Because I never took the time to get a PMP, I get a lot of questions about my credentials as a project manager. In other words, someone who took a test has more credibility than someone who has worked in the field for a number of years. It makes me (and many others like me) insane.
My first venture into project leadership was thirty years ago in Miami. I was asked to oversee a project to research and develop a touch-screen set of applications for IBM S/36’s for multiple repair shops for Ryder Truck Rental. My team had to research any ways of attaching a ruggedized touch screen to the systems, develop the applications using the technology, and roll out the solution to the many repair shops throughout the nation.
The success of that project lead to rolling out a management application network of AS/400’s to the 180 regional offices. My team had to work with IBM to understand how to get the machines to “auto-magically” self configure, load the applications, and attach to the network via modem. After that, the team remotely made changes to respond to unanticipated problems. The key was to have a core team in Miami who could deal with remote problems without having to fly technicians all over the country.
When I came up to Philadelphia, I ran a project to incorporate travel data from a number of airline systems into a database on AS/400 to make use of the query tools to inform our corporate clients on competitive rates, travel rule compliance, and any involvement with accidents or delays.
When the database outgrew the limited space available at the time, I ran a project to intelligently split the data into large chunks that could be addressed as one whole by relying on a trick (or “hack”) using a communications subsystem.
When I went into consulting, I ran dozens of projects to:
- Modify existing software to fit into the corporate environment of many of our clients;
- Set up new networks for clients;
- Create web-sites for clients;
- Develop specific applications to meet client needs;
- Integrate new technology into existing client networks, e.g.:
o OCR (optical character recognition);
o PC replacement of green screen monitors;
o Migrating to Ethernet;
o Frequent upgrades;
- Capacity planning and configuration of a world-wide network of AS/400s for a large bank;
- Investigate Y2K vulnerabilities in jails, prisons, fire and police equipment, and schools; and
- Migrate newly purchased subsidiaries to comply with corporate SAP requirements.
At Dell, I ran projects to:
- Train teams in India to support the customer service operations;
- Build sales operations dashboards;
- Implement new non-domestic call centers; and
- Implement marketing campaign roll-outs in IVR (interactive voice response) systems worldwide.
Back in Philadelphia, I’ve run a project to develop a searchable, user-friendly on-line database of regulatory warning letters.
So, I hope this small sampling of experience acts as credentials.