Jodi Baumann

• Process improvements
• Created repeatable process for IT working with facilities on renovations. This included project plans, estimate templates, Audio Visual templates for estimates.
• Projects
• Telecom project manager responsible for all facilities renovations and new builds. Anywhere from 15 projects concurrently.
• Responsible for site connectivity, switching and Wi-Fi for network, Audio Visual site needs.
• Coordinate with the facility Project Manager, security, general contractor, low voltage venders, and other groups and vendors.
• Work
• Self-motivated, with a strong sense of personal responsibility.
• Worked effectively in fast-paced environments.
• Skilled at working independently and collaboratively in a team environment.
• Proven ability to learn quickly and adapt to new situations.

• As Release Train Engineer working closely with Scrum Masters and Product Managers to gain efficiencies and improve the trains performance.
• Organize and facilitate virtual planning events, ART sync meetings, and other Agile ceremonies.
• Train and rollout new Agile tool, Kendis to facilitate the first virtual planning event.
• Demonstrated respect, friendliness and willingness to help wherever needed.
• Managed time efficiently in order to complete all tasks within deadlines.
• Organized and detail-oriented with a strong work ethic.
• Used critical thinking to break down problems, evaluate solutions and make decisions.
• Developed and maintained courteous and effective working relationships.
• Demonstrated strong organizational and time management skills while managing multiple projects.

• As Senior Project Manager and Scrum Master, led the activities of the team, key stakeholders and business contacts.
• Worked with global, virtual teams consisting of offshore team in India (executed SOW), the main project team of five from Canada, Florida, and California.
• Worked with a global steering committee of twelve members and approx. twenty business owners worldwide.
• Project delivered under budget, within scope, on-time from inception to launch April 1, 2019 - October 25, 2019.

• Proven success in leading and directing large, high-priority, critical company initiatives requiring considerable resources and high levels of cross-functional integration company-wide.
• Successfully managed multi-million-dollar efforts for cloud, infrastructure, data, application, Construction/IT Tower & Commons, migrations/conversions, and other types of projects.
• Projects included:
• Northwestern Mutual - CSO Mortality Project (Application, data)
• Overall Portfolio Project Manager for CSO Mortality project affecting all products, every home office/field department, field representatives, and customers. At the portfolio level, there were 35 project lead contacts across the organization with a large range of technologies.
• Encouraged team members to embrace the practices that reinforced managing issues
• Tracked milestones across the functional areas to create a cross-functional roadmap to track progress.
• Coordinated and participated in cross-functional SAFe Program Increment (PI) Events
• Drove toward consistent use of agile processes and tools to develop epic and feature progress status.
• A multiyear project started in June 2016 and planned the first release in 2018
• Northwestern Mutual - LearnVest Cloud Integration (Cloud, Inf, Services, Data)
• As the program-level Project Manager, I led the effort in integrating SAFe program-level work for NM's current data and websites with the newly acquired company/technology, LearnVest. The SAFE instance was composed of five teams:
• Infrastructure
• Services
• Data
• DevOps
• Quality Management
• The project was to build the cloud infrastructure, services for websites to call, and get the needed data to the cloud
• Guided and supported SAFe roles to build consistent processes, ensure cross-team dialogue and problem resolution, as well as keep the teams focused and morale as high as possible through coaching, encouragement, and advocacy
• Guided the successful transition of the in-flight project from traditional Project Delivery to Agile / SAFe
• Guided Scrum Masters and Product Owners to create meaningful Epics/Features/Tasks in team backlogs to move to a place where progress could be visible, measured, and reported with data
• Guided Scrum teams to efficient scrum process execution, leading to increased team velocity within six months; established priorities of tasks in order of importance.
• Guided Release Train Engineers and Product Managers for a consistent Epic
• Featured road maps resulting in improving Program Increment success using consistent roadmaps and milestones within eight months
• Northwestern Mutual - Tower and Commons Project (Networking, Digital/AV, Construction)
• Overall IT Project Manager works closely with the facilities team, owning the budget
• Decommission of the East building: Managed team and all technology efforts to:
• Relocate resources out of the East building
• Move the call center out of the East building (moving the network path between buildings)
• Build out Van Buren Building (gutted, design, build out) for all technology needs (networking, WiFi, Digital, etc.)
• Tower & Commons Design for the design activities, managed the technology team’s engagement
• Challenges overcome were the engagement of required participants across the organization, typically not coordinating on such large efforts. This included facilitates such as:
• Relocation
• Security
• Restaurant
• Fitness center
• Networking/infrastructure
• Service center
• Call center
• AV/Digital teams
• Overcame the challenge by continued communication and follow up with the groups on the published milestones
• Built high-level timeline for insight to upcoming efforts. Scheduled “RIE” event for visibility to address upcoming resource concerns which resulted in gaining management attention.
• Northwestern Mutual - Many other projects (Networking, Digital/AV, Construction)
• Developed, released, support and consultation on an Estimation Process and Estimation Models to gain more predictability in project delivery
• Responsible for managing three teams supporting Release/Change Management, Software Configuration Management and Application Infrastructure for a large-scale division. Responsible for managing two offshore teams.
• Provided process vision and strategy to teams and mentored resources to deliver process improvements and efficiencies.
• Extensive experience leading project teams to drive project delivery, but also to improve processes to gain efficiencies in day to day work.
• Accountable for the Application Infrastructure and Software Configuration Management team’s budget.

