CARO K.

PARR, PMP
15 Apache Plume St * Brighton, CO 80601 * parr888@msn.com * 720.270.4
755
Core competencies:
* Program Management
* Project Management
* Process Analysis/Management
* Budget Development/Management
* Presentations, User Guides
* Processes & Procedures
* PCI Compliance
* Resource Planning/Management
* SharePoint
* MS InfoPath
* Business Analyst * MS Office Suite
* Caliber, ReqPro
* Daptiv, ABT/Niku, Clarizen
* MS Project, Primavera, Planview
* Agile, RUP, Waterfall SDLCs

EDUCATION, CERTIFICATIONS & TRAINING

Master of Business Administration-Finance (MBA), University of Nebraska - Omaha

, NE
Bachelor of Science-Engineering Technology (BS), University of Nebraska - Omaha
, NE
Professional Certifications:
PMP Certification Project Management Professional - Project Management Institute
PMI MileHi Chapter - Lone Tree PMI Roundtable - Sponsor/Coordinator
CPIM Certification in Production/Inventory Management APICS (American Production
and Inventory Control Society)
CRIM Certification in Resource Management APICS
Professional Development Courses:
Six Sigma Black Belt - 200 hours
RUP Methodologies

SUMMARY OF QUALIFICATIONS

* Skilled professional with more than 20 years experience in Information Technol

ogy
* 8 years in the manufacturing and distribution
* 6 years with Telecommunications
* Versatile and proven record of accomplishment of successful endeavors
* Client interfacing thru job experience at Andersen Consulting, now Accenture
* Project/program management, development and implementation, process analysis a
nd liaison, training, and artistic presentations of solutions.
* Strong leadership, communication, and organizational skills with proven abilit
y to manage technology-based solutions for business problems.
* Projects included:
o Led program that provided annual cost savings of $5.6 million and payback with
in 1.5 years.
o Successfully evaluated, purchased, deployed warehousing application in multipl
e sites.
o Reduced set-up times by 30%, improved material flow and space utilization by 2
5%, and decreased inventory levels by 30%.
o Developed prototype of an on-line knowledge database for policies, procedures,
processes, concepts, tasks and organizational information, which went to produc
tion.

PROFESSIONAL EXPERIENCE

Project Manager, Contractor

charlesSCHWAB; Centennial, CO
January, 2010 - Present
* Overall Technical project Manager for the Systematic Withdrawal Plan (SWP) pro
ject.
* Developed/published various InfoPath forms for project deliverables on the pro
ject site on SharePoint.
* Developed and managed the overall project plan for the technical deliverables.
* Gathered the level of efforts for each impacted domain.
* Worked directly with the Architect, Business Analyst, Project Manager and Tech
nical Leads for each impacted domain.
Project Manager, Contractor
Janus Funds; Denver, CO
July, 2009 - January, 2010
* Successfully managed the SAP GRC Implementation project.
* Managed various infrastructure projects.
* Worked directly with the Solutions Architect, Business Analyst, and Security L
ead for each impacted application, and met regularly with the Business/Client re
presentatives.
Program Manager, Contractor
Qwest Communications; Denver, CO
March, 2009 - June, 2009
* Program Manager for the Customer Hub and On Boarding Wholesale Reps programs
* Customer Hub involved implementing the Seibel's UCM application and consolidat
ing customer information currently stored in 25 different applications.
* Maintained and managed the budget and overall project plans for both programs.
* Gathered the level of efforts for each impacted application and skill sets for
each release.
* Worked directly with the Development Lead, Analyst, Test Lead and Project Mana
ger for each impacted application, and met regularly with the Business/Client re
presentatives.
Project Manager III
Frontier Airlines; Denver, CO
May, 2007 - March, 2009
* Project Manager for PCI Remediation and Compliance
o Managed multiple IT groups and the Business to insure Frontier was PCI complia
nt.
o Managed the development effort for required code changes implementing the Safe
Net/Ingrian encryption software and appliances.
o Took initiative in several areas that extended beyond Project Management resp
onsibilities to include:
* Created draft Data Retention and drafted Document Handling Policies and Proced
ures.
* Developed Patch Management Policies and Procedures
* Implemented the initial and annual Information Security Training module.
* Developed processes and procedures for non-Frontier employees to request acces
s to Frontier's network and obtaining tokens for 2-Factor authentication.
* Incorporated a tool to capture server and appliance information for Network Sy
stems utilizing SharePoint.
* Project Manager for multiple Infrastructure projects
* Managed technical activities for 8 Regional Station Openings
Project Manager
ADT Security Systems; Aurora, CO
November, 2005 - May, 2007
* Project Manager for PCI Remediation for Informix and AdminCarms
* Created a tool for various IT groups to enter weekly status reports.
* Release Manager for Informix & AdminCarms monthly releases
* Developed InfoPath form to capture/track business requests.
* Resource Manager for the Operational Systems Group
* Implemented a planning tool to track the availability of key skill sets utiliz
ing Excel.
* Managed the overall MS project plan that integrated both internal and external
project plans.
* Mentored new Business Analyst
Project Manager, Contractor
Time Warner Telecommunications; Englewood, CO
April, 2005 - October, 2005
* Managed finances, project plans, issues and resolutions, facilitated meetings,
managed change control, and ensured standards, processes were adhered to.
* Led the Netcracker OSS implementation
* Managed the Data Migration project
Project Manager, Contractor
Echostar Englewood, CO
January, 2005 - February, 2005
* Managed finances, project plans, issues and resolutions, facilitated meetings,
managed change control, and ensured standards, processes were adhered to.
* Followed the RUP methodology
* Created the IT Project Protocol (Methodology)
* Developed standard templates to support the SDLC
IT Staff Project Manager
Qwest Communications Lakewood, CO
March, 1999 - March, 2004
* Managed finances, project plans, issues and resolutions, facilitated meetings,
managed change control, and ensured standards, processes were adhered to.
* Managed/coached 6 project managers.
* Project Manager for the AcceSS7, CroSS7 and NetPilot applications, assuring QM
O/CDP processes were followed to attain Corporate Maturity Model (CMM) Levels 2
and 3.
* Program Manager for Service Guarantee Breakthrough Initiative consisting of 76
resources, 7 different development groups across 5 states with a budget of $20M
M.
* Program Manager for the Next Generation OSS for packet switching.
* Program Manager for network projects in the Qwest Wireless BAP.
* Lead Project Manager responsible for managing implementations of various third
party software including platform upgrades.
* Implemented front door process for requesting services from the Network System
s group.

