Project Manager
Resume:
MBA, Project Management
ac3b2y@r.postjobfree.com
Summary of Professional Qualifications
Self managed leader with over 25 years of project, program and operations experience
Successful managing in highly political, stressful and dynamic environments
Demonstrated strong leadership skills with presenting to executive leadership (CEO, CIO, State Steering Committees, etc.) and addressing project status, risks, issues and budget discussions
Managed technical solutions and infrastructure redesign projects for statewide implementations including migrations
Managed small, medium and very large COTS, MOTS, SaaS and custom software implementations
Experience in managing up to 30 direct reports as well as managing large project teams up to 50+ members
Built and managed several PMO offices to promote PMI methodology and best practices
Practices PMI, PMBOK and SDLC methodologies on all projects which include waterfall and agile methodologies
Experience in managing very complex and detailed project schedules with 700+ tasks
Responsible for multi-million dollar project budgets (70+ million)
Mentored and instructed up and coming managers in and out of the college classroom for over 20 years
Seasoned operations professional that has a regimented work ethic; a dedication to implementation of procedures and policies; and that has built long lasting client relationships
Industry Experience
Cloud Based Solutions Customer Relationship Management (CRM)
Enterprise Resource Planning (ERP-Microsoft/Hansen) Insurance Call Center Applications (Genesys/Cisco) Transportation
Finance/Banking/Investments Education (Collegiate level)
Healthcare (E.H.R.) Health and Human Services (Medi-Cal/EBT)
Telecommunication/Infrastructure (Cisco/VoIP) Facility Renovations
State and Local Government Customer Service
Areas of Expertise
Multi-site/Project Management (IT Projects) Business Requirements (IaaS)
Infrastructure Redesign Migrations
COTS/MOTS/SaaS Implementations System Development Lifecycle (SDLC)
Change Management Pre/Post Sales Implementation Database Management Business Process Analysis (BPR) Strategic Planning Vendor/Contract Management
Career Experience
Senior Project/Program Manager/Business Consultant February 2003 – July 2017
Project: California Department of Corrections (CDCR) - Automated Reentry Management Systems (ARMS) and Reentry Hub Rehabilitation Address System (RHRAS) Projects
Position: Senior Project/Program Manager; Employer: Consultant for Estrada Consulting
Date: 11/2014 – 7/2017
Provided “day to day” hands on project management of a vendor supplied MOTS with custom development for statewide deployment in 25+ institutions and 30+ parole offices.
Implementation includes modifying a cloud based COTS/SaaS case management solution, custom development of kiosk solutions and integration with legacy systems for offender history.
Managed IS teams (System Administrators, Database Administrators and Support staff) to produce work products on time and within budget.
Managed CDCR Project team (15+) on project activities in the areas of Outreach, Training, Implementation, Reporting, Data Integration and Design Analysis/Validation Presented monthly project status to CDCR Executive Leadership that included project risks and issues.
Built and managed internal PMO office with 10 staff to support project implementations
Develop and update statewide project schedule (waterfall methodology) and conducted oversight on Vendor’s project schedule (agile methodology).
To comply with security and architecture standards of CDCR, managed data risks by developing, in collaboration with CDCR Legal, and executing data sharing agreements with all users.
Managed Vendor relationship with their managing of the support model using SalesForce .com.
Worked with CDCR ISO to develop standards for data security (i.e. HIPPA) requirements and managed implementation among the 400+ providers.
Managed the Vendor which included evaluation of task and schedule management. Vendor included a team of 15+ consultants working on the rollout with 30+ statewide programs for offenders (included 400 contracted providers within the state).
Facilitated the implementation of change management that incorporated divergent skill sets and technical applications from manual processes.
Reviewed and collaborated with Vendor on project deliverables such as Design. Documents, Risk Plans, Test Plans, Implementation Plans and Cutover Plans.
Validated with Solution Architect Vendor compliance with the Requirement Traceability Matrix (RTM).
Project: MRN/PID Conversion Project/eMPI Project/Provider Load Project – Preparation for Electronic Health Record Project (E.H.R.)
Position: Project Manager III; Employer: Consultant for Sutter Health
Date: 1/2014 – 10/2014
Provided “day to day” hands on project management of project which included task development (scoping), project schedule management and budget management for MRN/PID conversions for 7 hospitals and the Sutter Medical Foundation.
Managed a project team of 7 Analysts to accomplish project tasks on schedule and within budget.
