To provide clients with quality project management services, utilizing proven project management best practices/policies and procedures (utilizing PMI PMBOK). Assist in the establishment of a solid project scope that has the buy-in of all parties involved, provide accurate and realistic project plans, based on the agreed to project scope. Implement, track, review, revies and get approval for all change orders, and redirect resources as necessary to complete the project on time and under budget. Provide timely and accurate reports to the appropriate management/client sponsors. All the while maintaining a solid working relationship between the project team and clients. Mentor/train team members in areas where they may require assistance. Additionally, provide support to in-house departments for the expansion of the client and opportunity base.
T. N. Colley
4356 Hwy 49 South 500 – 301 Harrisburg NC 28075
PROFESSIONAL SUMMARY
Project Management Professional with 27 years of exceptional success at scope definition, plannings, scheduling, implementing, and tracking all sized projects. Proven experience at adapting and introducing project-management best practices (PMBOK) to nontraditional venues. Proven skills to train, mentor, and guide multifunctional teams in progressive, high-performance project management. Excellent record of planning/executing government & commercial projects that exceed goals for time, cost, and quality
PROFESSIONAL EXPERIENCE
Special Projects Manager, Woods Brothers JTG Racing, Harrisburg, NC – 2006 - Present
Lead Engineer, BAM Racing, Charlotte, NC – 2003 - 2006
Established and ran the Engineering Dept. for these two NASCAR race teams. Developed infrastructure for 5 stand-alone WBJTG teams (75 vehicles) served by 19 engineers (mechanical, electrical, aero/vehicle-dynamic, civil) and one BAM team (25 vehicles) served by 5 engineers. Implemented project management standards utilizing MS Project & MS Office, based on PMI - PMBOK guidelines.
Sourced, purchased, and installed $15M in high-tech manufacturing/measuring/testing capital equipment. Established from scratch and managed, for WBJTG, a computer network with 137 PCs and 5 servers (at the
home site) and 50 remote PCs providing real-time communication between the field and home site.
• Formalized project management for both teams, which is a new concept for the industry. Developed and applied SOPs & SDLCs based on best practices (PMBOK), allowing these teams to be competitive with national teams that are better funded and staffed. All projects (software development, vehicle construction, QA/QC, Team building & infrastructure updates) were completed within allotted budgets and schedules.
Project Management Consultant, NC, SC, MD, DC, NM, OH, WI, GA, FL, VA – 1992 - 2003
Served as the Project Manager on these selected projects:
Energizer Battery Co. – Relocated 2.5 million batteries from OH to MO, with no interruption of FTC testing protocols. Moved and retrained 200 technical employees. Remediated and demolished a 75-year-old facility. Directed 42 team members. Project involved 10,000 separate tasks and was completed 52% ahead of schedule, saving $4.5M. Company adopted and applied best practices from this project to its enterprise-wide projects. Developed MS Project templates for utilization by project management office (PMO) for follow-up projects.
Miller Brewing Co. – Created company’s first project-management office (PMO) which was utilized globally. Refurbished and opened a mothballed OH facility. Directed 183 team members performing 5,885 tasks over 18 months. Project allowed Miller to retain 10 years of tax abatements, worth $62M, that Miller would have had to pay back to the State of Ohio, if the project were not completed on time..
U.S. Army Testing Command – Trained 300 test engineers and project managers in PM theory. Consolidated 675 test projects, at three facilities nationally, into a Command-wide project schedule. Provided Army with first master overview of all Command projects, opening its eyes to – and resolving – long-standing causes of project delays.
R.R. Donnelley & Sons – Automated an aging SC printing facility; directed 20 team members. This $78M project
prevented plant closure and retrained & retained 600+ employees who otherwise would have been displaced.
Clemson University Continuing Education – Trained 950 students in PM concepts, principles, and computer application. Students then applied knowledge by training employees of regional manufacturing/other companies.
EDUCATION
Working toward Project Management Professional Certification (PMP) through the Project Management Institute (PMI)
B.S. in Petroleum Engineering and B.A. in Business Administration, Marietta College, Marietta, OH
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