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Manager Management

Location:
Orlando, FL
Posted:
April 17, 2014

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Resume:

Dr. Bonita Best Coppedge

*** *********** ***** *****, ** 33613 Email:

acdqsh@r.postjobfree.com

Cell: 240-***-**** LinkedIn: http://www.linkedin.com/in/bonitabest

PROFILE

. Over 20 years of experience in full Software Development Life Cycle

(SDLC) for Infrastructure and Software initiatives; IT Project,

Program, and Portfolio Management; Strategic Organizational Change;

and Governance, Risk, and Compliance (GRC).

. Have a stellar record of accomplishment with establishing and managing

multi-million dollar Internal Control and Corrective Action Management

Plan (CAMP) programs within the federal/public sector: Federal

Emergency Management Agency (FEMA) and and Pension Benefit Guaranty

Corporation (PBGC).

. Over five (5) years of experience in helping organizations prepare for

annual internal control/IT audits and resolving vulnerabilities and

weaknesses (i.e., reducing the material weaknesses to significant

deficiencies). For instance: conducting internal assessments and

developed audit assessment reports; presenting findings and progress

to organizational internal control boards (ICB); overseeing business

process improvement (BPI) efforts; establishing and maintaining

enterprise-wide Corrective Action Plans (CAP), Integrated Master

Schedule (IMS), Plan of Action and Milestones (POA&M), and risk logs

(project-level and organizational); and leading cross-organizational

changes.

. Directed small (7-person) to large (100-person) teams: technical and

non-technical personnel (both geographically dispersed and local).

. Expertise in capital planning and investment control (CPIC), including

developing and submitting Exhibit 53 (capital planning) and Exhibit

300 (budget justification and reporting) to OMB as part of the annual

IT budget process.

RELEVANT QUALIFICATIONS

Program and Project Coach and Mentor Risk Assessment and Management

Management IT Strategic Regulatory Compliance

SDLC: Agile and Waterfall Planning CPIC OMB Exhibit 53 and 300

Organizational Change IT Governance IT Audit Support: SAS70/SSAE 16

Management Process Improvement

Business Effectiveness IT Audit Support: OMB Circular

Assessments IT Audit Support: A-123 (Internal Accounting and

IT Audit Support: FMFIA FISMA 800-53 and Administrative Controls -

Section 2 (programs and FIPS 200 (Security federal government version of

operations) and Section 4 Requirements for 17 Sarbanes Oxley (SOX))

(non-conformances with domains)

financial systems)

PROFESSIONAL EXPERIENCE

MedHOK Healthcare Solutions, Inc., 5550 W. Idlewild Ave. Tampa, FL 33634

06/2013-Present

Implementation Manager

Under the brand name of MedHOK, provides a customizable, cloud-based,

automated solution for health plans, accountable care organizations (ACOs),

patient centered medical homes (PCMHs), pharmacy benefit management (PBM)

entities, and Rx specialty organizations (i.e., single platform or by

module). Manages business implementation processes for MedHOK's production

clients who are in varying phases of an agile SDLC. Also is responsible for

fostering consistent customer satisfaction during implementation by

collaborating with executive sponsors, client teams, multiple business

units, and other key stakeholders; and ensuring that project deliverables

are consistent with statement of works (SOW) and/or agreements, service

level agreements (SLA), and project timelines. Accountable for successful

and timely client implementation; work effectively with key business

sponsors and integrating teams to accomplish goals. Key accomplishments:

. Successfully deployed MedHOK's Utilization Management (UM), Medical

Appeals, Grievance, and Case and Disease Management (CM/DM) products

with 1-4 week sprints based upon the executed SOW.

. Effectively served as the primary point of contact or liaison between

MedHOK geographic-dispersed technical staff and the clients in NC, SC,

and MI.

