SUZANNE MAXEY, PMP

**** ************ *******, *. ********, MD 20852

accfjg@r.postjobfree.com, 301-***-****

PROFESSIONAL SUMMARY

. 15 years of successful PMO implementation and design. Includes but not

limited to establishment of Governance Structure, Steering Committee,

Vendor Selection and Management, Project Selection Project Management

Guidelines, Business Process Re-engineering and developing an overall

Business Strategy.

. Proven success in the following areas: managing and leading multi-million

dollar projects (100 mln+), delivering corporate wide initiatives on time

and under budget, measuring and tracking Return on Investment (ROI), high

client satisfaction, making tough business decisions, cross-functional

team management, building and sustaining relationships to drive results

as well as influencing all levels of management.

. Oversaw several highly successful ERP implementations including: Oracle

Fusion, Peoplesoft Human Resource Management System (including e-

Benefits), and McKesson Pathways Material Management and Financial

Management.

. Excellent leadership, negotiation, conflict management/resolution,

communication and creative problem solving skills. Creates a team

environment with both full time staff and vendors.

. Ability to effectively facilitate meetings, excel in verbal and written

communication as well as coordinate and lead teams without complete

authority.

EXPERIENCE

THE MAXX GROUP INC. NEW YORK, NY OCT 2007 - PRESENT

PRESIDENT PROJECT MANAGEMENT AND BUSINESS TRANSFORMATION CONSULTING:

Provided consulting services in various roles to the following projects:

PROGRAM MANAGER, Loudoun County and Loudoun County Public Schools

. Managed a 35 million dollar multi-year Core Financial Systems Program

including implementation of a new Oracle Fusions ERP for Finance,

Procurement, Human Resources and Payroll, CAMA (Computer Aided Mass

Appraisal) system, Pictometry (Arial fly-overs) and Tax System.

. Chair of the Loudoun County Steering Committee providing oversight to

both the County and Schools teams during the vendor selection and

implementation phases.

. Provided dashboard tool for easy management of status, risks, issues and

change management by the Steering Committee.

. Development and roll-out of a Project Management structure for the

Loudoun County Department of Information Technology to improve project

selection, tracking and performance (on time, on budget, properly

resourced).

. Developed Governance structure to manage all projects within the program

including but not limited to Program Charter, Change Management, Issue

and Risk Management, Quality Assurance and Control, Communication

Planning, Deliverable Acceptance and Overall Administration.

. Develop project scope, charter, key performance indicators for each

initiative.

. Assisting in the development of a multi-year information technology

strategy as 1/3 of the IT workforce is retiring in the next 2-3 years.

. Provide oversight and management to all vendors (30 + consultants)

selected for each project as well as business and technology teams.

. Developed requirements and workflow for Project Management Information

Site on the County SharePoint site in the Cloud. Including but not

limited to automated deliverable and change management approvals and test

and defect tracking workflows.

. Developed an Invoice and Budget Controls processes and procedures that

tracked deliverables against key performance indictors matching them to

contractual obligations, contractor invoices and budgeting.

DIRECTOR OF BUSINESS ANALYSIS, City of New York, Office of Child

Support and Enforcement

. Managed a team of business analysts who serve a 700 person staff.

. Managed the portfolio of 60-70 system requests including long and short-

term projects, report requests, break-fix items for the systems

department.

. Implemented request system to systematically track requests from

inception through definition and implementation.

. Developed processes and procedures to implement a project management

philosophy to improve project tracking and performance (on time, on

budget, properly resourced).

. Developed a standard procedure developing test scripts and defect

tracking.

PROJECT MANAGER, City of New York, Financial Information Services

Agency (FISA), Project Manager

. Member of a Project Management Office team for a 300 person billion

dollar ERP system implementation for the City of New York.

. Created, maintained and tracked project plans for Training, Project

Communications, Budget Integration, Inventory Management, Report

Decommissioning and Agency Interfaces.

. Tracked plan vs. actual escalating issues and potential solutions as

needed.

. Developed risk and contingency plans to ensure on time delivery.

. Tracked deliverables against key performance indictors matching them to

contractual obligations and contractor invoices.

. Developed and implemented processes and procedures to integrate Call

Center with Project Communications for go live and post go live

activities by conducting interviews, analysis of current procedures,

documenting workflows and tracking success.

. Developed and implemented Report Change Control and Tracking Procedures

and Report Selection and Approval Procedures including requirement

document, use cases, current workflow analysis and developing all

business process descriptions.

. Managed three teams (totaling 40+ people) comprising of full time and

vendor staff in order to meet timelines.

. Mentored and trained junior staff on processes and procedures.

. Assisted in the development and implementation of online Reporting

Handbook, Reporting Inquiries and Reports Matrix to ensure self-

sufficiency among the Users.

. Coordinated and conducted regular effective and efficient meetings to

review project status, resolve issues and address risks.

. Managed and performed Business Process Re-engineering including but not

limited to As Is/To Be analysis, use case development, business

requirement analysis and documentation and systems analysis document to

assist in the development of an RFP for the New York City Tax Commission

automated system.

CALLIDUS SOFTWARE SAN JOSE, CA FEB 2007 - MAY

2007

SENIOR PROJECT MANAGER

. Managing 9 million dollar insurance implementation for end to end

compensation enterprise software.

. Managing twenty two (22) person implementation staff including

reporting, compensation analysts and integration specialists.

. Recast scope, schedule and assisted in selling additional 3.5 million

dollars in services in first 4 months.