Reported to E.H.R Executive Leadership on project status, risks and issues.
Facilitated the analysis of 150+ applications to identify impact of new medical record number and provider identification number.
Coordinated effort with vendors on requirements, design, test and implementation.
Worked with business users on work flow and change management.
Project: California Office of Emergency Services (formerly California Emergency Management Agency) Replacement Response Information Management System Project (RIMS)
Position: Senior Project Manager; Employer: Consultant for Genuent (Willis Group)
Date: 6/2013 – 12/2013
Provided project management mentoring to state project manager by providing best practices solutions.
Worked with Vendor on cloud based MOTS implementation to satisfy statewide emergency stakeholders’ requirements during a statewide activation.
Validated Requirement Traceability Matrix for entire contract.
Managed System Integration Testing and User Acceptance test efforts.
Developed project schedules for various portions of the complex statewide rollout.
Worked with Training staff to develop statewide training program for 20,000 external stakeholders using multi factor authentication.
Completed project close out documentation including Post Implementation Evaluation Report (PIER) and Lessons Learned for California Technology Agency.
Project: Department of Real Estate Data Center Relocation Project, Office of System Integration Virtualization Optimization Project and California Technology Agency Infrastructure as a Service Data Center Project
Position: Senior Project Manager; Employer: Consultant for Enterprise Networking Solutions (ENS)
Date: 11/2012 – 6/2013
Provided “day to day” hands on project management of projects which included task development (scoping), project schedule management and budget management.
Lead development of RFP development for Infrastructure as a Service (IaaS) including gathering business and technical requirements for a statewide data center.
Mentored project staff on Project Management best practices and instituted project management methodologies.
Worked with Subject Matter Experts on VWare upgrades and migration.
Project: IT Systems Migration from Department of Mental Health (DMH) and Department of Alcohol and Drug Program (ADP) to Department of Healthcare Services (DHCS)
Position: Project Manager; Employer: Consultant for Auriga Corporation
Date: 11/2011 –10/31/2012
Provided “day to day” hands on project management of migration effort of 15+ Medi-Cal IT systems from the Department of Mental Health and Department of Drug and Alcohol to the Department of Health Care. The migration effort included a massive Medi-Cal web portal for statewide County users with multiple databases.
Migrating systems included COTS, mainframe applications and custom solutions. To comply with security and architecture standards of DHCS, managed migration effort to place migrating systems into a special DHCS environment to minimize security risks.
Migrated and consolidated archive and current mainframe, SQL and Oracle databases.
Worked with IS teams (System Administration and Database Administration) including DHCS Infrastructure team on technical requirements and managed implementation effort so that the schedule would be met.
Worked with DHCS ISO to develop standards for data security on migrated systems.
Managed the Migration Vendor which included evaluation of task and schedule management. Vendor included a team of 8 consultants working on the migration effort of different systems being migrated concurrently.
Evaluated RFP responses from Migration Vendors and submitted feedback to executive management.
Develop and update migration project schedule (waterfall methodology) and conducted oversight on Vendor’s project schedule (agile methodology.)
Validation of Requirement Traceability Matrix for subcontractor’s contract.
Facilitated the implementation of change management that incorporated divergent cultures and technical applications.
Developed Project Charter and Project Management Plan for the three department data center consolidation project.
Reviewed and collaborated with Migration Consultant on project deliverables such as Migration Design Document, Risk Plans, Test Plans and Implementation Plans.
Developed procedures for migration that included working with DHCS SMEs on standards and guidelines that needed to be incorporated in the new ‘ToBe’ migration efforts.
Worked with Change Management staff on incorporating all changes into the change windows and required documentation.
Presented monthly project status reports to the CIO and Governance Board for the project.
Project: California Teachers Retirement System Contact Center Projects (CalSTRS) (Position: Project Manager; Employer: Consultant for NetProtex)
Date: 10/2008 – 6/2011
Provided “day to day” hands on project management of two sequential Contact Center (COTS -VoIP and cloud based software utilizing SIP Technologies) redesign projects that included actively monitoring the completion of building construction with new infrastructure, telecommunication and network system design, software development, user acceptance testing, implementation and post-implementation activities that included aggressive and dependent project schedules.
Presented monthly project status to CalSTRS CEO, CIO and Governance Board for the project.
Managed the vendors and subcontractors to make sure that all business requirements were met and were implemented satisfactorily. Acted as project oversight for all vendor supplied deliverables.
