release management.  Directed the planning, implementation, and operation of the project & program IT strategy.  Facilitated project and program monthly prioritization exercises to ensure evolved functional requirements, resource constraints, risks and interdependencies were incorporated into strategic objectives.  Owned & operated various project & release reporting mechanisms for stakeholders at all levels including C-suite executives.  Developed the PMO departmental vision & mission statement as well as implemented supporting strategies consisting of governance structures, standards, policies, guidelines, and processes ensuring adherence with internal and external audit, compliance, financial, and change management standards.  Owned, managed, continuously evolved, and proactively enhanced the Project Management discipline and PMO organization processes, including demand management, agile, & predictive (waterfall) methods employed for delivering developed IT services into the business production environment by developing & executing the yearly PMO departmental strategic, continuous improvement plan, inclusive of incremental policy & procedure changes, as well as assessing the organizational impacts resulting from these changes, to ensure continued growth and market expansion of the business.  Acted as the “face” of the PMO throughout the organization with responsibility for all escalated issues, requests, inquiries, performance, communications, and relationship management. Owned the ITSM strategy including mission, vision, values and outcomes using the ServiceNow ITSM platform.  Drove the implementation and adoption of new & enhanced ITSM practices.  Identified strategic & cross functional opportunities to refine the ITSM strategy.   Formulated, published, and enforced ITSM policies.  Provided hands-on, day-to-day influence and leadership of associates responsible for Incident, Problem, Request, Knowledge, Catalog, and Asset management.  Relied upon as a Subject Matter Expert (SME) relative to project management techniques and IT Service Management.    Acted as the “Change Manager” with release approval responsibilities and chaired the IT Change Advisory Board (CAB).

     

  5. Certified ScrumMaster (CSM) Awarded

    Certification 000214821

  6. ITIL Version 3, Release, Cntrl, Validation Awarded

    Certification 34426

  7. PRINCE2 Practitioner Awarded

    Certification 02296099-01-8TER

  8. -
    IT Director, GM-Southwest, Inc

    Directed the IT department including infrastructure engineering, application development, and data management functional groups.  Managed day-to-day production operations and collaborated with business leaders to develop scope, requirements, and execution plans for key strategic projects.  Owned the ITSM strategy including mission, vision, values and outcomes using the ServiceDesk-Plus ITSM platform.  Drove the implementation and adoption of new & enhanced ITSM practices.  Identified strategic & cross functional opportunities to refine the ITSM strategy.   Formulated, published, and enforced ITSM policies.  Periodically reviewed ITSM processes to ensure relevance and effectiveness.  Provided hands-on, day-to-day management  of associates responsible Incident, Problem, Request, Knowledge, Catalog, and Asset management.  Relied upon as a Subject Matter Expert (SME) relative to project management techniques and IT Service Management.    Acted as the “Change Manager” with release approval responsibilities and chaired the IT Change Advisory Board (CAB). Matured and continuously improved the IT organization via establishment of IT operational metrics (KPIs, SLAs) and goals to measure & evaluate technology services and customer satisfaction.  Administered performance appraisals for technical staff in accordance with established goals. 

     

  9. ITIL Version 3, Foundations Awarded

    Certification 47907

  10. -
    Senior IT Project Manager, Washngton Mutual

    Managed multiple, concurrent application development and infrastructure projects and strategic programs supporting the retail credit card back office operations line of business. Responsible for building and leading onshore & offshore technical teams, contractors, vendor suppliers, and business stakeholders to effectively deliver solutions into the production environment.  Collaborated with key stakeholders, sponsors, and business leaders to manage projects through the Systems Development Life Cycle (SDLC). 

  11. Project Management Professional (PMP) Awarded

    License 461220

  12. Six Sigma Yellow Belt Awarded
  13. Bachelors Degree Conferred

    The University of Texas at Arlington

    Magna Cum Laude

Skills

  • Project Management
  • program management
  • Portfolio management
  • Project performance metrics
  • project performance reporting
  • relationship management
  • demand management
  • pmo organizational development
  • organizational change mgmt
  • scope & interdependencies mgmt
  • vendor & contract admin
  • project estimation & budgeting
  • capital administration
  • project scheduling & wbs mgmt
  • risk management
  • issue management
  • executive presentations
  • status reports & dashboards
  • pmi standards & methods
  • agile / scrum / kanban
  • waterfall / predictive sdlc
  • prince2 methodology
  • itil version 3
  • it service management (itsm)
  • itsm metrics & reporting
  • servicenow
  • incident, problem, request
  • change & release mgmt

Results

  • 34
    Projects delivered in 2017
  • $16MM
    in value realized
  • 90%
    satisfaction rate of 500 stakeholders

Questions & Answers

Why did you choose your profession?
I've always been a natural organizer and leader. I coupled this aptitude with my passion for people and technology and channeled it into delivering meaningful returns on technology investments.
What tools do you use?
MS-Project Server versions 2003, 2010, 2013 ServiceNow PPM, Rally, TargetProcess, MS-Team Foundation Server (TFS), ServiceNow ITSM, Remedy, ChangeGear

SIGNIFICANT Accomplishment

Realized $5MM in cost savings and $10MM in year-over-year revenue increase in FY 2017

Experience Highlights

  • VP, IT Project Management Office
    Matured the Project Mgmt Discipline from cmmi Level 2 (Managed) to Level 4 (Quantitatively Managed)

Education Highlights

  • B.A., The University of Texas at Arlington
    Magna cum laude

Interests

  • IT Project Management
    I love when a plan comes together!
  • IT Service Management
    I'm passionate about using itil to bring order to chaos.