jeanna luck

Serving the Department of Information Technology provided leadership for IT governance across the City departments and the enterprise strategic planning. Provide City portfolio management for IT projects including risk evaluations, quality assurance and monthly reporting requirements. Manage the department of information technology project management office. Provide program management director leadership for the enterprise O365 deployments to the Microsoft cloud and the new primary and secondary data centers. Portfolio management included 116 Citywide projects across 13 departments (19 in the Dept of IT) including a budget total of $367M ($60M in Dept of IT). Managed a professional team of 12.

Project Assurance has six categories of service including External Project Assurance Engagement, Risk Workshop Facilitation, Lessons-learned Facilitation, Project Assessment, and Project Recovery. The key benefits of Project Assurance include consistency in assurance outcomes with practitioner conformance to assurances process, consultant contracting efficiencies for external project assurance (independent), increased likelihood of project success, risk reduction, better execution of organizational strategy, course correction for higher success, and inspiring a continuous improvement culture.

Serving Seattle City Light began with quality assurance testing for customer information systems in 1996 and quickly moved to supervisor/project manager for critical system replacements concerning mainframe technology and the year 2000. Business areas were focused on inventory, warehouse management, supply chain, and some work management including integration with PeopleSoft Financials. Held supervisor position throughout of a team of 4 to 5 for operations/maintenance. Sometimes served as a test administrator, mentor, business analyst, and a trainer.

Accomplishments included lead efforts for new systems and enhancements to existing systems. Other efforts included participation on a team to develop Software Development Lifecycle (SDLC) standards for Seattle City Light Information Technology division. Varying system implementations included customer information system enhancements, meter reader re-routing software.

Accomplishments included gathering of business requirements for implementations, performing detailed systems analysis, writing structured programming, conducting testing, executing implementation, and providing customer support for Sea Land Incorporated. Varying system implementations included Electronic Data Interchange for bills of lading and purchasing.

Accomplishments included gathering of business requirements for implementations, performed detailed systems analysis, structured programming in various languages, testing, implementation, and customer support for Mesa Limited Partnership. Varying system implementations included revenue accounting, production severance tax state reporting, accruals, revenue remittances, royalty payables, check writing, accounts receivables, general ledger, and volume allocation. Designed and developed the Production Severance Tax system to interface with the State of Texas.

Accomplishments included gathering business requirements for implementations, performing detailed systems analysis, structured programming, testing, implementation, and customer support for Bell Helicopter. Varying system implementations included purchasing, on-dock receiving, payroll, labor distribution system, and a traveler system.

Maintained and enhanced existing systems, assisted in team oriented analysis/design, programming, testing, implementation, and customer support for Southwestern Public Service Company. Application types included labor entry, payroll/personnel maintenance systems, cash flow systems, online manufacturer’s drawing systems, customer information reporting, and maintenance of personnel insurance applications for 2500 employees.

* Serving the Department of Information Technology, responsibilities vary from project to project usually managing citywide, multi-department, and/or regional projects. Projects managed include major computer/user migrations and upgrades for the entire City of Seattle. Many grant projects for improved security, collaboration tools and maritime awareness. Projects usually involve hundreds of stakeholders and many departments and/or agencies. Roles are project manager, business analyst, technical writer, and trainer. Responsibilities include project/budget development, planning, design, execution, monitor/control, and close out * business analysis and requirements definitions * procurement * quality assurance testing * operational turnover * policy writing * technical writing * and training. Types of projects range from major desktop/email migrations (up to $3.9M, 13K accts, 9mo duration) to application development and COTS based application implementations