1. Project/Program Manager / Enterprise Support
Employment Review
Agenda
• Introduction
• Resume
• Application Management – Designing for Intended Results
• Enterprise Management – Building a Solid Foundation
• Infrastructure Management – Supporting the Enterprise
• Project Management – Fostering Cooperation
• People Management – Products, Process and Services
• Final Comments

2. Rebecca Overcash, MBA, PMP
Introduction rovercashpmp@gmail.com
• Project Management professional with over 10 years experience in
delivering large enterprise projects
• Accomplished at interpreting complex business needs into relevant
goals
• Experienced at leading diverse distributed teams through all phases
of a project
• Strong interpersonal and motivational abilities - recognized for
working collaboratively to solve problems and manage risks
• Adaptable, flexible and self-motivated with a passion for organizing
difficult scenarios into manageable processes
• Committed to building team synergy in all aspects of project and
enterprise management
• 2 dogs, 2 cats, 2 kids, 1 husband (not necessarily in order of priority )

3. Rebecca Overcash, MBA, PMP
Resume rovercashpmp@gmail.com
BC FORWARD CONSULTING Senior IT Project Manager 2009 – Present
Responsible for client engagement management and satisfaction in the day-to-day operations of projects;
developed and managed mid-size to large project teams; created project strategy and scheduling;
facilitate business to technology discussions to support strong requirement driven results; team leadership
and vendor negotiation skills through-out project lifecycle
DELOITTE SERVICES, LP ITS PMO Senior Project Manager 2000 – 2008
Project and Program management of diverse projects. Presented project status and mitigation strategy on
key projects to CIO level team. Managed programs across the enterprise utilizing distributed teams in a
virtual environment across a series of diverse projects. Directed ITIL Integration of multiple, client facing
revenue generating systems into the Deloitte infrastructure with no disruption to external clients directing
both internal and external team. Project Manager of software development across financial systems.
Implemented a strategic approach for integration of several legacy data systems into a single data
warehouse.
CHICAGO MERCANTILE EXCHANGE Internet Product Specialist 1998 - 2000
Developed, designed and implemented online product marketing for international partnerships with
customer focused web content; developed enhancements of existing online marketing content
IRA EPSTEIN & COMPANY, FUTURES Office /Marketing Manager 1996 - 1998
Product/Project Manager for major software application implementation including customer service
procedures, call center training and support management of an international audience

4. Rebecca Overcash, MBA, PMP
Application Management
“Garbage in / Garbage out” is not just a saying. Without solid definable requirements there is no telling what an
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application will eventually wind up doing.
Designing for Intended Results
A well built application gives end users what they need, is flexible
enough to grow and can be supported by the infrastructure.
- Built an interactive flash user interface that allowed any employee to find a printer across
the US and India offices. This application provided a menu of offices and floor maps within
that office. Printer Icons were hyperactive with directional location prompts so the
employee could find a printer close to where they were sitting. Clicking on the printer
automatically downloaded the drivers and allowed a person to print.
- Developed financial services software to report on all aspects of an engagement. This
was very challenging as it integrated 7 different and distinct financial data sources
including resource costs, client invoicing and payments, real estate costs, travel expenses
and more. Eventually this project moved from a waterfall development approach to an
Agile approach, allowing the team to complete each segment of the report over time.
A company will benefit from my extensive knowledge of developing
software from collecting requirements to considering infrastructure
support through to quality/user review and launch.

5. Rebecca Overcash, MBA, PMP
Enterprise Management
Projects are always about people, most particularly in an Enterprise where change spans multiple
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locations and diverse groups of end users.
Building a Solid Foundation
Build a PMO that makes the most sense to the organization.
- Developed PMO documentation that could be right-sized for the project. Some
projects were short in duration (less than 80 hours) and did not require extensive
documentation. This approach used during the formative stages of maturing a PMO
gave resistant participants some sense of control while reinforcing the new PMO as a
contributing organization.
- Designed Sharepoint site template framework that provided information across each
project using a similar style and format. For example, each project home page had the
Business Case (short version) at the top and where relevant a calendar of events –
particularly deployment schedules. The left-hand site menu always included links for
the home page, team roster, a folder for project documentation (requirements, quality
assurance, design documents), risk log, issues log and meeting minutes.
A corporation will benefit from my hands-on experience at working
through enterprise level challenges across multiple working units for
the continued benefit of all recipients.