Pension Benefit Guaranty Corporation (PBGC), 1200 K ST NW, Washington, DC

20005 11/2010 - 06/2013

GS-2210-15, IT Project Manager

Served as the Corporation's CAMP Program Manager with a goal of integrating

industry best practices and public frameworks, enabling governance and

rigor during the organizational changes, and providing oversight and

management of a multi-year program focused on addressing PBGC's Enterprise

Security weaknesses and vulnerabilities. Accountable for a $28M+ program

that improved over 12 process/business areas based upon the National

Institute of Standards and Technology (NIST) 800-53 and FIPS 200 security

controls. Directed a 65-person cross-functional team to implement the

Corporation's Enterprise Corrective Action Plan (CAP), which included 14

process families (i.e., Physical and Logical/Network Access Management; IT

Service Desk Improvements; Asset Management; Configuration Management,

Change and Release Management; IT Governance Management (IS Security,

Enterprise Architecture, and Capital Planning, and IT Strategic Planning);

IT Delivery Solutions; Acquisition Management; Information Security

Continuous Monitoring; and IT Risk Management. PRINCE2 and Six Sigma

techniques were used to improve the Corporation's controls and processes.

Organizational changes included development of policies, procedures, and

processes; deployments of technology with improved application controls;

integrating public frameworks and standards (ITIL, RMF, COBIT, COSO, NIST,

and ISO); ensuring compliance with laws and regulations (FISMA, Clinger

Cohen Act, OMB Circular A-130, e-Government, and Privacy Act); and training

personnel. Key accomplishments:

. Established a new Program Management Office (PMO) in the Office of

Information Technology called the Corrective Action Management Program

(CAMP); it enables consistent reporting of program and project-level

cost, schedule, risks, and performance to executives and auditors,

governance of CAP activities; and audit advisory and project

management services.

. Served as an Advisor to the Agency's Senior Information Security

Officer (SISO) in the establishment of the Enterprise Information

Security Office (EISO) as well as a Continuous Monitoring Program; it

enabled PBGC to position itself to reduce the material weaknesses and

deficiencies.

. Facilitated pre and post-audit sessions with the Inspector General

(IG) and its independent auditors, CliftonLarsonAllen LLP, to enable

transparency of the Corporation's progress to address the material

weaknesses and deficiencies.

. Prepared the CIO, SISO, and other senior-level stakeholders for annual

audits by serving as a 'friendly internal auditor' and advisor.

o Assessed application/system controls including edit checks,

validations, interfaces, and approvals.

o Assessed IT general controls such as change management, logical

access, and transactional.

o Assisted in the identification, classification, and

implementation of controls as well as benchmarking, testing, and

determining the effectiveness of the controls.

o Examined audit evidence of implemented controls.

o Maintained enterprise-wide POA&M as well as a repository of

evidence for each audit finding.

. Developed and instituted a process improvement 5-phase Toll-Gate

Review technique, which enabled the executives to render a "Go" or "No-

Go" decisions throughout the life cycle of a project. This 5-phase

technique enabled improved communications, management control, and

monitoring of progress.

. Established a tool to track the progress of open audit findings and

POA&M items; the CIO adopted it to make this tool the PBGC's IT

Enterprise POA&M. This enabled strengthening the POA&M process, which

was reported the IG's independent evaluation report as a weakness.

. The measureable progress of the CAMP contributed to the Benefits

Administration and Payment Department (BAPD) and other departments to

adopt the CAMP procedures, processes, templates, and other resources.

Federal Leadership Institute, 8130 Boone Blvd., Vienna, VA 22182

07/2012 - 09/2012

Facilitator and Trainer (1099 Consultant)

Facilitated Time Management training courses to the Department of Homeland

Security (DHS) US Citizenship and Immigration Services (USCIS) employees

located in Burlington, VT and Buffalo, NY.

Federal Emergency Management Agency (FEMA), 500 C ST SW, Washington, DC

20472 07/2009 - 11/2010

GS-0343-14, Program Analyst - Internal Control

Served as FEMA's Mission Support Bureau Internal Control Program Manager.

