Project Manager Management
Resume:
Anup Vij
Email: *********@********.***
Address: *** ******** *****, **
City: Leesburg
State: VA
Zip: 20176
Country: USA
Phone: 703-***-****
Skill Level: Management
Salary Range: $120,000
Primary Skills/Experience:
See Resume
Educational Background:
See Resume
Job History / Details:
Anup Vij
508 Marshall Drive, NE Leesburg, VA 20176
Phone: 703-***-**** Email: ****.***@*****.***
PROFESSIONAL OBJECTIVE
To obtain a challenging position in a progressive environment, that will enable me to use my strong project
management and acquisition related skills, educational background, and ability to work well with people to
make significant contributions to the organizations success.
PROFESSIONAL SUMMARY
Seasoned Project Manager, with outstanding project planning, execution, monitoring and resource
balancing skills with ability to support multiple simultaneous projects in a matrix environment. Oversee,
multi-site programs and projects involving IT, telecommunications, Active and Passive Networks, software
applications development, implementation and manufacturing. Seeking opportunity within dynamic
organization that welcomes focus, initiative, dedication, and outstanding experience. Experienced in
collaborating with diverse clientele, including Federal and State Government, Internet service providers,
medical facilities, hardware manufacturers and financial institutions. Exceptional skill in initiating, planning,
executing, monitoring, controlling and closing projects. Proficiencies include meeting and exceeding goals
and building businesses. Offer an exceptional ability to work under pressure and deliver innovative
improvement strategies to meet organizational objectives and ensure client satisfaction. Able to use strong
functional knowledge and working experience to implement technical and business solutions. Excel at
communicating with stakeholders to provide accurate reporting and information regarding the ongoing
projects and initiatives. Vast analytical and interpersonal skills, including leadership, team building,
motivation, communications, influencing, decision making, and negotiations. Multilingual.
Integration Management Human Resource Management
Scope Management Communications Management
Time Management Document Management
Cost / Budget Management Risk Management
Quality Control / Assurance Procurement Management
EMPLOYMENT HISTORY
Sr. Project Manager January 2010 to Present
Tetra Tech AMT
Under the general guidance of Wide Area Augmentation System (WAAS) valued at $4B, responsible for
providing technical and project management support for strategic planning, scheduling, and Program
Management Office (PMO) support services to Senior Managers and Engineers for the WAAS or SBAS
program at Federal Aviation Administration (FAA) to accomplish Acquisition, Business, Technical, and
Program objectives. Participate in a wide range of various WAAS, APNT, NEXTGEN and NOCC
technology acquisition project efforts, including initiating, planning, executing and monitoring and
controlling in accordance with FAAs Acquisition Management Services (AMS) and US Government
Accountability Office (GAO) guidelines. Perform CDRL support by planning technical work packages and
implementing an execution plan for them using AMS and GAO guidelines. Provide assistance to develop
PEP process for the future fiscal year to generate schedule and cost estimates for in-depth EVM analysis
of various CDRLs and Projects to advise FAA on related risks and current state of the program.
Collaborate with the TT AMT Team and FAA senior management to resolve various planning and
scheduling conflicts with ongoing project activities to accomplish program objectives. Develop and maintain
Collaborate with the TT AMT Team and FAA senior management to resolve various planning and
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scheduling conflicts with ongoing project activities to accomplish program objectives Collaborate with the
TT AMT Team and FAA senior management to resolve various planning and scheduling conflicts with
ongoing project activities to accomplish program objectives (IPMS) for current and future acquisitions using
scheduling tools such as MS Project and Primavera. Contact various vendors to collect technical specs for
various segments to develop IGCE for FAA. Support and make recommendations regarding the
conception and finalization of SOW for various parts of technology acquisitions, including Dual frequency
(L5, Future Planning), WAAS, Surface Navigation and other related follow-on contracts. Deliver various
business management, contracts management, risk management and project management solutions to
support the FAA technology projects. Plan meetings with government personnel to establish technical,
programmatic and performance measurement support for various audits and progress measurement.
Continually apply PMBOK guidelines throughout projects lifecycle.
