PROFESSIONAL SUMMARY

Accomplished Program/Project Management Executive with more than 20 years

of leading large-scale projects to successful outcomes in a number of

business sectors. Industry affiliations include Financial, Healthcare,

Information Technology, Automotive, Publishing, Utility Transmission Sector

and Graphic Arts. Holds a Doctor of Philosophy in Technology and Project

Management from George Washington University and a PMP certification from

Project Management Institute and is certified in Lean Six Sigma

methodologies. Well versed in all aspects of program/project management

including bid/contract, budgeting, resource management, solution design,

communications, change management. An opportunity to work as a W2 employee

or 1099 Contractor would be welcomed.

Additional Strengths & Competencies

Mentoring project managers and SMEs

Developing and implementing business process change

Leading diverse, multinational and multifunctional matrix teams

PMI Certified Project Management Professional

Certified Lean Six Sigma

Tools: MS Office Suite (Office, Excel, Project, Visio, Outlook),

Sharepoint, Planview

Day-to-Day Responsibility Summary

Management and Planning: develop work plans, priorities, define and

execute on all deliverables and business needs, manage expectations of

sponsor/stakeholders plus project teams and end users (end-to-end

collaboration). Manage emerging/changing scope and requirements,

relationships, communication plans, resources, risk (identify, track,

mitigate - escalating when necessary), budget, quality, procurement,

training, accountability, partnerships and integration. Manage multiple

projects and or sub-projects to align with defined policies and procedures.

Reporting: Plan and conduct periodic meetings; develop, prepare and

deliver project status reports to project teams and sponsor/stakeholder

groups including EVA, Planview, Sharepoint, and Portfolio Management.

KEY CONSULTING ENGAGEMENTS

AARP, 2012-Present

Senior Project Manager / IT Operations

2012 to Present

Non-Profit Sector

Product Scope:

. Managed multiple IT Operations projects. This included integrated cost

and resourcing management, stakeholder management, requirements

development, budgeting, planning, coordinating architecture

development and review, procurement, execution, monitoring & control,

reporting, and closing functions.

Project Scope:

. Processes - contract management, budgeting, resource management,

solution design, communications management, change management, partner

management, project management, governance, security integration, and

PMO. Projects included deployment of third party applications,

deployment of external access for previously internal applications,

deployment of Microsoft Dynamics CRM (Customer Relationship

Management), upgrades to virus scan, server and application planning

(Windows and RHEL), plus mainframe application development/upgrades.

. Projects - a complete list of projects managed is available in a

separate document.

Xerox Corporation (Xerox Global Services Group), 1998-2012

Transition/Transformation Manager

2011 to 2012

Utility Transmission Sector

Product Scope:

. Using ITIL, Six Sigma and PMBOK processes, transition and transform

the existing environment to a "Managed Services" environment for 160

US and 260 UK locations with over 30,000 employees. This included a

complex network of partner* firms with a system integrator approach.

*partners included IBM, Verizon, Computer Sciences Corp., and HP

Enterprise Services (formerly EDS)

Project Scope:

. Processes -- bid/contract, budgeting, resource management, solution

design, communications management, change management, partner

management, on-boarding, project management, governance, PMO/FMO, SLA

management, and incident/problem/change management.

. Transition phase -- managed the delivery of the solution requiring

planning, process identification and development, resource

acquisition/assignment, network installation, remote monitoring,

subcontractor selection and SLA management, communication planning,

Service Desk expansion/training, identification mapping inventory

evaluation of Present Mode of Operation, evaluating end-user feedback,

planning Future Mode of Operation culminating in Transition from

existing suppliers to Xerox Global Services.

. Transformation phase -- managed the web of vendor networks. This

included developing process improvements in the areas of Service Desk

management, information security for ISM policy development. Mapping,

assessments, audits, security incidents, threats and vulnerabilities;

partner SLAs for remote servers. Configuration management (CI

identification, linkage), Service Level reporting, network change

management (routers, SNMP), service readiness evaluation, establishing

a 7x24x365 Service Desk, establishing and managing 3rd party service

suppliers, developing a supplies catalog process, developing a

business continuity and disaster recovery plan.

. Additional responsibilities -- managing/liaising with a team of

software developers to develop an eBonding (Case Exchange) process for

automating, via a WSDL interface, the global service desks between the

system integrator and Xerox.

Program/Project Manager

Finance/Banking/Commercial Banking Sector

2009 to 2011

Product Scope

. Managed the implementation of a Managed Services solution across 120

US locations for a finance/banking client in the commercial banking

sector.