Implementation Coordinator
Corporate Express Broomfield, CO
November, 1996 - December, 1998
* Developed End-to-End process analysis for the SDLC at Corporate Express
* Liaison between field divisions, corporate, business owners and systems develo
pment in defining system requirements.
* Detailed processes for Procurement, Supplier and Item processes, identifying t
asks, steps, etc. utilizing the SIPOC methodology.
* Prototyped a knowledge base tool incorporating the defined processes.
* Project Manager for a successful UOM (Unit of Measure) conversion.
* Gathered and defined requirements from the field for the Order Management Syst
em.
* Created system release notes for each release for the Procurement, Item and Su
pplier processes.
* Provided system information to Training for each release.
* Performed User Acceptance Testing for each new release.

SELECTED ACHIEVEMENTS
IT Program Manager
* Qwest needed to improve their overall customer service. I managed a program to
make significant changes to current systems to ensure customer commitment times
were met and accounted for. I managed six separate development teams to include
76 resources consisting of Project Managers, IT Directors, Development Managers
, Architects, Analysts, Developers, Testers and the Program Management Office.
Results: Program cost was $5 million, but created annual costs savings of $5.6
million and payback within 1.5 years.
* Qwest divided their Network systems into 4 major groups to support the concept
of centers of excellence. I managed the portfolio of key systems supporting th
e End-to-End Flow for Service and Repair. Results: Upper management could now
make key decisions of where to allocate funds based on the benefits of the proje
cts/ programs as captured by the portfolio information.
IT Project Manager
* Qwest and U.S.West were in the process of merging. Prior to this decision bei
ng made, analysis was required to determine whether it was feasible or not, for
both companies. I identified systems synergies and opportunities. Results: Id
entification of cost savings/avoidance in the SS7 area that supported the decisi
on for the merger.
Process Analyst / Liaison
* Corporate Express was deploying a new distribution system across the US to sup
port their Next Day Delivery strategy. However, processes were not considered i
nitially. I led the effort to develop missing processes, and improved existing
processes for product and supplier maintenance, procurement and managing invento
ry levels. Results: Operations became more synchronized with each other, reduc
ing system maintenance costs by 20%.
Creative
* Corporate Express needed a way to communicate processes and procedures consist
ently across on their distribution points in the US. I developed a prototype of
an on-line knowledge database for policies, procedures, processes, concepts, ta
sks and organizational information, which was used as their Knowledge Base. Res
ults: The prototype was converted to production, which facilitated communicatio
ns across the company.
* Qwest needed a way to provide information at an aggregated level to executive
management, and at the same time, provide a tool for Project Managers to manage
their projects. I created an on-line tool, utilizing Microsoft Access, to captu
re project information reported to executive management. Results: This tool w
as used by all the project managers in Network (20) and became the template for
the entire company.
Consultant
* A manufacturing company had to make a decision whether to move their current f
acilities, or improve their current facilities. I performed an End-to-End proce
ss analysis. Results: Reduced set-up times by 30%, improved material flow and
space utilization by 25%, and decreased inventory levels by 30%, which supported
the decision they had to make.