JOSEPH J. TERRANOVA

acdjbe@r.postjobfree.com

334-***-****

EXPERTISE

. Managed programs/projects with nested sub-projects - worked in

government and as a contractor/supplier - developed SOWs/RFP's/ITB's

for contract efforts (25+ years)

. Conducted Business Process Reengineering sessions and developed end-

user requirements and designs/models - Expertise in Unified Modeling

Language (15+ years)

. Planned, budgeted, and monitored SDLC projects applying Portfolio and

Service Level Management, Earned Value reporting and Critical Path

methods (15+ years)

. Applied various agile development methodologies - expert in MS

Project, Excel, PowerPoint, Word, Visio and other tools - IBM's

Rational tools and DOORS.

. Managed IT operations, support, and infrastructure - enterprise

architecture (10+ years)

. Developed project governance procedures - healthcare, insurance, and

banking (10+ years)

. Managed various teams of people - management, technical, and

functional staff within government and industry (25+ years)

PROFESSIONAL CERTIFACTIONS AND AWARDS

. Certified ITIL Foundation - February 2014

. Certified Six Sigma Green Belt - May 2012

. Certified Project Management Professional (PMP) - 2007

. Program Management Level III Certification - Defense Acquisition

University - 1994

. Authored Distinguished Papers - Air War College - 1993

PROFESSIONAL EXPERIENCE

Up and Running, Inc.

October 2012 to April 2014

Performed project management and business development for a small IT

company specializing in open source and systems solutions. Provided key

support for the company's ISO 20000-1 and 27001 certifications. Developed

proposals for new business opportunities and supported daily IT operations

and management of customers' service level agreements. Developed

requirements/plan for a web-accessed project communication, coordination,

and management product. Developed agile-development schedules for customers

(applied earned value tracking). Provided project management of the

Product Lifecycle Management System (PLMS) for the migration of user

functions and data. Supported the PLMS Program Management Office at

Maxwell-Gunter AFB by developing schedules, plans, documentation and

monitoring progress. Conducted weekly status meetings and provided earned

value assessments of cost and schedule variances.

. Developed detail PLMS project plan and MS Project schedule to migrate

Teamcenter 7.0/Oracle 10g to Teamcenter 9.1/Oracle 11g (from Solaris

to x86 environment)

. Revised and updated the PLMS project's requirements traceability

matrix and test plan/scripts documentation

. Revised and upgraded functional workflows/web user diagrams using MS

Visio

. Developed user access (role-based) and security implementation

documentation

Result: System installed in customer's integration laboratory (funding was

unavailable for further tasks to do field testing, add new capabilities,

and train users from various locations) - I left when several contracts

ended and funding was eliminated for my position

Booz Allen Hamilton

June 2012 to October 2012

As a Project Manager, supported the Air Force Directory Services (AFDS)

Program Management Office at Maxwell-Gunter AFB. Developed process

improvement tools to monitor over 50 high-end servers. Managed a master

schedule of about 30 ongoing projects. Developed documentation for

reporting business process improvements of AFDS

. Participated in Configuration Change Boards and Requirements Review

Boards

. Supported the development of proposals for new contracts

Result: Customer very satisfied with Booz Allen's performance - I left to

take a project management position better suited to my interests in

software development

City of Montgomery, Information Technology Department May

2007 to June 2012

As Assistant IT Director planned, organized, controlled, monitored, and

improved IT services and support to over 950 users. Managed a staff of 24

people dived into three core teams. Defined requirements and prepared

contract documentation for the finance, payroll, and revenue systems.

. Developed SOW/contract to overhaul the City's financial system to

include time reporting, payroll, disability claims, work orders,

budgeting, expense accounting (AR/AP), asset management, and vehicle

management functions (Contract went to SunGard which maintained the

City's legacy system.). The new ERP was required to have an SOA,

automated workflows and Web-access for city employees (time reporting,

etc.). The new system would be developed in phases and agile

developed and delivered components.

. Managed the software deliverables of the contract, the in-house

development of automated workflows, integration and user acceptance

testing, and the training documentation and sessions involving over

500 users.

Result: The time reporting, payroll, and expense accounting capabilities

were delivered before my departure from city employment (I left this

position due to city reorganization and drawdown of personnel)

Financial and Insurance Project Management

March 2001 to April 2007

Colonial Bank. Led technical support team for developing, implementing,

and supporting the processes for managing and integrating IT

software/systems development.

