Mark Carroll, PMI-ACP, PMP, CSM


IT Director, WAEPA

Location: Falls Church, VA



:  Aug 1, 2011 to 

Oct 1, 2012,

655 Hours

Over the span of a year, our team drafted several series of pilot models for managing all of our company’s financial needs in an upgraded Enterprise Resource Planning solution. As the Project Manager, I mentored team members, as well as all WAEPA staff, in drafting User Stories to the demands and requests that they had of our hypothetical future ERP program.  I participated in and facilitated conversations about the priorities and magnitude of each requirement/story.  Furthermore, I guided our team to negotiate amongst our ranks to fairly divide our User Stories into tasks per individual team members.  Subsequently, if it was discovered that a team member needed assistance, I was able aid our team in adapting and redistributing tasks while maintaining our Velocity.  We have designed, created, tested and compared very streamlined ERP packages using SAP’s BusinessOne, QuickBooks, Sage 100 ERP and Microsoft Dynamic’s ERP. In the coming months, we will continue to flesh out and investigate alternative solutions while conforming to industry requirements and those of our company charter. 

WAEPA CRM Project:  

Apr 1, 2011

 to Oct 1, 2012, 

870 Hours

Through many Sprints with the cumulative releases, my team and I created incrementally adjusted drafts of what a new Customer Relationship Management system would look and feel like.  Equally we vetted many versions to determine our best fit.  My team and I discovered that the greatest value achieved was not in defining a single answer but in realizing a full potential of solutions that would address critical business needs while conforming to tolerances within budget, schedule and quality stipulations.  In Demos with stakeholders, many competing ideas were addressed and challenged.  Were it not for the variety of solutions discovered, we would not have been able to defend our assertions as well nor justify our decisions considering our company’s objectives.  I was able to further validate our efforts by determining our planned value using our Sprint estimates and our earned value calculated from story points completed.  We have designed, created, tested and compared CRM packages using MS Dynamic’s CRM, Salesforce, SugarCRM, SAP’s Business One and Sage CRM (On-Premise).

WAEPA Data Migration Project:  

Aug 1, 2011

 to Nov 1, 2012, 

550 Hours

The purpose of this project is to migrate MySQL data into a new instance of MS SQL.  This project was made more difficult by the fact that the original database does not have data dictionary.  Thus the bulk of the Sprints I managed were strictly concerned with reverse engineering or rebuilding a new data dictionary.  Our current CRM/ERP is a flat file system that does not use a database.  The MySQL data that is linked to our current system is the result of a “data dump” that occurs ever evening and is in now way a functional database.  Using a tool we created with Active Server Pages, we developed a successful system for correlating connections between the numerous 33 tables without any data pointers and building those pointers from the ground up into a new instance of MySQL and is verified with an audit conducted with close involvement with the staff members most familiar with our back office CRM/ERP.  This verification process was preceded by Sprint review meetings with demos that evolved into senior staff participating directly in the Scrum process and testing extensively the MySQL instance as well as the succeeding MS SQL instance with a preliminary CRM/ERP programmed in Active Server Pages. 



BA – Theater & Dance – James Madison University – Harrisonburg, VA


PMI's Agile Certified Practitioner (PMI-ACP)

PMI’s Project Management Professional (PMP)

Scrum Alliance’s CSM & CSPO

CompTIA’s Project+



Washington Improv Theater; , teacher who directs and performs with The Lodge, an indie improv troupe I founded in 2006; .  


Work experience

WAEPA, IT Director
August 2002 - Present, Falls Church, VA, United States

Promoted to hold first-ever Director-level technology position, with responsibility directly to Board of Directors and management of annual IT budget of $500K. Ensure all corporate hardware and software is up-to-date and maintained efficiently. Administer MS Exchange Server 2007, SharePoint collaborative platform, Mitel server and phone systems, and GFI's Vipre antivirus/email security solutions. Orchestrated office move and IT aspects of new building construction in year-long, $2M project. Coordinated vendors and contractors. Implemented upgraded servers and traditional tape backup to modernize technology infrastructure and support 48TB of potential data. Created a comprehensive disaster recovery plan to minimize potential downtime. Established offsite backup supported by a redundant point-to-point connection. Enhanced corporate website by integrating applications into securely encrypted format and adding an user-friendly life insurance and life needs calculator. Managed online signature project – selected and implemented eOriginal solution to enable eSign; digital signature capabilities.