Project Manager Management

PROFESSIONAL SUMMARY

Over ** years of experience in Information Technology (IT), Software

Development, System Integration and Project Management.

. Recognized project leader with experience in custom software

development, system integration, and commercial off-the-shelf (COTS)

client/server and Web application development projects (.NET, J2EE,

Oracle, object-oriented environments).

. Skilled in assisting corporate leaders reach their strategic goals

and objectives by identifying critical success factors and

strategies that lead to a clear tactical road-map.

. Strong team builder and mentor, skilled at creating a sense of

urgency and vision who leads by example to build high-performing

cross-functional and multi-cultural teams that navigate challenging

circumstances to successfully deliver complex IT, process

improvement, strategic planning and organizational change projects.

. Extensive knowledge and experience using project management and

system engineering methods - Software Development Life-Cycle (SDLC)

including Agile, Spiral, Iterative, V-model, Waterfall; UML; and

object-oriented concepts.

. Applied experience in risk, quality, and communication management to

expand CIO's Enterprise Program Management Office (EPMO)

capabilities/services; developed ideas to create a Center of

Excellence that drove more timely delivery of mission critical

projects.

. Results-driven with technical expertise in business consulting,

requirements elicitation, business development, contract management,

strategic planning, contract growth, estimation, staff development,

and succession planning.

TECHNICAL SUMMARY

Languages: HTML, XML, Java, SQL, VB, PowerBuilder

Platforms/Frameworks: Unix, Windows XP, MS IIS, .NET, J2EE, Oracle 11i,

Weblogic, JBoss, WebSphere,

Software: Microsoft (MS) Project, MS Office Suite including PowerPoint,

Primavera, Visio, EMC eRoom/Documentum, Hummingbird Document/Records

Management, Excalibur RetrievalWare, IBM Rational SUMMIT Ascendant, MS

SharePoint, MS Project Server, Cognos, Vertafore ImageRight, CSC Advanced

Claims.

KEY COMPETENCIES

IT Program/Project Management Organizational Change

Enterprise Program Management Office Strategy/Implementation

(EPMO) Strategy and Implementation Information Management, Imaging, Workflow

Risk and Quality Management

Governance and Portfolio Management Vendor/Contractor Management

Business Process Analysis and Redesign Facilitation Skills

Cross-Functional Team Management Client Relationship Management

Troubled Projects Evaluation/Correction Business Development and Contract

Management

Project Management Consulting Product Management

Content Management/Record Management

EDUCATION and CERTIFICATIONS

. B.S., Special Education, cum laude, University of Maryland at College

Park, 1981.

. Masters Certificate in Project Management, The George Washington

University, School of Business and Public Management, 1999.

. Project Management Professional (PMP ) 2000 - 2013.

AWARDS and HONORS: Phi Beta Kappa & Exceptional Performance Award,

Government Intelligence Agency (CIA).

PROFESSIONAL EXPERIENCE

PROJECT MANAGEMENT CONSULTING, RALEIGH NC 3 YEARS

Builders Mutual Life Insurance Company (BMIC), March 2009 to present.

Senior Project Manager:

. Leading matrixed resources from BMIC and CSC to implement CSC's Advanced

Claims system and integrate with CSC's POINT IN policy system to

streamline overburdened claims processes and increase the level of

granularity for compliance and statistical reporting.

. Delivered ImageRight, an insurance based enterprise-wide imaging and

workflow system, that resulted in transitioning over 50 underwriters and

40 auditors and risk managers from laborious manual paper processes to

95% automated processes.

. Incorporated a formal change management strategy for the ImageRight

implementation to facilitate the acceptance of major business changes in

six departments.

Hill-Rom Co., Inc., December 2008 to March 2009

Senior Project Manager:

. Led cross-functional project team that included outsourced development

and manufacturing teams in the US and China to deliver a new wireless

medical device data collection solution that integrates with an

electronic medical record (EMR) using Cerner and Hill-Rom developed

products.

. Successfully navigated the complex regulatory commercialization life-

cycle starting with customer requirements and business case development,

through project planning, product development, verification/validation

and product launch.

. Established and drove the project schedule, requirements, budget,

reviews, issue escalation, executive status and project oversight

process.

. Facilitated the delivery of quality documentation, managed product gate

reviews, quality audits, specifications, and procedural workflow.

BB&T Online Channel, June 2008 to December 2008.

eBusiness Senior Project Manager:

. Managed the product development process to deliver a complex on-line

banking money transfer solution.

. Led matrixed cross-functional teams working with Line of Business Product

Managers, stakeholders, executive management and design/build/implement

teams: User Centered Design, Content Automation, System Architecture,

System Development, Web Engineering, and System Integration Testing.