6. Rebecca Overcash, MBA, PMP
Infrastructure Management
A vital infrastructure is in constant motion.
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Supporting the Enterprise
The supporting infrastructure, whether technical or administrative, should
work like magic to most people in the enterprise…the lights come on, the
letters get sent, their computers connect with the internet.
- Integrated client facing engagement support structures into enterprise infrastructure.
Many consulting teams had built their own client technology support. Maintaining and
upgrading the technology became costly and problematic. Since the enterprise
infrastructure was based on ITIL practices, service level agreements, configuration
management and more were available to ease the transition into the enterprise.
- Managed corporate office infrastructure build-out of new building. The Chicago offices
moved to a newly built location occupying the first 14 floors. This project was a 3 year
effort that began with the “hole in the ground” though planning/design, central core wiring
and build-out of the server room.
A Technology Department will get a skilled and practiced infrastructure
project manager with an understanding of ITIL practices and what it
takes to support the growth of an enterprise infrastructure.

7. Rebecca Overcash, MBA, PMP
Project Management
A maturing PMO can provide structure and continuity to emerging transition activities. Solid
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project management skills facilitate cooperation throughout an organization.
Fostering Cooperation
A project should answer the needs of end users.
- Participated as a team member in a 6 Sigma Project that redefined the call-center tier
level approach to managing a user call for assistance. The original assumption that
end users preferred in-house assistance was proved false. Using project management
methodologies and 6 Sigma discipline the team defined concrete end user objectives
and a phased approach for expanding support through offshore services and a “Single
Point of Contact” support paradigm.
-Developed and implemented online marketing materials in the newly emerging internet
space. The mission was to begin to market commodities products online. Existing
paper marketing materials were used as reference for content, color
coordination, images and overall marketing approach. Clients could now feel more
confident in the consistent message across mediums and global clients could view
information immediately.
Any corporate mission will be enhanced by my holistic approach to
seeing the “big picture” while implementing to the specific need.

8. Rebecca Overcash, MBA, PMP
People Management
A successful process is one that people will follow throughout an enterprise, improve on and use
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to deliver services and products .
Products, Process and Services
Process as a flexible approach to building services can foster
cooperation that is eventually followed by choice rather than
requirement.
- Participated with a team of colleagues to build a project request submission sharepoint
site. In response to the needs of multiple business units this team developed a “Project as
Product” approach to submit a project request. A high level of services the PMO provided
were posted on the home page and the process to evaluate a request outlined.
-Developed tools, templates and documentation for expansion and improvement of 4
PMOs. Built communication plans, trained end users on process both in person and
virtually. Established process guidelines for improving services across several enterprise
applications including a concierge software, wireless hotspot implementation, print services
request submissions and more.
A departments bottom line can rely on my practiced ability to deliver
process and services to end users in a consistent and thoughtful
manner.

9. Rebecca Overcash, MBA, PMP
Final Comments rovercashpmp@gmail.com
As an employee I involve myself whole-heartedly in the needs and growth of
a company. Beyond my commitment to delivering quality results I also work
from a set of values that will:
• Consider the needs of an end user while balancing the requirements of
the larger enterprise
• Develop methods of communication and build bridges with internal
departments
• Believe that processes are vital but that often a process needs to be
flexible and change with the evolving requirements of the situation
• Appreciate that sometimes the simplest request is actually complex in
nature
• Am constantly learning and working to improve my approach, my
communication and myself
Rebecca Overcash, PMP: rovercashpmp@gmail.com