Project Management Quality Assurance
Resume:
James Vincent
**** ******** ***, *******, ******** 22033
ac0bj4@r.postjobfree.com
Professional Skills:
● Project management
● Software life-cycle
management
● Change management
● Quality assurance
(software, product and
service)
● Software life-cycle
management
● Rescuing troubled
projects
● Independent Verification
and Validation (IV&V)
● Proposal preparation
● Knowledge management
● Requirements
solicitation/elicitation,
documentation and
analysis
● Innovation management
● Analysis of Alternatives
● Innovation life-cycle
management
● Technical writing and
editing
● Enterprise Architecture
● Total Quality Management
● Software Quality
Assurance
Clearance: Top Secret, currently active
Co-Founder Agile Immersion Institute, 2017
● Founded in conjunction with George Mason University; objective is to broaden application of Agile methods to project management beyond software development.
● In support of Institute certifications, wrote seminar curricula texts – Rescuing Troubled Projects, Introducing Agile Project Management, Managing Pilot Projects, Process Improvement: An Agile Approach, Agile-ing Project Management, and Analysis of Alternatives: An Agile Approach – as well as exercise workbooks and workshop materials supporting certification.
● Achieved certification administered by Mason Learning Solutions representative in the above subjects.
● Prepared business prospectus, conducted market analysis to identify candidate organization customers, and created marketing materials including slicks and brochures.
● Projected revenues of Institute when fully deployed over 1.5M dollars. Co-Founder Innovation Immersion Institute, 2015-Present
● Founded in conjunction with George Mason University; objective is to set a standard for innovation management that includes integration of project management, knowledge management, change management, and focused creativity.
● In support of Institute certifications, wrote seminar curricula texts – Always Be Becoming: Change Management for the 21st Century, Understanding Innovation Management, Innovation in the Public Sector, An Introduction to Knowledge Management, and A Creativity Body of Knowledge – as well as exercise workbooks and workshop materials.
● Achieved certification administered by Mason Learning Solutions representative in the above subjects.
● Prepared business prospectus, conducted market analysis to identify candidate organization customers, and created marketing materials including slicks and brochures.
● Projected revenues of Institute when fully deployed over 1M dollars. Robbins-Gioia, Inc., 2003-2017
CMMI Project Rescue Lead, Robbins-Gioia, Inc., 2016-2017
● Accepted responsibility for turn-around of CMMI initiative, 2 years overdue for completion. 2
● Determined status, progress and usable materials, baselined initiative, prepared new project schedule, recruited support personnel, drafted all required document templates, presented orientation, and oversaw coordination of multiple site implementation including final material edits and preparation for audit; result was successful organization achievement of Level 3 compliance in 6 months.
Director of Innovation Services, Robbins-Gioia, Inc., 2014-2016
● Spearheaded productization of innovation as a service; performing market research and establishing parameters of service offering.
● Designed and managed development of Integrated Innovation Solution, a system of innovation facilitation and idea capture, communication, evaluation and disposition using a Microsoft product base.
o Developed generic workflow.
o Worked with software engineers on rapid prototyping of system screens.
● Conducted market analysis, business case development and project plan creation for Jaguar Next Generation (NG), a sophisticated project management scheduling software; result on launch was an average revenue stream of over 1M per year.
● Chartered Security Consulting Division, produced staffing plan, budget, detailed service offerings and related supporting materials; result was revenue stream of over 500K the first year.
● Technical Advisor for development of Capital Investment and Planning Control (CPIC) Solution, an integrated software system supporting capital expenditure planning and evaluation targeted at federal and state governments. o Developed generic workflow.
o Worked with software engineers on rapid prototyping of system screens, including risk analysis and evaluation, resource capacity/skills/workload/demand, financial analysis
(accounts payable/receivable/ aging, etc.), metrics and reporting; result was revenue 100K the first year.
● For all initiatives:
o Drove activities as projects, employing an Agile approach allowing creative flexibility while still employing the disciplines of project management. o Analyzed customer needs (both current customers using previous versions and potential customers).
o Performed strengths/weaknesses/ opportunities/threats (SWOT) analysis of product and positioning.
o Assisted in preparing a Project Plan and Marketing Plan, as well as laying the basis for product release and initial sales effort.
o Identified both general and specific market targets and developed multi-media, multi-level penetration strategy.
Director of Knowledge Management, Robbins-Gioia, Inc., 2012-2013
● Solicited and elicited tacit knowledge from key personnel on organization projects through de-briefings, site-visit interviews, document capture and other means, and transferred this to explicit knowledge in the form of best practice procedures, in support of knowledge base of best practices.
