Helen Grose

248-***-****

abo2uq@r.postjobfree.com

OBJECTIVE

IT Sr Manager, Director of IT or IT Project Manater

SKILLS AND ABILITIES

Professional Profile of Professional Summary Ms. Grose is a Senior Project Manager with

over 15 years experience working within the Automotive, Logistics, Health, Marketing,

Publication and Consulting Industries. As a Senior PM, she has been responsible for

initiating, planning, executing, controlling, and closing complex application and system

implementation projects using formal project management methodologies. She has effectively

managed the project plan, resources and budget utilizing MS Project Server. She has

excellent written, oral and interpersonal communication skills. She has managed a team of

network engineers delivering a robust Global portal and worked through troubling issues.

Her team successfully stabilized the environment and completed the migration of 180

applications. Her background also includes designing the Application Architecture

infrastructure. She designed and developed all the API's necessary to integrate Navistar

ERP Systems and configure the e purchasing, e commerce gateway and iSupplier Portal

application. Some of the API integrations were with People Soft as a master data

interface, TOLAS, Stellen and EDW. She helped redesign, and engineer a critical

infrastructure environment for 170 just-in-time suppliers. Her role at Entertainment

Publication is to manage the Vendor Technology of Application development, system

integration and Data migration. In her current assignment at Trinity Health, Helen is

managing three projects two medium and one large, which will impact over 11,000 users. In

the short period she has been at Trinity Health, she quickly learned their PMO

methodology, and although she did not have the Health industry background, she is able to

apply her project management skills and the technical expertise in this field to have made

a great positive impact for our client.

Technical Skills People Soft, SAP, IBM Tivoli,

TAM, SAM, LDAP, Active Directory, Full SDLC, RUP, PMI, Houston, IDS, SDLC, SNI, SNA, HDLCEMPLOYMENT HISTORY

SR. Project Manager, 01/2011 - PresentTrinity Health Organization

Project Manager for projects to improve patient care, Point of Care Medication

administration is deploying technology in the inpatients hospital where ordering,

prescribing and administering medication to patients by barcode on wristband, This will

provide accurate patient information, and quantity of medication and type of medication

the patient is prescribed by their physician. As the project manager, create project

Charter Statement of work Estimate cost per MO and track and report monthly financial

status. Responsible to create project Charters. Build the statement of work by Ministry

organization. Provide project Cost by each Ministry. Monthly reporting and financial

tracking. Additional project responsibility for the Medication 2nd Factor authentication.

Responsible for delivering this project through its full cycle. Selected a product that

assures the Mount Carmel Health Systems are compliant. The State of Ohio the Board of

Pharmacy has a mandate that all electronic drug record keeping systems must have a second

factor of authentication. The second Authentication must identify the employee responsible

for prescribing, dispensing and administering of medication. In the mandate it states that

their needs to be two authentications; one, which should be something the employe

e knows (e.g. such as password), and the second must be something of the employee

possesses (e.g. personal identification badge with barcode). Genesis is being implemented

within Trinity Health in a phas

ed approach, utilizing a variety of software solutions supplied by two primary vendors.

The clinical components of Genesis are delivered by Cerner Corporation solutions; Mount

Carmel Health System (MCHS) i

s part of the Genesis Phase II implementation and target to go live April 2012 The

clinical component of Phase II focuses on Order Management, Pharmacy, Emergency Care,

Clinical Documentation, and Medical

Records. This entails the implementation of Computerized Physician Order Entry (CPOE),

which will be used to communicate physician orders directly to the ancillary departments

and other clinical staff. The

State of Ohio mandates that all Electronic Drug Record Keeping Systems must have a

second factor of Authentication. The Medication 2- Factor Authentication solution using

the Imprivata technology must be

tested and ready for deployment by the time Genesis II goes live. The Medication 2 -

factor Authentication solution supplied by Imprivata seamlessly integrated with the

context management offered through

carefx to meet the State of Ohio Regulatory mandate, which will make MCHS compliant.

The Medication 2-Factor Authentication applies only to the State of Ohio and will impact

approximately 10,660 users at M

ount Carmel Health systems. The deployment of the Medication 2 -Factor Authentication

Imprivata solution must be aligned and ready to implement with the Genesis II time line.

