Ann Fritzsche
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A Senior IT professional,
experienced in strategic planning, development and delivery of IT
solutions. Brings a caseworker
“toolkit”, with skills in Project Management, Systems Development and Delivery
Methodology, Organizational Change Management, and Business Requirements
Analysis. Has 18 years of experience in
Business Solutions Development, across a broad base of industries and
technologies. Has managed successful
application delivery using Rapid Application Development, Package
Assessment/Enhancement, and Custom Iterative Development methodologies. Provides coaching for Project Managers, Team
Leaders, and Business Executives in the successful analysis and delivery of
software development projects.
Academic Background
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Bachelor of Science Purdue
University, Industrial Management
Bachelor of Science Purdue
University, Computer Science
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2002:
Digital Agility -
Banking Client
Role: Business Analyst
Conducted a Request for Information for
the Bank regarding technical infrastructure outsourcing. Prepared product requirements, solicited vendor
responses, collected and assessed data, and prepared final report for the
Bank’s decision makers.
2000-2002: Digital Agility - Banking Client Role: Methodology Consultant
Developed Project Office, Project
Prioritization, Business Requirements Analysis, Software Development and
Product Deployment methodologies, with supporting tools and templates. Provided standard Project Team Roles and
Responsibilities and established consistent methods for evaluating individual
performance and setting professional development plans. Coached Project Managers and project team
members.
February – June, 2000: Digital Agility
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Medical Research Client Role: Strategic Business
Analyst
Analyzed the enterprise readiness of
the current state of the Information Technology team for a Cancer Research lab
group. Assessed current systems,
reviewed strategic goals, and identified the gaps limiting the team from moving
forward. Developed potential tactical
plans for closing these gaps and assessed corporate risks associated with continuing
on the existing direction. Project
resulted in an enterprise readiness report, with current state assessment and
recommendations for appropriate “next steps”.
1996-1999: GMAC/Residential Funding
Corporation Role: Director, Business Technology
Built an Organizational Change practice
to enable a consistent approach of introducing, preparing for, and minimizing
impact of changes introduced to the business from process redesign or new
systems solutions. Partnered with the
business teams in applying these concepts to their employees, and implemented a
program that ensured that employees had the right business skills prior to
their training on the new software system.
Managed
a 60-person project team through iterative systems development to move the company’s
loan acquisition process from a 2-tier system to web-enabled technology. Technology platform included Object
Oriented design, Virtual Basic, C++, Workflow and rules engine
design/development. Integrated data
requirements into a Corporate Enterprise Database, and led a team in developing
Data Warehouse support using Crystal Reporting.
Managed a 40-person team through custom
development of a loan acquisition processing system on a 2-tier technology
platform. Using a Rapid Application
Development approach, the system was completed, installed and accepted within
120 days.
Developed
a Quality Program that guided project teams through the application development
methodology, with tools to assist them in making process checks and taking
corrective action
1995:
CSC Consulting: Major Secondary Education Institution Role: Methodology Coach
Coached
project teams in methodology and organizational impact during re-engineering of
the client’s administrative and accounting processes.
Coached team leaders throughout implementation of SAP financial modules.
1994:
CSC Consulting: Catalyst Methodology Development Team Role:
Program Manager
Responsible
for the process design, development and deployment of the Project Start-up
phase of the Catalyst Project Management methodology. Responsibilities included establishing the Vision and Strategy,
designing process elements and support materials, managing the development of
support materials, and designing/implementing deployment programs to the
fifteen CSC locations nationwide.
1993
- 1994: CSC Consulting: Healthcare
Products and Services Client Roles:
Program Manager, Business Analyst
Responsible for establishing a testing center for multiple
releases of Clinic Management software for the Behavioral Services
division. This involved establishing
the necessary quality procedures, implementing automated testing tools, and
training the development team in test planning and execution. Also established a quality assurance center
for the various software systems released to the clinics.
Responsible for the development
of client/server based insurance operation software for a long-term care
insurer. This included maintaining the
project plan, managing client expectations, managing team resources, monitoring
resource and task performance, and maintaining quality standards. Also designed two software application
modules.
1992:
CSC Consulting: Automotive
Services Client Role: Project Administrator
Responsible for managing the
project plan for a 200+ staff development team during the implementation of a
customized software package in a client/server environment. Additional responsibilities included
resource loading/balancing, change control management, skill transition
training, management of the administrative support staff and project audit
resolutions.
1991: CSC Consulting: Fortune 50 Commodity
Manufacturer and Trader Role:
Project Leader
Managed a team of 25 people in
the design and development of customized distribution software following a
departmental reengineering effort. Also responsible for establishing and
maintaining the project plan, managing client expectations, and supervising the
development staff.
1990: CSC Consulting: State
Government Agency Role:
Senior Analyst
Developed a business area
analysis for a local state agency. This
involved review of department functions, determining business requirements,
integrating with separate divisional system plans and preparation of both
business system and logical data specifications. Also developed detail system designs using Foxpro database tools,
including physical data designs, final externals and related programs.
1989: CSC Consulting: Krelitz Industries
Role: Project Leader
Responsible for directing a staff
of 14 people, including five trainees, in the migration of a sales analysis
system from an IBM 4361 Mainframe to an AS/400, using Synon as the development
tool. Also responsible for coordinating
the efforts of additional subcontractors into the project plan. The project was completed within established
deadlines, with an increase in trainee productivity from 30% to 80%.
1986-1988: GDS & Associates/IBM Role:
Product Manager
Responsible for bringing new software products to the
market. This included conducting the
market research, managing the design, development and testing of the software
product, and overseeing the sales rollout.
This product was completed and introduced two months ahead of schedule.
Also hired and managed the sales personnel.
Responsible for the coordination
of project teams to fulfill client software requests. This included analyzing user needs, managing technical staff, and
follow up with clients. The project
teams focused in the areas of distribution, inventory control, marketing,
database telemarketing, and field sales systems.
1983-1985: GDS & Assocates/IBM Role:
Sales Representative
Responsible
for generating leads, building client relationships and closing sales within
the IBM hardware product line.
For
additional information, please contact me at:
Digital Agility, Inc., Scottsdale, AZ (480)419-6899
afritzs@digitalagility.com