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Geoffrey Lory, PMP, CSM, ACP – Agile/PM, Player/Coach


Professional Summary
Geof has a 30 year track record of managing successful projects that deliver business value. He has been in consulting since 1983.  He has held positions of V.P. of Operations, Director, Management Consultant, Branch Manager, Program and Project Manager, as well as other project team roles. The majority of his background is in the areas of Project Management and Business Systems Design, where a broad exposure to a multitude of structured methodologies, strong inter-personal skills, inherent analytical inclinations and a natural coaching approach are best utilized to help organizations adapt and adopt effective project management approaches.

A demonstrated leader and team builder, Geof has successfully lead projects for many Fortune 500 companies. Since 1995 he has coupled the depth of his experience with his project disciplines, delivering training, consulting, leadership, teambuilding and mentoring to project managers. His focus is on effectively managing expectations, building strong relationships with the business, disciplined project management processes and delivering high quality results.

Experience

Agile/Scrum Program Manager/Consultant and Agile Coach                             March 2013 – Current 

Managing multiple Agile project teams and coaching other project teams in the adaptation and adoption of Agile practices for business value delivery. Includes enterprise teams for the data warehouse, sales and service systems and cross-system integrations. Implemented organizational use of Agile tools and behaviors and continue to work with management to developed a culture of collaboration, transparency and accountability.


Management Consultant – Agile Project Manager and Coach                            April 2012 - 2013     
As the Agile Project Manager, led the Content Management Product Team of 18 for Best Buy’s Dotcom/on-line business. This included setting the team and processes up to execute in bi-weekly iterations to create and implement a new content management front-end system and enhancements to the existing applications. Additionally, worked with the Dotcom Agile Coach to address Product Management, Project Management and Software Engineering disciplines for other teams in the Dotcom space. This position involved merging of traditional PM activities such as budgeting/forecasting, resource management and administration with the more lean and nimble agile approach and techniques.


Management Consultant – Sr. Program Manager and Agile Coach                      June 2009 - 2012     
Led the business process engineering, development, configuration and implementation of Salesforce.com (a SaaS sales force automation application) for a major healthcare software and services company. Additionally, managed the integration of several other CRM applications with Salesforce.com using Cast Iron to provide a 360 degree view of all customers. The program was managed by the business in conjunction with IT using an Agile/Scrum  approach interfacing to both agile and traditional IT projects. The program exceeded delivery expectations and resulted in high customer satisfaction and use/adoption across a large and diverse user base. Trained and mentored business project managers in Agile/Scrum and implemented Microsoft TFS as a support tool. Additionally worked with corporate finance and other project teams to espouse Agile methods for their projects.


Agile/Scrum Consultant – Trainer, Guide and Agile Coach                                 June 1996 – On-going
Assist organizations in the adoption and adaptation of project management practices, including traditional and agile methods, for improved project delivery through a combination of assessments, training, team guidance, structured facilitation and individual coaching. Helps teams develop practical processes that integrate into daily project management in an acceptable and efficient manner. Extensive background in leadership, teambuilding and enabling change that comes from years of working with inter-personal assessment tools, including Myers-Briggs, Predictive Index, Insights, DISC, LPI, CARE, Speed of Trust and StrengthsFinder. Clients include US Bank, Wolters Kluwer, Optum/UHG, 3M, Cargill, GMAC/RFC, Fortis, Gallup, Gartner, Merrill, Microsoft, Applied Systems, Thompson/West, VerizonWireless, NACR  and numerous small to medium sized software development companies looking to deliver business value faster.


Management Consultant – Sr. Project Manager and Agile Coach                       July 2007 – May 2009 
Working with the leadership team of a software product development firm, facilitated the creation of company best practices based on MSF Agile and Scrum and then worked with the infrastructure team to configure Microsoft Team Foundation Server and SharePoint Portal to enable those practices. As the Agile/Scrum Evangelist, instituted a combination of traditional PMI based and Agile/Scrum practices and all supporting education and support materials to assure uniform adoption across the organization. This included personally mentored 10 project managers as team ScrumMasters. Also established best practices for Program Management and Product Management for 24 different software products/teams and mentored those roles in the associated disciplines. Integrated Agile methods with Lean Product Management, created defined product backlogs, roadmaps and regular/published release cycles, enabling the division to increase revenues by 56% the first year.