The project team will need to

determine which 2nd- methods of authentication and how it will impact the day-to-day

workflow for those that prescribe, dispense and administer medication As the project

manager, responsible to deliver th

is technology to the Mount Carmel Health System in the State of Ohio. Project Charter;

Project Statement of work (SOW); Financial estimates; Project plan; Manage the Plan;

Communicate Project Efforts and s

tatus; Track Project Budget, Risk and Issues; Deploy the Solution and Close Project In

addition to these projects, also play a key role in assuring that Trinity meets its

Meaningful Use objectives for 20

11 and 2012. Meaningful Use (MU) came under the HITECH provision of the American

Recovery and Reinvestment Act of 2009 addresses five National Health Policy goals: 1)

Improve quality, safety, efficiency, a

SR. Project Manager, 01/2003 - 01/2010HALO Group Consutlant Entertainment Publication, Troy, MI

SR. Project ManagerEntertainment Publication Inc. (EPI) has undertaken a Business Process Reengineering

(BPR) initiative called Program Breakthrough to streamline its business processes and to

replace its existing customer facing and back office systems. The Technology Project

Manager plays a crucial integration role in the overall Breakthrough program. This role is

primarily a combination of vendor management systems integration and data migration. The

Integration Services Project will provide the people, processes and technology to

facilitate the integration of systems and data for all Program Breakthrough releases CRM,

Corporate Service, eCommerce Print and Publication efforts.). A significant part of this

integration will be supported by the implementation of enterprise application integration

(EAI) middleware platform (iWAY tool). This platform is a collection of technologies and

services which will facilitate the integration of systems and applications across the

enterprise. The organization selected iWAY tool for the Enterprise application integration

(EAI) is the process of linking applications together in order to simplify and automate

business processes to the greatest extent possible, while at the same time avoiding having

to make sweeping changes to the existing applications or data st

ructures. One challenge of EAI is that the various systems that need to be linked

together often reside on different operating systems, use different database solutions and

different computer languages, a

nd in some cases are legacy systems that are no longer supported by the vendor who

originally created them. Due to the Business Process Reengineering (BPR) effort,

Entertainment Publications is in a uniqu

e position in that every source system is being reevaluated and possibly replaced in

the next several years. Because all of the systems are being evaluated at the same time,

the new system selections have

a greater chance of 1) using newer technology, 2) firmly adhering to relevant, current

business requirements, and 3) residing on more homogenous platforms which will likely be

easier to integrate. Howev

er, an additional challenge introduced by such a wide ranging reengineering effort is

that the source systems will be replaced on a staggered schedule to accommodate the

project plan and available resource

s. Because of this, the integration platform will be phased in as each new system comes

on board. As a result, the Integration Services Project and the integration platform

effort will span the entire le

ngth of the BPR effort. The integration platform is a technology cornerstone of the BPR

effort; it is required to get the maximum value out of the new source systems once they

are implemented. When sour

ce systems are properly integrated, the information coming from those systems is more

accurate, complete, consistent, relevant, and timely. Project completed on time and on

budget. Working with IT SME to

ensure secure infrastructure for these new environments at EPI to ensure capacity High

availability and Disaster recover are in place. Managed the development of the application

Coordinated the integratio

n of the application and interfacing of the application with back end systems Managed

the System integration testing and User Acceptance testing. Managed the implementation

plan and warranty period. Creat

ed proper Change Controls for project scope ads and changes. Provided timely accurate

reports on cost risks, actions and issues to different level of management. Deliver

Project cost estimates and High Lev

el Project Schedules to directors and project sponsors. Tracked the budget Planned

versus actual. Responsible for Project Resource Skills requirements and Resource

assessment Worked with IT Business Ana

Delivery Lead (Project Manager), 08/2009 - 01/2003Blue Cross Blue Shield of Michigan

Project: Global Member IVR Led the efforts on a large project to improve the "Member IVR

System" and offer Member IVR to Local groups once they migrate to the Michigan Operating

System. As a result, BCBSM will realize improved turnaround time and accuracy of future

Member IVR maintenance/enhancements and workload reductions in its call centers. The

project objectives were as follows: Consolidated all BCBSM MARS IVR Systems onto one

platform for increased simplicity in maintenance using Expanded BCBSM's MARS IVR capacity,

offering the automated services to members that do not currently have this capability