Worked in conjunction with other Change Management Consultants on change process for the organization as it related to technical system and business process changes.
Coordinated with VoIP/Network Project Manager and vendors for integration activities and timeline collaboration.
Conducted oversight on Vendor’s project schedule (waterfall methodology)
Managed IS teams to produce work products on time and within budget.
Guided project teams on implementing new system capabilities into their current work flows (New COTS application: Genesys and Verint) which included two newly designed IVRs and skills based routing implementation.
Due to the complexity of the dependencies with the first Contact Center project and the associated move to a new Headquarter building, developed and received buy in from executive management on contingency plans.
Developed 2nd RFP replacement of Contact Center solution and coordinated transition activities from current vendor to Software as a Service (SaaS) vendor that supplied another COTS Contact Center solution.
Developed project deliverables: Project Schedules; Project Management Plans; Risk Plans; Training Plans; GoLive Support Plans; and Testing Plans.
Collaborated with Contact Center management on ways to improve their strategic direction of the ‘one and done’ goal while meeting varying departmental goals for retirement benefits (healthcare, beneficiary assignments, buying back years, etc.).
Transitioned two Vendor applications to a support model where State staff took over day-to-day operations.
Project: California Teachers Retirement System Web Portal Project (CalSTRS) (Position: Project Manager; Employer: Consultant for NetProtex)
Date: 4/2010 – 6/2011
Provided “day to day” hands on project management of the Web Portal project which was an effort to develop a ‘one stop’ portal for teacher supplemental retirement plans.
Managed the vendor and subcontractor to make sure that all business requirements were met and were implemented satisfactorily.
Acted as project oversight for all vendor supplied deliverables.
Worked with Executive Management on strategic planning activities to assist with the planning of other ‘like’ websites that have been promoted by the business.
Managed resources so that the established milestone dates for the deployment could be met.
Presented project status, risk analysis and mitigation plans to CalSTRS Executive Management.
Project: California Department of Finance, FI$Cal Project (Position: Project Management Support; Consultant for Informatix, Inc./NetProtex)
Date: 3/2008 – 7/2008
Provided project management mentoring according to PMBOK to Department PMO office in the areas of Schedule Management, Risk Management and Project Management Training for the Enterprise Resource Planning (ERP) RFP development process for FI$Cal.
Worked with PMO office on development and maintenance of the very large complex project schedule (thousands of tasks) that represented Department of Finance, Secretary of State, Department of Treasury and Department of General Services.
Conducted weekly variance analysis and reported metrics on project schedule.
Presented Best Practice Project Management processes to the PMO office for evaluation and implementation.
Project: El Dorado Irrigation District (EID), ERP Implementation with Hansen and Microsoft Great Plains Applications (Position: Project Manager; Consultant for Eskel Porter)
Date: 3/2008 – 7/2008
Provided project management responsibilities for the ERP Implementation which included COTS solutions of Microsoft Great Plains and Hansen Software software.
Developed and managed the project schedule for the project team.
Managed subcontractor so that complex system was implemented within budget, scope and schedule.
Coordinated resources for both EID and Vendor so that the integration effort between new ERP applications and back end legacy systems went smoothly.
Managed resources so that the established milestone dates for deployments could be met.
Presented project status, risk analysis and mitigation plans to Project Team Executive Management.
Project: EDFUIND, Customer Relationship Management Implementation (Position: Project Manager; Consultant for Eskel Porter)
Date: 3/2008 – 7/2008
Provided project management for the COTS – Microsoft CRM implementation.
Developed and managed the project schedule for the project team.
Managed resources so that the established milestone dates for deployments could be met.
Presented project status, risk analysis and mitigation plans to EDFUND Executive Management.
Project: Foundation Community College (FCCC), Customer Relationship Management Implementation (Position: Project Manager; Consultant for Eskel Porter)
Date: 3/2008 – 7/2008
Provided project management for the COTS – Microsoft CRM implementation.
Developed and managed the project schedule for the project team.
Managed resources so that the established milestone dates for deployments could be met.
Presented project status, risk analysis and mitigation plans to FCCC Executive Management.
Project: CALPERS, myCalPERS and PSR Integration Projects (Position: Project Manager; Consultant for VIP)
Date: 10/2007 – 3/2008
Provided project oversight for two high profile projects at CalPERS which included requirement discovery; use case analysis and review; code development and testing for incorporating new or enhanced applications into the members’ website (myCalPERS).
