IT Portfolio Management

**CPIC Exhibit *** &** development and reporting requirements from Select Phase through Control Phase to Evaluate Phase AND from DME to Steady State (SDLC) reporting requirements

**Portfolio Management IT governance modeling

** Mission based and "line of Sight" Performance Measures Development

**Investment Review Board (IRB/PMO) policy development and decision-making modeling

**“Rebase lining” experience for two major investments

**Performance Work Statement (PWS) development

**Quality Assurance Oversight (Configuration Change Review Board support)

**Training and Mentoring IT project managers in project management principles & reporting requirements

**Facilitated strategic planning seminars

Project Management (CPIC-EPLC & Construction Management) (Clinger-Cohen Act) (SDLC)

**Project Planning, Execution and Closing experience

**Program Development & Management

** Business Case Development and refinement

** EPLC from Planning to Implementation & Close-out

** Project Management Plan development, updates & coordination of reporting information to the E300

**Project Management Plan, WBS & all attending artifacts development/refinement

**Budget-based EVM

**Grants Administration (OMB A-110)

**Financial Administration & Internal Controls (OMB A-123)

** Information Technology (OMB A-130)

**Contracting Out (OMB A-76)

**Direct Supervision of staffs ranging from 5-45

** PMP Certification anticipated June 2015

** Proficient in MS Office Suite plus MS Project, MS VISIO & SharePoint

Budget Analysis (5 years Federal employee job series 0560, GS-13)

**OMB Circular A-11--Both Civilian/Military Agency budget development, CPIC, and DoD's POM, PPBES, WCF, O&M funding

**Financial/Cost Modeling and Total Operating Cost (TOC) base lining

**Return on Investments (ROI) and Net Present Value

** Cost Benefit Analysis and Pro Forma Development and Analysis

** Activity-Based Cost Driver Analysis and standard GAO Cost Estimating Models

Business/Management Analysis (4.5 years Federal employee job series 0343, GS-9 - GS-13)

** Most Efficient Organization (MEO) design

** Functional Process Improvement mapping/Business Process Re-engineering (BPR)/ performance gap analysis

** Enterprise Architecture Business Planning/Modeling

** “Line of Sight” Performance Metrics Development

** Lean process/product flow analysis (Lean Six Sigma)

** Root Cause/”what if analysis”

** Work Breakdown Statement (WBS) builds

** RASCI builds for Communication Planning

Military & Civilian Acquisitions

**Performance Work Statements (PWS) development

**Quality Assurance Surveillance Plans (QASP)

**Bid Package Costing & Review on Source Selection Boards

Communication & Writing Skills

**writes financially successful, winning grant proposals and a “Red Team” proposal response member

**contributed articles for publications concerning community development issues

WORK HISTORY

1. – Private Sector Consulting

2015-present Business Case Analyst

Citizant, Inc

Provides strategic PfM governance and strategic CPIC advice to the Homeland Security Department’s CIO’s Enterprise Business Management Office (EBMO). Provides support on all ITIM issues while managing the day-to-day portfolio Management activities.

2013-2014 CPIC SME & Financial Manager

Amyx, Inc.

Provided strategic ITIM governance and strategic CPIC advice to the Defense Logistic Agency’s CIO’s Division of Acquisition Support on all ITIM issues while managing the day-to-day program activities’ production and coordination of Project Management Plans and production of project templates for their process improvement/performance analytics. Also responsible for submitting the Programs’ OEPs to the DoD’s DCMO for IRB review and acceptance. Responsible for drafting, refining, and executing DLA ITIM policies and Project Management procedures/templates for the CIO’s cadre of IT Program Managers and interested Functional Sponsors.

2012-2013 Senior CPIC/EA Analyst

TriTech Enterprises

Provided strategic CPIC/EA governance advice to the DOL’s Office of Public Affairs Program Managers on all ITIM issues while managing the day-to-day activities of two investment’s E300/53 production and coordination with the investments’ individual Project Management Plans and handling their process improvement/performance workflow analysis. Also responsible for submitting the Programs’ annual OMB Exhibit 53 and 300 using the eCPIC database to upload all analyzed data. Also, she was responsible for drafting, refining, and executing CPIC policies and Project Management procedures. Also, she advised the Program Managers on the contents purpose of their Enterprise Architecture documents and developed the baseline Enterprise Architecture documents for both Investments.

2011- 2012 Sr. CPIC Analyst

Panum Group

Provided strategic ITIM governance advise to the Program Managers and advised on all matters pertaining to the USDA CPIC processes while mentoring PMs on their day-to-day work requirements (including eCPIC management and data entry and uploading requirements), and developed workflow/process improvement templates & services for the Enterprise Management Division of the USDA’s FSIS‘s PMB culminating in CPIC Manuals and Guides for their EPLC planning, and the FSIS Communication Plan.

2010 CPIC/Process Improvement Consultant,

Energy Enterprise Solutions, LLC

Developed the EPLC’s project management plan, and the subsequent business case for the IT investment, Advised the PM on the development of the Exhibit 300 & Exhibit 53, entered all data for the E300/E53 and all the CPIC artifacts for an ARRA funded web based training system. The eCPIC database was used for the E300 & E53 reporting requirements. Used my knowledge of the processes within the SDLC processes to recreate all necessary artifacts.

