Donald Graves, MBA, PMP, BS Computer Science

703-***-**** ac19mn@r.postjobfree.com Annandale, VA

Summary

A recognized professional for more than two decades, whose career includes an extensive background in strategically managing IT needs for companies and government agencies. Particular expertise in analyzing complex contracts, successfully leading project teams, and delivering solid return on investments. Solution driven IT authority with MBA degree seeks new opportunities at the senior director/ program management level.

Overview

Certified PMP and SCRUM Master.

Senior IT and Business Management Executive with a Successful Record of Engagements in High-Visibility, High Profile, Highly Complex Projects.

Program Management • IT Project Management • Enterprise Software Implementation & Consulting • Software Development • Systems Analysis • Stakeholder Management

Manager who came up through the technical ranks as developer, DBA, SW / application coder, technical management, and project management.

Successfully managed multiyear, $20 Million projects.

Can communicate with, and translate for, business and technical staff.

Collaborative meeting facilitation style.

Responsible for bringing in $6.5B in annual revenue for the IRS.

Reputation for pursuing continual improvement, elegant solutions in IT, looking for the quantum leap in a technical solution to justify technical improvements. Never sacrifices technical stability for perceived political gain.

Extensive background in federal contracts.

U.S. Citizen. DHS, CMS, and IRS background investigations (cleared).

Core Competencies

Project / Program Management Requirements Analysis System Design Team Building Software Development Database Design Database Migration Federal Contracts Fixed Price (FFP) Contracts

Education & Development

M.B.A (focus on M.I.S.), George Mason University, 2001

Bachelor of Science in Computer Science, Allentown College of Saint Francis De Sales, 1992

PMP (Project Management Professional), P.M.I. 2013 - PMP® #1323538

CSM (Certified SCRUM Master), 2017

Overview of Experience & Value Adds

Independent Consultant – May 2016 - Present

Hendall Inc - Manager of Global Requirements Team; Rockville, MD; May 2016-Present

I am an independent consultant, working hourly.

This contract is with the Department of Health and Human Services (HHS), Centers for Medicare and Medicaid Services (CMS), Survey and Certification Group (SCG). SCG is building a cloud-based solution to automate and manage the certification process for healthcare institutions and providers nationwide. Our cloud services provider is Amazon Web Services (AWS). The ultimate deliverable was a white paper that detailed global requirements, risks, and interview questions.

Guided the writing of application’s global requirements section of the whitepaper. I had a team of five (5) requirements analysts. Used the CMS mandated XLC Methodology to gather requirements.

Identified and contacted stakeholders and was responsible for stakeholder management.

Facilitated meetings, and persuaded the leadership to allow the team to create requirements gathering process, in which the customer could understand and participate.

Employed Freemind mind mapping software (cognitive map) for brainstorming process. This approach allowed the widest possible array of people at the group and individual levels to participate. The software also made remote (on-line) participation possible.

Created a color-coded dashboard to show progress using Freemind.

Project administration responsibilities included scheduling, and team management.

Hired to manage development phase of the project. Due to lack of funding, CMS did not release the follow-up development RFP.

Because of political instability, CMS is not dropping another RFP for this effort in the near future.

Teracore Inc - Program Manager; Arlington, VA; Aug 2012-May 2016

Program Manager (Teracore): Homeland Security: National Protection and Programs Directorate, Infrastructure Protection, SharePoint Program.

Managed program worth $10 Million, comprised of three (3) projects. Each project was a five (5) year commitment. Total staff responsibility was fifteen (15) and growing. I was the main point of contact for the program, and was responsible for monitoring the contracts.

My program management activities included customer/stakeholder management. My direct corporate reports included Teracore’s CEO and COO. Direct DHS reports included the Deputy Chief of Staff, branch chief, DHS contracting officer, and the DHS managers in charge of the individual projects in the program.

Planned for the entire program. Each project’s Project Management Plans had chapters for schedule (WBS), resources, risk management, budget, stakeholder management, communication, and quality. Executed overall control according to Project Management Institute (PMI) procedures. I review and approved all PMP chapters with the project managers.

Project Manager (Teracore): USDA: WIC Medicaid Simulation Study

Main point of contact for the project, and was responsible for the contract. Reported to the Contracting Officer’s Representative (COR) and to Teracore’s Chief Operating Officer (COO), and Teracore’s Vice President of Business Development. I interacted directly with the USDA Branch Chief and Contracting Officer.

