Get certified - Transform your world of work today


Mark Dekker


Sr. Program Operations Manager, CenturyLink

Location: Denver, Colorado


Certified ScrumMaster


Groups I belong to

Agile Denver


Mark Dekker is a Senior Consultant with over twenty five years of experience in Gas and Electric Utilities, Telecommunications, Real Estate Title and Escrow Settlement Services, Gold Mining and Health Care industries to name a few. His background includes managing programs, projects and processes as well as setting up, improving and managing PMOs for a variety of clients including 2 PPM selection initiatives (Primavera and Daptiv.) Mark also has extensive experience building business cases and getting funding approved for project, program, and PMO initiatives.

 Key Summary of Responsibilities/skills:

  • Responsible for managing and leading multiple projects for IT and Business
  • Document processes, recommend improvements, present to management and implement process improvement initiatives
  • Responsible for identifying redundancies and duplications of efforts across projects
  • Responsible for training, mentoring and motivating junior-level project managers.
  • Responsible for building cross-matrix project teams and identify, develop, and direct team members’ strengths and skills
  • Possess advanced project management methodologies/concepts.
  • Possess excellent communication skills to work with all levels in the organization and ability to present recommendations and project status to executive management
  • Responsible for developing project budgets and track estimate to actual

Work experience

CenturyLink, Sr. Program Operations Manager
April 2014 - Present, Denver, Colorado, United States
I support Programs/Projects in the Business Solutions Sales Enablement Program Management Office. Responsible for the program/project success against defined business objectives in the Sales and Operational groups. Ensure effective sales and supporting processes and systems are in place and teams are properly trained to effectively utilize them. This includes pricing, compensation, ordering, billing, reporting, etc. Projects also require coordination with Service Delivery and Operations to ensure provisioning, network monitoring, and repair processes/systems are in place ans associated technology is deployed.

Access Data Consulting Corporation, Sr. IT Program Manager
June 2012 - April 2014, Denver, Colorado, United States
Consultant working at CenturyLink managing Programs/Projects in support of the IT Enterprise group.

Kaiser Permanente, Sr. Project Manager
June 2010 - June 2012, Denver, Colorado, United States
Responsible for managing projects for the Clinical Informatics and Decision Support (CIDS) organization. CIDS performs software development, maintenance and support for the Colorado region's disease registries and decision support applications. These include the HealthTRAC and HealthViews prevention, disease management and population management applications. Manage the total project portfolio for CIDS, including the development of the Quarterly Work Programs, development of work prioritization processes, Stake Holder notifications, and the CAIR project intake process for CIDS. Manage two Interns for the development of on-line training programs for the HealthTRAC application and the development of a competitive analysis of HealthTRAC and other Clinical Population Management Systems. Act as ScrumMaster for the Disease Management Team and lead four other ScrumMasters in the development of standard reporting through the use of the Rally Software tool, which includes defects, velocity across iteration, productivity, quality and customer facing deliverables. Develop and implement Agile performance processes.

TEKsystems EF&I Solutions, Sr. Scrum Project Manager (Consultant)
June 0009 - October 0009, Greenwood Village, Colorado, United States
Responsible for managing and leading the IT Applications on-site, near-shore and off-shore teams in the design, development and delivery of the Cricket Communications Billing Conversion project. Managed project deliverables through daily SCRUM meetings, issue/risk mitigation, etc. Developed and published weekly executive status reports. Managed IT development environment using Agile development lifecycle. Managed design, development and testing efforts for front-end, middleware and back-end applications. Oversaw areas of scope, resource management, time management, communications, change management, release management, project tracking and matrix management accountability for over 50 team members. Responsible for managing vendor relations and deliverables.

AIMCO, Sr. IT Project Manager
June 0008 - December 0008, Denver, Colorado, United States
Responsible for leading all project portfolio initiatives in support of the Revenue Management organization through the initiating, planning, executing, monitoring, controlling and closing processes. Managed multiple projects ranging from $35K to $120K with team sizes of 5-10 primary resources. Responsibilities included preparing and managing capital and expense project budgets, scope, timeline, issues and risk management, overseeing resources, and presenting status to project team weekly and executive leadership monthly. Coordinated with IT and business stakeholders to manage and resolve project issues and risks. Provided mentoring, guidance and training to project managers, developers, quality assurance, and business analyst team members on project best practices and standards. Supported the business during production issues/releases and coordinated and managed the identification of root cause, defect fixes, testing and deployment.

