Barry Deetz, PMP, CSM

Experience

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  BayCare Health System

  Oct 1991 - May 2000

  IT Application Manager/Project Manager

  Key activities:• Managed application development/support teams for financial and operational areas of Baycare.• Responsible for full personnel management and team development activities.• Participated in annual IT budget process.• Managed vendor contracted services.• Installed, supported, and maintained Financial, Materials Management and HR/Payroll applications.• Managed regional and system-wide software conversion, upgrade and implementation projects ranging in size from 200 to 12,000+ hours, including standardizing functions on single health system-wide platforms for multi-million dollar savings.• Created and maintained project audit documentation including: project definitions/charters, project schedules, status meeting agendas/minutes, issue and risk logs, high-level designs, test plans, implementation plans and post-implementation reviews. Show less

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  FIS

  May 2000 - Jul 2011

  Managed a team of twenty-one regionally and internationally dispersed project, program and process managers in a global team structure. Our project structure consisted of portfolios for multiple product areas. Responsibilities included; maintaining alignment with product road maps; project governance; multi-level stakeholder relations; process adherence; risk and issue management; audits/regulatory reviews; team development; budget planning and executive reporting.Key activities:• Restructured the PMO to align effectively with our product areas and functional needs.• Created a team within the PMO to manage process improvement and quality assurance.• Developed and implemented metrics and measures to identify continuous improvement opportunities related to process adherence, testing effectiveness, change request impacts, schedule and budget performance. • Created a communication process for high-probability and active risk mitigation efforts to insure understanding of the potential issues and any broader implications requiring action. Show less Led teams of up to 40 team members working on multiple product portfolios and including a global team structure.Key activities:• Developed a department resource and staffing model and managed the resource planning function, standardizing collaboration between application delivery managers and project managers to align and level resource assignment and utilization. • Closely managed contractor and vendor relationships. • Oversight of application delivery performance metrics and measures and developing action plans for improvement opportunities.• Root cause analysis.• Project post-mortem reviews and lessons learned.• Multi-level stakeholder relations.• Budget planning.• Roadmap planning with product teams.• Complete personnel management and team development responsibilities. Show less Key activities: • Subject matter expert providing guidance and mentoring in project management processes and best practices. • Successfully led critical, long-term strategic projects for internal and high-profile external customers, meeting severe timelines and requiring new technologies. • Responsible for projects ranging in size from 200 to 15,000+ hours, utilizing waterfall and phased (agile-like) SDLC’s. • Appointed by the CIO to establish a charter and chair a project management process action committee, leading the IT department in continuous project management process improvement, and aligning PMI PMBOK best practices to FIS’ cultural framework.• Project post-mortem reviews and lessons learned. Show less

  • PMO Portfolio Manager

    Dec 2010 - Jul 2011

  • Solution Delivery Lead

    Apr 2006 - Dec 2010

  • Senior Project Manager

    May 2000 - Apr 2006
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  EMASON, Inc., d.b.a. Clarifire

  Feb 2012 - May 2013

  PMO Lead

  Clarifire is a software solution provider. The PMO's primary focus was to deliver successful business solutions to external customers, with "dotted-line" oversight for technology project activities. Responsibilities included: managing a team of up to fifteen project and program managers for the client-specific portfolios and technology initiatives; process and reporting standardization; multi-level stakeholder relations; executive status reporting; personnel management and team development.Key activities:• Unified a group of project managers dispersed throughout the organization into a PMO structure.• Developed a weekly executive project portfolio dashboard.• Designed and managed the development of a resource-planning model.• Collaborated in the initial development of an organizational project intake and governance model. Show less

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  The Mosaic Company

  Oct 2013 - Aug 2016

  PMO Program Manager

  Mosaic is an international organization delivering quality outcomes for food production. The breadth of Mosaic’s operations drove a diverse set of project/program portfolios, which included business/finance, operations and technology. Responsibilities included: leading a geographically dispersed group of Project and Program Managers; project/portfolio performance; multi-level stakeholder relations; ongoing team development; managing process improvement initiatives; insuring process adherence; providing comprehensive budget and financial reporting; producing executive dashboards; and managing the IT resource management function.Key activities:• Owned the PMO processes and standards; led an IT organizational initiative to “lean” our project management processes, reducing required project management deliverables by 60 percent.• Evaluated the project change request process and recognized missed opportunities to accurately re-baseline project budgets and schedules. This finding resulted in reporting improvement in budget performance from 80% to 100% and schedule performance from 65% to 80% within 8 months.• Identified and executed processes for monthly reporting of project financials, business unit chargebacks, monthly expense accruals and performance scorecard reporting, providing information to improve overall IT performance.• Developed a cross-functional portfolio communication process including reporting on status of dependencies, issues and actions, and leading recurring meetings with leadership and management.• Managed the IT resource management function, inclusive of supporting tool configuration and training, project prioritization, and reporting resource commitments, utilization and conflicts.• Ensured team understanding of department strategy, effectively translating department objectives into measurable team goals.• Actively monitored process adherence to comply with audit requirements. Show less

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  N/A

  Aug 2016 - Jul 2019

  Pursued Non-Career Opportunities

  Following a corporate-wide layoff at Mosaic I created an LLC to pursue a business interest, and obtained health and life insurance advisor licenses. Throughout these experiences I continued to update my project management career skills with courses and readings in current project management, Scrum and business communications trends. Having a strong drive and desire to return to utilizing my skills and strengths in project management and leadership, I am actively pursuing new opportunities.

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  Verto and Associates

  Jul 2019 - Oct 2019

  Project Manager

  Working as a contract resource through Verto and Associates for a remote client, I filled a gap that occurred with the organizational departure of the assigned project manager. Deliverables included:- creating project plans defining efforts that were in-progress and- building a work backlog to identify requirements for completing project phase 1 and to plan future project phases