William W. (Woody) Williams

Current

Senior Project Manager at RenewData

Past

Project / Program Management Consultant at w3src Consulting
Project Manager at Kforce
Program Manager / Consultant at Capital Group

Project Manager / Consultant at AIG
Project Manager at ProStaff
Project Manager / Consultant at USAA
Project Manager at TekSystems
Project Manager / Consultant at Temple Inland
Project Manager at Argus Connection
Solution Architect / Project Manager at Self
Principal Consultant / Project Manager at Keane, Inc
Project Manager / Consultant at Shell
Projec Manager / Consultant at Equiva
Senior Software Management Specialist at Siemens ElectroCom
IT Manager / Team Lead at Volt Technical
Principal at Inner Images

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13 more...

Education

Amarillo College
Stephen F. Austin State University
The University of Texas at Arlington

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Recommended

14 people have recommended William W. (Woody)

Connections

315 connections

Industry

Information Technology and Services

Websites

William W. (Woody) Williams’s Summary

“I am unfailingly passionate about value and constantly delivering positive change.” ~Woody Williams

From hands-on coding, software development and graphic/web design project management in the early 90’s, through engagements with Fortune 100 companies as project manager, the objective has been and is results. Ensuring people – clients, customers, users, executives, team members, and stakeholders – get what they need, when they need it, at an agreed price, with all criteria met to accept what they get.

Organizational expertise, fact-based decision-making, leadership ability, and emphasis on repeatable, result-driven methodology led to successfully delivering cost savings and/or ROI in excess of one billion dollars over past ten years in high profile IT projects:

• Capital Group: Reduced portfolio costs 20% by rapidly stopping 'bad' projects using effective scope management, analysis, and communication techniques.
• Capital Group: Increased quality 30% through process improvements in requirements gathering, analysis, and management.
• AIG: Reduced project costs 20% by introducing result-driven, metric-based process improvements adopted as “best practice” for similar projects company-wide
• AIG: • Reduced implementation time 50% through better alignment & planning with C-level executives leading to optimal buy-in and project support
• USAA: Decreased ramp-up for new hire consultants by 50% as primary on-boarding mentor for CMM/CMMi & PMI/PMBOK methodologies, SDLC, MS Project and EPMS use.
• USAA: Decreased production defects 25% -- standardized release and QA processes.
• Shell: Decreased production defects 20% -- Increased QA standards; improved testing tools / methodologies & standardized release procedures.
• Shell: Reduced resource requirements in call center 30% through operational improvements.

“Successful projects – delivered according to plan – do not always deliver successful products. Other factors are critical” ~Woody Williams

William W. (Woody) Williams’s Specialties:

Project & Program Management, Best Practices & Benchmarking, Metrics & Tracking, Project Lifecycle Management, Requirements Management, Change Management, Risk & Contingency Planning, Scope & Requirements Management, Influencing and Negotiation, Consensus Building & Teaming, Coaching, Mentoring, & Training, Performance Optimization, Resource Management, Capacity Planning, Operational & Strategic Planning, Estimation, PMO, Software Testing / Test Planning, Status Reporting & Communication

William W. (Woody) Williams’s Experience

Senior Project Manager

RenewData

(Privately Held; Information Technology and Services industry)

October 2009 — Present (3 months)

Process Improvement, PMO Governance, Project & Portfolio Management.
Project / Program Management Consultant

w3src Consulting

(Information Technology and Services industry)

January 2009 — October 2009 (10 months)

• 01/05/2009 – 03/27/2009: Project - Web, Communications, and Social Media strategy initiative for Sunday Canyon Property Owners Association. Now in final testing with July go-live.
• 01/05/2009 – Present: Project - Blog “enweave” – a project management focused blog.
• 01/05/2009 – Present: Project - PM help / information channel via Twitter & collaboration with #PMOT – “project managers on Twitter.”
• 04/13/2009 – Present: Project - Consulting part-time (non-disclosure) with start-up in Austin, TX – product development and project management strategies; final stage
• 04/16/2009 – Present: Project - Consulting part-time (non-disclosure) with start-up in San Antonio, TX – product development and project management strategies; final stage
Project Manager

Kforce

(Public Company; KFRC; Staffing and Recruiting industry)

March 2008 — December 2008 (10 months)

50% program management / 50% governance. Leadership position in PMO (start-up), program governance. Implementation and introduction of AGILE, Iterative, and test driven development processes. Heavily involved in vendor management.

