Farid Shirojan, PMP 202-***-**** acuwuo@r.postjobfree.com

PROFESSIONAL PROFILE

I am an experienced PMP certified Sr. Program/Project Manager with global experience in development and implementation of information systems for commercial and governmental clients in various industries such as legal, technology, finance/accounting/audit, mortgage, banking, and transportation. My engagement history includes both Big 4 and government consulting. I am an experienced leader utilizing strengths of leadership, collaboration, problem solving, conflict resolution, team building, knowledge sharing, planning, tracking, managing multiple tasks, follow through, and on-time delivery with focus on customer satisfaction to ensure business and technology solutions are aligned, secure, and compliant with organizations strategies. I successfully manage the implementation of technology solutions that meet and exceed business requirements while managing costs and organizational risks. I have extensive experience in fast-paced, ever changing environments and I have formal education in Program/Project Management, Software Engineering, and Application Development. CORE COMPETENCIES

• Program & Project Management • Agile/Scrum Project Management • Coaching and Mentoring

• Program & Project Planning • Tactical & Strategic Planning • Performance Metrics & Tracking

• Budget Planning & Cost Control • Enterprise Roll-Out Planning • Process Improvement & Development

• Schedule Development & Tracking • Business Process Reengineering • Cross-functional Team Building

• Resource Planning • Quality Assurance & Control • Proposal Development

• Scope & Change Management • Stakeholder Management • Software & Database Development

• Risk & Issue Management

• PMO Best Practices

• Staff/Client/Vendor Management

• Financial Management & Reporting

• Application Development & Design

• Training Development

PROFESSIONAL EXPERIENCE

Akin Gump Strauss Hauer & Feld LLP Senior Program Manager 2012 – Present

• Utilizing the Program and Project Management best practices and collaborating with senior partners, attorneys, section chiefs, departmental directors, and key internal/external stakeholders to oversee concurrent and firm wide projects and initiatives from inception through deployment.

• Managing a highly integrated firm-wide program to automate the firm’s legal process management mainly focused on budgeting, pricing, firm’s experience, and information governance. The main strategic emphasis of this program is to increase client retention rate by improving client billing through a predictive cost estimation and monitoring. This entails program and matrix management of various cross-functional internal/external teams; promoting and coordinating stakeholder involvement from various groups (e.g., Finance, HR, Marketing, Risk Management, and IT); coordination of day-to-day program activities and communications; monitoring schedule and budget; executive-level interaction/status reporting; and vendor management.

• Managing concurrent legal projects for the international trade practice dealing with compliance, audit, regulations and policies.

• Assist the Program Management Office (PMO) in the enhancement of benefits, value, effectiveness and efficiency of Project Portfolio Management methodologies, processes, procedures and tools. Developing, optimizing, and standardizing project delivery methodology, policies, procedures, tools, quality control and assurance protocols for efficient delivery of high quality client services, and to build and work a pipeline of new business opportunities.

• Collaborating with attorneys and legal teams to acquire detail business requirements and knowledge on various standards, policies, procedures and services offered by the international trade practice as part of the process improvement efforts to increase productivity by transformation of manual processes into an automated one, and introduction of new efficient processes and policies.

• Serving as technical and programmatic liaison to attorneys and paralegals; collaborating with cross-functional legal, business and IT teams to build consensus, define project priorities, scope, schedule, resourcing, and deliverables.

• Assessing opportunities and leveraging Microsoft SharePoint platform to improve overall effectiveness and management of inflight legal projects, and internal/external teams collaboration/reporting. Hands on development of several missions critical systems

(SharePoint and other Microsoft suite of applications) to automate solutions to resolve business obstacles faced by the international trade practice.

Public Company Accounting Oversight Board Senior Program/Project Manager 2011 - 2012

• The Dodd-Frank Wall Street Reform and Consumer Protection Act (2010) amended the Sarbanes-Oxley Act of 2002 to authorize the PCAOB to oversee the audit of the financial statements of public companies that are registered with the Securities and Exchange Commission (SEC). Managed the Funding program that was consisted of several inflight projects to implement and deliver concurrent releases of a time critical Funding system. It was through this system that PCAOB obtained funding for its operations by collecting the accounting support fee from equity issuers, investment company issuers, and securities brokers and dealers that were registered with the Securities and Exchange Commission (SEC).

• Managed an initiative to enhance PCAOB’s Program Management Office (PMO) capabilities by developing project management best practices, guidelines, templates, and measurement metrics.

• Managed all aspects of a strategic project to increase Business adoption of SharePoint 2010 for a division of over 200 users. Overall project responsibility included overseeing the introduction of new governance and support procedures as well as working with technical and business teams to ensure high degree of adoption rates.