Led a 7-person staff of web developers, technical writers, and

CPA/financial analysts. Responsible for assessing Bureau's internal

controls in accordance with the IT, acquisition, and financial-related

federal regulations, statutory mandates, and adopted standards such as

FISMA, FMFIA, OMB Circular A-123, HSPD-12, FIPS 199 and 200, NIST, and

FOIA. Key accomplishments:

. Served as an internal 'friendly auditor' and conducted assessments on

controls; the activities included evaluating application edit checks,

validations, calculations, interfaces, and authorizations. The audit

results and recommendations were presented to the Agency's

Administrators and C-level executives.

. Developed the first web-based, SCORM, Section 508-compliant Internal

Control Awareness Training (Course#: IS-165); the course was available

to all FEMA employees and later became accessible to all DHS

Components and their employees.

. Developed and published FEMA's first Management Directorate's Internal

Control Bluebook for FY 2009; it featured the Assistant Administrator

and C-level executives' Statement of Assurance memos for the

effectiveness of the internal controls.

. Successfully implemented other projects such as the Bureau's Employee

Recognition Program (non-monetary), Records Management's FOIA BPI, and

the Chief Administrative Officer's (CAO) SharePoint site data

migration from Windows SharePoint Service (WSS) 2.0 to Microsoft

Office SharePoint (MOSS) 2007.

. Served as the SharePoint Site Administrator for the CAO; and

established the governance structure, defined the user roles and

security levels, and designed the site's templates and styles.

BAE Systems, Inc., 2525 Network PL, MS5A60, Herndon, VA 20171

09/2008 - 07/2009

Senior Management Consultant (FEMA Contractor)

Served as an Advisor to FEMA's Assistant Administrator and was an onsite

staff augmenter while establishing the Management Directorate's PMO. Within

this PMO, managed a diverse team of 12: program and project managers,

budget and financial analysts, and system and business analysts. Key

accomplishments:

. Improved over 16 business processes (including automated and manuals)

controls within the following departments: Records Management;

Procurement; Human Capital; Information Technology; Occupational

Safety, Health, and Environmental Management; Security; Business

Management; Facilities Management; and Disaster Reserve Workforce.

. Developed a design for the Directorate's first annual Management

Directorate Internal Control Bluebook, which would illustrated the

Assistant Administrator, C-Level executives, and Division Managers'

annual Assurance Statements; this bluebook was the first of its kind

and released to the Department of Homeland Security (DHS)

Administrator, IG, and the independent auditors, KPMG. In addition,

Administrator included the Bluebook as an enclosure to his Statement

of Assurance.

o Conducted assessments to evaluate the effectiveness of the

Directorate's controls, the results were published in the above-

mentioned Bluebook.

o Provided advisory services after conducting an independent

assessment transactional, system, and controls, developed CAPs

and POA&M, and re-evaluated implemented controls as well as

evidence prior the annual audits. In addition, the

Administrator and C-Level executives solicited support to

review, evaluate, package and present evidence the IG and

auditors for open audit findings.

. Reduced the Directorate's audit findings from over 500 to

121 within a year.

. Provided role-based Internal Control training to over 120 employees

(i.e., a train-the-trainer concept). This training was the first of

its kind within FEMA, resulting to other FEMA Assistant Administrators

submitting requests to acquire the training and course material.

. Was the sole contributor to BAE System securing new business valued at

$500K; this allowed BAE acquire resources specifically for the

implementation of the OMB Circular A-123 and to design an OMB Circular

A-123 training course.

. Led the PMO's efforts to establish FEMA's Acquisition Review Process

for IT and non-IT programs; develop and maintain an IMS/enterprise-

wide project schedule; launch a Policy and Process Library that

included tools, templates, rules and reference material; and launch a

Directorate-level SharePoint site.

