Project Manager Management

James C. Wallace

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

Gaithersburg, Maryland 20877

********@*****.***

H: 301-***-****

C: 301-***-****

I have a successful track record of over 25 years in the competitive business arena; capture and proposal

management, proposal technical writing and project management. Proposal experience and training,

combined with his business information systems management and organizational analysis skills have

made me a highly regarded and successful competitive proposal professional.

I focus my diverse and seasoned abilities in team management, organizational issues, business strategy,

technical know-how, project/program management, change management and innovation on competitive

proposal development. This skill and experience combination has contributed to my efficiency and high

level of productivity. It has empowered and enabled me to:

• Apply a methodical management approach to a structured development proposal processes to

promote efficiency, clarity and success.

• Lead a proposal team, integrating corporate, operational, technical, and partner level professional

staff.

• Establish the rules, guidelines, and schedule for proposal development to meet RFP/RFQ/RFI

requirements

• Guide subject matter experts in proposal writing

• Harness proposal team members’ abilities to achieve a unified objective; the on-time development

of a potentially winning proposal.

PMP – Certified Project Management Professional

MBA, College of Business and Management, University of Maryland, College Park, MD. Specialization:

Information Systems Management, Total Quality Management. December, 1994.

MA, Industrial/Organizational Psychology, George Mason University, Fairfax, VA.

Specialization: Employee Training. December 1988.

BA, English Literature/Psychology, Magna cum Laude. Montclair State College, Upper Montclair, NJ.

December, 1984.

Apex Systems, Inc., 5/10 – 9/10 - Served as Project Manager (Temp Contractor) for Computer

Sciences Corporation’s (CSC’s) support of Center for Medicare and Medicaid Services (CMS)

• Managed various project related to letters and communication to members of CMS health plan –

HealthNet.

• Addressed large work backlog, client confidence, and employee morale issues.

• Engaged in project planning, requirements gathering, project scheduling, and reporting as needed.

• Deployed CSC Project Management standards.

Avaya Government Solutions, 1/09 – 3/10, Project Manager/Proposal Manager

July 2009 to March 2010 - Served as Proposal Manager for Avaya Gov Corporate Proposal Center.

Assumed responsibility for the management of full proposal lifecycle development efforts as required.

Duties required but not limited to:

• RFP/RFQ/RFI analysis including win theme and discriminator development and outline and

compliance matrix development.

• Review for compliance and multi-color reviews.

• Create and lead unified teams through the integration of corporate, operational, technical, and

partner staff.

• Provide leadership for the entire proposal effort.

• Establish the rules, guidelines, and schedule for proposal development to meet RFP requirements.

• Ensure the strategic objectives of the capture process are accomplished.

• Challenge the validity of proposed strategy and approach.

• Collaborate to develop compelling reasons for the Government to award to Avaya.

• Develop tools to improve efficiency for large document development and production.

• Author manuals on proposal production and management.

January 2009 to July 2009 - Served as Project Manager for the 2010 US Census Bureau Decennial

Response Integration System (DRIS) Proposal Team to Lockheed Martin. The account was

dedicated to the management of over 100 Change Requests (CRs) to approximately $ 500 Million

contract for the 2010 US Census. Each CR required its own specific set of tasks and deliverables in order

to develop a comprehensive “CR Package” for submittal to the Government client.

• Updated contract deliverables such as WBS, SOW, Pricing/Cost Document, Bill of Materials,

Charters, Program Management Plan, Configuration Management Plan, Data Management Plan,

and others as required.

• Confirmed new assumptions, dependencies, requirements, technical and logistical concerns with

the Government client.

• Combined the various proposal deliverables into a final “CR Package,” performed the final

review, and edited to ensure consistency and appearance.

• Developed project schedule with appropriate WBS for each CR and used to monitor progress.

• Developed and deployed new quality control procedures that introduced a methodical approach to

the production of CRs.

• Interviewed SMEs as needed to obtain and clarify information pertinent to each CR.

• Performed supervisory responsibilities as required.

• Performed schedule management and informed management of potential problems in meeting

goals.

• Convened past proposal debriefing meetings to discuss lessons learned.

