James E. Davis

**** ******** ****** **** ***

Arlington, VA 22206

703-***-****

acezup@r.postjobfree.com

OVERVIEW Mr. Davis is a Management Consultant who has stabled a foundation in business analysis, business process re-

engineering, portfolio management, regulatory compliance, quality assurance, strategic planning, systems development lifecycle (Full SDLC –

Waterfall / Agile), and requirements management. Mr. Davis’ business acumen is drawn from experience in the Financial Services,

Communication & Media, Non-Profit and Government markets. Mr. Davis has gained extensive interaction with various clienteles, and has

proven to be an effective business unit liaison and communicator by converting complex analysis into understandable business problems.

OBJECTIVE To join a coordinated, energetic and dynamic team within the Information Technology Market- space, while uniting ideas,

ethics, workmanship and business acumen in order to deliver quality, precise, innovative, and poised solutions and/or ideation that directly

supports the business and/or customer mission.

EDUCATION Radford University

Bachelor of Business Administration

Cum Laude Graduate

CLEARANCE Department of Defense Active Top Secret (TS)

CORE COMPETENCIES

• • •

Business Process Re-Engineering Business Analysis Strategic Planning

• • •

Portfolio Management Requirements Management Performance Management

EXPERIENCE

lerity 2013 - Present

AARP ERP Program Management Office (PMO), Senior Management Consultant (Service Delivery)

• Assist in the general management of the AARP PeopleSoft 9.1 Enterprise Resource Planning (ERP) PMO; reporting

directly to the AARP ERP Director.

• Responsible for monitoring Program-wide Issues, Risks, Decisions, Change Requests, while applying analysis on

cross-stream impacts and aging items requiring escalation and closure to Executive-Level leadership.

• Responsible for Program-wide Issue, Risk, and Change Request metrics / statistics.

• Responsible for leading the ERP Change Management Governance process.

• Assist in the monitoring and reporting of Program-wide timelines, Project Plans, Milestones; escalates to program

leadership accordingly.

• Accountable for the adherence to defined controls and that Program and Project level artifacts are under effective

Change Management, traceable, and auditable.

• Assist in the preparation of ERP audit requests and responses.

• Drive / facilitate regularly, scheduled PMO and cross-divisional ERP delivery status updates.

• Assist in resource management and staffing plans by coordinating with project leads and AARP support organizations

where applicable (e.g.; key person dependency analysis, project resource sourcing).

• Responsible for driving process efficiency and incremental improvements to PMO services and functions.

• Responsible for ensuring ERP Business and Technical requirements adhere to defined Business / Mission needs.

• Responsible for prioritizing and managing Production Support activities.

• Lead 2014 planning efforts to include stream-ling Future Release(s) / Upgrade Phases into incremental, phased

Releases driven by business needs, regulatory compliance statues, and Operation & Maintenance support activities.

• Juxtaposed with stated responsibilities; serves as the Project Manager for the PeopleSoft 9.2 Human Capital

Management (HCM) upgrade.

ntech IT Solutions 2013 - 2013

Senior Project Management Office Specialist (Service Delivery)

• Assisted with large-scale, Full Lifecycle Information Technology (IT) procurements.

• Lead requirements for all Spectrum Program Management Office (SPMO) IT procurements (120M+) and data

dissemination to drive acquisition close-out and approval.

• Assisted the SPMO with internal coordination, vetting, and process management to improve overall quality in

documentation regarding the execution of the SPMO to ensure compliance with DHS/ICE Governance process, policies and procedures.

• Provided support for strategic planning; documentation and reviewing mission needs statements; analysis of

alternatives; concept of operations; operational requirements documents; and statistical information and reporting.

• Provided SPMO support to assist with researching, analyzing, and identifying best practices, formulating draft work

plans and schedules, assessing performance measurements and outcomes.

• Assisted with risk escalation and resolution associated with the corresponding project areas.

• Provided support to assist with managing and developing SPMO long-term plans and goals.

• Assisted with activities related to DHS/ICE Governance regarding evaluating, planning and coordinating SPMO

activities.

I 2012 – 2013

Business Analyst Lead, Senior Consultant (Service Delivery)

• Served as the point of contact and liaison with the customer and stakeholders within the specified domain or solution

for requirements, processes, best practices, or solutions.

