Brenda Martin

847 1/2 Del Valle Drive

Fallbrook, CA. 92028-9394

760-728-2998

I have over 25 years of experience in IT, primarily in Technical Project Management.

I have current experience in the following areas:

Ø System Administration managing support and development initiatives

Ø Production support of multiple 24/7 environments

Ø Implementation planning in real-time environments

Ø Development and Implementation of Change Control procedures for large multiple site organizations

Ø Business Contingency Planning

Ø Execution of Disaster Recovery plans for large 24/7 operation

Ø Problem tracking and Management of First-on-Call Support groups

Ø Development and management of project plans covering all phases of software development life cycle

Projects include - Development, Testing, QA, User Acceptance Testing, production implementation, and post-production support responsibilities.

Ø Development and Execution of Quality Assurance test plans

Ø Management of multiple projects and personnel across multiple sites

Ø Coordinate tasks across open system architecture, multiple server environments and mainframe environments. Task management for Oracle database administrators’ tasks. Report status of project to all levels of management. Maintain and keep up to date project plans. Document infrastructure processes, policies and procedures.

Ø Microsoft Project and Project Workbench

Projects include:

10/99-12/00 Bank of Hawaii - Phoenix, AZ

I was the Technical Project Manager for a Hogan Systems software upgrade from release 1.2 to release 2.1. My responsibilities included management of all technical resources, coordination of all phases of the project life cycle, and development of the technical implementation plan. My project team consisted of 20 technicians in both Phoenix and Honolulu.

This project required full Project Life Cycle task management. All project documentation was completed to client’s specification for requirements definition, functional definition and design, and technical definition and design. Customization of this Software package was required, and was managed as a parallel software development project.

Vendor management was a key component of this project. The Project team was required to validate that the software was functioning as documented. Accurate and timely problem identification was critical to managing resource usage. Vendor-delivered problems were assigned to the vendor for resolution and re-delivery. Customization issues were resolved with on-site project resources.

For the final implementation into Bank of Hawaii’s production environment I developed a separate project implementation plan detailed at the hourly level. I was also responsible for management of production support teams to work all shifts for 30 days after implementation. The production support approach required that I provide teams to the help desk, technical support, application support, and business user areas. Production support required coverage for two banks across time zones 20 hours apart.

The production support teams documented and tracked all issues and resolutions on a daily basis. All issues were assigned priorities and resources. The production support status information was updated every 4 hours during the first 14 business days after the new system was implemented.

Management reporting was to the bank's VP level on a weekly as well as monthly basis. In addition, I managed the project’s Change Control and software customization request process as part of project scope management.

Project was delivered on time and within budget.

6/96 - 10/99 Nissan North America Motor Corporation - Gardena, CA

For Nissan, I was the primary Applications and Systems Project Manager providing delivery of all system support software upgrades, in a real-time environment. My responsibilities included management of a Technical Assurance team, delivery of project plans for each implementation, development of test scripts by product and by application, management of implementation in a 24/7 environment, and production support of the new systems. Software upgrade projects included separate installations of then-current releases of: MVS 4.3, MVS 5.2, OS/390, ADABAS, Natural, DB2 V4 and V5, CICS 3.3 and 4.1, Transaction Server 1.2, Language Environment (LE/370), Netview/DM, INFOPAC, Connect Mail Box, Panvalet, SAS and approximately 25 other OEM software products.

Management of the Technical Assurance Team required management of plans, resources, and tasks to ensure that production service levels were not impacted as upgrades or enhancements were introduced into the production environment. My responsibility included building and managing plans for all technical tasks during the upgrade and development phases. Resources from all areas of Information Technology were scheduled into our project plans for the implementation. Upgrades to high-level system components, such as OS/390, required all areas to participate in Quality Assurance testing. Quality Assurance test plans were built to verify that no production impact occurred for all mission critical applications, both online and batch. The mission critical applications included all application groups and data management: Vehicles, Parts, Sales, Customer Information, Internet and Intranet services, DB2 and Oracle, ADABAS, Natural, and the full inventory of system software.