ALON, Inc, 9/07 – 8/08, Program Management Consultant, Manager, Organizational Change

Management. Provided Program, Project, and Logistical Management for the National Archives and

Records Administration’s (NARA) Electronic Records Archive (ERA) system.

• Developed processes and procedures for the development of regular deliverables necessary to

establish and manage NARA PMO account for ALON, Inc.

• Contributed to the formation of ERA PMO. Developed and deployed processes and procedures

relevant to Project Management, Program Control, Systems Engineering, Operations, Help Desk

Management, and Change Management.

• Established and maintained a Change Management program. The resulting program included

Training, Communication, Workforce Transition, Organizational Analysis, and Business Process

Reengineering as required.

• Designed, developed, and deployed Training and Communication plans for ERA system.

• Participated in ERA Tiger Team to improve ERA project monitor and control efforts. Tasks

included Risk Management, Performance Analysis, schedule tracking, EVM analysis, corrective

action recommendations, and action item tracking.

• Designed, developed, and deployed procedures for the ERA Help Desk.

• Authored and presented monthly status reports to Government client.

• Performed supervisory responsibilities as required.

ManTech International Corporation, 1/06 – 9/06, Program Director. Provided Program, Project,

and Policy Management support for Student and Exchange Visitor Program (SEVP), Immigration

and Customs Enforcement (ICE).

• Reformed ICE account by addressing work backlog and employee morale issues. Performed

account management, profit and loss responsibilities. Managed proposal team effort to win

blanket purchase agreement with SEVP and ICE.

• Provided consultation with senior management (e.g., COTR, Customer project manager) in order

to assure that technical solutions are in accordance with organizational goals. Provided

consultation to SEVP Program Director and IT Branch Chief on IT enterprise strategy.

Designed, developed, and deployed Continuity of Operations Plan for SEVP organization.

•

Abacus Technology Corporation, 2/04 to 1/06, Senior Associate, Program Manager. Provided

Program, Project, and Logistical Management for the Department of Defense, Defense Security

Services (DSS) Office of the Chief Information Officer. Accomplishments include Program

Management consultation for the Joint Personnel Adjudication System (JPAS) application portfolio. Also

provided account management support to organize and develop DSS PMO account for Abacus

Technology.

• Served as Program Manager for JPAS Data Warehouse initiative. This Program involved the

challenge to manage and coordinate the efforts of various DSS peer contractors. Each contractor

contributed to one aspect of the project such as Requirements and System Development, IV&V,

Infrastructure, JPAS System Maintenance, and Training Development and Deployment. Provided

leadership for the Data Warehouse team. Performed Project Management duties as required.

• Designed, developed, and deployed portfolio of processes, procedures, and work standards to

support DSS contract. Efforts included the research of the current process state, managing

workshops and process demonstration labs in order to establish efficient procedures and to

conduct deployment and training in compliance with QA standards (e.g., Capability Maturity

Model - CMM and CMMI).

• Developed white papers as requested by the DSS Director/CIO.

• Provided consultation with DSS senior management (CIO, DSS Director) as requested.

• Interacted with other DSS vendors and sub-contractors on a regular basis.

Computer Sciences Corporation (CSC), San Diego, CA 2/97 to 9/02, Project Management

Consultant.

• Provided transition support and project management for new CSC out-sourcing accounts.

Responsibilities included application portfolio analysis, work-in-process analysis, knowledge

transfer, transition tool deployment, policy and procedure development and deployment, new

employee mentoring, help-desk management, and managerial training. Clients consisted of

AT&T, Budget Rent-a-Car, Pratt & Whitney, San Diego County, JP Morgan, Pfizer, and Nortel

Networks.

• Managed Organizational Change effort for Common Billing Initiative (CBI) a corporate wide

billing system for the TMG division of CSC. Responsibilities were intended to educate the user

community and encourage user buy-in. Tasks included the:

o Direction of workshops intended to clarify requirements for the CBI and encourage buy-

in via participation from the user community.

