NINA BABEL, PMP, CSM, CSPO

•PMP-Certified Consultant with over 15 years’ experience in Banking, Govt., Civil Services

•Worked as PM/Program Manager/PMO Lead at Deloitte, Morgan Stanley, Bank of America, Fannie Mae, FICO, JPMC among others

•Successful track record of implementing private and public sector projects

•Proven problem solving ability managing issues that translate all project requirements into deliverables.

SKILLS

Project Management Oversight

Agile/Scrum/Waterfall

SAFe Framework

Change Management

Project Scheduling

Six Sigma

Software Development Lifecycle (SDLC)

PMO Support

Business Process Improvement

IT Governance

Budgeting

Budget Formulation and Execution

Capacity Management

Resource Planning

Computer Languages/Applications:

MS Project

MS Office

MS Visio

EPM

JIRA

Rally

SharePoint

PROFESSIONAL EXPERIENCE

NIBA Management Group, LLC

Owner, LLC Glenn Dale, MD (July 2015 to Present)

Provide project management IT services to entrepreneurs using web and social marketing strategies. Using a project management approach, assisting small businesses with their online product launch to market strategy from kickoff to completion using a Waterfall or Agile methodology.

Drive social content strategy, engaging with both internal and external influencers, crafting compelling social media content and marketing campaigns that tie to current conversations, owning the social strategy and brand, writing and editing blog content.

Deloitte

IT Project Manager, Rosslyn, VA (Nov 2014 to Nov 2015)

Lead and provide advisory support services in Program Management and Agile methodologies at the Internal Revenue Service (IRS) with the Affordable Care Act (ACA) Filing 16 Program.

•Stand-up and operate large-scale technology delivery programs with a strong focus on IT strategies driven both from a top down analysis. Assisted clients in formalizing the tools and processes needed to understand how IT resources and programs create stakeholder (business) value, and how to improve IT resource allocation to maximize value.

•Served as a liaison and advisor to deliver business process efficiencies and enterprise reporting in Program Management. Establish the required processes and tools to make sure client understands their responsibilities and track the execution of those responsibilities.

•Design, development implementation of governance, program and project management functions related to both Waterfall and Agile methodologies.

United States Patent Trademark Office

IT Scrum Master / Project Manager, Alexandria, VA (July to November 2014)

Manage a new modernization effort to fully integrate multiple legacy and next generation systems into Patents and Trial Appeals Board system.

•Using Agile SAFe methodology to achieve multiple operational releases consisting of various Sprints to improve the development of the IT system through a prioritized product backlog.

•Interfacing with the development team, IT leads and agency stakeholders totaling 30 people in supporting their roadmap and vision by prioritizing features, release planning of backlog and system demos

•Facilitated the Scrum process of planning, weekly staff meetings, weekly reviews, and retrospectives with team and project coordinator and proactively removes impediments to progress.

•Evangelized agile values and principles across the organization and in the community, as well as defining and refining Agile metrics to understand team performance.

•Harness the metrics coming from the team and product owner both to help the team improve its own throughput and also to inform executives about how the teams are conforming to value.

•Ensured full standard reporting on product and sprint backlogs, burndown charts, and velocity metrics after each retrospective.

Morgan Stanley

Project Manager, Baltimore, MD (December 2013 – May 2014)

Managing technology initiatives focused on enhancing the firm's outgoing and incoming wire payment and ACH capabilities.

•Managed projects with business and offshore technology partners through all phases of the software development lifecycle; requirements, design, development, quality assurance, testing, user acceptance testing (UAT), implementation, and post implementation phases.

•Facilitating large extended teams of 40 people in the Scrum process, planning, weekly staff meetings, weekly reviews, and retrospectives with team and project coordinator and proactively removes impediments to progress.

•Formulated analysis and project execution approaches in coordination with Development, Infrastructure support teams of key dependencies, requirements, impacts, integration points across projects, external system interfaces, and data.

•Prepared detailed project plans, tracked project costs and budget, strategies and project management plan for the implementation of an engagement within the standards of project management methodologies.

FICO

IT Scrum Master / Project Manager (Virtual) (March 2013 – Oct 2013)

Manage the project resources as necessary to deliver the requirements as laid out in the SOW and/or other project commitments.

•Facilitated project planning, daily stand-up meetings, reviews, retrospectives, sprint and release planning, demos, and other activities as needed.

•Communicate effectively across diverse audiences within and outside of the Sprint Team of 20 people.