Newmont Mining, Sr. Program Manager (Consultant)
August 0006 - March 0007, Denver, Colorado, United States
Consultant working in the IT PMO through MicroStaff Corporation to manage, support and coordinate the Capital Effectiveness Redesign (CER) and Project Execution Redesign (PER) initiatives. Responsible for working with 24 functional groups in generating deliverables, defining business processes, business requirements, work flows and work rules. Identify opportunities for automation to enable and/or ensure global consistency, transparency, discipline, quality and compliance across projects and across functions. Manage projects and teams (end-to-end) in support of CER and PER initiatives. Manage the alignment of all CER and PER initiatives with the IT portfolio master plan and strategy and ensure that the IT strategy is aligned with the business needs of Newmont’s development capability.

Mercury Transaction Services, Director, IT PMO
February 0005 - April 0006, Greenwood Village, Colorado, United States
Full charge executive responsible for developing and leading a portfolio program management office, with the objective of prioritizing and optimizing the resulting value from the programs, consistent with the strategy of the organization. Responsible for leading all business and IT cross-functional programs/projects and initiatives for the title and escrow Real Estate Settlement Services for Mercury Transaction Services. Lead all portfolio initiatives through the initiating, planning, executing, monitoring, controlling and closing processes. Establish the PMO organization as a viable, functional cost center to provide project management methodology, best practices, processes and standards. Develop and implement workflow processes and systems required for planning, tracking and executing projects. Provide central enterprise level monitoring of all PMO project timelines and budgets. Develop and establish executive steering committee to review and monitor project initiation, development and status. Oversee central office for operation and management of project tools, including enterprise-wide portfolio management software. Develop clearinghouse and management of project policies, procedures, templates and other shared documentation. Establish resource requirements based on the needs of the business and ensure that all project deliverables are met as planned. Manage risk/mitigation, scope, costs, time management, communications, Change Management, Release Management and matrix management accountability of all team members. Managed IT development environment using C#, ASP.NET and SQL Server 2000. Direct the Licensing & Compliance business unit in an effort to ensure that all state specific information, regulations, business practices, licensing requirements, processes and company operations are developed, documented and maintained.

Qwest Communications, Sr. Program Manager
January 2001 - April 0004, Denver, Colorado, United States
Full-charge manager and business owner responsible for the design, development, implementation and deployment of Wireless Local Number Portability (WLNP), Number Pooling and other regulatory initiatives for Qwest Wireless, L.L.C. These major programs impacted over 30 back office systems and was estimated at over 180,000 man-hours of IT development work to complete required work. Managed IT development environment using Agile development lifecycle, Extreme Programming (XP), Windows 2000 Server with Java, J2EE, C++, CORBA, REMEDY, ASP.NET, Oracle, etc. In addition, managed development of legacy systems using COBOL and DB2. Managed internal and vendor resources (including SOW development, contract negotiations, development and management) to meet deployment commitments within the timeframes of the FCC’s CC Docket No. 95-116 mandate. Monitored and managed contractual commitments made to Qwest Wireless; and acted as point of contact for WLNP Industry initiatives. Cross-functional manager responsible for all major issues in support of WLNP. Oversaw areas of risk/mitigation, scope, costs (approx. $90M budget), resource management, time management, mandate and legal issues, communications, change management, release management, project tracking and matrix management accountability for over 100 team members. Directly managed Program Managers, Test Manager, Test Coordinator, Project Managers (IT and Business), contractors and vendor relations. Successfully negotiated cost savings in excess of $6M dollars over a three-year period. Responsible for leading cross-functional teams in defining WLNP business processes and requirements; developing business needs analysis and program manage all cross-functional deliverables to the business. Provide weekly program status reports and monthly updates to executive management to discuss issues, deliverables, strategy and recommendations on program initiatives. Managed all new wireless market launch testing initiatives.


Newsletter Sign-Up