For Teracore, the WIC project was a strategic entry into the USDA. The overall initiative was about $2.5 million. This project lead to Teracore winning the Supplemental Nutrition Assistance Program (SNAP)

Canvassed the country to find a participant State to join the WIC Study. Convinced the Illinois Department of Human Services (IDHS) to join. I worked with the Director of the IDHS and her department heads to coordinate the project. All technical aspects required me to work with the IDHS technical leader.

Established agreements between Illinois’ WIC, SNAP, and Medicaid offices so that we can develop an application that connects an Illinois WIC office to Medicaid and SNAP data to determine adjunct income eligibility for WIC Program applicants.

Negotiated, via council’s office, the language of the MOU with Illinois’ Department of Human Services.

Program Manager (Teracore): USDA: Supplemental Nutrition Assistance Program (SNAP)

Teracore won this new BPA work from the USDA, using the WIC project as past performance. Worked with the proposal team that won this project.

The SNAP program was a five (5) year, $17 Million sole-source contract.

SNAP offices in different States were failing to meet their performance obligations needed to receive Federal SNAP funding. This program was designed to remedy that situation.

Each new state that entered the program became its own project, with project manager and BPS team.

I met with State officials to understand their needs and coordinate project start-up.

My program management activities included customer/stakeholder management. My direct corporate reports included Teracore’s CEO, COO, and VP of Business Development.

Requirements Analyst (Teracore): IRS Business Reengineering and System Centralization

This task was part of an internal IRS reorganization. The Small Business/Self Employed (SB/SE) Business Reengineering (BR) PMO wanted to stand up a new Project Management Office.

The IRS had identified 100+ systems and 300+ employees for transition to the SB/SE Business Reengineering Project Office. Our task was to identify each group, compile information on their mission, identify their technology, and their staffing needs. In addition, the team had to recommend Service Level Agreement metrics for each team and the overall PMO. Recommendations for external SLAs (for the PMO’s vendors) and internal SLAs (for the PMO’s customers) were also deliverables.

Established relationships with the leadership of each transitioning organization, facilitated meetings, and mapped processes with MS Visio.

Project Manager (Teracore): Department of Homeland Security, Science and Technology Directorate: Remote Teleconferencing Capability Study

DHS hired Teracore to study the practicality of using the Internet and commercially available teleconferencing software to enhance their ability to manage emergencies across the country. The study focused on security and product features.

I managed a team of eight that included subject matter experts for video, teleconferencing, requirements gathering, and editing.

Facilitated meetings with C level executives within the DHS Science and Technology Directorate Headquarters.

SRA International – Principal; New Carrollton, MD; Aug 2003 - Jan 2012

Project Manager (SRA): IRS Automated Proof of Claims (APOC)

This was a five-year $20 Million project for SRA. My mission was to automate the bankruptcy system for the IRS.

APOC’s ROI for the IRS was an increase in revenue from $400 Million annually to $6.5 Billion annually.

The project was extended 2 extra years and $6 million.

I was the main point of contact for the project. Reported to the Contracting Officer’s Representative (COR), the SRA IRS Account Manager, and the Vice President of SRA’s Civil Group.

Used technology and sound management to alleviate political friction between the Ways and Means Committee and the IRS Commissioner’s Office.

Hired as the “Technical Leader” and managed fifteen (15) programmers (divided into five (5) development teams) using AGILE, and three (3) testers.

Coordinated and managed the entire Software Development Life Cycle (SDLC); analysis, design, testing, training, and O&M. I personally wrote the “common utilities” and “tax, penalty and interest” modules; which amounted to a little over 50,000 lines of C code. I developed the end-user tool in Java to show the IRS Java’s advantages.

Managed a non-technical customer team that oversaw their first large scale technical project. Managed customer expectations, and had to make them understand the limitations of programmers and technology. Together we flowcharted the IRS’ bankruptcy tax code.

Promoted to Project Manager in the beginning of the third year. As PM I took charge of the rest of the APOC team, which consisted of two (2) requirements analysts, a SCRUM Master, and a subject matter expert (SME) on the IRS insolvency tax code.

Created the project management plan: Requirements Plan, WBS (MS Project), Finance Plan, Quality Plan, Resource Plan, Communications Plan, and Risk Analysis Plan.

SRA selected the APOC project to participate in the SCAMPI process to qualify SRA for the CMMI (level 3) credential.

Promoted from the internal SRA rank of “Senior Associate” to “Principal”.

