Summary

●Experienced Project Manager in software application development and infrastructure delivery for client initiative implementations.

●PMBOK (PMI), Agile/Scrum and CMMI methodology trained.

●Solid experience in managing project stakeholder relationships.

●Ability to manage multiple projects and large project teams (Developers, Architects, Portal teams).

●Virtual/Off Shore project team management experience.

●Financial project analysis skills.

●Experienced in Client Relationship Management and senior management communication.

●Strong risk analysis and risk management skills.

Professional Experience

CIGNA Health Spring – Nashville, TN

January 2017 – Present - (Contract)

Sr. Project Manager Specialist/Program Manager – Managing the “BOSS” (Business Operation Support System) portfolio – phase I. The supporting portfolio business applications are developed and managed within an Agile environment. The management of sprints, daily scrums (standup meetings), and portfolio-based burndown/backlog charts were managed by me as well. This phase is in support of future work that will drive sustainability initiatives including CRM, Workflow, Analytics, Management Operating Systems and etc. BOSS consist of 5 project tracks – MMR, Medecon, MOS, CareAllies, and Universe. The goal of this phase is foundational.

In addition to providing team leadership, the management of project team leads and their supporting teams are also my responsibility as well. This role requires the communication to key stake holders of senior level on a weekly/monthly basis. KPI Dash Board preparation and presentation, along with financial accountability are managed by me as well.

CIGNA Health Spring’s environment includes: TFS, Confluence, EMC VMAX, IBM, Informatica, SQL, and DB.

Carnival Corporation (CCL PMO Infrastructure Group) Doral, Florida

August 2015 – September 2016 (Contract)

Sr. IT Project Manager – Assigned to managing large complex infrastructure projects supporting Carnival Corp. headquarters’ and their worldwide cruise fleet of 26 ships. The management of project efforts for both Data Warehouse and Carnival application areas for ship to shore and shore to ship delivery requirements were also managed within their PMO environment. The Carnival infrastructure environment included several different operating and hardware platforms (Red Hat, AIX, Windows, EMC, IBM XIV, etc.). Data Warehouse PM activity included the responsibility for leading and managing multiple parallel projects involving servers, storage, memory, and networking activity. Hardware application projects were handled by internal and outsourcing services. The aforementioned were managed using Agile/Scrum (business application development projects) and Waterfall SDLC (infrastructure projects) approaches. In this role I manage all aspects of implementation from requirements gathering, analysis and design, configuration and testing, through deployment and support for both Data Warehouse and application deployments.

This role requires the development of detailed work plans, assignment of responsibilities, organizing inter/intra- departmental activities, conducting project meetings with senior executives and corresponding resources, and the creation of project management artifacts. Weekly and monthly communication and multitasking skills are a requirement in my current position. Teams managed include, Networking teams, Data Base, UNIX, IT Security, Oracle, vendor out sourcing/off shore teams, etc.

Project lead successes include:

On time implementation of the DDBoost tool which will enable Carnival Data Warehouse to back up directly to Data Domain

Lead project to complete bi-directional Oracle Golden Gate implementation from POC to live for Ship to Shore DB assessment

Knowledge base includes; MS Project, Visio, Daptiv, Win Office Suite, Power Point presentations, Informatica, Cloudera, UNIX, Oracle – Golden Gate

IBM Corporation (GBS BAM – Business Application Modernization Div.) Orlando, FL –August 2013 – June 2015 (Contract)

Sr. IT Project Manager – Assigned to large-complex projects. Key client facing accounts managed included United Launch Alliance, Spirit Aerospace and the M&W Group in Ehigen, Germany. Projects managed were in support of large scale infrastructure server centric storage/migration moves to new environments (500-1000+ servers). The successful decommission and replacement of the Lotus Notes environment and additional legacy systems at Spirit Aerospace, Wichita, Ks. Additional project platform migration moves while at IBM included UNIX, LINUX, and SUN environments.

Project responsibilities include the complete project life cycle, project team leadership, and fiscal accountability. Communication of project milestone activity to Sr. executive management is performed regularly. The management of Networking teams, Lead System Architects and Developers are responsibilities managed. Project tools used were weekly/monthly status reports, issues/risk log, change request, and PCB’s (Project Control Book’s). All project were managed by agreed to customer and IBM DOU’s (Document of Understanding).

Project lead success included the infrastructure server migration of the M&W Group servers to a new centralized “Cloud” environment. This was an international project involving the countries of China, Israel and Germany. This project also represented the initial use of a new cloud deployment tool at IBM.

Knowledge base includes MS Project/Office, Share Point, Lotus Notes and project “WAVE/BAM” methodology. Migration tool used are, Plate Spin, Double-Take and Cloud Management Services.