•Performed data migrations from legacy systems to new systems using JIRA to manage sprints and help resolve issues in sprint progress.

•Independently managed and directly supported project conception, design, implementation, and coordination activities to develop, integrate and implement business solutions and processes which affect delivery of financial and operational services.

•Led the direction, prioritization, planning and execution of large enterprise-wide retail banking fraud defense and mobile application development projects.

•Use Agile/Scrum, ensure successful completion of sprints within scope, budget,

assess the impact of planned changes, and build contingency plans to support the change efforts.

Bank of America

Change Management Project Manager / Scrum Master – Virtual (July 2012 – Jan 2013)

Performed change management functions for the Home Affordable Modification (HAMP) Tier II program for Bank of America.

•Led and facilitate diverse line of business constituents of 40+ members in a virtual environment to achieve Technology release and U.S. Department of Treasury directive; understand and track IT timelines for implementation of operational and technical processes.

•Removed impediments to the team's progress to its sprint commitments - Facilitating scrum activities including sprint planning, retrospectives, and daily stand-ups to development.

•Oversight of the full project management and software development life cycle removing impediments to the team's progress to its sprint commitments and deliverables.

•Using Test Driven Development (TDD), collaborated with client departments to coordinate systems testing, installation, training and support.

•Served as liaison with project sponsors, development team, and technology partners to define application development objectives; report scope, schedule, and budget status on a regular basis, and assist in preparing and reporting outcomes of the program to senior management and other stakeholders.

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Fannie Mae

Finance Project Manager - Washington, DC (Nov 2011 – June 2012)

Provided project management support to Fannie Mae on the Home Affordable Modification Program (HAMP) established by Obama in 2009.

•Strategic advisor assisting VP and Senior Management to assure all project deliverables and other work produced timely and in accordance with established protocols and procedures with HAMP program.

•Responsible for project compliance with standards and procedures, the capture and reporting of required program management metrics, business requirements, risk and impact

analysis, ensuring that tasks provide value and support the strategic direction of the program and meet service commitments; conduct reviews with Department of Treasury.

M Squared Strategies

Program Manager – Washington, DC (Jan 2008 – Nov 2011)

Responsible for solution design, execution, and delivery of program support to CFO/Deputy Assistant Secretary and staff. Provide financial metrics analysis and insight into operating performance, link strategic planning to budgeting and performance and make recommendations for improvements.

•Responsible for programmatic executive support with budget operating plan cycles throughout fiscal year to Congress, strategic and tactical planning, and process management.

•Managed a portfolio of $10M in services revenue leading a team of 10-15 consultants.

•Reported on the effectiveness of the engagement against the baseline plan and project status as per the stakeholder’s need on a monthly basis.

•Monitored scope of engagement, drove staff performance to successful completion of engagement, meeting goals for schedule, budget ceiling, and project deliverables.

Chevy Chase Bank

PMO Lead – Project Management Office – Bethesda, MD (Nov 2006 – Dec 2007)

Responsible for PMO expert planning, development, implementation and evaluation of multiple internal strategic bank mainframe modernization projects using the Bank’s Software Development Lifecycle. Manage all cross-functional aspects of the engagement, and provide direction to the Project Management Team, maintaining communications at all levels of management in the bank, and externally, define project scope and develop resolutions to meet productivity, quality and the bank's goals and objectives.

•Supervised the development of project plans constructed from input provided by team leads and senior team members to deployment of the application.

•Provided oversight over mid-sized projects ranging in $300K-$500K.

•Consulted and collaborated with vendors at both the activity and milestone levels to ensure that project meet contractual and technical requirements and specifications.

M Squared Strategies

Program Manager & Team Lead – Washington, DC (Apr 2005 – Nov 2006)

As Consultant Team Lead, managed client, contractor, and M Squared team (from 1-5 people). Provided E-Government expertise to the Federal Government, focusing on assisting end users develop best practices for successful project delivery. Clients include the Veterans Affairs (VA) Office of Enterprise Architecture Management (OEAM), the Office of the CIO, Office of E-Government, and Records Management. In these capacities:

•Provided Program Management support to internal, CIO, Balanced Scorecard, and OMB Reporting, and E-Gov Strategy development centering on Capital Investment and Budget (OMB Circular A-11 and A-76) milestones.

•Produced solution delivery and design performance measurements to comply with Quarterly and Annual E-Government & Lines of Business milestones.

•Briefed client of PMA Scorecard and Standards of Success, Implementation Milestone Plan, OMB Reporting deliverables, OMB and Congressional inquiries.