. Managed a portfolio of projects from inception to close-out following a

standard lifecycle methodology, coordinating across the organization to

identify, design and implement solutions to meet expectations of the bank

business owners.

BlueCross BlueShield of North Carolina (BCBSNC), March 2007 to July 2007.

Project Manager:

. Simultaneously led up to eight projects under $250K to meet business

driven deadlines.

. Streamlined project management resources by providing PM support to

Commercial Operations, Customer Integrated Applications, and Sales &

Marketing/ e-Business business functions as part of the Operational

Excellence (OE) Portfolio Management Process.

. Negotiated priorities and project requests, as the liaison between the

business and Information Systems Business Applications (ISBA), among

multiple projects to assist project teams through quality assurance (QA)

and user acceptance testing (UAT).

. Tailored the project management service model, a tiered level of project

management controls, to address the unique and varying sizes of OE

projects, adjusting support and controls based on risk and project need.

BUSINESS CONSULTING AND PROGRAM MANAGEMENT, RESTON VA 2 YEARS

TAA Services, Ltd.: September 2006 to July 2008

United States Government (USG) Intelligence Client: EHIRE Program,

August 2007 to June 2008.

Principal Consultant/Senior Project Manager:

. Developed ITIL Project Management Plan that includes the business

and technical approach using extensive cross-organizational

coordination and collaboration in a political environment.

. Embedded programmatic management controls working directly with

corporate-level steering committee for a $24 Million EHIRE program

using Primavera to clarify key project activities, risks, delivery

dates and integration points among several large technology

projects, process improvement and change management initiatives.

. Created program-level risk management process across several

independently run projects to help ensure continued stakeholder

involvement, realistic delivery dates, depth in technical

integration tasks, executive-level support, as well as management

of requirements, specifications and budget and successfully deliver

a strategic mission capability.

USG Intelligence Client: EHIRE Program, September 2006 to March 2006

Senior Consultant:

. Developed a communication plan and organizational change

management strategy and approach based on Kotter's model to aid

stakeholders, managers, practioners and those involved in the

hiring process to effectively navigate the large number of

business process, policy, security, and technical changes related

to the e-Recruiting Lawson Web solution for Human Resources

recruiting.

. Elicited requirements, then synthesized and clarified over 1000

requirements generated from business planning sessions to validate

the correct business, technical, policy, legal and security

functions related to e-Recruiting.

LMN Solutions: July 2005 to January 2007

USG Intelligence Client: Office of the Chief Information Officer

(CIO)/Application Services Group (ASG), February 2006 to January 2007.

Senior Project Manager:

. Formulated a strategy and approach to build a new Web collaboration

application to replace a highly visible and effective legacy

application used by different entities across the United States

Government.

. Led matrixed cross-functional team with limited budget to

build/deploy a new secure Web-based Collaborative workspace (e.g.,

EMC eRoom) in complex inter-Agency highly secure network

environment.

LMN Solutions/USG Intelligence Client: Office of CIO/ASG, July 2005 to

August 2006

Senior Systems Integrator:

. Addressed executive-level strategic, tactical, programmatic,

operational, and situational actions from the CIO.

. Created formal engineering and program management processes to

facilitate better executive level decision-making and more

effective project execution, which increased communication among

ASG projects and eliminated duplicate projects.

. Identified proactive responses to issues and challenges, minimized

escalation of issues to the CIO level, and validated stakeholders

influenced by changing political environment were committed to ASG

objectives.

. Utilized extensive risk and project management experience to assist

with troubled projects within ASG and at the CIO levels;

volunteered on mission critical projects and other special

assignments to help increase the likelihood of their success.

IBM, PRICEWATERHOUSECOOPERS, PRICE WATERHOUSE LLP FAIRFAX, VA 13

YEARS

IBM Business Consulting Services/PricewaterhouseCoopers/ Price Waterhouse

LLP, August 1992 to July 2005

IBM Federal Practice: USG Intelligence Client: Account Management, July

2003 to July 2005.

Program Manager:

. Managed three contract vehicles that provided information

technology, business process improvement, strategic planning, and

change management services while providing full-time IT consulting

services.

. Generated winning proposals, staffed projects, managed project

risk, maintained project budgets, facilitated billing/collection,

and mentored IBM consultants.

. Led effort as the proposed Program Manager of a major multi-million

dollar proposal effort delivering a comprehensive written and oral

sales presentation to a major Government Intelligence Agency.

IBM Business Consulting Services/USG Intelligence Client: Data

Architecture and System Engineering, February 2005 to July 2005.