Project Manager January 2008 to May 2009
Balfour Beatty Construction
Performed scope planning and initiation. Acquired, developed and managed project team in a well-
balanced to a strong matrix organization structure. Planned and executed passive IT and Network related
services for NGA and USACE project valued at $1.4B (IT and Network services $120M+) with track-able
$40M savings to the primary contractor. Influence changes and change control processes proactively
within and outside organization to maximize positive impact on risk, schedules and cost of the project.
Conduct bidders conference to reply to prospective contractors questions and concerns, in respond to
RFP. Formulated and implemented processes and benchmarks to select subcontractors for installing
Passive IT and Network installation, such as racks, cabinets, cable raceways, ladder racks, fiber optic,
CAT-3, 5e and 6 cables. Provided value-engineering support to architects by choosing best available
options for cost saving and optimum results. Developed individual and group competencies to enhance
project performance. Obtained quotations, bids, offers and proposals as appropriate. Chose various
vendors for procurement of various IT and Networking related products in compliance with FAR and NGA
guidelines. Selected and managed subcontractors performances and other daily activities, which included
defining clear goals, objectives and timelines with measurable milestones. Controlled changes to project
scope and schedule; prepared various schedules, material and finance related weekly, monthly progress
reports for the government that included spending to date and material installed. Maintained internal high-
level IMS. Identified risks, monitored residual risk and identified new risks, ensuring the effectiveness of
risk mitigation plans.
Program Supervisor November 2005 to May 2007
Orbital Sciences Corporation
Applied knowledge, skills, tools, and techniques to project activities to meet project requirements.
Accomplished project management through, initiating, planning, executing, controlling and closing
processes to consistently meet and outperform departmental goals for CDRL specific Program Controls
and Earned Value Management (EVM). Designed and maintained program schedules and forecast reports
(ETC) for various active missions. Performed scope management, which consisted of initiation, planning,
scope definition, verification and change control. Developed schedules for WBS, final IBR review by the
Program Manager and other shareholder of the program. Maintained responsibility for the development,
implementation, and execution of financial and schedule risk management processes. Developed and
implemented contingency plan for identified risks at various levels. Control daily program related activities,
which included updating schedules, receiving updates from various manufactures, and tracking invoices
and payments. Generated various earned value performance (EVMS) reports for various missions for
clients, upper management and department managers using Microsoft Project, MPM, wInsight and other
tools. Conceptualized and applied communications plans for each mission. Identified and presented risk
mitigation plans to upper management.
Project Manager April 2005 to November 2005
ACS Inc.
Provided strategic thought, leadership, planning and functional capabilities to help capture a broad range
of opportunities in the area of software development, testing and implementation operations for
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Department of Education. Identified stakeholders, distributed relevant information and reported
performance. Identified and defined user functional requirements by translating development and maintain
requirements into specifications. Created customized forecast reports (slip task, resources usage, task
usage) using MS Project Pro/Server and SharePoint for team leads and release managers to plan and
manage daily activities. Analyzed resources and software for incorporation of desired enhancements .
Performed detailed reviews and analysis of program changes, Risk (Scope, Cost and Schedule), and other
factors and trends impacting existing systems in order to facilitate the development and conformance of
system modifications. Formulated recommendations on alternative approaches to realize desired
functionalities and enhancements and desired levels of performance of the program objectives. Defined
communications plans via MS Project Web Access Server and Share Point.
Program Manager November 2004 to February 2005
STMS Inc.
Provided strategic direction and leadership to the team in order to consistently meet and outperform
performance matrices. Implemented marketing strategies and established partnerships with vendors to
procure new businesses. Controlled and directed workflows, resource utilization, competency
enhancement, and P&L issues. Developed and presented strategic initiatives to the client to enhance
service, improve profitability, and provide new services. Conducted feasibility studies, life cycle analysis
and cost/benefit studies. Consulted hardware, communications and database SMEs and vendors to
ensure viability of systems. Provided guidance and assist in training of less experienced staff. Analyzed
risk and set up processes to mitigate risk. Reported progress of the projects to President/CEO and to
Clients. Interacted with clients regularly to ensure customer satisfaction.