American Red Cross

IT Project Manager – Washington, DC (Dec 2003 – Apr 2005)

Managed multiple Consent Decree-related projects and related sub-components. Ensured project scope and schedule targets for implementation are within variance, project delivery dates is met, and facilitate the resolution of issues as risks are identified and reported. Defined, interpreted, and presented project milestones and performance metrics as compared to project plan, scope, resources, and schedule to Senior Management, C&CDM, and stakeholders.

•Performed and implemented a four-phased manual and electronic tracking system into fully comprehensive and operational system to assist in fulfilling the American Red Cross’s obligation to the FDA

•Provided Analysis and project communication on the performance of initiatives and make recommendations for improvement

•Tracked status and manage 600+ commitments in Commitment Tracking System made in American Red Cross communications with the FDA

UPS Mail Innovations

IT Project Manager – Bethesda, MD (Sept 2001- June 2003)

Directed and performed system analyses, user acceptance testing, and managing projects throughout entire lifecycle. Lead and facilitated cross-functional communication between the Sales, Systems, and Development groups to obtain input, support, and acceptance of technological solutions. Primary customer interface for defining project requirements and communicating information to the solution team. Developing, monitoring and tracking cost expenditures to forecasted budgets for client pricing.

•Performed pricing, project plans, procedures, analytical briefs, software and hardware requirements and cost/benefit analyses to establish a baseline for potential clients.

•Provided lifecycle planning in engineering, manufacturing and operations environment.

•Produced products/services on-time and within budget, securing $2MM in revenue.

JPM & Chase

Senior Business Analyst – New York, NY (Sept 2000 – Sept 2001)

Compiled monthly, quarterly, and ad hoc investment performance asset management information to our Investment Management, Private Banking, and Trust Clients. Managed scope of the financial projects, focusing on its impact, sequence of activities, and project schedule development. Analyzed business requirements and translate business needs of Portfolio Managers within the Fixed Income Investment Management Group, using in-house technological software to develop solutions.

•Automated and designed manual reporting criterion for key project stakeholders, reducing turnaround time from 4 weeks to 7 days.

•Provided analyses mapping current and future operational processes and improvements, to ensure 90% of quarterly reports were delivered on schedule. Improved productivity and teamwork.

•Through the use of Six Sigma, produced an error-prone performance reporting process, resulting in a 70% reduction of errors. Partnered with Management, using Six Sigma methodologies to overcome quality issues.

NCR Corporation

Resource Management Consultant – New York, NY (June 1998 – Sept 2000)

Conducted global training of resource planning systems and tools with NCR’s Solution Team Partners and Senior Management to improve the productivity and billable revenue hours of consultants. Developed, evaluated, and monitored program metrics, operational reviews and audits, and business process reengineering for both Business Operation’s Financial Division and Human Resources.

•Managed a program of 500-800+ associates worldwide to ensure effective utilization of billable resources.

•Provided a reduction in Operational expenditures of outside resources by 60%.

•Developed and introduced a new system for resource planning, resulting in increased global productivity.

NCR Corporation

Implementation Manager - Rockville, MD (Dec 1996 – Jun 1998)

Identified business requirements, scope, project deliverables, milestones, and resources for the entire project life cycle. Tracked project status at both the activity and milestone levels to ensure that performance meets contractual and technical requirements and specifications.

•Managed issues, risks, and scope for complex projects for commercial and government clients.

•Provided oversight over multiple ATM projects and resources to plan that secured $20 million in revenue.

•Implemented and tracked continuous process improvements, increasing customer satisfaction.

EDUCATION AND PROFESSIONAL CERTIFICATIONS

Bachelor of Commerce, Montreal, Quebec 1992

Concordia University

•Major: Administrative Management

•Minor: Transportation & Logistics Marketing

Masters Certificate in Project Management, Washington, DC 1998

The George Washington University, Washington, DC

Certified Scrum Master, Scrum Alliance (Date Achieved: 01/23/13, Certificate #:000233964, Expiration Date: 01/23/17)

Certified Scrum Product Owner, Scrum Alliance (Date Achieved: 02/22/15, Certificate #:000233964, Expiration Date: 02/21/17)

Project Management Professional (PMP), Project Management Institute (Date Achieved: 02/02/05, Certificate #: 214817, and Expiration Date: 02/02/17)

PROFESSIONAL MEMBERSHIPS

Active Member - Project Management Institute and Silver Spring Chapter (2005 to present)

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