2010 Process Improvement Consultant

Integrity Management Consulting, INC

Supervised a team of management analysts in developing and conducting Process Improvement analysis for client organizations within the DHS’s TSA OSO. Developed “to be” and “as is” states for the Budget, HR, and IT Council functions.

2007 - 2009 NBII Project Manager

COMSO, Inc.

Used my strategic planning skills, portfolio management expertise and Business Process Re-engineering expertise to bring the US Geological Survey’s (USGS) National Biological Informatics Infrastructure’s (NBII’s) IT portfolio resourcing, their Project Management Plan and artifact’s management requirements in line with the OMB’s business case structure for use in President’s annual budget and the President’s IT Dashboard.

2006 – 2007 Process Improvement Consultant

BearingPoint, Inc.

Utilized management, strategic thinking and facilitation skills to plan and lead a small study team in the development of a multi-year Management/Internal Controls (SOX) study for the Air Force’s Accounts Payable function. We used Business-Process mapping to map the various as-is processes and systems the Air Force uses to accomplish its Accounts Payable function. I used my writing expertise to create the A-123 Executive Summaries for two other studied functions.

2005 – 2006 Capital Assets Planner & A-76 Strategic Advisor

Kasemann Corporation

Developed the Information Technology Capital Assets Technical Budgets (OMB A-11’s Exhibit 300) for the US Department of Labor’s Wage and Hour Division’s (DOL/WHD). eCPIC was used for recording the Exhibit 300 information once the project management plan had been refined. Worked with functional managers to develop the Business Enterprise Architecture (strategic) development planning process.

2. – Public & Non-Profit Sector Program Management & Supervision

July 2011 – June 2012 Volunteer Development Consultant

NOVACO

Upon request of the BOD provide strategic planning, organizational development, performance measurement, and communication skills to create the non-profit’s resource development action plan. Also developing the organization’s Community Housing Development Org’s Bylaws. Contributed grant-writing skills toward a minimum of 5 responses to Notices of Funding Availability (NOFA).

2004 – 2005 Public Housing Policy Analyst

Public Housing Authorities Directors Association

Strategic planning and facilitation skills used to lead discussions on a wide range of Public Housing – related regulatory, legislative and asset management topics. Researched and drafted position papers and published articles.

2001 - 2004 Executive Director

Akwesasne Housing Authority

Transformed an organization dependent on one source of federal funding and, unable to meet its stated goals, into a financially independent organization that regularly exceeded it goals by specializing in increasing production of residential construction (over 15 homes in the annual construction pipeline), property management (over 415 residences in portfolio), revamped a multi-functional group of individuals into a skilled and effective management team ready to tackle new housing financing development and construction issues. Revamped the financial structure of the organization using the Federal GAAP structure. Created finite measurement goals for each program's functions, and the Asset management system for the Authority’s housing portfolio and increased the Authority’s funding opportunities by planning/writing/winning two large, successful US HUD Rural Development Grants.

1997 – 2000 Executive Director

Ithaca Urban Renewal Agency

Transformed a lethargic organization into a vital and engaging community development agency for the City of Ithaca, NY.

Used Strategic Planning skills, Budget Development skills, and Performance Measures Development skills for the Housing and Economic Development Planning function of the Agency and implementation skills, Grants Development skills (and revolving Fund Development) and developed underwriting policies grants and Asset monitoring processes and guides for the Agency Staff. Mentored all staff to develop their project management skills.

1995 - 1997 Construction SIP Manager/Coordinator

Milwaukee Co. Airport Residential Sound Insulation Rehab program

Provided residential Rehabilitation Contract Administration (over 30 construction contracts; 800 homes in the portfolio) for an FAA project. Supervised all portions of the bid process from requirements development to presiding over first contract conference meetings. Supervised all financial aspects and invoice inspection & approval processes. Mentored Team Building and Personnel/Project Performance Evaluation skills to the staff.

1982 - 1991 Senior Management & Budget Analyst (0343 &0560)

Defense Logistics Agency and the Air Force Manpower Agency

Led BPR management teams in the analysis of organization design, work process effectiveness and in the development of performance measures on differing organizational levels Created MEOs. Led OMB A-76 management teams in performance and efficiency reviews of government organizations and major functions (e.g., Depot supply chain processes and inventory control measures; military policing processes). Led teams for pre and post contract award organizational reviews for all functional processes being contracted out (OMB Circular A-76) to develop the functional performance work measurements (PWS) for the solicitation of the business unit and to develop and implement the Quality Assurance Surveillance Program (QASP).

Education

Dartmouth College AB English

Cornell University ABT City Planning graduate studies in strategic planning & organizational effectiveness

University of Wisconsin ABT Architecture graduate studies in design and construction management

Honors and Associations

Soroptimist International of Fairfax County VA, past President

Iroquois Venture Corporation, founding board member

‘Three Sisters’ Venture Fund, founder

National Endowment for the Arts (NEA) USA Fellow Community Planning Award

American Indian Science and Engineering Society Graduate Fellow

Presidential Management Intern

DoD-Defense Logistics Agency “On the Spot” Productivity Award

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