● Redacted and genericized best practice project materials and created templates supporting most common project types.
● Established and managed a knowledge repository of best practices and associated document templates and disseminated knowledge as required in support of project execution and proposal preparation.
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● Created full-text database of best-practice key verbiage and graphics in support of proposal efforts (RFPs and RFIs), dramatically reducing preparation time and increasing productivity in support of a pipeline of 30 million dollars.
● Assisted in proposal preparation including writing, editing, graphics design and production. Senior Management Consultant, Robbins-Gioia, Inc., 2003-2011 Supported numerous federal organizations; duties performed included project management, turn-around of troubled projects, analysis of alternatives, software development life-cycle management support (waterfall, spiral and Agile), document preparation and editing, business process reengineering, independent verification and validation, documentation remediation, and training.
Refer to detailed summary of activities below.
Publications (in addition to those noted above):
● Project Management for the Accidental Manager, George Mason University Press, Publication Pending
● Innovation Management Body of Knowledge, George Mason University Press, 2016.
● Innovation: A Management Handbook, George Mason University Press, Publication Pending.
● Software Quality Assurance: A Management Guide, Prentice-Hall, 1986
● Total2 Quality Management: An Xtreme Introduction Education:
B.A. in English
Literature/Linguistics, George
Mason University, 1978
M.B.A. Strayer University,
2003
PhD in Management,
University of Kent (in
progress)
Certifications (in addition to those noted above):
● SAFe Agilist
● Training
Administration
● Software Engineering
Institute Auditor,
Level 1
● EACOE 4 Enterprise Architect
Fellow
● Innovation Management
● Agile Project Management
References available upon request.
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Organization Support Activities Year(s)
DHS-ICE Student and
Exchange Visitor
Program Automated
Management System
(SEVPAMS)
● Trained software development group in principles of Agile development and management.
● Performed Agile software life-cycle support including management, life-cycle documentation preparation, quality assurance, and test planning.
2011
Defense Logistics
Agency
● Principle focus was preparation of Software Development Life Cycle (SDLC) study that defined, by project type and budget, documentation required for a project or initiative. Intent was to provide a single-source reference and tutorial for DLA software providers and DLA management for
compliance with SDLC requirements addressing
documentation, review gates, audits and other processes essential to the SDLC effort, together with a cross-walk of DLA-DoD 5000 document requirements.
● Led independent analysis and assessment of CM best practices and review and analysis of enterprise-related CM policy and procedure and prepared report of status of governing policy and procedures.
● Developed Software Engineering Process SOPs for 16 Technical Management and Technical processes in support of J621 Strategic Alignment Process Team initiative to capture significant processes managed by J621,
standardizing and providing oversight to these processes across the enterprise.
● Undertook product comparison study for lifecycle documentation repository, including eliciting and soliciting requirements, documenting “normalized” requirements, and providing documentation forms and formats for producing study.
2009-2010
Veterans’ Affairs ● Project management support and guidance to the Veterans' Affairs earned value management (EVM) team in transition to Primavera project management software.
● Led Analysis of Alternatives (AoA) study of candidate replacement systems for Primavera for the Office of the Chief Information Officer (OCIO) including preparing final report and supporting documentation.
● In addition to project management consultation, prepared training, configuration management, administrative management testing, quality assurance and other documents supporting the EVM effort.
2009
Transportation
Security
Administration Office
of the Chief
Information Officer
(OCIO)
● Led team in Analysis of Alternatives (AoA) study of document management and workflow systems.
● Project required an assessment of the current reporting process, a best-practice analysis of both private and governmental implementations of comparable COTS
Program Management software solutions, and mapping the 2008
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existing functionality to COTS tools that most closely matched the current business processes.
● Ensured replacement system was in alignment with defined Enterprise Architecture.
● Deliverables included project schedule, market research and gap analysis (functionality provided by the current system vs. the proposed solutions), and an alternatives analysis recommending in detail three potential solutions.
U. S. Courts, Human
Resources Division
● Project Lead for U. S. Courts, Human Resources Division Business Process Reengineering (BPR) project to streamline multiple forms processing, a process change which affects all Federal Courts.
● Interviewed key stakeholders and investigated and documented current processes. Prepared BPR Team
Charter, Project Scope Document, and Communications Plan.
● Drafted Project Management Plan based on Kodak BPR Methodology incorporating elements of Coopers and Lybrand change management methodology.
● Drafted and supervised implementation of Change Readiness Questionnaire, the data from which informed the Change Management Plan.