Developed Voice User Interface (VUI) application that interfaces with NASCO back end

technology that provides members information as they inquire about their benefits. Speech

recognition technology was upgraded by switching to an industry leader vendor. This

resulted in (a) improved speech recognition, (b) easier maintenance (i.e. programming,

vendor interface) and (c) a corporate-wide speech recognition solution. This resulted in

increased Member IVR usage which resulted in lower administrative costs and improved

service by reducing the number of calls needing to be handled by a customer service

representative. Project was successfully completed on time on budget. Proj

ect: Issue Resolution Led the project efforts to implement various capabilities that

will enable BCBSM to adequately understand with internally generated data the agent and

group experience when they co

ntact BCBSM with a questions or issue. The information captured will enable root cause

analysis which will enable BCBSM to design and implement initiative to improve the

stakeholder experience and reduce

inquiries/cost to BCBSM. Specific capabilities were to include: Robust inquiry

documentation and tracking Management reporting on inquiry resolution volume and

resolution performance Desktop/phone call re

cording to evaluate specific stakeholder interactions and employee performance

Telephony solution to measure employee productivity and route calls to appropriate

employees. Cover SMART updates for Member

ship and Billing for the Grand Rapids locations Project was successfully completed on

time and under budget. As the deployment Manager, coordinated efforts for a project that

was initiated by Blue Care

Network a sister company of BCBSM. Since BCBSM maintains the infrastructure and BCN

needs to have external partner global response to handle workload to perform these efforts

my roll on the project was to

coordinate all the IT infrastructure activities from building the ACD Center model to

Allegra and provide application access through Web using the CITRIX environment. The

project goals and objectives wer

e: Implemented a call center model jointly with BCN and Allegra to handle BCNA,

Bluecaid and commercial calls at Allegra Direct's location by their staff. The model

required access to BCN's network and ap

plications thus requiring our standard workstations be deployed at Allegra Direct.

Build the software application access for the users and test the configurations and

capabilities needed which included: F

ACETS (CITRIX) MACESS (thick client) CarePlanner Web (web based system) MedImpact

(Terminal Services - I think) CMS Marx (Web based system) Infocrossing (Web based system)

MiHeath (Web based system for Blu

ecaid members) AB Graphics (Part D EOB's) Web based system Continuum (BCNA) Microsoft

Outlook BCN Intranet (LaunchPad and CSR Portal) Internet Explorer MS Office Adobe Reader

Project Completed on time and

on budget. Project: VEBA UAW Retiree program Develop the VUI application and provide

the membership the benefits claims and all related inquiries concerning their health

benefits at curren

Program Manager, 10/2008 - 08/2009Navistar Trucking Company

At Navistar Supply Chain Organization worked on a large complex project value $11

million, delivering an ERP system for Supply Chain Management, this included the

development of the Demand Inventory Planning,, forecasting application and eBS

purchasing. The business selected the Oracle EBS suite consist of ASCP/IO, Demantra,

eprocurement and Oracle Supplier Portal. We also included the eCommerce application as

this came with the Oracle EBS suite and simplified the need to do all the different

electronic exchange needed to play well with legacy and oracle applications. As the

Program Manager my responsibilities were to orchestrate the road map to deploy these

systems with minimal impact to the business. Navistar did not have the skills needed to

deliver this project my goal was to identify the different facet of the project and build

the teams that were needed using vendors and external consultants. This required

developers for the Demand Planning, ASCP?IO and procurement applications. We also needed

to provide assistance with the infrastructure team to be able to deliver the physical

hardware and be able to properly configure the environment to deliver these applications.

We had a Web Portal team help develop the proper interface of the oracle application to

the external Sup

pliers. We needed to interface all oracle technologies with existing legacy systems

such as People soft, WMS Tolas and the mainframe electronic exchange. This big change

required training the internal Navi

star functional users and also the Suppliers. Project delivered on time. As a Program

Manager my responsibility was the oversight of the project streams, managing the budget

SOW, vendors and reporting

to the Leadership, Sponsors and stakeholders. Some of the oversight included:

Responsible for initiating, planning, executing, controlling, and closing complex

application and system implementation pro

jects using the Full SDLC Project management methodology. Manage the project

performance to 3000 plus suppliers that currently do business with Navistar. This will

impact product development and aftermarke

t suppliers. The team I was managing was responsible to gather and document all the

business requirements for Supplier Profile, Purchase orders, Critical Orders Demand

Planning, ASNs, Direct Ship and Rec

eipts. The team documented the functionality, and mapping of all elements and Items and

were responsible to do the development of the applications and interfaces to the legacy

systems Designed the Applic

ation Architecture infrastructure. Designed and developed all the API's necessary to

integrate Navistar ERP Systems and configure the epurchasing, ecommerce gateway and

iSupplier Portal application. Some o

f the API integrations were with People Soft as a master data interface, TOLAS, Stellen

and EDW. Monitored and managed all project communication for the internal business and

