Steven David Black is a certified Project Manager with over 16 years of experience managing projects up to $20 million. He has a track record of delivering projects on time and within budget. He has experience managing teams of up to 150 people. His most recent role was as Senior IT Applications Manager at Gulfstream Aerospace Corporation where he oversaw 240 applications and a team of 54 managers and staff. Prior to that he held various project management and operations management roles at Computer Sciences Corporation, Verisign, and the Georgia Ports Authority.

1. Steven David Black
9 Copperfield Dr S, Savannah, GA 31410-3944
stevendblack@hotmail.com
QUALIFICATIONS SUMMARY
CERTIFIED PROJECT MANAGER, PMP, with a successful track record in delivering projects valued at up to $20
million on time and within budget. Demonstrated the ability to manage relationship with offshore vendor to
ensure quality and deliverables on high-profile software development projects. Strong operations and process
improvement background includes management of up to 46 direct reports and overall team of 150. Consistently
selected by management for the organization’s most challenging operational and IT projects. 16 years of
experience managing waterfall SDLC projects. Fluent in Remedy and Microsoft Office programs including
Project, Visio and SharePoint. Willing to relocate.
CAREER HISTORY
GULFSTREAM AEROSPACE CORPORATION, Savannah, GA
April 2011 – December 2015
Gulfstream Aerospace Corporation, a wholly-owned subsidiary of General Dynamics, designs, develops, manufactures,
markets, services and supports the world’s most technologically-advanced business jet aircraft.
Senior IT Applications Manager (3 years)
 Senior Manager responsible for Enterprise Applications, SharePoint, and DBAs.
 Managed a staff of four managers and 50 support personnel for over 240 applications, with a customer
base over 16,000.
 Assisted in establishing a Change Control Board. Served on the board for the past two years and acted
as Change Manager when he was unavailable.
 Co-led a change from a support model of six business area towers to an Application Lifecycle
Management model.
 Responsible for department operating budget of $7.3M.
 Made interim PMO manager for eight months during reorganization. Made improvements to the delight
of the team.
 Took over a team that implemented SharePoint for the company. The project launch was a failure and it
was rolled back. I got directly involved by assisting the project manager and application manager to
determine what happened. This was published to the CIO and customer, along with a new plan to
correct the issues. SharePoint was successfully launched a few months later.
IT Applications Manager (1.5 years)
 Managed a staff of 28 business analysts, systems analysts, architects, developers and project managers.
 Mentored other managers during the in-sourcing of CSC and establishment of the new organization.
 Instrumental in establishing improved processes with reorganization. This included implementing Agile
development methodologies over classic waterfall, where they made sense.
 Implemented peer reviews for the teams: business analysts for requirements documents; and code
reviews for the developers.
 Continued to perform project management tasks during this time due to a PM shortage.
COMPUTER SCIENCES CORPORATION, Savannah, GA
November 2009 – April 2011
CSC is a global leader in providing IT-enabled business solutions and services with a commitment to excellence.
Program Manager (6 months)
 Took over a team of 28. The majority of this team was working in a quasi-Agile/Scrum delivery process
for the Corporate Product Lifecycle Management suite of applications. They had many defects in the
code due to the way they managed the three-week delivery process. They also missed many
commitments, averaging about 70%. I was able to rework their process to improve quality and increase
their delivery commitments to 94%.
 Continued to perform project management tasks during this time due to a PM shortage.