As part of a PMO performed project governance on 350 open projects.

Developed the criteria and measurements to assess the statuses and metrics

of ongoing projects (Score Card) and audited project deliverables.

. Developed an in-house project management tool using Excel/advanced

functions and in conjunction with the Remedy product (the tool was

widely used and received many compliments)

. Audited over 30 software development projects for compliance to

PMI/CMMI-3 standards and the bank's governance methodology.

Result: Achieved goals set by the Comptroller of the Currency for the bank

(I left this position due to drawdown in personnel and eventual closure of

the bank)

Retirement Systems of Alabama (RSA), Managed the project team developing

requirements and documentation for the RSA's financial, retirement, and

insurance systems.

Directed the training of over 250 end-users, and procured various software

systems, computers, and telephony systems. Developed user requirements

using the technology standards (IBM Rationale tool suite and unified

processes) for use case realizations and transitions into design.

. Planned and managed the upgrade of the employees/teachers retirement

accounting and insurance systems - web portals and backend

functionality and support (SOA and centralized business rules using MS

BizTalk)

. Developed a requirements traceability matrix which was used to build

test scripts and training scenarios and documentation - validated COTs

and third party code through stringent integration, regression, user-

acceptance, and post deployment testing

. Developed workflow requirements for the routing of incoming forms and

correspondence

Result: First phase was successfully implemented before my departure (I

left when my non-tenured position was eliminated after state budget cuts)

Commercial Project Management October

2000 to March 2001

PSINet Inc. Developed a monitoring and reporting specification for hosting

customer web sites and database systems (.com companies).

Planned and monitored the operational support objectives to meet corporate

business development goals. Evolved the monitoring and reporting

requirements into a comprehensive set of processes for inclusion into

customer service guarantees/service level agreements.

. Led a team developing SLA's and coordinating with customers on

reporting requirements (worked with customer relations/marketing

account managers)

. Developed specifications to gather customer feedback and ensure

customer satisfaction

Result: SLA's used to maintain customer base and gain new customers (I

left when the .com market fell and PSINet went out of business)

Local and State Government Project Management August 1999

to October 2000

Computer Sciences Corporation (CSC). Successfully led several Y2K testing

and certification efforts and support tasks.

Used metrics/quality measurement methodologies to track program statuses

and accomplish goals/objectives. Documented system requirements and

provided a complete system design. Identified the gap between legacy

systems and the new design. This effort included mapping use-cases models

and activity templates to the design objects (OOA) and operational

applications.

. Certified in CSC's Catalyst methodology to include spiral/agile

development

. Worked several pre and post Y2k projects to update databases (MS SQL,

Oracle) and plan for future upgrades (post Cobol to 4G environments)

Result: Satisfied state and local government customers' expectations with

high quality and warranted products - (I left this position when CSC closed

its Montgomery Office)

Federal Government Project Management November 1996

to August 1999

Systems Research and Application (SRA) International Corporation. Led

multiple contract efforts that supplied services and deliverables.

Assessed Y2K readiness and compliance of Health and Human Services'

national Managed Care Organizations (MCOs) and associated contractors.

Prepared a project plan, test plans with detailed test cases and

descriptions, a Y2K Contingency/Recovery Plan, and a Payroll System

Specification Document.

SRA International Corporation. Led the efforts on several military support

contracts.

Improved business processes (more than 2-to-1 return on investment) using

reengineering/business modeling methodologies for the Defense Financial

Accounting Services. Developed a comprehensive Program Plan, describing a

"Level 2/3" CMMI approach, which the Government's CIO and Management

Oversight Board accepted on first submission.

US AIR FORCE OFFICER ASSIGNMENTS March 1976 to November

1996

Avionics Program Element Manager, Pentagon, Arlington, Virginia.

Planned and budgeted major improvements and modifications for F-15, F-16,

and the F-22 aircraft. Prepared mission technology plans for aging

aircraft, budgeted for common, modular avionics, and represented U.S. Air

Force on NATO Standardization and Aircraft Architecture Working Groups.

Formulated acquisition policy on open systems and supported Department of

Defense's Joint Technical Architecture Task Force to define the acquisition

methodology for information systems.

Director, Theater Missile Defense, Strategic Defense Initiative, Los

Angeles AFB.

Planned and budgeted for 10 programs with an annual budget in access of

$100 million. Performed mission/task analysis and Integrated Computer Aided

Definition modeling to demonstrate weapon systems effectiveness and

benefits to the war-fighter. Published integrated plans that specified

continuous process improvements and identified required technologies that

would satisfy user requirements for a period of 20 years.

