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Michael G. Lofy            21 Years of Business Experience

Developed a service level agreement for a company being carved out from its parent company to ensure a consistent level of service for their PeopleSoft HRMS during the transition.  Also, developed a fit/gap analysis showing the potential modifications required to support a major HR initiative within the company.

Managed the conversion of two recently acquired operating companies into an existing PeopleSoft HRMS system.

Developed the project plan and scope for a systems integration project involving Restrac, Interlynx, Seeker Software, and IMS-based legacy systems for a worldwide package distributor.

Managed the implementation of PeopleSoft HRMS for one operating company of a publishing conglomerate.

Managed the implementation of PeopleSoft HRMS and Financials for a local county government.

Managed the selection process for an HRMS vendor for a large communications and pipeline company of 15,000 employees.

Managed the implementation of a new Human Resource Information System (PeopleSoft) for a major Midwestern electric utility (5,000 employees), which included direct supervision for five management employees, project management, budget management, purchasing decisions, work direction, and day-to-day operation of the project.

Managed the HRIS design and selection process for a major Midwestern electric utility (5,000 employees), which included examining Human Resource processes, developing a conceptual design, developing the project proposal and selling it to upper management, leading a team to select a vendor for HRIS software, purchasing the hardware and software, leading a team to re-engineer the hiring process, coordinating task teams for the re-engineering of the payroll, employee information, and industrial health and safety processes.

One of three team members that re-engineered the recruiting, hiring, and pay rate change process for a Midwestern state government as part of their PeopleSoft implementation. Also developed test scripts r the user acceptance testing, managed the user acceptance testing, and developed the overall system test plan for the same implementation.

Consulted with the project team of a large hotel chain implementing ADP-CSS HRizon for over 80 sites. Assisted in the development of the scope and project plan.

Developed the project plan and managed the implementation of a turnkey ADP-CSS HRizon implementation for a start-up company of 750 employees.

Performed a project definition, defined the scope, developed a project plan and assisted in the cost benefit analysis for the implementation of PeopleSoft at a large fashion publishing company.

Performed a project definition, defined the scope, developed a project plan and provided high-level management for the project manager of an implementation of ADP-CSS for a family owned business of 45,000 employees.

Performed a project definition, defined the scope, developed a project plan and provided managed the implementation of ADP-CSS HRizon for a graphics design company of 3,000 employees.

Developed the project plan and modeling scripts for the conference room pilot of an ADP-CSS HRizon implementation for a growing building materials manufacturer.

Facilitated planning meetings with the project team implementing PeopleSoft at a nationwide construction materials company of 4,500 employees.

Managed a five-person team responsible for re-engineering seven of the fourteen HR processes defined by a major insurance company prior to the implementation of PeopleSoft.

Developed the project plan for the implementation of PeopleSoft in a major publishing and broadcasting company (45,000 employees) and provided high-level management for the project manager and project team.

Defined the scope, developed the project plan and managed the implementation of an ADP-CSS HRizon implementation for a name brand manufacturer of women’s apparel.

Developed and maintain web site for cm associates, inc. 

Developed web site for IHRIM Midwest Chapter. 

Developed, maintain web site and webmaster for Saint Joseph’s Parish. 

Developed, maintain web site and webmaster for Saint Joseph’s School. 

Consulting Operations and Management

Assisted in the start-up of an HRM systems practice specializing in PeopleSoft and ADP HRizon for a large nation-wide consulting firm, which included developing marketing materials, developing a tool kit, hiring and training over 20 consultants, managing accounts and managing the group.

Developed a methodology, which defines the scope of a project and provides a high-level project plan for the implementation of PeopleSoft and HRizon HRMS implementations. This is used in sizing the project team, defining training needs, defining resources, defining tasks, and obtaining management buy-in.

Developed implementation methodologies for PeopleSoft and HRizon HRMS implementations, including a detailed project plan and tools.

Developed methodology for requirements gathering and selection of HRMS vendors.

PeopleSoft^® training: Intro to HR, Intro to Benefits, Recruitment, Position Management, PeopleTools I, PeopleTools II, PeopleCode, SQL/SQR, Application Security, Application Upgrade.

MS in Engineering Management from the Milwaukee School of Engineering.

BS in Engineering Technology from the University of Wisconsin-Parkside.