• Provided support to the Release Manager with Scope Management, Change Management, Risk Management,

Estimation, Sprint Planning, Production Support, and Scheduling for project releases.

• Accountable for Quality (validation) of User Stories planned for sprints and project.

• Accountable for client deliverables from the Business Analyst (BA) team.

• Facilitated the User Acceptance Testing (UAT) process with the customer and stakeholders.

• Monitored and enforced processes on the project team.

• Managed and supported the BA team performance and activities within the project lifecycle.

• Supported program strategic initiatives and best practices to drive Continual Improvement (CI)

INTEGRITYOne Partners 2008 – 2012

Manager (Service Delivery), Department Of Homeland Security (DHS) – Immigration and Customs Enforcement (ICE)

Alignment, Management, and Performance Services Division

• Assisted the Systems Development Division (SDD) under the Office of the Chief Information Officer (OCIO) with

strategic planning, performance management, and project management support. Refined and institutionalized Business Process Re-

engineering (BPR) efforts at an OCIO-wide enterprise level to drive enterprise synergy, optimal communication, and work streams that

directly supported DHS’ Systems Lifecycle Model (SLM) and organizational alignments to OCIO operations.

• Assisted in the refinement of organizational-wide roles & responsibilities.

• Developed, streamlined, and implemented the OCIO/SDD Project Initiation/Intake Process. Conducted a gap

analysis on ‘As-Is’ processes to drive ‘To-Be’ enterprise-wide standards and procedures as to how new SDD Projects are initiated,

approved, and managed. Worked with OCIO stakeholders to obtain buy-in and enterprise-wide recommendations to drive process adoption

and to ensure an effective and adaptive change management climate.

• Assisted in the development of an SDD-wide Performance Management Plan based upon DHS, ICE, and OCIO level

strategic goals and objectives.

• Developed a unified ICE IT Portfolio Catalog and ‘Program-Centric’ management schema for a 250+M dollar

development division used for tracking all DHS/ICE/OCIO programs, projects (100+), activities, and sustainment of operations (O&M

systems) to enhance ‘As-Is’ OCIO-wide Portfolio Management processes.

• Developed an Executive-Level Five-Year Information Technology (IT) Strategic Roadmap that illustrates how all SDD

IT assets support the mission-critical, ICE Lifecycle; illustrating to Senior Management all IT assets’ functional and technical capabilities,

along with providing recommendations on ‘current-state’ technology gaps to prevent duplicative system capabilities.

• Provided Project Management oversight and facilitation for the implementation of an SDD IT system (iRise)

throughout DHS’ required Systems Lifecycle Model (SLM) to assist in SDD-wide system requirements virtualization.

• Provided recommendations in the development of an organizational vision and associated mission statement.

• Provided Portfolio-wide project milestone (D-102 / SLM) planning recommendations and analysis based upon

corresponding project issues and risks.

• Assisted in the construction of a business case and financial model to demonstrate cost savings opportunity for OCIO

to consolidate documentation requirements from the project to program level, helping to reduce costs and resource workload.

• Provided risk analysis and mitigation strategies for SDD-wide programs and projects.

• Tracked and provided issue escalation and resolution for SDD-wide project performance.

• Assisted in the development of a standardized Work Breakdown Structure (WBS) and MS Project Schedule

Enhancement Strategy used for the development of all SDD IT project schedules to enhance ‘As-Is’ levels of project management and

reporting.

• Established and implemented SDD-wide quality criteria used to improve the consistency, accuracy, and quality of all

SDD release schedules. Allowed schedules to serve as a more useful source for visibility into program and project execution when these

criteria were met.

• Assisted in the development of IOP’s industry White Paper on Agile Development methodologies. Encompassed

information pertaining to Full-Lifecycle Agile Development best practices, along with the advantages of ‘delivering in a transparent’ manner

during Agile Development to ensure optimal team visibility into the total scope of work being performed.

• Prepared Executive-Level briefings to assist with Program and Project-Level execution and prioritization to include

statistics, metrics, and end results focused around SDD-wide quarterly deployments, ‘in-progress’ deployments, deployment projections,

schedule compliance, and monthly deployment ‘Outlooks.’

umen Solutions

Management Consultant II (Service Delivery) 2006 - 2008

Consultant, VeriSign

• Managed the Asset Inventory reconciliation of three Data Centers across Sterling, VA and San Jose, CA.

