Dennis Fassett

Led a complex agile project to customize and configure a Salesforce.com instance to serve as the Enterprise Fraud Case Management solution for the Ally Risk and Compliance organization. Managed all aspects of this project – financials, resources, governance, sprint planning and execution, and vendor management.

Implemented the SAS Fraud Framework package for the Department of Community Health. Scope of work included requirements identification, securing access to data sources, facilitating data analysis, facilitating UI design and approval, managing the UI build and testing, and managing UAT, the implementation, and the warranty period.

Critical strategic web portal development project was six months behind schedule and over budget with no plan, no leadership, no structure, no processes, and no definitive delivery date.

Developed detailed requirements, negotiated SOWs and WOs with vendor, managed development and testing processes, managed gate approvals and documentation development, and coordinated implementation. Ten month project was delivered on time and under budget.

Tasked with migrating to Linux and bringing all software versions to n-1, in brand new environments, five of the company's highest volume and most complex Sales and Dealer applications. Work included scoping the work, managing the hardware acquisition timeline, managing hardware configuration, managing the development and testing processes, coordinating the code merges from the existing production environments, overseeing the deployment of the applications and the cutover from the existing production apps, and managing multiple project budgets. All development and testing was done offshore. At peak managed 35 offshore resources.

Concept was hand-drawn on one sheet of paper. Project was to create a feed of AR and AP data from each of the company's 269 manufacturing and assembly plants globally. Consolidate the data, then have each Receivable and Payable payment date be changeable via a screen in a browser window, with the changes rolling up to an overall cash position. Goal was to understand the company's cash position on a daily basis for forecasting, foreign exchange hedging, and reporting to Wall Street analysts.

Developed and implemented a PMO from scratch. Created and implemented an appropriate project management methodology including templates and other artifacts; developed a project and program governance structure to oversee cost, schedule, and quality; implemented risk, issues, and change control processes; developed a robust status reporting process and weekly executive reporting cadence to facilitate transparency. Built trusted advisor relationships with IT and business stakeholders and executives.

Established criteria and defined requirements for vendor/product selection. Researched tools and vendors, facilitated product demos, negotiated prices, and made the final purchase decision. Documented Project Management processes; created workflows, processes, templates, standards and reports; established a new project management process to load new projects in the system.

Project was to identify opportunities to rationalize, commonize, leverage, consolidate, and eliminate Sales, Marketing, and Finance applications globally. Responsibilities included the creation of an overall roadmap through the identification, definition, quantification of opportunities that would yield material cost savings. Created business cases, quantified benefits, and created value capture metrics.