• Managed enhancements to the PeopleSoft application based on requirements initiated from Finance, Benefits, and HR departments.

• Responsible for all aspects of Program and Project Management Life Cycle (PMLC) including such activities as: vendor contract Farid Shirojan, PMP acuwuo@r.postjobfree.com Page 2/3

negotiation and onboarding, budgeting and schedule creation, cost estimating, cross-functional resource planning, project championing, project reporting, stakeholders management, and customer interfacing.

• Responsible for resolving all program level risks/issues, acting as the point-of-contact for all sponsor related activities, and communicating the program scope and purpose to stakeholders and senior management. Wilmer Cutler Pickering Hale and Dorr LLP Senior Program Manager (Consultant) 2010 - 2010

• Managed an enterprise-wide, multi-million dollar program to upgrade the law firm’s Document Management System (DMS) to the latest suite of Autonomy iManage products. This entailed program and matrix management of various cross-functional teams; promoting and coordinating stakeholder involvement; coordination of day-to-day program activities and communications; monitoring program schedule and budget; management status reporting; and vendor selection and contract negotiation/on-boarding/vendor staff management.

• Applied Project Management best practices by using the law firm’s defined Project Management Life Cycle (PMLC) as well as PMI best practices to plan, direct and manage project to ensure that program goals are accomplished within defined scope, time frame and funding parameters.

• Coordinated logistics of projects and resources towards meeting deadlines and maintained high level of quality as expected by senior management and key stakeholders. Conducted quality control and assurance on deliverables submitted by Vendor team and provided required feedback.

Federal Aviation Administration (FAA) Senior Project Manager (Consultant) 2008 - 2010

• Managed a range of concurrent IT projects at the Federal Aviation Administration (FAA) with regard to plans, specifications, contract compliance, budget, schedule, deliverables, and project issues/risks.

• As a member of the Program Management Office (PMO) team, developed project management standards, performance metrics, templates and coordinated process improvements for a division of 60+ employees.

• Collaborated with multiple cross-functional business units, technical teams, and 3rd party vendors to build consensus, define project priorities, scope, approach, resource requirements, and timing of project deliverables.

• Utilized technical expertise, planning and organizational skills to prioritize and manage the daily activities of the projects. Ensured that the right processes and tools were in place to facilitate effective communication and collaboration between mutually dependent teams and stakeholders.

• Monitored project progress against the work plan and provided required internal/external progress and performance metrics reporting.

• Worked with internal teams and external auditor to obtain ML2 appraisal for the corporate.

• Collaborated with Internal Controls division to ensure that their internal financial controls adhered to OMB Circular A-123 as part of the Department of Transportation’s (DOT) department wide compliance initiative. This resulted in an implementation of a COTS product (Oracle GRC solution) to effectively plan, model, report and analyze Governance, Risk, and Compliance activities. PricewaterhouseCoopers L.L.P. (PwC) Senior Project/Program Manager 2006 - 2008

• Managed the TAX Document Management program that was consisted of several concurrent inflight projects to deliver different releases of a highly complex and time critical global web-based electronic document management system (DMS) for the Tax practice. This critical application was the sole repository for all tax engagement documents. I was required to exercise many of my leadership and management skills, such as engagement/scope control, project estimation, staff management and issue resolution, client relationship building and satisfaction, general administration (i.e. budget, resource allocation, etc.), as well as motivational and coaching techniques to ensure an effective team environment. This entailed program and matrix management of various cross- functional teams across divisions, offshore vendor management (IBM Australia and PwC India), program assignment allocations, monitoring and controlling project plans, and promoting and coordinating stakeholder involvement.

• Utilized company's Project Management Life Cycle (PMLC) methodology to plan, direct and manage designated projects to ensure that project goals were accomplished within defined scope, time frame and funding parameters. Involved in all phases of program/project management life cycle from initiation through closeout. Managed major concurrent projects and responsible for multi-million dollar budgets.

• Collaborated with senior management team, multiple business units, technical teams, and 3rd party vendors to build consensus, defined program priorities, scope, approach, resource requirements, and timing of project deliverables.

• Managed internal/external teams by utilizing strong interpersonal, mentoring, problem solving, decision-making and conflict resolution skills. Provided counseling, coaching and mentoring to junior project managers.

• Implemented IT project management governance, processes, standards, and tools to enhance PMO’s capabilities and maturity.

• Coordinated logistics of projects and resources towards meeting deadlines and maintained high level of quality as defined/expected by project stakeholders. Managed project activities to ensure continuous control over materials and products produced by team members.