Project Manager:

. Led the system engineering team to develop the enterprise-wide data

repository/warehouse of structured and unstructured data.

. Motivated highly pressured team to extend the capabilities of a

critically important federated query J2EE application that included

custom development and integration with a Government Off-the-Shelf

(GOTS) solution.

. Worked with leadership team to define the strategic direction and

common services for the corporate data layer to enhance

capabilities to access, manage, enrich, and deliver information to

end-users and mission critical applications.

IBM Business Consulting Services/USG Intelligence Client: EPMO, April

2003 to February 2005.

Senior Manager and Strategy Consultant:

. Assessed risk management maturity of CIO organization and provided

strategy consulting services to create, market, and implement a

standard, but tailorable risk management process for CIO Project

Managers (PMs), line managers, and executive management.

. Improved the CIO governance and project management processes by

providing strategic and tactical services to launch a Project

Management Center of Excellence. This Center offered

organizational assessment and project management consulting

services; project management best practices; reporting guidelines

and escalation thresholds; PM knowledge area (e.g., scope, time,

risk) management "how-to" guides, and project lifecycle templates.

. Spoke at two Project Management conferences attended by over 300

project managers and government leaders on risk management and

EPMO's Project Excellence initiative.

IBM Business Consulting Services, January 2003 to October 2003.

Service Area Manager (SAM):

. Managed and motivated 30 IT professionals within the IBM Business

Consulting Services/Public Sector Consulting Group to meet IBM

Public Sector business objectives and utilization targets.

IBM Business Consulting Services/Library of Congress (LC): Strategic

Assessment, May 2002 to December 2002.

Senior Manager:

. Facilitated strategy brainstorming sessions to capture strategic

objectives and requirements from key stakeholders supporting the

Office of Strategic Initiatives (OSI).

. Assessed the impact, efficiency of use, cost, technical

compatibility, and the operation of electronic conversion processes

(e.g., scanning; digitization) to assist key decision makers in

making cost effective strategic decisions for future services and

equipment acquisitions-in support of the LC Digital Repository

Strategy. A comprehensive report with recommendations was

delivered.

IBM Business Consulting Services, formerly PricewaterhouseCoopers:

Delivery and Quality Management/Quality and Risk Management Team, January

2001 to August 2002.

Principal Consultant:

. Formulated a formal Project Quality Review (PQR) process for the

Washington Consulting Practice (WCP) in order to assist the

Practice in achieving its strategic business objectives.

. Scheduled, facilitated, and conducted formal PQRs for the largest

clients within WCP (i.e., contract values between $2M and $400M),

documented the results for senior partners, and confirmed

recommended actions were taken.

. Developed firm-wide reporting practices to better communicate

project status to risk management partners and to provide

consistency in reporting (e.g., project financials, summary status,

key milestones, issues, risks, and action items.)

Price Waterhouse LLP/USG Intelligence Client: Pro-Active Electronic

Records Management (PERM) Project, January 1998 to September 2000.

Project Manager:

. Led team to deliver an agency-wide document/records and

classification management system on the Agency's secure network

that included integration of commercial off-the-shelf products

(i.e., Lotus Notes, MS Office, search and document/records

management tools) with custom solution developed in .NET

environment.

. Managed PwC contract worth $5M by handling project staffing risks

and issues; preparing responses to statements of work; writing

proposals; and submitting monthly contract status reports.

Price Waterhouse LLP/U.S. Department of Education (ED): Grant

Administration and Payment System (GAPS), July 2005 to January 2007

Project Manager/Principal Consultant:

GAPS processes the payments for all US ED grant programs. Annually,

GAPS supports the processing of 16,000+ discretionary grant awards, as

well as formula and block grants totaling $44 billion.

. Conducted start-up activities to ensure project success as well as

elicited requirements, built as-is and to-be process flows and

conducted extensive risk analysis for complex client/server object-

oriented custom-built PowerBuilder application that replaced two

legacy systems-the U.S. Department of Education's Payment System

and Grant Administration System.

. Key project manager in large integrated program involved in

validating client's strategic objectives and vision working in

partnership with government to determine best technical approach

given fixed delivery date.

. Responsible for project planning, delivery, execution, and control

that included scope/time management, vendor management, technical

evaluations, stakeholder management, team development, risk and

issue management, integration management, quality control,

configuration management, data modeling, data migration, test and

training preparation.

. Developed interfaces with multiple feeder systems that eliminated

the need for duplicate data entry and provided easy access to funds

for grant and direct loan recipients.

. Led team from project inception to system delivery building the

complex award and payment processing components of PowerBuilder

application integrating the application with pre- and post-award

processing, imaging and workflow.

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