* Reduced churn and increased quality output in PMO as mentor-advising & assessing peers on project planning / execution
* Enabled cost savings by rapidly stopping 'bad' projects and proactive scope management
* Increased executive confidence and support through focusing on metrics and fact-based decision-making
Program Manager / Consultant

Capital Group

(Privately Held; Investment Management industry)

March 2008 — December 2008 (10 months)

See KForce
Project Manager / Consultant

AIG

(Public Company; AIG; Insurance industry)

August 2007 — December 2007 (5 months)

Turned around stalled IT security project. Designed, obtained executive approval for, and implemented strategy/tactics to restart project. Some vendor management and PMO integration.

* Reduced implementation time 50% through better alignment & planning with C-level executives leading to optimal buy-in and project support
* Reduced enterprise project costs 20% by introducing result-driven processes adopted as "best practice" for similar projects company-wide
Project Manager

ProStaff

(Public Company; 1001-5000 employees; Information Technology and Services industry)

August 2007 — December 2007 (5 months)

See: Project Manager / Consultant at AIG
Project Manager / Consultant

USAA

(Privately Held; Financial Services industry)

March 2004 — July 2007 (3 years 5 months)

Multiple concurrent customer and internal-facing financial, CRM, and web projects in Enterprise Business Operations (PMO). Leadership position, some vendor management, and research (RFP) projects.

* Decreased time-to-market 33% as leader in multiple enterprise improvement initiatives including CMM, RUP, and Agile
* Decreased ramp-up for new hire consultants by 50% as primary on-boarding mentor.
* Increased sponsor support and confidence by resolving problems more quickly, resolving future risk before problems occur, and managing expectations more effectively
Project Manager

TekSystems

(Privately Held; 1001-5000 employees; Information Technology and Services industry)

March 2004 — July 2007 (3 years 5 months)

See: Project Manager / Consultant at USAA
Project Manager / Consultant

Temple Inland

(Public Company; TIN; Paper & Forest Products industry)

December 2003 — March 2004 (4 months)

Process improvement and re-engineering (Project Lifecycle and Software Development Lifecycle) with start-up PMO. Refined and re-engineered processes, process flow, and process artifacts for delivery across the enterprise. Finalized deliverables to ensure salability to upper management, usability at low-level, and compliance with PMI, CMM, Sarbanes-Oxley, and corporate guidelines.

* Enabled PMO on-time start up through rapid integration and approval of industry best practices (PMI, CMM, Sarbanes Oxley)
* Built a higher quality product the first time through experience with repeatable methodology
Project Manager

Argus Connection

(Privately Held; 501-1000 employees; Information Technology and Services industry)

December 2003 — March 2004 (4 months)

See: Project Manager / Consultant at Temple Inland
Solution Architect / Project Manager

Self

(Wholesale industry)

June 2003 — September 2003 (4 months)

Organized, planned, managed, and led three-phase CRM assessment for medium-size retail distribution firm based on value stream methodology. Phased implementation plan for web delivery system, CRM and CMS recommendations, test plan, QA plan, vendor assessments (RFI/RFP), business process reorganization strategy, upgrade of technical infrastructure, and change management plan for three-year period with three-year pay-back.

