Management Project

PINKIE NOLAN

***** ****** **** ***** • Chantilly, VA 20152

703-***-**** • ***********@*****.***

Accomplished senior-level manager with a strong mix of operational and strategic leadership skills. Over 17 years

of experience managing strategic business portfolios, standing up and overseeing departments and accounts, and

providing technology and management advisory services. Proven ability to successfully lead cross-functional teams

and manage a wide range of projects, including complex technology implementations, construction and retail

initiatives, and new service line development. Well-rounded domain experience that includes healthcare,

manufacturing, consulting, government and education.

CORE COMPETENCIES

Portfolio Management Strategic Planning Departmental Operations

Program and Project Management Full Lifecycle System Implementation Enterprise Architecture

Project Management Office (PMO) Account Management Change Management

PROFESSIONAL EXPERIENCE

INOVA HEALTH SYSTEM, Falls Church, VA 2011 – present

Mutli-billiion dollar regional health care system with five hospitals and over 50 ambulatory facilities

Senior Director, Enterprise Project Management Office

Responsible for establishing a PMO that standardizes and institutionalizes project and portfolio management

across the enterprise. Contributing to the achievement of Inova’s strategic goals through the selection and

successful execution of key projects.

• Launching a formal and disciplined project portfolio management framework for $1B+ strategic

project portfolio. Advising the CEO, President, COO and other key members of executive management

on selecting and prioritizing project investments and optimally allocating resources. Developing and

implementing a disciplined process for defining, evaluating, selecting, sequencing, and monitoring major

enterprise projects.

• Establishing standardized yet scalable approach for managing $500M+ in annual projects.

Coordinating development of robust project management framework based on best practices. Creating

repeatable processes and templates to support full lifecycle project management from project initation

through execution and closeout. Tailoring standards to support projects of different sizes and complexity.

Developing in-house training program on all aspects of project management, including financial, schedule,

scope, and risk/issue management.

• Managing and advising multiple complex, multi-million dollar projects. Providing hands-on project

management and project management coaching for projects ranging from $20M - $100M in annual

investment, and in areas ranging from IT to retail pharmacy stand-up to facility construction. Identified and

implemented opportunities for cost savings, more efficient project oversight, and enhanced project

reporting.

• Overseeing, directing and organizing the work of the PMO department. Planning, coordinating and

executing the department budget, including capital and operating expenses. Hiring and mentoring staff.

Implementing departmental policies and procedures. Facilitating the procurement and implementation of an

enterprise-wide Project Portfolio Management (PPM) tool. Achieved departmental financial and operational

goals in the midst of corporate staff and cost reduction initiatives.

GRANT THORNTON LLP, Alexandria, VA 2006 – 2011

Global consulting firm providing business advisory, tax, and audit services to public and private sector entities

Director, Global Public Sector

Provided diverse leadership in multiple capacities, including serving as the PMO Practice Lead, Deputy Industry

Lead for a portfolio of nine government accounts, and Program Manager/Director for multiple engagements.

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Launched and managed organization-wide PMO Community of Practice. Responsible for developing

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and executing a vision for firm’s PMO service offering to clients. Responsible for establishing standards for

managing all engagements for an organization of over 500 staff and over 100 active projects. Coordinated

efforts of team of practitioners to develop standardized program and project management methodologies,

tools and templates. Developed a project management professional development framework to grow and

maintain a qualified project management workforce. Provided support for PMO-related business

development, capture, and proposal activities.

Successfully managed on-time and on-budget delivery of multiple engagements while meeting or

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exceeding profitability targets. Directed execution of multiple engagements with accountability for

delivery quality, revenue management and client satisfaction. Provided contractual and financial oversight

and subject matter expertise for multiple projects in the public sector financial management industry.

Managed projects include those involving:

o PMO services for multiple public sector financial system and Enterprise Resource Planning (ERP)

implementations, including strategic planning, business case development, acquisition planning,

solicitation development, earned value management, scope and schedule management,

performance measurement, vendor/contractor management, and general project management best

practice advisory services.

o Financial and business system implementations, including requirements development, design,

configuration, testing, training, organizational change management, communications management,

business process improvement, and data cleanup.

o Development of government-wide data standards for electronic vendor invoicing and payment

processing.

Increased sales in assigned client accounts by over 300% in two years. Responsible for oversight of

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multiple government accounts, including account planning, pipeline management, and capture

management activities. Spearheaded business development and capture management efforts, and

successfully secured new work with both existing and new clients. Exceeded financial, growth and

performance metrics for assigned accounts.

CACI (formerly American Management Systems), Fairfax, VA 1998 – 2006

Professional services and IT consulting firm for defense, intelligence, and Federal civilian government agencies

Program Manager

Responsible for the overall management and growth of the Department of Defense (DoD) Health Affairs account,

including business development, account planning, and pipeline development. Provided financial, contractual and

quality oversight for all projects within the account.

• Provided oversight of portfolio of diverse IT projects that were all executed on-time and on-budget,

and successfully satisfied defined requirements. Responsible for integrated program management

activities, including contract management, scope management, financial management, and client

relationship management. Projects included information assurance and certification and accreditation

(C&A) services for regional TRICARE information systems, as well as multiple systems implementation,

operations and maintenance projects.

• Achieved an increase in sales from $2M to $18M in two years. Led division’s strategic planning effort

for the DoD healthcare market sector. Improved integration activities across Federal healthcare accounts

and increased DoD healthcare pipeline from $1M to over $50M.

• Led capture for several multi-million dollar IT initiatives in the DoD healthcare market, including

opportunities relating to medical records management, executive information and decision support

systems, IT modernization, and information assurance.

Project Manager

Responsible for all aspects of project management for multiple IT projects. Activities included scope management,

schedule management, task planning, financial management, risk management, quality control, resource allocation,

performance measurement, EVM reporting, and customer relationship management.

• Managed the implementation, operations and maintenance of a medical coding system deployed at

over 60 military treatment facilities worldwide. Responsible for overseeing requirements analysis,

design, development, testing, upgrade implementation, documentation, and maintenance of a $30M+

system implementation program. Coordinated project CMMI Level 3 certification efforts.

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Managed the standardization and maintenance of medical coding data for the military-wide clinical

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information system CHCS. Coordinated updates of International Classification of Disease (ICD), Current

Procedural Terminology (CPT), Defense Medical Information System Identification (DMIS ID), and other

military healthcare data.

Senior Business Analyst

Provided support and leadership in the delivery of various IT-related projects to DoD clients.

• Served as a leader in the development of the Enterprise Architecture for the Military Health System.

Coordinated development of Operational Architecture component using C4ISR Architecture Framework

guidelines. Developed Operational Node Connectivity diagrams, Information Exchange Requirements, and

Data Dictionary for over 100 healthcare business processes. Coordinated architectural analyses of MHS

program milestones, capabilities, requirements, and system change requests as part of the Portfolio

Management process.

Early Career (details on request)

Program Director and Database Administrator / University of Virginia School of Engineering (1995 – 1998)

Systems Analyst / Procter & Gamble (1993 – 1994)

EDUCATION & CREDENTIALS

Ph.D., Systems Engineering, University of Virginia, candidate (1998)

M.S., Industrial and Systems Engineering, concentration in Health Systems, Georgia Institute of Technology (1995)

B.S., Systems Engineering, University of Virginia (1993)

Project Management Professional (PMP) (Active certification since 2005)

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