2. Project Manager (11 months)
 Standardized project management processes and methodology incorporating SDLC processes. There
was no consistency between PMs on processes.
 Managed a disaster recovery exercise (DRE) to rebuild all aspects of four critical applications. Received
accolades from the CIO for the first DRE to be managed on-time and with no issues. This was my
second project with the company.
 Managed 13 SDLC projects. Worked with development teams that never heard of a WBS. Educated
them on the importance of using MS Project to manage the project. They were unfamiliar with the
dependencies and constraints. Was able to improve their estimating process. Turned around a
horrendous reputation of the team for not delivering on time, within budget, and with quality.
 Managed one project to implement a COTS package.
 Promoted from Project Manager to Program Manager of Applications Engineering team after working
with company for 11 months.
VERISIGN, INC., formerly HO Systems, Savannah, GA
June 2001 – February 2009
VeriSign provides billing and operations support systems for communications customers. These systems improve the
accuracy and timeliness of settlement and billing, while lowering costs by providing self service e-billing.
Senior Program Manager (3 years)
  Managed the successful off-shoring of engineering, providing strategic direction and change
management strategies for infrastructure, creation of teams, operational processes and training in the
relocation of A&D, development, QA and various projects.
 Program managed the engineering development portion of new releases for the latest billing application
for the cellular industry with full accountability for directing the relationship with an offshore vendor
with a team of 100 software engineers in India, and four in Austria. Directly managed a team of 46
domestic and international staff.
Project Manager (5 years)
  Established first-ever capacity model resulting in the on-time delivery of new quarterly releases for a
new product line, setting the standard for deliverables for all product releases.
  Recruited by VP to serve as the first Project Manager in the organization to standardize project
management processes and methodology incorporating SDLC processes.
  First Project Manager to earn a seat on the Change Management Board.
  Assisted implementations team by taking on 4 implementations and upgrade projects.
  Recognized with accolades from management and the company’s third largest account for the on-time,
within budget delivery of a stalled project previously managed in another company department.
 Implemented a process to use SharePoint for toll-gate approvals. This included the documentation and
approvals.
GEORGIA PORTS AUTHORITY, Savannah, GA
May 1979 – May 2001
Facilitating global trade through strategic U.S. East Coast gateways, the Georgia Ports Authority is a leader in the
operation of modern terminals and in meeting the demands of international business.
Container Operations Manager (9 years)
 Recruited by General Manager to merge two departments, Containerport (administrative) and
Containerfield (operational), into one, Container Operations. Managed hiring, training, and promotions
of administrative staff of 40. Designed a new 12,000 square foot office building, coordinated
construction, and managed the relocation. Managed $10 million operating and $40 million capital
budgets. Promoted 3 staff members to Assistant Manager to facilitate supervision of 37 administrative
employees.
  Managed, with the Superintendent, operations staff of a total of 150 personnel handling container
services, including rail, gate, vessel, government services, special order operations, and billing.
  Served as a Business Analyst for a new container database, TransACTION.
  Championed a pilot program using RF, radio frequency, technology that increased inventory efficiency
and reduced manpower requirements by 60%.
  Led a year-long project to accommodate a specialized terminal for The Home Depot that led to contracts
with major accounts, such as Dollar General, Dollar Tree and Wal-Mart.

3.   Functioned in a dual capacity as an IT Project Manager over the implementation of a new terminal
operating system and an Operations Manager directing all aspects of the interchange gates with 24
access points for long-haul and short-haul freight carriers delivering intermodal containers to the
Savannah port.
  Led the on-time implementation of Navis in 2000, a $14 million project, which included major
infrastructure modifications that resulted in the automation of the lengthy inspection process and yielded
significant increases in interchange throughput by utilizing hand-held RF devices.
Assistant Ship Operations Manager (7 years)
Operations Administrative Coordinator (5 years)
Nurse’s Assistant (9 months)
Cargo Handler (3 months)
EDUCATION & PROFESSIONAL DEVELOPMENT
Project Management Certified, July 2004, Project Management Institute, Savannah, GA
Formal Training & Experience using PMBOK, (Project Management Book of Knowledge)
Project Management Institute, Member
PMI Coastal Empire Chapter, Member
High School Graduate, June 1980
COMMUNITY & PROFESSIONAL ASSOCIATION LEADERSHIP
Savannah Traffic Club, Inc. (formerly Transportation Club of Savannah, Inc.), Savannah, GA, 1987-Present
President, 1990-1991; 1st Vice-President, 1989-1990; Board of Governors, 1987-1989
Selected achievements: Established a scholarship each for 3 universities; built membership to 200+; designed
newsletter graphics that won award at Traffic Clubs International convention.
Savannah Junior Golf Association, Savannah, GA, Board of Directors, 1994 - 1996
Brought Savannah transportation involvement to this organization and raised over $2,000.
Savannah Maritime After Hours, Savannah, GA, 1990-1992
Helped establish a means for the Savannah maritime community to meet monthly in a social atmosphere.