Developed and managed the project schedule (waterfall) for the myCalPERs project team (80+ team members) which included coordination among 15 different departments and divisions.
Managed resources so that the established milestone dates for deployments could be met.
Presented project status, risk analysis and mitigation plans to the CalPERS Steering and Planning committees.
Coordinated effort with consultants working on the 200 million PSR project to develop project scope and schedule for the integration effort of myCalPERs and PSR.
Project: California Department of Insurance (CDI), Telecommunications Infrastructure Replacement Project (TIRP) (Position: Project Manager; Employer: Consultant for NetProtex)
Date: 10/2006 – 1/2008
Provided “day to day” hands on project management of the TIRP that included actively monitoring the completion of the facility redesign (LAN/WAN), development, testing, implementation of the Cisco solution and post-implementation activities of the project that included upgrading from a PBX -14 office system to a VoIP -14 office telecommunication system. Implementation included two statewide call centers and a new IVR using the COTS applications from Cisco and Exony.
Developed CDI’s telecommunication and call center business requirements in cooperation with the vendor to meet the Department’s State-Wide needs (New application: COTS - Cisco’s IPCC Enterprise and Nuance (ASR)).
Provided support to Department of Insurance Executive staff and facilitated status meetings, Steering Committee meetings (included the State Insurance Commissioner), project briefings and presentations.
Coordinated problem identification and resolution activities between Vendor, customer and project staff.
Worked closely with Vendor Project Manager and State consultants (IV&V and IPOC) during all phases of the project.
Conducted reviews and validation of all project deliverables (Project Management Plans, Risk Plans, Requirement Documentation, Change Management Plans, Test Plans and Training Plans).
Managed the change management process by identifying, communicating and documenting all anticipated or discovered changes to scope, schedule and/or budget.
Ensured the project schedule was maintained and all key milestones were met.
Continually identified risks, created mitigation and contingency plans.
Developed the end of project Post Implementation Evaluation Report (PIER) for the Department according to Department of Finance (DOF) guidelines.
Transitioned multiple Vendor applications to a support model where State staff took over day-to-day operations.
Project: California Department of Consumer Affairs, Bureau of Automotive Repair, NGET System (Position: Program Support Manager; Employer: Employee of SGS Testcom NA)
Date: 10/2004 – 9/2006
Managed a 70 million dollar contract with the State of California, Department of Consumer Affairs by providing contract oversight, implementing contract deliverables and monitoring budget.
Responded to all IV&V and IPOC requests and managed risks accordingly.
Developed the PMO office to manage the state contract by hiring and mentoring staff which included managing all IT subcontractors.
Wrote (or collaborated on) many of the contract deliverables to fulfill contract requirements including: Project Management Plan, Change Management Plan, Human Resource Plan, Communication Plan, Customer Billing Plan, Customer Service Desk Service Plan, Configuration Management Plan, Conflict Resolution, Training Plan and Problem Resolution Plan.
Developed the call center operation by hiring and training customer service staff as well as documenting designing operational procedures for the Bureau of Automotive Repair State-Wide program to meet their business requirements.
Managed project team staff of project scheduler, project administrator and project coordinator and managed other office support staff.
Held the project team accountable for fulfilling the contractual requirements that included managing the service level agreements.
Project: California Department of Health and Human Services, Electronic Benefit Transfer (EBT) Program (Position: Regional Project Manager; Employer: Consultant for JP Morgan Electronic Financial Services)
Date: 7/2003 – 8/2004
Implemented the Electronic Benefit Transfer (EBT) program (270 million dollar contract) throughout California (14 Counties) by working with each county’s Health and Human Services Department to transform each facility into an electronic processing system that served the less fortunate.
Responsible for each counties transition from a warrant/food stamp issuance to an electronic debit card issuance. Transition included business process reengineering, technical interface testing, procedure document review, installation of hardware and software, change management, training of staff on new software applications and client conversion.
Managed each county’s work plan (700+ tasks) to make sure projects were completed on time and with minimal deficiencies.
Worked with the State Electronic Benefit Transfer (EBT) team in each county and coordinated all resources to make sure counties had what they needed to implement the new program.
Attended county executive meetings, advised on program implementation and reported weekly on project status.
Coordinated and scheduled all work plans tasks to minimize negative slack and to keep each county on schedule to make sure they met their full county rollout operational date.
Evaluated current social services’ processes and made recommendations for new EBT processes.