2000 HR Technology Exposition and Conference, Long Beach, CA, Implementing an HRMS, The Fundamentals.

1999 HR Technology Exposition and Conference, Chicago, IL, Implementing an HRMS, The Fundamentals.

1998 IHRIM Annual Spring Conference and Exposition, Nashville, TN, Three Tier Client Server for the Technically Challenged

1998 HR Technology Exposition and Conference, Philadelphia, PA, Implementing an HRMS, The Fundamentals.

1997 PEBA Conference, Philadelphia, PA, Implementing an HRMS, The Fundamentals

1997 SHRM State Conference, Oconomowoc, WI, Creating the Vision, No Longer a "Leap of Faith" (co-presented with Susan Marks, CEO, ProStaff)

1997 HRMS Expo, New York, NY, Implementing an HRMS, The Fundamentals.

1997 IHRIM Annual Spring Conference and Exposition, Seattle, WA, Client/Server, The Facts, The Myths, The Vision

1997 IHRIM Annual Spring Conference and Exposition, Seattle, WA, The 7 Habits of Highly Effective HRMS Project Teams (co-presented with Mr. Rick Fletcher)

1996 HRMS Expo, Dallas, TX, Implementing an HRMS, The Fundamentals

1995 HRSP Annual Spring Conference and Exposition, Reno, NV, Marketing You HRMS Project

1994 PeopleSoft Annual Users Conference, Vancouver, BC, Panel Discussion: Considerations When Upgrading Your System

1994 PeopleSoft Annual Users Conference, Vancouver, BC, Panel Discussion: Creative Modifications for Applicant Tracking and Recruitment

Human Resource Management News, November 15, 1998, Kennedy Information LLC, Software Review: HRConnect Self-Service Modules.

Human Resource Management News, November 1, 1998, Kennedy Information LLC, Product Review: Managers’ Recruiting Package Worth a Look.

Human Resource Management News, May 1, 1998, Kennedy Information LLC, How to Prepare for Software Implementation

Human Resource Management News, June 1, 1998, Kennedy Information LLC, New Technology Promises Time and Money Savings

Benefits & HR Advisor, Vol. 7, No. 3 Fall, 1997, Grant Thornton LLP, Chicago, IL, quoted in an article entitled Government HR Departments Make Most of Their Year 2000 Challenges

At a $1.8 billion Midwest electric utility with 5,000 employees in two States implementing PeopleSoft HRMS 3.x (HR), he managed the one-year project including:

• a $2 million budget
• a team of five full-time resources
• requirements analysis
• vendor evaluation
• business process reengineering
• implementation.

At an international insurance company with $16 billion in assets implementing PeopleSoft HRMS 4.0 (HR, Benefits, Payroll), he

• lead a four-member team that reengineered seven HR processes in preparation for the implementation.

At the State of Kansas implementing PeopleSoft 4.0 (HR, Base Benefits, Payroll), he

• lead a three-member team that reengineered four processes in preparation for implementation
• developed User Acceptance Test scripts
• developed COTS flow diagrams of the system
• monitored execution of User Acceptance Test
• developed test plan covering integration testing, parallel testing and model office testing.

At a recently privatized global energy company of over 100 employees implementing PeopleSoft HRMS 4.0 (HR and Benefits) with an interface to Ceridian, he

• managed the $300,000 engagement over a period of six months
• managed a team of three full-time consultants and three part-time client resources
• restarted a project that had been stopped twice under the direction of a different implementer
• developed the scope
• managed the implementation.

At a major newspaper and magazine conglomerate with 15,000 employees in several States implementing PeopleSoft HRMS 5.0 (HR, Benefits, and Payroll), he

• defined the $1.9 million scope
• developed the project plan covering a year-long project
• initially managed a seven-person team
• later managed the engagement.

At a New York based publisher of sixteen magazine titles implementing PeopleSoft HRMS 5.0 (HR, Base Benefits and Payroll), he

• facilitated several project definition sessions
• developed the scope and project plan
• developed hardware requirements.

At a $10 billion telecommunications company implementing PeopleSoft HRMS 6.0 (HR, Benefits and Payroll), he

• managed the project definition
• developed the scope and project plan.

At a Southeastern City government implementing PeopleSoft HRMS 5.0 (HR, Benefits and Payroll), he

• identified reasons for the project being behind schedule
• reviewed the scope
• reviewed the implementation plan
• suggested strategies to get the project back on track.

At a diversified company encompassing dinnerware, radio communications and cable television implementing PeopleSoft HRMS 6.0 (HR, Base Benefits, and Payroll), he

• facilitated project definition sessions
• developed the scope and project plan.