* Greater acceptance by executives and managers through concise alignment & collaborative planning
* Mitigated future risk and ensured value proposition delivery through rigorous vendor management, RFI/RFP process.
Principal Consultant / Project Manager

Keane, Inc

(Privately Held; KEA; Information Technology and Services industry)

February 2001 — March 2003 (2 years 2 months)

Managed integrated multiple cross-unit business and technical teams, subcontractors and outside vendors. Multiple enterprise eBusiness / E-commerce B2B and B2C development projects based on SAP and multiple mainframe back-ends in high availability environments, as well as internal application projects for Asset Management, Product Distribution (Commercial), SCM, CRM, and ERP initiatives. Assisted PMO with SEI CMM strategy and assessments, process improvement initiatives, and PMI process integration Primary business / client technical POC. Championed effort for increased QA standards and better testing tools / methodologies.

* Decreased production defects as champion for increased QA standards and better testing tools / methodologies
* Reduced resource requirements 30% in call center for new application through operational improvements.
Project Manager / Consultant

Shell

(Public Company; RDSA; Oil & Energy industry)

February 2001 — February 2003 (2 years 1 month)

See: Senior Project Manager (Consultant) at Keane, Inc
Projec Manager / Consultant

Equiva

(Public Company; 1001-5000 employees; Oil & Energy industry)

February 2001 — February 2002 (1 year 1 month)

See: Senior Project Manager (Consultant) at Keane, Inc
Senior Software Management Specialist

Siemens ElectroCom

(Public Company; si; Industrial Automation industry)

September 1999 — February 2001 (1 year 6 months)

50% functional management; 50% project management. Full product life cycle management in multiple project environments: Web based, Java, C++, and VB. Top-level solution architect and project manager for Electronic Performance Support Systems (EPSS). Primary customer/client POC-extensive domestic and international travel; multiple project locations.
Oversight of software development, SEI CMM strategy, process improvement, PMI integration, and ISO 9000 compliance for 200-employee business unit.

* Saved rework cost and effort by ensured integration between business unit and national standards the first time through better alignment & planning
* Reduced time to market saving $2 million in failing shrink-wrap project through solution reassessment
* Reduced timeline to achieve CMM level 2 by 90 days through quick issue resolution, resolving future risk before problems occur, and managing expectations more effectively
IT Manager / Team Lead

Volt Technical

(Public Company; 501-1000 employees; VOL; Staffing and Recruiting industry)

September 1998 — September 1999 (1 year 1 month)

IT Manager / Consultant: Siemens ElectroCom L. P. (Now Siemens Dematic)

Similar to above as consultant.
Principal

Inner Images

(Internet industry)

January 1992 — February 1998 (6 years 2 months)

Responsible for P/Ls, marketing, budgets, policies, risk assessment, auditing, metrics, operational and tactical planning including all E-commerce deployments. Project Manager for "virtual" network of project teams in the US and other countries. B2B, B2C, E-commerce, web advertising, advertising, and graphic design projects. Created, implemented, and managed international cross-functional team of 60 resources focused on solution development. Created, implemented, and managed extensive virtual server network

* Reduced overhead and operational expenses 38% through creation of virtual team resource solution.
* Increased profits 23% by designing custom cross-platform shopping cart integration application
* Increased profits 60% through introduction of virtual server sales and marketing

William W. (Woody) Williams’s Education

Amarillo College

Graphic Design 1982 — 1984
Stephen F. Austin State University

Anthropology 1975 — 1976
The University of Texas at Arlington

Liberal Arts 1965 — 1972

Additional Information

William W. (Woody) Williams’s Websites:

William W. (Woody) Williams’s Interests:

Project Management, Process Engineering, Best Practices & Benchmarking, Metrics & Tracking, Project Definition, Oversight of Project Delivery, Business Analysis, Gathering / Refining Requirements, Change Management, Risk Management, Defect Management, Contingency Planning, Scope Management, Situational Leadership, Influencing and Negotiation, Consensus Building & Teaming, Coaching / Mentoring / Training, Decision-Making, Performance Optimization, Resource Management (onshore / offshore), Capacity Planning, Operational & Strategic Planning, P&L Responsibility, Estimation, Budgeting & Finance