Sherelle M. Eley

Woodbridge, VA * 571-***-**** * abhyg1@r.postjobfree.com

Experience Summary

A Project Management Professional (PMP)/Information Technology Infrastructure Library (ITIL)

project lead with an extensive background in managing variety of major projects to include multi-

functional engineering and technical projects. Interfaces internally and externally to ensure that the

collaborative effort will result in quality projects on time and at a reasonable cost. With minimum

guidance provides leadership in establishing and maintaining effective management processes and a

work environment conducive to effective integration of technical functions.

Critical Competencies

• Program Management Project Management Po

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• SDLC (Waterfall, Agile) Business Process Reengineering Ri

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• Resource Management Requirements Management Sy

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• System Integration Budget Management Sy

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• Customer Support Communication Management Tr

• •

Experience

Sr. Project Manager, Loch Harbour, Inc.

Department of Homeland Security (DHS), S&T Office of Chief Information Office (OCIO)

Jan 2014- Present (Full Time)

Serves as senior level project manager with a team of 6 members responsible for the

implementation and training of Microsoft Project, Microsoft Project Server and MS SharePoint

2010 solutions for the DHS S&T/ASD Enterprise community worth $1.5 million. Directs

assignments, actionable events, and milestones for the project teams and workgroups. Provides

guidance, such as problem solving methods, PMP practices, and procedures; distributes and

balances workloads and tasks; monitors the progress of work and reviews completed work for

accuracy, completeness, appropriateness and quality. Responsible for project deliverables which

include, but are not limited to: statements of work (SOW), Project Management Plan (PMP) for

design of the project server solution, project schedules, training plans and executive level briefing

materials.

Sr. Project Manager, Pragmatics, Inc.

Department of Treasury, Office of the Comptroller of the Currency (OCC)

September 2013 – December 2013 (Full Time)

Provided senior level Project Management Office (PMO) support for OCC system development and

Unix/Linux/Window server infrastructure projects worth $2.7 million. Communicated the project

management vision for integrating the small bank data structure with large bank auditing

applications insuring the integrations where in line with OCC strategies, goals, objectives, work

plans, products, and services. Responsibilities were to manage a team to analyze and evaluate

complex application components and its interdependencies, stakeholder requirements, application

interaction with internal/external entities, performance and security aspects to name a few.

Independently responsible for identifying and developing ways to resolve problems which directly

affected the OCC infrastructure priorities, program goals and objectives by minimizing risk through

implementing a sound Risk Management Plan, mitigation policies, principles and practices.

Provided reports to the executive level management team, detailing costs, benefits, and impact

analysis of all proposed changes.

Project Manager, Catapult Technology,

United States Army Information Technology Agency (USAITA), G-3/5/7

October 2011 – June 2013 (Full Time)

Managed a team of developers, analysts and testers to support the development and maintenance of

the Army’s .Net/SharePoint ECOP and CAMS systems. Defined processes and tools best suited to

each project. Moved between agile and waterfall approaches depending on project specifics and

client goals, creating detailed project road maps, plans, schedules and work breakdown structures.

Coordinated with stakeholders to ensure appropriate interests were represented along with best

business practices during the analyses and design phases. Created and maintained the Integrated

Master Schedule (IMS), providing key project tracking data to senior leadership. Regularly

presented written and verbal budget analysis to senior leadership with recommended actions and

resource re-alignments. Set immediate priorities and prepared schedules for completion of work;

assigned work to the team based on priorities, made selective consideration of difficulty and

requirements of assignments based on the capabilities of Fed employees and/or contractors.

Evaluated work performance of the team, and gave advice, counsel, or instruction on both work and

administrate matters. Ensured that proposed configuration changes were reviewed and analyzed in

a manner consistent with established G-3/5/7 change management processes and standards.

Project Manager, Booz Allen Hamilton

United States Coast Guard (CG-9), C4ISR Project

December 2008 – October 2011 (Full Time)

Led a team of ten (10) in defining project scope, developing business process and risk assessment

for the C4ISR Acquisitions systems integration project worth $10.5 million. Managed and

developed the Integrated Master Schedule (IMS) and Work Breakdown Structure (WBS) to assign

tasks, monitor the project and track deliverables as outlined in the Statement of Work (SOW).

Assisted with key activities using the DODAF 1.5 framework as a guide for creating business

processes and data models to plan for the integration of System Architect and Quality Center with

DOORS as part of the enterprise wide Integrated Data Environment (IDE). Led an Integrated

Project Team (IPT) that was responsible for managing the milestones related to technical reviews

such as Preliminary Design Reviews (PDRs) and Test Readiness Review (TRR). Advised senior

leadership on process improvements for building strategic business relationships across functional

divisions within GG-9.

United States Air Force, Office of Civil Engineering (AF/A7C)

Served as a portfolio and governance analyst to support the Command Officer on making

enterprise-wide decisions that balance and prioritize the competing operation maintenance interests

of individual stakeholders. In addition, advised how to apply best practices in capital planning for

compliance with federal regulations by regularly analyzing project financial status in relation to

current budget and advising management of status and problems (or potential problems) on a

regular basis.

Senior IT Analyst, The Washington Post

October 2007 – December 2008 (Full Time)

Served as a senior team lead to implement, configure, design and train clients on the Total Market

Coverage (TMC) Siebel application for the Marketing Department. Independently created and

monitored the development of documents to record requirements for the development or

sustainment of existing or new systems to support the TMC. Translated broad, general and vague

organizational theories, doctrines, technologies and manpower requirements into fully integrated,

technical requirement statements. Responsible for the creation of product Service Level

Agreements (SLA) and Memorandum of Understanding (MOU) that outlined the responsibilities

between IT and subsequent parties for ongoing support and/or process change.

Program Analyst, SRA International

October 2006 – October 2007 (Full Time)

Led a successful development of the United States Agency for International Development (USAID)

Field Support (FS-AID) and Working Capital Fund (WCF-TS) applications in a Unix/Linux

environment for 1500+ users. Was responsible for analyzing working capital techniques, processes,

and styles for improving organizational effectiveness. Independently worked with clients to identify

user and business needs, translating those needs to system requirements and managing the

requirements through use cases, business process diagrams, and requirements documentation.

Project Manager, Sprint

April 2002 – October 2006 (Full Time)

Responsible for a successful $2 million+ implementation of Salesforce.com cloud platform by

executing the strategic IT plan, analyzed & implemented process improvements, managed vendor

relationships & technical contractors in order to support users in four Western Region states.

Participate in creating specifications, and SOW for vendors, contractors and consultants that were

engaged in training field users and for on-site configuration management. Established and

maintained trusted advisor relationships with project stakeholders by providing vision and future

product road mapping.

Education

• M.B.A. Business, Marymount University

• B.S. Business Management, Hampton University

Certification

• ITIL v3 Foundation Certification

• PMP, Project Management Certification

• Enterprise Architecture Boot Camp (DoDAF 2.0)

Professional Associations

• Project Management Institute, Member

Tools

• MS Office, • Microsoft Project • MS Project Server 2010

• SharePoint2010 • MS Visio • Rational Rose (DOORS/SA)

• HP Quality Center • ClearQuest • BMC Remedy

Clearance:

• Top

Secret

• Public

Trust

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