Freddie Mac Technical Project Manager 2002 - 2006

• Utilized the full Project Management Life Cycle (PMLC) and Freddie Mac’s Software Development Life Cycle (SDLC) to manage concurrent and cross-divisional projects in a matrix environment. Partnered with senior management, key internal/external stakeholders, and internal/external business/technical teams to deliver the following key projects: o As a member of the Sarbanes-Oxley (SOX) Program Management Office (PMO) team, developed project management standards, resource scheduling processes, metrics, and coordinated process improvements for a division of 100+ employees. Collaborated with business process owners and Production Support teams within Finance, Enterprise Technology Services, Investments & Capital Markets, and Single Family divisions to ensure remediation or mitigation of identified deficiencies in the corporate financial applications/eporting and ensured that all components of Sarbanes-Oxley (SOX) compliance were accommodated.

Farid Shirojan, PMP acuwuo@r.postjobfree.com Page 3/3

o Managed a large cross-functional, multi-departmental, multi-vendor team (local and offshore (India)) to implement a customized Reverse-Engineering methodology for the Single Family Legacy Elimination Analysis and Planning initiative. This initiative provided funding to migrate several legacy systems to a new web-based Object Oriented Project Enterprise system. Developed and monitored a quality control program for deliverables received from the offshore team to ensure completeness and alignment with Freddie Mac’s established SDLC and delivery standards. Monitored User Expectations through user involvement and communication throughout the lifecycle of the projects and worked closely with senior management, user groups, and technical teams to facilitate, track, and ensure that proper system documentation were created through usage of the implemented Reverse-Engineering methodology.

• Involved in all phases of Project Management Life Cycle (PMLC) from initiation through closeout.

• Collaborated with executive management, business units, and technical teams to build consensus, define project priorities/scope/schedule/resourcing, manage risks/issues, create project status & forecast reports, and maintained technical budget reports (actual to budget).

• Participated in marketing efforts and cultivated existing relationships to identify new opportunities within Freddie Mac for generation of additional revenue.

PricewaterhouseCoopers L.L.P. (PwC) Technical Project Manager/Senior Software Engineer 1998 - 2002

• Utilized the full Project Management Life Cycle (PMLC) and Software Development Life Cycle (SDLC) to manage and develop Object Oriented systems for government agencies. Partnered with senior management, key internal/external stakeholders, and internal/external business/technical teams to deliver the following key projects: o The multi-tiered and Object Oriented Budget Preparation System (BPS) to assist Military Sealift Command (MSC) in budget planning and forecasting.

o The web-based and Object Oriented Integrated Booking System (IBS) to assist Military Traffic Management Command

(MTMC) to streamline the process of carrier payments, transportation bills and inter-government agencies billing. o The database and an application interface to import and manipulate data from the Job Order Cost Accounting System

(JOCAS) and the Managerial Cost Accounting (MCA) eTools System into a central Oracle database for the Financial Management System (FMS) of the United States Air Force (USAF). Inter-American Development Bank (IADB) Senior Information Technology Consultant 1994 – 1997

• Utilized the full Software Development Life Cycle (SDLC) to design and develop various Client/Server and Object Oriented Financial and Investments Tracking applications for Finance division of IADB. Partnered with business and technical teams, senior management and key stakeholders to implement and integrate multiple technologies, systems and software solutions in a complex multi-platform Unix and Mainframe environments.

International Business Machine (IBM) Lead Software Engineer 1989 – 1994

• Utilized the full Software Development Life Cycle (SDLC) to design and develop the real time Advanced Automation System (AAS) and DB2 databases for the Federal Aviation Administration (FAA) to modernize nation’s Air Traffic Control (ATC) system. EDUCATION

• Advanced Master’s Certification, Project Management, George Washington University/ESI, Washington, DC

• M.S., Computer Science, Johns Hopkins University, Baltimore, Maryland

• B.S., Computer Science, University of Maryland, College Park, Maryland PROFESSIONAL CERTIFICATION & AFFILIATIONS

• Certified Project Management Professional (PMP) - Project Management Institute (PMI)

• Member of the Project Management Institution (PMI)

• Orange Belt – Managing a Single Project with Microsoft Office Project

• Blue Belt Professional – Managing Multiple Projects using Project Server TECHNICAL SKILLS

• Proficiency in numerous software including but not limited to: Microsoft Project, Project Portfolio Management (Microsoft Project Portfolio Server 2007, Oracle Primavera v6.2 Client/Web, CA Clarity), EMC Documentum and Content Management System, MS Office Suite (Word, Excel, PowerPoint, Visio, and Outlook), Portals (Microsoft SharePoint 2003 & 2010), PeopleSoft, Operating systems (Microsoft Windows XP/7, Mac OS X 10.5 Leopard, and IBM Lotus Notes 8. CITIZENSHIP: US Citizen & able to obtain a Security clearance.

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