Creative Computing Solutions, Inc. (CCSi), 1901 Research Blvd. Rockville,

MD 20850 02/2008 - 09/2008

Program Control Office Manager (DHS Headquarters Contractor)

Served as the onsite Program Manager for the DHS IT Networking Operations

Virtual Alliance (IT-NOVA) contract; and provided oversight of DHS's Level

1 Program with lifecycle costs exceeding $1.86B. Led a 20-person team of

acquisition contract specialists, financial analysts, administrative, and

portfolio and project managers for the DHS Information Technology Services

Office (ITSO) Enterprise Services Division (ESD). Key accomplishments:

. Coordinated and oversaw the completion of DHS's integrated OMB Exhibit

300 for DHS-wide capital asset, DHS-Infrastructure, in accordance with

the OMB mandate for CPIC. The DHS-Infrastructure E-300 included a

consolidation of 20 IT capital investments from 14 DHS Components

using the IMS and nPRS.

. Served as an Advisor to ESD Chief and other DHS constituencies on

programmatic and systematic matters related to the consolidation

enterprise-wide initiatives: 20+ agency-specific data centers into two

DHS data centers, 40+ networks into DHS's OneNet, the use of Single-

Sign On, and over 20+ mail servers into DHS's Active Directory and

Exchange Server.

. Coordinated and facilitated monthly DHS-Infrastructure Program

Reviews; cost, schedule, performance statuses were provided to the

DHS's CIO, ITSO Director, ESD Director, 22 Components' executives, DHS

Departmental officials, and other key stakeholders.

. Trained the DHS-Infrastructure program managers on the DHS Acquisition

Life Cycle (ALC) and System Life Cycle (SLC) processes, Earned Value

Management (EVM) reporting, and project management methodologies

(including agile and waterfall).

BAE Systems, Inc., 2525 Network PL, MS5A60, Herndon, VA 20171

02/2004 - 02/2008

Principal System Analyst/Enterprise Architect (USCIS Contractor)

Served as USCIS Integrated Document Production (IDP) Division's senior-

level consultant providing Project Management, CPIC, and Enterprise

Architectural services. As an IT Advisor and Enterprise Architect, provided

the IDP Division Chief guidance on the Level 2 program; the Total Cost of

Ownership exceeded $100M. Key accomplishments:

. Successfully led several high-profile government initiatives such as

IDP's Center of Excellence (COE), USCIS HSPD-12 implementation, Secure

Mailing Initiative (SMI), Travel Booklet redesign, TSA's

Transportation Workers Identification Credential (TWIC) cards, TSA

Federal Air Marshals Service's secure identity credentials, IDP's

Technology Refresh, and Western Hemisphere Travel Initiative (WHTI)

government-wide planning activities.

. Provided direction and technical guidance to over 100 team members

within USCIS and other government agencies; teams included software

developers (USCIS, US Postal Service, Department of State, and TSA),

logistics specialists, call center representatives, card production

workers, facilities and physical security workers, warehouse

personnel, secure document designers (Government Printing Office),

marketing/PR, and secured consumable production teams.

. Rendered SDLC Phase-Gate Reviews "Go" or "No-Go" decisions, in the IDP

Division Chief's behalf. These decisions contributed to migrations of

IDP's technology solutions from Development, Testing, to Production

environments.

Computer Sciences Corporation, (CSC) Inc., 45154 Underwood LN, Sterling, VA

20166 10/2001 - 02/2004

Computer Scientist/Project Manager (USCIS Contractor)

Managed a 22-person team of system engineers and developers, testers,

database administrators, a quality assurance specialist, a configuration

management specialist, and a technical writer in a Capability Maturity

Model Integration (CMMI) Level 3 environment. Key accomplishments:

. Contributed to the establishment of USCIS' IT Governance structure due

to the dissolution of INS post-9/11. USCIS required its own IT

Governance, Risk and Compliance (GRC) framework; SDLC structure and

governing bodies (i.e., review and configuration boards); and

Certification and Accreditation (C&A) processes and procedures.