2007
Federal Bureau of
Investigation (FBI)
● Prepared deployment plan and schedule and developed training plan and materials, and marketing and
communications plans for Phase 2 of WebTA project.
● Developed and managed pilot and prepared and assisted in presenting brief to Director
● Assisted in managing Bureau-wide roll-out initiative resulting in successful deployment Bureau-wide with no significant issues.
● Led Functional Configuration and Physical Configuration Audits (FCA/PCA) and transfer of responsibility to Software Maintenance Division.
● Received Letter of Commendation from the Bureau. 2007
Patent Trademark
Office, Office of the
Chief Information
Officer (OCIO)
● Team Lead for study of replacement system for the Automated Program Management System (APMS)/Executive Information System (EIS), a web-based scheduling/budgeting information system and Portfolio Management (PfM) function supporting the OCIO Capital Planning and Investment Control (CPIC) process.
● Lead team of 5 engineers and analysts in performing analysis of alternatives (AoA) for the replacement of the current APMS/EIS.
● Project included:
2006
o Assessment of the current underlying data processing, database structure and business process functionality provided by APMS/EIS
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o Benchmarking and best-practice analysis of both private and governmental implementations of comparable COTS Program Management software solutions
o Mapping the existing functionality to COTS tools that most closely matched the current business processes
● Ensured replacement system was in alignment with Office of Technical Plans and Policy’s (OTPP’s) strategic vision with respect to Program Management while including additional functionality to provide integration with the Enterprise IT Roadmap.
● Assisted in development of migration strategy and implementation plan that would meet OTPP’s overall vision of a Program Management solution to address future OCIO requirements.
● Deliverables includes:
o Project schedule.
o Market research and gap analysis (functionality provided by the current system vs. the proposed solutions)
o Documenting of benefits and drawbacks to show trade- offs between the major components of the APMS
o Alternatives analysis recommending in detail three potential solutions
o Migration strategy/phased implementation plan
o Proposed schedule for fully migrating the existing functionality to the new suite of tools
● Performed process improvement study, interviewing more than 70 PTO stakeholders and reviewing business
processes related to all budgeting and scheduling activities.
● Prepared process improvement analysis detailing
recommended changes in processes, data flow and
organization restructuring.
Federal Bureau of
Investigation (FBI)
● Managed project turn-around of time-and-attendance software development and implementation project affecting all Bureau personnel (approximately 35,000 persons).
● Project was 2 years behind schedule.
● Interviewed key stakeholders and documented critical issues affecting schedule, deliverables, process, and progress.
● Identified root-causes of project issues, initiated effective corrective action and baselined current status.
● Prepared Response and Recovery Plan including issues, root causes, corrective actions recommended, resources
required, schedule elements and justification(s).
● Presented results to Assistant Director, senior executive management and project team, achieving buy-in. Instigated implementation of corrective action.
● Re-baselined effort and managed life-cycle process to the point of stability, transitioning continued project responsibilities to FBI Project Manager for continued management.
2005-2006
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● Prepared Life-Cycle Control Document and associated project control documentation as needed including Project Plan and Delivery Management, Risk Management, Quality Assurance Plan.
● Coordinated the efforts of FBI and third-party personnel at geographically disparate sites.
● Ensured all aspects of project were in compliance with IEEE standards as applicable, as well as in alignment with FBI’s approved Enterprise Architecture.
● Chartered and Chaired Project Change Control Board, leading reviews for change requests, vetting and recording dispositions.
● Responsible for Software Status Accounting Reports, Software Change Control Management, Configuration Audits and related responsibilities.
Department of the
Interior (DOI) Office of
Mining and Minerals
(OMM)
● Team Lead for Independent Verification and Validation effort for all life-cycle documentation for Department of the Interior
(DOI) Office of Mining and Minerals (OMM) business process reengineering effort, a 5-year, $25 million redesign and deployment of data processing support infrastructure. 2005
Baker Engineering,
Inc., Program
Management Office
(PMO) for Digital
Flood Map
Modernization
Program for the
Federal Emergency
Management Agency
● Project represented a 5-year, $1.7 billion project to produce the FEMA Map Modernization Management Information
Platform (MIP) designed to track the status of Digital Flood Insurance Rate Map production nationwide, as well as store the digital FIRMs for viewing through the FEMA web portal.
● Brought on 6 months into project, implemented crisis- management resolution process which brought project back on schedule and resulted in baseline of deliverables acceptable to customer.
● Drafted and implemented required project control documentation, including Project, Quality Assurance, Test and Evaluation, Logistics, Configuration Management, Delivery Management and Control, Documentation
Management Plans.
