• Identified a gap for a structured and unified communication pyramid while accompanying each department with nearly identical process documents

• Wrote the business case, the project plan, presented the request to management, and led the implementation team consisting of multiple departments

• Utilize a hybrid waterfall and agile schedule approach along with a Plan-Do-Check-Act lean methodology to ensure working systems

• The need originated from a development group's requirement for a top-down project management framework

• You can view the project plan here

• While at both employers a planning gap was identified and I had the opportunity to research, train, and implement the SmartSheet project management tool

• A key component of NASCAR is the constant development and reiteration of engineering design. Utilizing Smartsheet, I led the scheduling, communications, and reporting effort of 10-15 projects per year

• Projects were either owned by program managers or required collaboration of design, aerodynamics, simulation, and production groups

• Each project featured a relatively short lifecycle of varying levels of work at an average of six weeks

https://media.ford.com/content/fordmedia/fna/us/en/news/2022/12/09/limited-edition-ford-gt-mk-iv-is-the-ultimate-track-only-ford-gt.html

• Developing Critical Ratio metrics to aid in project prioritization

• Identified need and implemented metrics prioritization for aerodynamic projects based on the requirements of multiple stakeholders

• Procedure for tracking development group spending

• Efficiency project resulting in a complex Excel workbook and procedure to detail requirements and expectations weeks before vehicle production begins

• Establishment of a 10-person data management team with group expectations

• Consulted employer's client (tier-1 NASCAR racing team) on project management process and implementation