Identification and acquisition of staff as required. Established goals and

o

milestones according to Training and Communication plans. Delegated and

directed related tasks.

o Development of a Communication plan intended to outline the communication

tasks and vehicles to convey CBI information to the user community.

o Development of a comprehensive Training plan outlining CBI training program

intended to provide user support and education throughout the CBI lifecycle.

Spearheaded the coordination of CBI change management efforts with other internal CSC

o

enterprise system initiatives.

• Created Concept of Business Operations (CBO) for International Satellite Organization

(INTELSAT). The INTELSAT CBO established a baseline of current system descriptions and

interdependencies and provided a foundation for a more integrated approach to future business

system development.

Davison Associates, Silver Spring, MD. 4/94 - 5/96, Project Manager/Consultant. Managed various

re-organizational efforts and system development projects for the American Red Cross (ARC) Biomedical

Information Systems and other clients.

• Participated in an ARC wide re-organization of software deficiency procedures.

• Established Local Operating Procedures (LOPs) for systems development department. LOPs

allow for the implementation of procedures that accurately reflect real business practices and

improved communication.

• Participated in the quality control of user documentation to assure the accurate communication of

system procedures and functionality.

• Developed system documentation tracking system to accurately chronicle all stages and

procedures associated with system implementation throughout the ARC.

• Managed the research, development, and deployment of large database tracking system for

BOAT/US Foundation for Boating Safety.

• Managed the integration of above system with Interactive Voice Response Interface.

• Designed and developed business plan for the resurrection of small consulting firm to combine

core competencies and state of the art technology with a sensible growth strategy.

Computer Data Systems Incorporated, Rockville MD. 3/92 - 1/94, Task Leader/Manager . Managed

information system support teams for Department of Energy's Conservation and Renewable Energy,

Fossil Energy, and Administration programs.

• Managed the expenditure of $3 Million annual budget.

• Directed large systems development projects on both mainframe and multi-user microcomputer

platforms.

• Supervised configuration and installation of three local area networks to accommodate

approximately 1000 users.

• Developed/supervised help desk operations to chronicle and categorize user problems and

improve technical support services.

• Changed systems development tools to 4GLs for estimated savings of over $300,000.

• Supervised staff of 12.

National Solid Waste Management Assoc. (NSWMA), Washington, D.C. 2/91 - 3/92, Manager,

Computer Operations. Reformed and maintained Data Processing Department to service combined

needs of trade association, magazine, accounting, and exposition management departments.

• Designed, developed, and implemented microcomputer training curricula.

• Implemented efficiency improvements that reduced annual data processing operations expense by

approximately $1.5 Million.

• Reorganized staff to improve system operations, application development, technical training, and

other support services.

• Developed/supervised help desk operations to measure user behavior and improve technical

support services.

• Performed organizational analysis that accurately identified origins of data integrity, data

availability, and communication problems.

• Integrated requirements of three business units into central system in order to improve data

integrity, customer service, as well as marketing and revenue potential.

• Established user group to formally address departmental IS issues.

• Managed hardware integration and systems development projects.

Boat Owners Association of the U.S. (BOAT/US), Alexandria, VA. 8/86 - 1/91, Micro-systems

Analyst. Established and managed Microcomputer Section of Data Processing Department

providing user support for nearly 350 users and 200 personal computers and Macintosh systems.

• Designed, developed, and implemented microcomputer training program. Continuous

improvement efforts via survey, interview, research, observation methods, and statistical quality

control techniques allowed the ability to accurately update requirements and modify curricula.

Training resulted in a 60% reduction in help desk calls and an increase in user productivity. A

50% decrease in user assistance freed DP staff for more proactive activities - despite a 120%

annual increase in usage.

• Managed entire life-cycle spectrum for 15 major microcomputer applications.

• Established standards for microcomputer hardware and software, system maintenance, support,

and training services.

• Consulted senior management regarding efficient use of microcomputer technology to achieve

business objectives.

• Coordinated integration between microcomputers and HP 3000 system applications.

Professional Organizations

• Montgomery County Up-County Citizens Advisory Board

• Project Management Institute (PMI) – International Chapter

• Project Management Institute (PMI) – Montgomery County Chapter

• Toast Masters International

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