. Managed USCIS' biometric and name check systems: FD-258EE (programmed

in C and Visual Basic with an Oracle database) and FD-248 Mainframe

(programmed in COBOL). Over 25 systems deployments were delivered on

time, within cost, and 100% error-free into production using waterfall

project methodologies.

. Addressed the US Government's need to identify foreign-born pilots as

a post-9/11 effort by leveraging existing data stored in USCIS'

biometric and name check systems versus building a new system; this

creative tactic resulted to saving the US Government time and money.

Sabre Systems, LLC, 46655 Expedition DR, Lexington Park, MD 20653

03/2001 - 10/2001

Systems Manager (DOD NAVAIR Contractor)

Supervised a 95-person team of system engineers, testers, configuration

managers, database administrators, network administrators, quality

assurance specialists, and help desk. Maintained an operational environment

with Linux, Unix, Windows, Sun, HP, Compaq, C, C++, Java, Perl, and VMWare.

Assisted in the management of a $1B operation. Key accomplishments:

. Managed a 24x7x365 operation: Provided tiered help desk customer

support, disaster recovery, and back-up services.

. During the 9/11, successfully downed systems and ensured pilots were

airborne with the latest software release in their black boxes, and

coordinated coverage of the individuals categorized as essential

personnel.

EDUCATION AND CERTIFICATE

D.B.A., Business Administration, University of Phoenix, Phoenix, AZ, USA,

12/2010.

M.B.A., Technology Management, University of Phoenix, Phoenix, AZ, USA,

06/2004.

B.S., Computer Science, Saint Augustine's College, Raleigh, NC, USA,

05/1991.

Federal Acquisition Certification Contracting Officer's Representative (FAC-

COR) Level II, Federal Acquisition Institute, Fort Belvoir, VA, USA,

12/2010.

TECHNOLOGIES

Microsoft Office (Word, Excel, Access, PowerPoint, and Outlook), Microsoft

Visio, Microsoft Project, Microsoft Project Server, Microsoft SharePoint,

Alfresco, PlumTree Portal, Adobe Professional, Adobe Connect, Adobe

Captivate, Author-IT, HP Service Manager, Remedy, JIRA, Window XP/7, Mac OS

X, DHS IMS (investment management system), and DHS nPRS (Next Generation

Periodic Reporting System)

METHODOLOGIES, STANDARDS AND FRAMEWORKS

Cyber/Information Security Systems Compliance and Controls: NIST 800-53

(Federal systems security and privacy controls), NIST 800-137 (IS

continuous monitoring), SAS 70/SSAE 16 (Reporting controls at a service

organization), FIPS 200 (Security requirements/controls per FISMA) and FIPS

199 (IS Categorization), and FISMA (Act requiring federal agencies to

assess its IS Program)

Internal Control: COSO, GAO Standards for Internal Control in the Federal

Government (aka Green Book), and OMB Circular A-123 (federal government's

version of SOX), and OMB Circular A-130 (Management of federal information

resources)

Governance: COBiT, ITIL, ISO 27001 (IS Management Systems), ISO 17799

(Information Security), and ISO 20001 (IT Service Management)

Project Management: PMBOK and PRINCE2

Risk Management: NIST RMF (NIST 800-130, NIST 800-37, NIST 800-53, and OMB-

130)

Process Improvement: CMMI Level II/III and Six Sigma

Budget: CPIC Exhibit 300 and 53

Acquisition/Procurements: DHS Acquisition Life Cycle (ALF) and DHS

Acquisition Directive 102-01

PROFESSIONAL REFERENCES

PBGC Manager: Barry West 202-***-****

FEMA Manager: Delia Davis 202-***-****

BAE Manager: DuWayne Jones 703-***-****



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