APOC Performance FY 2009

oRevenues from APOC calculated tax, interest, penalties $6.5 Billion.

oAnnual financial savings to IRS: $10.3M (258 workers, not including benefits).

oProcessed 188,700+ insolvency cases.

o66% or more than 124,500 of cases completed without human intervention.

Project Manager (SRA): IRS Electronic Fraud Detection System (EFDS)

Responsible for the contract. Reported to the Contracting Officer’s Representative (COR), the SRA IRS Account Manager, and the Vice President of SRA’s Civil Group.

My mission was to use statistical modelling (via IBM SPSS) to identify fraudulent federal tax refund requests.

Managed two PhD level statisticians and four programmers.

Firm Fixed Price (FFP) contract.

As the EFDS Project Manager, I had my hands full on all fronts. I had to get the team coordinated, pacify an inexperienced and non-technical customer who did not see the danger his ideas represented, protect SRA’s relationship with the IRS during our proposal bid for the new contract, and make contractual deliverables.

Overseeing all activity including meeting facilitation, data analysis, development, testing and implementation were the main duties of the EFDS Project Manager. The project management plan budget, requirements plan, WBS (via MS Project), Finance Plan, Quality Plan, Resource Plan, Communications Plan, and a Risk Analysis Plan was created. Status reports were delivered via PowerPoint presentation to the IRS, the SRA business unit director, and vice president.

Applied Computer Technologies IRS National Office DBA; Arlington, VA; May 2002 – Oct 2002

This was a database administrator position at the IRS National Office. I managed other DBAs. The team worked to consolidate all the database engines across the IRS enterprise to reduce the number of software licenses and reduce technical support staff. This division was dissolved after an IRS reorganization.

Triad Management Systems – DBA; Reston, VA; Aug 2001 – Dec 2001

This position was a temporary Informix DBA for NVR, a home builder in Northern Virginia. The current DBA was away on emergency family leave for four months.

Teligent (private industry) - Team Leader/DBA; Herndon, VA; June 1998 - Aug 2001

Teleigent needed a primary DBA for an Informix Data Warehouse in an on-line analytical processing (OLAP) environment. The main data was a geospatial dataset. Promoted to “Team Leader”. This position was assigned two junior DBAs that performed requirements analysis for the data warehouse, and assisted in creation of Star-Schema design for the data modeling team. Telegent went out of business when the “Tech Bubble” burst.

Business Impact Systems - DBA/ Remedy Administrator; Arlington, VA; 1997-1998

Business Impact Systems needed a Remedy architect and lead DBA for the help desk. Remedy was the tool used to create a helpdesk for the DoD Health Affairs contract, commanded by the Office of the Secretary of Defense for Health Affairs.

VISA Interactive (Private Industry) - Senior Programmer; Herndon, VA; 1994-1997

Promoted to Senior Programmer (team leader)

Team Leader of the Batch Update System (BUS): The mission of this application was to load millions of bank account records into our system, which allowed our customers to participate in the VISA Interactive telephone-based bill payment service.

oThe Team Leader of the Batch Upload System was in charge of two programmers and responsible for system and database design.

oUsed top-down and waterfall methodologies.

Team Leader of the Ad-Hoc Reporting System: This was an Informix 4GL project, which centralized the company’s reporting system into a single tool. A “Tiger Team” from the business unit was assigned to help test and deploy the application. Liaising with the tiger team was an important task.

Chief programmer for the Claims Processing System: This position designed and programmed the application that operators in the call center used to document and track bill payments that failed to reach their destination for customer service follow-up. Facilitated design meetings for development.

Vector Research – Scientist; Arlington, VA; 1993 - 1994

This was an entry-level C/C++ programmer position. The project used Informix as the database. Later migrated the application was migrated to Oracle and Pro-C. The application was developed and deployed for the office of the Secretary of Defense for Health Affairs to create reports on medical diagnoses and materials used. Vector Research was purchased by Mitre.

Hardware & Software Skills

Adobe Audition, Adobe Dreamweaver, Adobe Photoshop, AWK, Borland C++, C#, C, Clearcase. Freemind, Informix, Java, Makefile, Microsoft Office (Access, EXCEL, Outlook, PowerPoint, Project, Visio, Word), Oracle (OCA, SQL-PLUS), PowerTerm, Roxio Sound Editor, Sed, SQL, UNIX, UNIX Shell Scripting, VI.

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