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General

Michelle Porter
Female
November 12
Janesville, WI

Bio

Experienced Project Manager with extensive knowledge and skills easily transferable to multiple industries. Proven abilities in program management, cost control, budget analysis, contract outsourcing, mentoring, and training. Demonstrated success in managing multiple projects from initiation to closure in various settings and environments. Reputation for strong process change management, liaison, and problem solving skills. Excellent communication, influencing, and team leader abilities.

Currently serving as National Executive Secretary Assistant and as Chapter Advisor of Beta Lambda's Advisory Board & Financial Advisor on Gamma Phi's Advisory Board.

Contact

mporter240@gmail.com

Education

Rensselaer Polytechnic Institute
Engineering Science
Graduate
2002
Attended from 1998 to 2002

Rensselaer Poytechnic Institute
Master of Science, Engineering Science
Graduate
2002
Attended from 1998 to 2002

GMI Engineering & Management Institute
Management Systems
Undergraduate
1993
Attended from 1988 to 1993

GMI Engineering & Management Institute
Bachelor of Science, Management Systems
Undergraduate
1993
Attended from 1988 to 1993

School Joseph A. Craig High School
Graduated in 1988
  Attended from 1985 to 1988

School Joseph A. Craig Senior High School
Graduated in 1988
  Attended from 1985 to 1988

Work History

General Motors LLC
Transportation/Logistics
Data Management Specialist
Employed since November 2013

English Gardens
Other
Perennial Lead Sales Associate
Employed from November 2010 to July 2012

General Motors
Other
Project Manager
Employed from January 2006 to April 2009

• Manage an annual program budget of $5 million.
• Serve as customer interface through face-to-face and collaborative meetings with Engineering business customers.
• Provide program leadership in writing and negotiating all vendor contracts for resources and technical services.
• Coordinate regional deployment plans with local Information Technology site team leads and Engineering Process Owners.
• Lead global collaboration sessions to share best practices and lessons learned.
• Maintain technical skills through a minimum of 40 hours of technical training annually.
• Manage a development team staffed to create requirements, test cases, and deployable software code for Siemens’ Teamcenter Engineering application.


General Motors
Other
Virtual Engineering Manager
Employed from January 2005 to December 2005

• Led common virtual processes & program execution globally (GM Daewoo Auto & Technology, GM Warren Vehicle Engineering Center, Canada Regional Engineering Center, Suzuki Engineering Center).
• Led program virtual assessments/builds/reviews and math health checks.
• Developed, documented, & implemented Program Math Plan with the Program Team.
• Provided program leadership & ownership of all math and related virtual activities & processes.
• Served as Engineering Design liaison to Next Generation Releasing project team; work with cross-functional representatives to develop, document, & implement role-based process changes and communicate those business requirements to IS&S for system development work.


General Motors
Other
Engineering Group Manager
Employed from January 2004 to December 2004

• Led a cross-functional team to create a global VAS strategy based on functional organization needs.
• Led a team of subject matter experts to create & deploy a VAS & Design Context training strategy across the design & engineering organizations.
• Facilitated group of managers to comprehend & consolidate IT & business strategies for annual portfolio funding.
• Participated in a global workgroup to create a plan, including pilot, for a global program execution strategy.
• Created & reviewed employees’ annual Performance Management Plans (PMP).


General Motors
Other
Global Process Manager Engineering Release
Employed from July 2002 to December 2003

• Executed Global Manufacturing System (GMS) Process Owner tasks, including: creating an initial communication package, facilitating follow-up sessions with participants & leadership panel, assisting implementation owners through the implementation process, escalating & resolving implementation issues, & providing regular updates to the project sponsor & senior management.
• Facilitated global user focus groups in the release process area.
• Facilitated cross-functional teams of engineers in business process re-engineering activities.
• Directed cross-functional teams of engineers in developing business process models.
• Assisted business process owners in creating system requirements for transition to information technology group.


General Motors
Other
Engineering Group Manager
Employed from January 2001 to June 2002

• Coordinated activities to support the EPMS strategy for utilizing simplified common processes throughout Product Development Engineering.
• Reduced the number of Product Development Business Systems from 146 (CY2001) to 112 (CY2002).
• Focused business process owners on data content & its’ consistent use throughout engineering business systems.
• Directed discussions to prioritize projects for future budget considerations.
• Facilitated cross-functional teams of engineers in business process re-engineering activities.
• Directed cross-functional teams of engineers in developing business process models.
• Assisted business process owners in creating system requirements for transition to information technology group.
• Created & reviewed employees’ annual Performance Management Plans (PMP).


General Motors
Other
Project Manager IT
Employed from April 1998 to December 2000

• Enforced and promoted IT standards within application teams.
• Created disaster recovery planning processes and documentation in cooperation with business system owners.
• Managed technical resources for multiple projects.
• Managed all projects to budget by negotiating with vendors for competitive service agreements.
• Created yearly budget recommendations for systems under direct management.
• Managed system maintenance standards and procedures, as well as monthly performance metrics.
• Lead project manager on sales systems reengineering efforts to consolidate sales databases and investigate new query tools.
• Directed the development of database enhancements for corporate sales reporting databases and a short-term forecasting application.
• Directed the development of system enhancements for corporate sales reporting & short-term forecasting applications from project initiation to deployment.


General Motors
Other
Analyst - Chevrolet Marketing
Employed from February 1996 to March 1998

• Functioned as a liaison between Chevrolet’s Sales Reporting & Distribution departments to better understand data issues.
• Acted as a divisional liaison between the DRAS (Delivery Reporting & Sales) & Divisional Delivery Reporting functions.
• Participated in cross-divisional planning teams to commonize reporting practices.
• Conducted analyses of the U.S. truck industry for use in monthly divisional projection meetings.
• Reviewed and approved relational database model for BPIC (Brand Plan Information Communicator)tool.
• Directed development of a web page and linked database with GM Communications Support Group and an outside vendor.
• Coordinated process modeling of current business processes for BPIC with cross-divisional teams.
• Led discussions with EDS staff in creating a project timeline.
• Performed gap analysis studies on sales reporting functionality in CDRTD versus Chevrolet legacy systems.
• Performed gap analysis studies on NAO common RAZ & SalesTrac applications versus divisional legacy systems.
• Led the divisional rollout of RAZ, a data/graphic interface showing registration and sales data.
• Coordinated and executed national training sessions in fourteen regions nationwide.
• Directed a team of EDS staff in making changes and updates to RAZ for the common NAO environment.
• Supervised the acquisition of data from R.L. Polk for the common RAZ tool.
• Solved user questions/problems through the User Support & Training Center.
• Prepared and reconciled ten-day and monthly sales, stock, and production report (GME-77) for corporate reporting purposes.
• Acted as the divisional liaison for R.L.Polk’s REGIS system for all central office & field personnel.
• Interacted with product brand teams in preparing competitive analyses of registration data.
• Prepared daily sales package for distribution to upper management.


Delphi Interior & Lighting
Other
Market Analyst
Employed from May 1994 to January 1996

• Worked with cross-functional teams in strategic product planning activities.
• Prepared comprehensive competitor assessments.
• Interacted with international staff in obtaining global competitive updates.
• Aided in the design and implementation of a competitive database.
• Assisted in the preparation of the 1995-1999 and 1996-2000 Divisional Business Plans.
• Organized and participated in a promotional seating display at customer’s request.
• Analyzed departmental needs for computer equipment and space during Delphi’s initial COe transition.
• Assisted in the preparation and presentation of a course on process benchmarking to engineering work groups.
• Interacted with divisional and plant staff to coordinate benchmarking activities and requests.