The Technical Assurance Team I managed also provided production support on a 24/7 real time schedule after all production updates. Project plans included implementation details and production support to the Help Desk, Technical support, as well as Application support. The Technical Assurance team assisted the Help Desk onsite for 1- 30 days depending on the project. Production support problem tracking and resolution was documented and reported to management on a daily or weekly basis depending of the severity of problem. On a daily basis my team and I were part of 1^st on call to the production support Help Desk and to Technical Support.

I was also involved in developing the Change Control and Problem Management processes at Nissan during my three years there. As part of the production support team I coordinated efforts in solving production batch and online problems on a daily basis. I worked with all areas to identify the size and the areas of impact associated with scheduled changes and chaired or assisted in all daily Change Control teleconferences and meetings.

I was also the Project Manager for Disaster Recovery and Contingency testing, both in Los Angeles and at the Disaster Recovery Vendor site on the East Coast twice each year.

6/95 - 6/96 The Huntington Bank/Hogan Systems - Columbus, Ohio

For this large regional bank, my responsibilities included the detailed project management of 15 Hogan consultants and 40 bank application programmers and managers, supporting the implementation of Hogan System's entire suite of products. The project represented a $3.5 million budget to install and re-engineer bank operations. Phase I included Customer Information, Deposits, Installment Loans, and Online Delivery systems. Phase II included the implementation of Commercial Loans and Relationship management.

Brenda Martin, cont.

12/94 - 6/95 Hogan Systems - Dallas, Texas

Managed the development of a new delivery process for Hogan software. Developed generic project plans that reduced the implementation time for all Hogan applications. Supported sales staff in on-site evaluation of Hogan's Credit Card system for a major bank in Johannesburg, South Africa, and a complete Hogan upgrade project plan for Banco de Colombia, Bogota, Colombia.

6/94 - 11/94 Banco Economico/Hogan Systems - Salvador, Brasil

Managed 15 international consultants during development of the Business Requirements phase for the implementation of Hogan financial software. Project included management of consultants and bank personnel in establishing project scope. Subsequently, these requirements were used to establish a joint international development project where I managed teams simultaneously in both the United States and Brasil.

4/93 - 6/94 Banco Internacionale/ Hogan Systems, Mexico City, D.F.

Responsible for Total Project Management, Installation, Conversion, and knowledge transfer for Hogan's Customer Information System (CIS), Online Delivery System (ODS), Integrated Deposit System (IDS), and Online Collections System (OCS). Project reporting was to the President and five Directors of Banco Internacionale (BITAL). I had management responsibility for 20 Hogan consultants, ten BITAL technicians, and four Technical Support personnel.

1/91-11/92 First American Bank/Integrated Systems Solutions Corp. (ISSC) Nashville, TN.

Provided applications Project Management support for a data center relocation from Nashville, TN to a regional ISSC processing center in Boulder, Colorado. This included backup and recovery plans, application migration to the new system, testing, and quality assurance, as well as post-implementation problem resolution and support activities.

Project Manager responsible for conversion from in-house consumer lending system to American Management Systems Consumer Lending software (AMS). Conversion team consisted of nine ISSC technical people, seven vendor-supplied technical people, and seven user support people. Developed specifications, conversion programs, unit and system test criteria, conversion task plan, dress rehearsal schedules, contingency plans, implementation and post implementation support plans.

8/86-11/91 First American National Bank, Nashville, TN

Project Management responsibility for conversion, maintenance and daily support of the following projects:

Automated Financial Systems (AFS) Commercial Loans

Converted from in-house loan system to AFS. Team consisted of five technical people, six user support people, and three consultants. Converted 120,000 commercial loans from nine affiliate banks to one bank, eliminating duplication of account numbers and reloading general ledger during the conversion.

MSA System Manager including MSA General Ledger, Human Resources, Fixed Assets, and Accounts Payable Packages, and Cash Management Systems Manager.

Project Management responsibility for conversion of PEP to PEP+. Project Plans included development of user interface, unit and system test criteria, implementation and post implementation support. Conversion process included 30 days live parallel processing for both origination and receiving, a bank merger and a bank divestiture. Conversion team consisted of three technical people, and four user support people.

Other project management responsibilities included the coordination of all the Bank's mergers and divestitures for all application systems.