CATHOLIC HEALTHCARE PARTNERS CINCINNATI, OHIO JAN 2003 - JAN 2007

SHARED SERVICES ORGANIZATION PROGRAM MANAGER

. Managed internal client communication, expectations, project

prioritization for seven executive stakeholders.

. Executed 10 million dollar Accounts Payable shared services technology

program allowing consolidation of five regional accounts payable

departments.

. Implementing online external vendor research tool (for 30,000 vendor's

world wide) allowing vendors to research invoice status, discrepant

invoices, invoice payment/check detail.

. Executed online internal research tool allowing internal finance,

treasury, accounts payables, and materials management staff to

research treasury, invoice and check status online.

. Implemented consolidated check printing software across five regions,

1 million checks per year.

. Managed vendor software evaluations, vendor contract and maintenance

negotiations.

. Managed team consisting of full-time, consulting and vendor staff.

. Developed customer satisfaction survey's to ensure internal customer

expectations were met.

. Determined effective approach through Business Process Analysis by

developing business requirement documentation, use cases and cost

benefit analysis.

REGIONAL MANAGER OF NON-ACUTE APPLICATIONS

. Successfully managed team of project managers, business analysts and

developers for system-wide non-acute hospital applications. Including

but not limited to PeopleSoft HR, Payroll, Financial Management and

McKesson Materials Management products.

. Led Beta 9.0 McKesson Materials Management and Financial Management

ERP system determining product was not ready for General Release on

Citrix. Cost savings of $200,000.

. Led PeopleSoft Payroll Automation project eliminating all IS manual

processing and minimizing payroll manager involvement in the evening.

Four month effort/1 year ROI. High customer satisfier and overall

increase to quality of life for IT and Payroll teams.

. Led PeopleSoft 8.3 Upgrade and software standardization. Eliminating

over 200 customizations, implementing project change control, development

version control and creating a multi-tiered test environment. Reduction

of IS support by 20% and 12% increase in ROI.

. Wrote and executed disaster recovery plans for PeopleSoft, McKesson

Pathway Materials Management, Pathways Financial Management and Horizon

Surgical Manager.

. Managed team comprising of full-time and vendor consultants to reach

implementation goals with McKesson and Peoplesoft.

. Participated in software vendor selection and contract negotiations for

non-acute business streams such as hardware and software for traveling

nurses, case-workers and health and wellness centers.

. Managed, coached and mentored team of business analysts and developers to

define annual goals, evaluate performance and create career development

plans.

. Executed cross training initiative and Software Development Life Cycle

(SDLC) standardization within team, which resulted in increase quality of

life for employees by 10-20 hours per week.

. Oversaw vendor and contracted staff (project specific staff augmentation)

to develop, enhance and maintain product.

TYLER TECHNOLOGIES, INC. DAYTON, OHIO MAR 2000- MAY 2002

DIRECTOR OF TECHNICAL PROJECTS AND SERVICES

. Directed staff of 6 project managers and 35 technical staff including but

not limited to training, mentoring and performance evaluations of staff.

. Engineered, documented, implemented and trained staff on SDLC process and

procedures for a $16 million dollar project organization. Cost savings

of 60%.

. Designed and implemented initial planning design sessions resulting in an

additional $230,000 dollars of professional services sales during the

first year of implementation.

. Performed cost benefit analysis in order to strategically plan for

project improvements while working in conjunction with management,

programmers and users group.

. Developed a unit testing structure where one did not exist.

. Performed program management role for successful clean up of three

implementation projects in damage control for the State of Hawaii, with

revenue totaling $16 million dollars.

. Performed project management role for $1 million dollar project in

Montgomery County, Ohio.

. Documented and coordinated Disaster Recovery Plans for technical services

division.

. Managed, coached and mentored team of technical managers providing career

development path, annual goals development and performance evaluations.

. Developed and executed sales presentations as needed.

. Began as a consultant and was hired as a full time employee.

CAP GEMINI ERNST & YOUNG (NOW SOGETTI) CINCINNATI, OHIO MAR 1999- MAR

2001

SENIOR ASSOCIATE

. Successfully implemented multiple large scale technology projects at

The Gap, Inc., Proctor & Gamble, and Tyler Technologies, Inc.

. Performed project management role for Tyler Technologies $1 million

dollar project in Montgomery County, Ohio. Renegotiated the project

contract and implemented successful project technologies which led to

completing the re-scoped effort on time and within budget. Led to

employment opportunity.

. Implemented Proctor & Gamble online web training for domestic customer

service representatives. Eliminating the need for Customer Service

representatives to be trained in person at the Cincinnati Home Office.

Cost savings of $100,000 per year annually.

. Implemented customized WMS system at The Gap Inc, Henderson TN warehouse.

. Implemented The Gap Inc, US and Canada warehouse Y2K evaluation and

program. Only Y2K effort of four that 'passed' Deloitte & Touche audit

during initial assessment.

ENTEX, INCORPORATED (NOW SIEMENS) CINCINNATI, OHIO DEC 1997-MAR 1999

. Successfully managed of multiple national hardware roll-outs.

. Developed and implemented measurable project management processes and

procedures.

EDUCATION CERTIFICATIONS

. Certified Project Management Professional, PMP

. Certified Agile Scrum Master - Agile University

. Master's Certificate in Project Management - George Washington

University

. Master's Certificate in Applied Sciences - Harvard Extension

School

. Bachelor of Urban Planning - University of Cincinnati

AFFILIATIONS AND COMMITTEES

. Member, PMI, Project Management Institute

. Leukemia and Lymphoma Society

. Ovarian Cancer Research Fund

. Yoga Alliance

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