Accountable and supported offshore teams to allow for ahigher level of service at a lower cost.

• this is AI
• Led cross-functional teams to execute project plans and achieve objectives.
• Implemented project management methodologies to enhance workflow efficiency.

• General Consulting Role on numerous engagements as a Project Manager, on-site Engagement Manager.
• Employed Microsoft Solutions Framework and MSF Team Model as the Project Management Methodology for delivery of the systems.
• Provided Vision and Scope to all projects.
• All aspects of planning and organization of the project.
• Overall project quality assurance
• All documentation and deliverables
• Client approval and sign-offs
• Process methodology and standards
• Overall technical design and analysis
• Budget Management: Project Budgets (employees, contractors), support budgets.
• Responsible for the engagement manager responsibilities over seeing multiple projects to ensure client satisfaction.
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• Coordinated project timelines, ensuring adherence to deadlines and resource allocation.
• Developed project plans utilizing Agile methodologies to enhance team collaboration.
• Facilitated communication between stakeholders, resolving issues promptly to maintain project momentum.

• As a Team Lead, Business/Technical Analyst (Hired as employee from Keane) led a team of developers and analysts to ensure successful planning, project management and development for the Product Ordering and Services Support areas of the I/T organization.
• Responsible for driving key deliverables and implementation to successful and timely completion.
• Communicate and interface with multiple management organizations for delivery of product enhancements or service support changes.
• Serve I/T as the central point of contact for all other business analysis needs.

• Team Coordinator, Release Manager Team leader responsible for analysis, development, testing, integration, release management and on-going maintenance.
• As a JAD business analyst for a Social Services Project documenting the requirements and user expectations for design of a new Youth Services System.
• Developed prototypes for the development of new GUI applications.
• Developed, tested, and installed batch application programs for Case Management System.

• As Team Lead and Business/Technical Analyst, supported manufacturing IT systems. Areas of concentration: manufacturing, inventory, cost, marketing, finance, credit, and order processing systems.
• Responsible for planning, analysis, design, coding and testing, implementation, MIS and user documentation, and audit of new or revised systems and procedures.
• Responsible for installation, upgrades and system support for Manufacturing Retail Finance Company packaged software.
• the is AI
• Developed and maintained software applications to enhance operational efficiency.
• Analyzed user requirements to design effective programming solutions.
• Collaborated with cross-functional teams to troubleshoot and resolve technical issues.
• Conducted system testing and validation to ensure software quality and performance.
• Created documentation for system processes and user guides to facilitate training.
• Implemented coding best practices to improve application reliability and maintainability.
• Assisted in project planning by providing technical insights on software capabilities.
• Monitored application performance, recommending optimizations for resource utilization.
• Authored code fixes and enhancements for inclusion in future code releases and patches.
• Contributed to successful project completion with effective time management and prioritization skills, meeting tight deadlines consistently.
• Collaborated with cross-functional teams to ensure seamless integration of new features into existing applications.
• Provided technical support using knowledge of complex technology to solve problems and support new projects.
• Provided ongoing support for users experiencing issues or requiring assistance with application functionality.
• Identified opportunities for process improvement within the development team, implementing changes that led to increased efficiency and collaboration among members.
• Communicated complex technical concepts clearly to non-technical stakeholders during project discussions and progress updates.
• Improved software efficiency by identifying and resolving programming errors in existing systems.
• Performed regression and system-level testing to verify software quality prior to release.
• Improved systems with addition of new features and infrastructure.
• Responded to and remedied critical issues to limit downtime.
• Updated documentation with project deviations to capture changes.
• Optimized code quality through regular peer reviews, resulting in fewer defects and easier maintenance.
• Increased application reliability by conducting thorough testing and debugging activities prior to deployment.
• Streamlined data processing procedures by designing and implementing new database structures.
• Identified causes of issues within applications and determined which modifications needed to be made.
• Mentored junior developers on best practices, helping them grow their skill sets while enhancing overall team capabilities.