Presented alternative analysis and guided counties’ on conversion selection to minimize business interruption and maximize client program comprehension.
Developed and implemented the Change Management Request process.
Project: California Department of Transportation, Division of Research Business Process Review and Strategic Planning (Position: Senior Business Analyst/Strategic Planner; Consultant for Cambria Solutions)
Date: 2/2003 – 8/2003
Facilitated workgroup sessions to build consensus and developed Strategic Business Plans for the Division of Research.
Conducted and presented business process reviews (As-Is and To-Be documentation) that resulted in increased productivity, erased duplication of effort and implemented a division-wide database.
Consolidated various contract management processes to a centralized approach.
Developed business requirements and best practice documents that incorporated sound business practices and resulted in an IT solution managing all division processes.
Business Management Lecturer Sept 1997 – Current
University of Nevada, Reno
California State University, Sacramento
Golden Gate University, Sacramento
Developed and instructed graduate and undergraduate students in the areas of Leadership, Strategic Management, International Management, Organizational Theory, Operations Management (BPR, MRP, ERP, TQM and 6 Sigma), Project Management (PMBOK & PMI methodologies), Business Negotiation and Business Ethics.
Brought live business examples/problems to the classroom for analysis and discussion for the real world learning approach.
Improved students understanding of how important proactive decision-making and environmental analysis are when managing in a competitive market.
Not only instructed students, but also personally practice daily the “Harvard Negotiation Method” which promotes principled negotiation when dealing with employees, customers, vendors, peers and managers.
Regional Implementation Project Manager Aug 2001 – Dec 2002
Futurekids, Inc. (an education technology company)
Responsible for 20 business units located throughout California, Illinois and Missouri. Conducted regular on-site visits to monitor employee performance and customer satisfaction.
Implemented technology programs to match customer needs with qualified staff and appropriate computer hardware and software applications.
Managed staffing needs by hiring, training, evaluating and motivating workforce (included all technical and training staff) in a geographically diverse atmosphere to keep turnover rate to a maximum of 10%.
Designed services and feedback programs so that contract renewals were at a minimum rate of 90%.
Worked with customers on service satisfaction and developed long-term relationships that fostered continued business.
Developed implementation schedules for all units and staffed each project with trained staff including substitute schedules and contingency plans.
Monitored inventory levels and worked to minimize storage costs and decrease delivery time to customers.
Developed pricing and profitability models for company’s sales force.
Developed business/project unit budgets and forecasts and managed to them.
Analyzed all operations and designed programs (such as quantity discount ordering, staff utilization and cross training) to increase productivity and efficiency.
Developed and organized the annual training program for all service professionals throughout the United States.
Worked in conjunction with sales staff with business development by making presentations to potential customers and by developing sales leads.
Worked with all sites to make sure they were in compliance with State and Federal guidelines and corporate policy.
President/General Manager Feb. 1998 – Dec. 2001
Fundamental Ideas, Inc.
CareerDrive.com
Developed and implemented the strategic business plan and presented to venture capitalists for second round of funding.
Developed concepts and worked with IT department to implement those concepts into a job seeker website portal.
Conducted day-to-day business operations that included marketing/sales and accounting.
CEO& President Aug. 1986 - Dec. 1998
Caire’s CKC Enterprises, Inc.
Commercial and Industrial Waste
USA Recycling
Built a successful hazardous and solid waste company that served Northern and Central California with 6 branches.
Managed a staff of 10 direct reports in remote locations
Developed all budgets and worked with site managers on achieving their business and financial goals.
Managed business development that included working with contractors on delivery schedules, transportation methodology and pricing.
Managed all communications between governmental regulators, insurance companies and financial advisors (DOT, California Highway Patrol, CPA and financial institutions).
Handled oversight on all financial accounting procedures including month-end analysis (according to GAAP guidelines), daily cost accounting, and payroll processes and cash management.
Worked diligently to build a multi-billion dollar business that promoted employee commitment and satisfied customers.
Technology Tools
Microsoft Office (Word, Excel, PowerPoint, Access, Publisher); Visio; SharePoint; QuickBooks; FrontPage; Microsoft Project; Salesforce
Certifications
Project Management Professional (PMP) by Project Management Institute (PMI)
Education
Master of Business Administration – Operations Management (Project Management)
California State University, Sacramento, CA
Bachelor of Science – Mechanical Engineering
California Polytechnic State University, San Luis Obispo, CA
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