Director, Program Control, Deputy for Acquisition, Maxwell-Gunter AFB,

Alabama.

Managed the schedules, budgets/costs, life-cycle support, and customer

expectations of 12 standard base-level communications-computer systems.

These systems included the Defense Personnel, Finance/Payroll, Medical, and

Logistics Programs. Applied cost/schedule control criteria, earned value

assessments, monitoring and control, and configuration management

processes. Procured leading-edge software development tools to assist

project managers in structuring projects to the Department of Defense's

standards and methodology.

Program Manager, Cargo Movement Operations System, Maxwell-Gunter AFB,

Alabama.

Implemented a client-server, relational database system solution to include

external interfaces with multiple levels of logistics systems. Used

computer-aided systems engineering tools to develop the rapid prototype of

the system concept. These tools also provided a timely means to visualize

impacts of design changes. Supervised a project office team of 40 people.

Managed a firm fixed price contract effort that was successfully executed

within its $7 million price. Conducted design/test reviews. Release of the

system was on time. Trained 500+ end-users. Managed a customer service

center and a team that installed LANs/WANs at 240 worldwide sites.

F-16C/D Software Manager, F-16 Program Office, Wright-Patterson AFB, Ohio.

Implemented upgrades to avionics computers, completed fleet retrofits, and

managed worldwide field support-far exceeding previous aircraft mission

availability and effectiveness rates (greater than 90%). Established

software development process that used earned-value criteria and quality

standards to measure accurate statuses and accomplishments. Managed the

procurement of hardware and software components associated with prime and

sub contracts. Recognized by the Department of Defense for Outstanding

Achievement Award for the software development process and it was used as a

case study at the Defense Acquisition University.

Program Analyst, 4950th Test Wing, Wright-Patterson AFB, Ohio.

Developed annual budgets, briefings to dignitaries, and the test and

evaluation master plan. Devised methods to estimate costs of materials and

aircraft use for test projects.

Program Analyst, HQ Air Force Reserve Officers' Training Corps, Maxwell

AFB, Alabama.

Evaluated, planned, and implementation a revised AFROTC senior cadet

selection program. Used advanced statistical analysis in the evaluation.

Program Analyst, Air Force Armaments Laboratory, Eglin AFB, Florida

Evaluated and managed a central repository database of aircraft weapons'

electronic criteria. Conducted simulation testing of aircraft/weapon

compatibility using software programs.

CLEARANCE

Active Secret, dated June 2012

EDUCATION

Central Michigan University

MA Industrial Management, 1985

University of Massachusetts

BS Mathematics, 1975

PROFESSIONAL MEMBERSHIP

Served on Board of Directors of the Project Management Institute,

Montgomery, AL 2010-2011

Active Member of Project Management Institute, Montgomery, AL 2007 -

Present

REFERENCES

Name: Josh Bush, CEO & Owner

Organization: Up and Running, Inc.

Phone: 334-***-****

E-mail: acdjbe@r.postjobfree.com

Name: Stephanie Taunton, Operations/Program

Manager

Organization: Up and Running, Inc.

Phone: 334-***-****

E-mail: acdjbe@r.postjobfree.com

Name: Dan Randolph, Senior Project

Manager

Organization: Booz Allen Hamilton

Phone: 334-***-****

E-mail: acdjbe@r.postjobfree.com

Name: Jeff Downes, Deputy Mayor City of

Montgomery

Organization: Current: City Manager Vestavia Hills,

Alabama

Phone: 205-***-****

E-mail: www.linkedin.com/pub/jeff-downes/47/81a/b61

Name: Ronnie Rolph, PMO Manager Colonial Bank

Organization: Current: Program Manager at Maxwell-Gunter

AFB

Phone: 334-***-****

E-mail: acdjbe@r.postjobfree.com

Name: Mary Lee Carter, Project Manager /PMP

Training

Organization: Auburn University Montgomery/Past

President of PMI Chapter

Phone: 256-***-****

E-mail: acdjbe@r.postjobfree.com

Name: Mike Baker, Director ITS

Organization: Retirement Systems of Alabama

Phone: 334-***-****

E-mail: acdjbe@r.postjobfree.com

Name: William Krebs, Colonel (Retired)

Organization: President, DSD Labs, Inc.

Phone: 703-***-****

E-mail: acdjbe@r.postjobfree.com

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