Project Manager July 2003 to October 2004
Mantech International
Conceptualized, planned and executed the projects for the Departments of the Navy and the Air Force at a
value of $17M with multiple CDRLs. Assigned and updated IMS, project plans, and other financial data to
achieve timely completion of the projects. Prepared project, financial, and earned value reports using
Peoplesoft and Cost Point for upper management and clientele on a regular basis. Monitored cash flow
and tracked new business opportunities to meet the organizations revenue goals. Developed and
maintained system and project life cycle using PWA, Share Point and VISIO. Developed, formatted, and
audited technical and business documentations to ISO 9000 standards.
Project Control Manager/Deputy Program Manager September 2002 to July 2003
PEC Solutions Inc.
Recommended overall financial and project management support to program manager and government
counterparts, including monthly cost status reports, program budgets, EAC (estimate at completion)
forecasts, and earned value reports for TSA. Ensured adequate funding availability by maintaining
accurate records of expenditures, directing preparation of cost projections, and submitting timely requests
for additional funding to the government. Performed statistical analyses of government assets. Acted as
liaison to geographically-dispersed fingerprint imaging and biometrics computing centers. Served as
Deputy PM responsible for planning and controlling planned daily project activities. Prepared various
schedules and finance plans. Established methods and processes for asset management of Government
Furnished Equipment (GFE) valued at over $8.5M.
Project Manager March 2002 to September 2002
Force 3 Inc.
Managed multiple-team, cross-functional projects through all phases, including concept, development,
implementation, and closeout for various government and commercial clients. Ensured project plan, scope,
work breakdown structure, schedule, risk, budget, and deliverables were aligned with project goals and
objectives as defined by the statement of work. Resolved issues affecting project scope, quality, effort, risk,
and timeline. Created and managed contingency plans as necessary.
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Implementation Project Manager April 2000 to January 2002
Teleglobe International
Simultaneously managed multiple cross-functional projects with a budget in excess of $5M, adhering to
strict deadlines for deployment of new and existing networks. Ensured projects were completed within
approved budget. Performed quality planning, quality assurance and quality control. Effectively controlled
and evaluated vendor equipment inventories to augment a changing network. Negotiated and developed
purchase agreements for various network installation. Secured budgets for large and high-risk future
projects from concept to final acceptance, including planning, design, systems engineering, procurement,
site construction, contract closeouts, property acquisition, systems testing, and installation.
Implementation Project Manager June 1998 to April 2000
Sprint / GlobalOne International
Planned and implemented a variety of complex global and domestic projects for voice and data products
and services such as frame relay, ATM, X.25, messaging, managed firewall, Internet access, managed
router services, CPE (hardware), software, private lines, maintenance, installation, provisioning and help
desk support. Developed routing strategies, initiated and prioritized project plans and reduced network
traffic costs by 28 percent. Managed and directed effective implementation and provisioning for end-to-end
time sensitive delivery telecommunication projects. Initiated and implemented new procedures to increase
efficiency, reduce network implementation costs, and reduce mean time to deliver.
Systems Engineer May 1996 to June 1998
EDS Corporation
Developed client/server software applications for healthcare business systems using Composer 4.0.
Processes included planning and preparing various schedule and finance subsets in the Logical Data
Models (LDM) for different sub systems in relational databases. Initiated full life-cycle project plans, which
included defining scope, resource allocation, budget allocation, project schedules, and contract
management.
EDUCATION
BS Degree in MIS, University of Maryland, University College
Certificate in Computer Sciences, Computer Learning Center
MS Project 2003 Orange Belt
Project Manager Professional Preparation Open Plan
Project Management Startup and Planning Practice Standard for Work Breakdown
Project Management Execution and Structures
Closedown Systems Life Cycle (SLC) Development
Introduction to Proposal Writing Scheduling and Cost Management
MPM wInsight
AWARDS / ACCOLADES
Performance Achievement Award 2010 TtAMT
Performance Achievement Award 2003 PEC Solutions
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