Project Scope

. Set-up remote monitoring servers for asset management, expanding a

service desk to monitor for service incidents and change control,

process documentation, managing incident response through subcontract

firms, conducting current state fleet/asset analysis, proposing a

future state to end-users and client managers, resolving discrepancies

against agreed-to strategic policies, deployment of assets,

implementation of solution, client survey, lessons learned, and

handoff to steady state operations management.

Program/Project Manager

2006 to 2009

Pharmaceutical/Distribution Sectors

Product Scope

. Managed a project to transition a client-managed on-site facility to

Xerox-managed off-site facility.

Project Scope

. Identified the scope/requirements of the current state site, building

a new site that meets all specifications, decommissioning the old

site, transitioning all production to the new site with new

management, developing reporting and SLA standards, and implementation

of initial operations eventually handing off to an operations

management team.

Program Manager -- Managed the individual project managers representing

separate consulting areas within Xerox, representing 25 individual major

projects.

Product Scope

. Developed a 7x24x365 fax service solution (integrated between the

pharma firm and pharmacies and doctors; documenting prescriptions), an

outsource procurement team of 12 procurement professionals, a managed

print service (assets deployed to 25 US locations and managed

centrally).

. Managing up to 25 projects and six consultants with various sub-

project assignments.

Project Manager

2005 to 2006

International Telephony Services Firm

Product Scope

. Led an implementation team of US/UK engineers in implementation of a

web based procurement program for an international telephony services

firm comprised of 60 sites across the US and UK.

Project Scope

. Project involved setting up remote monitoring servers for asset

management, expanding a service desk to monitor for service incidents

and change control, process documentation, managing incident response

through subcontract firms plus installing a web based procurement and

asset management application (3rd party developed).

Project Manager (Internal Corporate Assignment)

2004 to 2005

Office Services Technology Company

Project Scope

. Integrated cross functional team, developed an enterprise-wide Project

Management Office (PMO) and Project Management Process aligned to PMI

Standards. The process was developed and deployed throughout Xerox and

is considered a fundamental element in almost all Xerox processes

today.

Project Manager

2003 to 2004

Major Finance Sector Firm

Product Scope

. Implemented a project consisting of transitioning a back-office

production operation from the client's facility to an offsite Xerox

facility (quarterly 401k statements/reports; data handling, transfer,

and compiling)

Project Scope

. Encompassed identifying the scope/requirements of the current state

site, building a new site that meets all specifications,

decommissioning the old site, transitioning all production to the new

site with new management,

. Developing reporting and SLA standards, and implementation of initial

operations eventually handing off to an operations management team.

. Supported the development of an application designed to stream the

data generated by the client (via mainframe), format the data to

401k/IRA statements, compile and deliver the output over a two week

period at the end of each calendar quarter.

Project Manager

2000 to 2003

Healthcare Insurance

Product Scope

. Managed a team of consultants in healthcare insurance with the scope

of developing and deploying an automated "Welcome Kit" (customized

employee health care documentation, varies by employer and individual

employee).

Project Scope

. Tasks included scope, charter, requirements definition, BRD approval,

data set definition, application selection and modification, build,

test, and deploy. After lessons learned, the application management

was transitioned to steady state operations.

Project Manager

1998 to 2000

Big-3 Automotive

Product Scope

. Engaged as a Subject Matter Expert and Project Manager for a Big-3

automotive clients implementing a Language Translation Services

solution. This contract expanded to include all Big-3 automotive

manufacturers and their European subsidiaries.

Project Scope

. The project consisted of extracting text from a database that was used

to create automotive repair manuals and translated into as many as 35

languages and restored to a data-paired database after translation

into other languages.

. Selected a translation application, resourced approximately 2500

individual translators.

. Led the team to develop the processes required to insure quality

translation of service repair manuals.

EDUCATION/PROFESSIONAL DEVELOPMENT

PhD. ~ Technology and Project Management, George Washington University; BS

& MBA, University of Scranton

Adjunct Professor ~ University of Maryland University College

2009 to Present

Project Management: Foundations and Advanced Methods; PMAN 634 Foundations

of Project Management; PMAN 637 Project Risk Management

Publications: The Impacts of Research and Development Expenditures: The

Relationship Between Total Factor Productivity and U.S. Gross Domestic

Product Performance (Innovation, Technology, and Knowledge Management), can

be found at: http://www.amazon.com/The-Impacts-Research-Development-

Expenditures/dp/144******* List of additional publications upon request

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