At one division of a $1.7 billion producer, distributor, and seller of construction material and industrial chemicals implementing PeopleSoft HRMS 5.0 (HR, Benefits and Payroll), he

• facilitated sessions with the project team
• developed a detailed project plan for regaining control of the project, which was behind schedule.

At a County government with 1,500 employees implementing PeopleSoft HRMS 6.0 Public Sector (HR, Benefits and Payroll) and Financials 6.0 Public Sector (AP, AR, Projects, FA, and Inventory), he

• facilitated the project planning sessions
• developed the $1 million scope and project plan covering a 16 month implementation
• mentored a new project team
• managed the engagement.

At one operating company of a $3.3 billion publisher with 22,000 employees implementing PeopleSoft HRMS 7.0 (HR, Benefits, and Payroll), he

At a prominent tradeshow and event marketing company, a subsidiary of a $2 billion S&P 400 mid cap corporation, he

• analyzed the erratic operation of an existing implementation of ADP’s CSS version 2.1
• identified the causes of the problems
• developed a strategy to repair the errors
• developed the scope and implementation plan for conversion to CSS HRizon 7.0.

At a privately held company with 45,000 employees in 50 states, implementing ADP’s CSS HRizon 6.0 product (HR, Base Benefits, and Payroll), he

• developed the scope and project plan
• mentored a new project manager
• managed the engagement for the

At a $1.5 billion energy company implementing ADP’s CSS HRizon 6.0 (HR and Base Benefits), he

• facilitated project definition sessions
• developed the scope and project plan
• mentored a new project manager during implementation
• managed the engagement.

At a $2 billion diversified financial services holding company using ADP’s CSS version 2.1, he

• analyzed the current implementation
• developed a migration strategy to CSS HRizon version. 7.

At a privately held restaurant franchise of 40 restaurants implementing ADP’s CSS HRizon 6.0 in four states, he

• developed the scope and project plan
• managed the engagement.

At a hotel chain with over 240 hotels located in 36 states implementing ADP’s CSS HRizon 6.0 (HR and Base Benefits), he

• reviewed the scope and implementation plan
• suggested strategies for a successful implementation.

At a $1.5 billion designer and marketer of women’s fashions implementing ADP’s CSS HRizon 6.0 (HR and Base Benefits), he

• facilitated project definition sessions
• developed the scope and project plan
• managed the engagement.

At a $1.6 billion leading manufacturer of premium insulation and building products implementing ADP’s CSS HRizon 7.0, he

• developed the scope
• developed a project plan
• developed the scripts for a Conference Room Pilot designed to integrate their newly reengineered HR processes with the HRizon product.

At a recently privatized investigative services company of over 700 employees implementing ADP’s CSS HRizon 7.0 (HR and Base Benefits), he

• facilitated the project definition sessions
• developed the scope and project plan
• mentored a new implementation team.

At a major West Coast law firm implementing ADP’s CSS HRizon 7.0 (HR and Benefits), he

• facilitated sessions with the project team and vendor to regain control of the project
• developed a revised scope and project plan for completion of the project.

At a printing company recently spun-off from a major corporation implementing ADP’s CSS HRizon 7.0 (HR and Base Benefits), he

• facilitated project definition sessions
• developed the scope and project plan
• managed the engagement.

At one subsidiary of an $11 billion service provider with 70,000 employees in 500 locations, planning to customize of ADP’s CSS 2.1 product, he

• developed the scope and project
• managed the engagement.

At mid-sized graphics printing company implementing ADP’s CSS HRizon 7.0 (HR and Base Benefits), he

• facilitated project definition sessions
• developed the scope and project plan
• mentored a new project manager during the implementation
• managed the engagement.

At a $350 million manufacturer of room air conditioners implementing ADP’s CSS HRizon 7.0 (HR and Base Benefits), he

• managed the project definition sessions
• developed the scope and project plan.

At a regional supplier of groceries and produce employing 1,500 people implementing ADP’s CSS HRizon product (HR and Base Benefits), he

At a major international air cargo firm with over 100,000 employees world-wide integrating Restrac and Interlynx with leading web technology and legacy systems, he

• developed the project plan
• presented the plan to senior management
• organized the project team.

At a privately held restaurant franchise corporation with employees in 32 States implementing Oracle HRMS, he

• managed the engagement
• mentored a new project manager.

At a major hospital complex implementing Cyborg HRMS, he

• managed the engagement.

At a $4.4 billion telecommunications and pipeline company selecting an HRMS and Financials package, he