Project Manager - ScrumMaster                                                                      April 2007 - July 2007
As the Sr. Project Manager/ScrumMaster for a software product development team, lead the design, development and production implementation of an Applicant Management System. The project was a joint effort between a background checking company and a software firm. Coordinated collaboration between the two companies by bringing the product and industry knowledge from the background processing firm together with the software technical skills of the development firm. The project used a Rapid Application Development (Scrum) methodology that required extensive communication and feature negotiation between the two parties. The product was implemented in an SaaS environment hosted more than 5000 clients in the first 12 months, replacing the existing high-overhead customized legacy application.

Sr. Project Manager – Agile Project Manager                                                   5/2006 - 3/2007
As the Project Manager for a life sciences company, lead a project to customize and implement a revenue management system that interfaced to SAP for enterprise data. This system managed all customer contractual relationships and produced pricing and rebates for a 2 billion dollar business. This project was part of a larger Pricing & Contract Management program with considerable dependencies and synergies between the various projects. The project was executed with a core virtual team of 8 people and a program team of more than 50 people. Extensive cross-project communication and strong customer relationship management was instrumental in the project achieving high customer satisfaction. The project met all the necessary compliance and SDVLC requirements.

Program/Project Manager                                                                                8/2005 – 4/2006
As the Program and Project Manager for a healthcare initiative, managed the ideation, business case and project planning for the creation of three new national provider network products. These required alignment and management of cross-functional departments to collectively balance the interests of Sales, Network Management, Operations and IS around a nationally orchestrated solution. System required business and technical changes to the existing Claims processes and systems. This was a high-profile project requiring a matrixed and distributed team environment in a traditional organization. Geof was successful in establishing an effective team and project structure for long-range product development and immediate project execution.

Senior Consultant                                                                                            3/2003 – 5/2005
As the leader of the division PMO and representative to the EPMO, Geof developed and implemented a defined and measurable System Development Life Cycle that was adopted by the EPMO. This was implemented using facilitation and mentoring of best practices and was enabled through the tools of Microsoft Project Server and BrightWork/SharePoint. These were customized and established as best practices for consistency and external reporting. This project included supporting collateral for team member use and adoption, customization of templates and forms, and the creation of training for all levels of users.

Prior Consulting and Management Experience                                                   1978 – 2003
As Vice President of Operations and Director of Business Systems for ESP Software Services, Mr. Lory started and managed the Microsoft Solution Provider application development group that used MSF to successfully deliver complete solutions for their clients.  Having worked with many different methodologies, he was able to compare, contrast and integrate the inherent principles of MSF to many diverse environments and developed a separate practice around process improvement and project management maturity assessment and enhancement.  
As a Management Consultant, was brought into the Network Systems department to help structure and organize the technical and administrative areas surrounding an eventual 2000 node Wide Area Network. Provided a stable production processing environment within a network of 75 file servers by doubling the quality of support while halving the response time, with the same staff size.  Established change control procedures and a service request/trouble report system to expedite support in a controlled manner and set the stage for future out-sourcing of national production support.

As a Project Leader for the implementation of a Human Resource Management package, coordinated efforts between payroll/personnel managers and departments.  Executed the implementation of systems and associated interfaces into production.  Performed user training on the application. Developed a strong working knowledge of payroll/personnel business needs and the intricacy and nuances of the HRMS package. Leveraged this experience as a payroll/personnel Business Consultant for a 36,000 employee company, to assist in the establishment of 30 different business entities on the Human Resource Management System.  Additionally, designed programmed and user tested a subsystem to handle a 401K interface to an outside administrator.  Performed miscellaneous business support functions for the payroll/personnel user community.


Education

Michigan State University
  • B.S. in Resource Development – Summa Cum Laude
Certifications, Publications and Tools
Microsoft Endorsed Master Trainer (1996 – Current)
  • Microsoft Solutions Framework
  • Microsoft Project 200X
Fissure Corporation – Project Management Training/Simulations (2000 – Current)
  • Project Management Basics & Overview
  • Project Management Simulation Powered Learning (Basic and Advanced)
  • Leadership & Change Management Simulation Powered Learning
  • Teaming with Agile/Scrum
Project Management Tools
  • Microsoft Team Foundation Server - TFS
  • Rally
  • VersionOne
  • Jira
Agile Alliance – Scrum Alliance
  • Certified ScrumMaster (CSM) (2007 – Current)
  • Certified to deliver various Agile/Scrum curriculum
Project Management Institute 
  • Project Management Professional (PMP) (2004 – Current)
  • Agile Certified Practitioner (2012 – Current)
  • National PMI Professional Development Days speaker and panelist (2000 – Current)
CoveyLink – Speed of Trust (2007 – Current)
  • Field Partner
  • Certified Trainer and Coach
Gallup StrengthsFinder
  • Strengths Coach
  • Strengths based Leadership
Publications