Suppliers. Responsible for C

hange management resources, which include developing the training plan, develop

training content and deliver the training to the Navistar Business users and the

Suppliers. Communicated to leadership and st

akeholders the project status, training plan development and roll-out of the

application to the suppliers and the internal business. Responsible to help develop a

support model Managed the project plan, re

sources and budget utilizing MS Project Server. Managed and coordinated the environment

for the application and security requirements. Worked with IT SME to ensure secure

infrastructure for Navistar and Su

ppliers and to ensure global user availability. Created proper Change Controls for

project scope ads and changes. Provided timely accurate reports on cost risks, actions and

issues to different level of ma

Project Manager, 11/2006 - 09/2008

Halo Group/assigned to EDS

The project was to convert from Tivoli Access Manager (TAM) to SUN Access Manager (SAM),

changing from IBM Web proxy to SUN Web seal. Replace from current IBM technology to SUN

Technology. The purpose of this project was to refresh the Managed Shared Security for the

Product development using one vendor application and environment. The vision is to reduce

multi vendor environment and cost to sustain these environments. I was responsible for the

overall project delivering the environment, the testing and readiness of 180 applications

and migration. Responsible for initiating, planning, executing, controlling, and closing

complex application and system implementation projects using a formal project management

methodology. Managed the project performance, budget and schedule. Reviewed project

contract, scope and contract negotiations Managed contract scope and changes Managed

multiple projects simultaneously Coordinated the configuration of the firewall rules with

AT&T for the deployment of the DMZ and managed the application migration to the new

environment. Worked with our suppliers securing access through SSL VPN and to ensure

global user availability. Managed Shared Security Version 4 Project (SSV4) which was to

deliver a three tiered infrastructure for GM with EDS hosting th

e environment. Project consisted of 30 Servers. Set up consisted of Web Proxy servers,

Directory (LDAP) servers, Access Manager and DMZ servers. Ran on SUN Stack Solaris version

10 and Sun Access Manager

. GM (EDSONLINE)

Project Manager

Halo Group Consultant (EDS)

for EDS to deliver Supplier Data Remediation solution for GM. Project initiated to

address the issues associated with the interim process of enrolling IT Suppliers in the

Global People LDAP (GPLD) and their SAP system. Helped identify the Time Reporting for

Project Tracking using the SAP, Delivered weekly reports for Project Time Tracking through

the SAP systems. Tracking Supplier and invoicing hours that were recorded for the vendors

working on Projects for their billing status. Managed application readiness GM (EDSONLINE)

Project Manager, 02/1984 - 05/2006Daimler Chrysler

Managed the delivery of Global Infrastructure for Global Security Portal. Review

different Products and perform fit GAP analysis. Responsible to plan and define an

Architecture detail design based on the best fit product for the Global Security Portal as

the next generation of the global retail portal namely "Global Connect" Worked with the

different vendor products and vendor engineers to perform products evaluation analysis.

Developed cost analysis on the different solutions that best fit the business needs and

project business requirements. Performed a system analysis based on the business

requirements to determine fit gap and cost. Worked with IT SME in the review of

architectural design and implementation plans. Created proper Change Controls for project

scope ads and changes. Delivered Project cost estimates and High Level Project Schedules.

Worked with IT leads to review specifications, requirements and functionality. Managed

Risk and track risk using risk tracking tools such as PMx tools. Responded to customer

requests and deliver project SOW. Worked with the different business areas to prepare the

project for implementation. Presented project-related presentations for executive-level

leadership. Worked with product vendors on product issues and support. Tracked Staffing

efforts actual vs. Planned and delivered weekly reports to GM. Managed an Integrated

Schedule and created reports on Key Milestones to stakeholders. Responsible for the Weekly

Status Review with GM Stakeh

olders.. Reviewed and prepared for Project Tollgates and QA Audits. Tracked and

measured through Presage Profile project matrix on customer service level agreements of

key deliverable.

EDUCATION

Master - Business Administration

University of Phoenix, MI

BA - Business Administration

Davenport University, MI

CERTIFICATES / LICENSES

PMP

HONORS AND ACTIVITIES

Project Management Institute (PMI) (PMP Certified) Master Certificate in Information

Technology Project Management, George Washington University Certified Human Personality

Styles Behavior Consultant Dale Carnegie Graduate

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