● Ensured all aspects of project were in compliance with ISO 15504 standards and successfully hosted General Services Administration audit of same.
● Reported to PMO and made Response and Recovery
recommendations in the event of any additional IT schedule slippage.
● Headed-up Response and Recovery efforts as tasked. Performed project coordination and quality assurance function for 3 development teams of over 150 persons working on the Multi-Hazard Information Platform (MIP) and related mapping, generating over 300,000 lines of code.
● Set metrics for quality acceptance.
● Reviewed and edited all product design and control documents.
● Managed over-all testing, documentation and release functions.
2004 to
2005
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● Reviewed Contract PWS (and other relevant contractual documents) to verify scope of IT work MOD is obligated to perform, clarified with principles as necessary to eliminate ambiguity of IT work to be performed, cross-checked with development teams to verify IT work undertaken satisfied contractual IT obligations, proposing Program Change Requests to the business office to de-scope PWS obligations that MOD will not satisfy.
● Oversaw IT work being planned and accomplished by the development teams to ensure IT work planned and control accounts would:
o Satisfy intended contract obligations
o Accomplish the business objectives of FEMA for the MOD program
o Fit together in an integrated fashion both architecturally and in a realistic integrated schedule
● Ensured cooperation and teamwork between the separate CLINs in executing their IT work, organizing meetings and briefings as necessary to promote cross-CLIN communication and teamwork between CLIN leads and CLIN IT teams.
● Reviewed IT deliverables to include architectural documents, designs, requirements, test plans and test results for content, adequacy and quality; reinforced control with audits, personal inspections and reviews as necessary to ensure IT software, hardware and data are adequate and meet quality standards. Department of the
Interior’s Outer
Continental Shelf
(COS) Connect
● Subject Matter Expert for Independent Baseline Review of Department of the Interior’s Outer Continental Shelf (COS) Connect.
● Project focused on automating data exchange capabilities among oil/gas and alternative energy programs, enhance technical analyses and secure data exchange.
● Reviewed project documentation (including Project Plan, Communications Plan, Configuration Management Plan, Quality Assurance Plan, Test Plans and Test Reports, Risk Assessment Plan, Risk Management Plan, Master
Deliverables Plan, Cost Management Plan, Scope
Management Plan, Staff Management Plan and
Requirements) for logic, internal coherence and compliance with industry best practices, and made suggestions for improvement/acceptance.
● Provided project management consultation including schedule development and earned value management.
2003
Food and Drug
Administration (FDA)
● Subject Matter Expert for analysis of software systems development process at an Agency level.
● Designed agency-wide System Development Life-Cycle
(SDLC) compliant with OMB 300 requirements and in
accordance with IEEE standards.
● Drafted supporting policy and procedure documents.
● Designed orientation and detailed training for FDA SDLC and assisted in program deployment and implementation. 2003
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● Performed analysis of software systems development process at an Agency level.
● Designed and assisted in the implementation of a standardized system development life-cycle (SDLC)
governing software development efforts for the Agency, raising software environment to Software Engineering Institute (SEI) Level 3.
● Final work consisted of 3 volumes:
o Volume 1: Description of the SDLC
o Volume 2: Policy and Procedure
o Volume 3: Related forms, detailed instructions and example documents. Assisted in the auditing of the system for compliance
General Services
Administration (GSA)
● Conducted evaluation of earned-value management system tools for OMB-300 reporting.
● Drafted and led seminar in Analysis of Alternatives methodology, leading to selection of a solution that offered greatest technological advantages and lowest risks, while offering an acceptable return on investment.
2002
U.S. Courts, Statistics
Division
● As Senior Systems Analyst led analysis of alternatives (AoA) effort for replacement of current mainframe system
● Identified areas of Courts requested functionality, reviewing 542 requirements, and recommending a new numbering schema for the functional/system and detailed/software level requirements.
● Provided a detailed “as-is” system architecture of all components, and created a Requirement Traceability Matrix.
● Performed IT assessment of current system and developed a systems architecture to meet needs identified in
requirements, to include: data import/export, report generation, role-based security model, user interfaces, and business processes model.
● Architecture also designed to adhere to Courts processing standards.
● Identified commercial-off-the-shelf (COTS) tool candidates that met functional requirements (investigation included conducted phone, Internet and periodical (print) research.
● Performed analysis of alternatives on COTS products, to include: ease of use, training, cost, and product robustness.
● Recommended solution that offered greatest technological advantages and lowest risks, while offering an acceptable return on investment.
2002
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