• Conducted stakeholder interviews to map all Data Center capital to corresponding products in production, allowing

Senior Executives to better track company and portfolio wide Business Units.

• Created and reported to Senior Management project Activity Schedules, Milestones, Risk Mitigation Plans and

weekly project Status Reports.

Program Management Analyst, Bureau of Engraving and Printing (BEP)

• Created and maintained individual team activity schedules and issue resolution logs in support of a major project to

install four new production lines.

• Established effective processes for collecting task and issue updates from key project stakeholder teams not

currently using separate activity schedules or issue trackers to manage all project activities.

• Integrated individual project team activity and issue updates with the program wide project schedule and issues.

• Maintained and executed custom weekly reports to track project issues, milestones and intra team communication.

Software Quality Management Analyst, Merrill Lynch

• Analyzed all ‘As-Is’ Software Quality Management (SQM) practices for the Mutual Fund Core Processing portfolio of

Merrill Lynch.

• Identified weaknesses and gaps in the client’s current ‘As-Is’ SQM practices in order to derive effective ‘To-Be’

solutions to streamline the Business Unit’s CMMI maturity level and operational efficiency.

• Delivered a recommended “To-Be” SQM operational process flow derived from an ‘As-Is’ operational gap analysis,

which captured industry SQM best practice’s to improve overall operational efficiency.

QA Project Lead, Elizabeth Glaser Pediatric Aids Foundation

• Managed the Quality Assurance (QA) lifecycle for the Elizabeth Glaser Pediatric Aids Foundation (EGPAF),

Data Warehouse development build.

• Participated in both customer and stakeholder requirement and User Experience sessions.

• Defined all test plans, test scripts, and executed full system-level testing (including progression, regression,

and negative system testing).

• Managed all User Acceptance (UAT) and Alpha Testing.

• Validated the adherence of all system code to the defined system requirements.

• Managed and tracked all project requirements, system enhancements and change requests.

• Assisted in the development of the project WBS, and applicable project planning documentation.

SOX Project Lead, Fannie Mae

• Applied SOX standards, controls, and procedures in three successive phases: assess the remediation efforts

of prior-year deficiencies, assure application compliance with enterprise procedures, and support application teams during internal and

external auditing for a Fortune 10 Company (Fannie Mae).

• Assigned prior-year audit deficiencies to the new enterprise procedures and controls.

• Served as a Project Lead and Procedure Assurance coach, providing just-in-time feedback to application

owners; helping stakeholders understand, implement, and execute newly established corporate SOX procedures.

ectronic Data Systems 2004 - 2006

plementation Specialist

• Coordinated implementation planning and execution for the SDLC of FedTraveler.com (United States Coast

Guard-USCG and Custom Border Patrol-CBP).

• Conducted BPR workshops and methodologies to deploy business services, and to demonstrate both ‘As-Is’

and ‘To-Be’ processes to stakeholders.

• Developed implementation procedures and Travel Management Center (TMC) deployment procedures.

• Managed implementation support, resource planning, training and maintenance.

• Worked with stakeholders to gather and define system requirements (functional and technical) to ensure

services are in compliance with all associated Task Orders, and adhere to mandatory Joint Federal Travel Regulations (JFTR) and Federal

Travel Regulations (FTR).

• Conducted UAT testing, and assisted the USCG during their internal, in-house UAT testing efforts to ensure

development efforts met all system and integration requirements.

• Assisted in the development of EDS’s Implementation Strategy, Project Management Plan, and Risk

Management Plan to coordinate and execute implementation efforts.

HONORS

Radford University, School of Business

• Invited into Beta Gamma Sigma: Business honor society for advanced collegiate schools of business. Beta

Gamma Sigma is the highest scholastic honor that a student in the school of business can achieve. All candidates must be in the top 10

percentile of their graduating class in order to be invited into the organization of Beta Gamma Sigma.

• Graduated Cum Laude

CERTIFICATIONS

• Certified SCRUM Master (CSM) – Agile Development / Project Optimization

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