Express Scripts/MEDCO – Front End Pharmacy Systems (FEPS Division) Orlando, Florida – December 2012 – June 2013 (6 Month Contract)

Sr. IT Project Manager – This position is located in the regional offices of Orlando, Florida. Express Scripts is the largest provider of pharmaceutical management/distribution services in the country. In the role of Sr. Project Manager my responsibilities included:

●Accountability for end to end project delivery

●The management of project work within Express One (PMBOK/Agile) delivery methodology

●Issue and Risk Log management

●Effective coordination and management of application teams, ex. Business Alignment Teams, Planning Operations teams, the EPMO and Execution Teams. Senior management level executives were also reported to as well

Project types managed were CRC’s (Capital Review Committee projects). These projects are greater than $1.0M, large or complex and provided application enhancements or new functionality for the business, as well as improve efficiency or increase capacity for business growth. ICD-10 Mail Order (Compliance-$1.6M) is the primary project I manage. The primary applications supporting this project was TMW, NRx, POC, MRP and eView. Tools used to manage this project include SharePoint (overall project tracking), MS Project, VPMi (weekly time logging), and ARC (forecasting and resource request). Weekly status reporting along with regularly scheduled JAR (Joint Application Requirements) reviews, and JAD (Joint Application Design) sessions were managed as well.

Accomplishments – Successful setup of project from intake (project plans, resource management (matrix environment), financial effort determination, and droved delivery of project through design phase.

Sears Home Improvement Products (SHIP) - (IT Project Management) Longwood, FL – July2012 – Nov. 2012 (contract)

Sr. IT Project Manager – This position is located at the national headquarters for Sears Home Improvement Products division in Longwood, Fl. Responsibilities include overseeing the successful development and execution of application projects, managing all assigned technical resources, resolving project execution issues, while managing scope control and cost commitments. Successful risk and time management duties were also responsibilities. My PM duties were to manage the entire project life cycle from the engagement phase through go-live and project close-out. Project management practices (ex. Agile/Waterfall) and industry standards were applied primarily for the development of Web base projects, (ex. micro sites). Complex projects involving pricing and marketing strategies were also implemented as well. These projects were in support of the SHIP 58 districts throughout the US and Puerto Rico. The technical environment supported is a Sears custom ERP based platform. Management tools for the use of project planning/tracking and resource scheduling included the use of MS Project Enterprise and SharePoint. In this position I reported directly to the Sears Leadership Team (SLT) Director of the PMO & Strategy, VP of Sales, CFO and additional senior management team members.

BlueCross BlueShield of Louisiana (IT Project Management) Baton Rouge, La – September 2011- June 2012 (contract)

Sr. IT Project Manager – In support of BlueCross BlueShield of Louisiana (BCBSLA) efforts to enhance Customer Service in 2011/2012 this projects initiative was to install the XRM/CRM platform (MS Dynamics) enterprise wide in support of their membership base (via their website) that consist of groups, subscribers and members, as well as the decommissioning of the current environment (Lotus Notes). The successful installation of XRM/CRM would also extend the customization and feeds needed to meet Customer Engagement Technology (CET) program commitments for Campaign Management, Customer Preference Management and Delegate Authority Access. BCBSLA’s membership base size totals between 900,000 – 1mil members. The methodology used to manage this effort is based on PMBOK principles and supplemented with Waterfall, SDLC and Agile methods. The projects scope, implementation schedule, resources, QA activities and closure are areas of responsibility. The establishment of strong communication with corresponding business units and stakeholders were imperative. Environment supporting tools include Sharepoint, Planview, MS Project and Office Suite products. Communication with Sr. (VP) and Directorship management are held on a regularly schedule basis. Issue logs, Risk logs and the Implementation Run book were created and are maintained for this project. Daily and weekly status meetings with associated teams and stakeholders are also held regularly. This project also requires the adherence to internal Change Control processes. The XRM project resources managed include off shore, third party, FTE’s and consultant resources.

Accomplishment – the XRM project deliverables were implemented per documented schedule (on-time). Additional projects were assigned to me upon completion of this project as was the offer to extend my contract.

IBM Corporation (Integrated Technology Delivery Div.) Dubuque, IA – January 2010 – August 2011

Project Manager/Program Manager – Assigned to the WellPoint account I managed (Project/Program managed) a variety of technology based and client driven initiative IT projects. WellPoint a.k.a. Anthem Blue Cross Blue Shield is the number one insurance provider in the country. As Program Manager responsibilities included: the management of project activities across product engineering and business solution architecture teams within the PMO, 8 -20 projects were managed at any given time. Project types managed included SAN/NAS storage migrations, WAN implementation, web application/portal, WebSphere server rollouts, and server decommissions. Client initiative projects included a national rollout for the destruction of server disc at WellPoint to meet U.S. government HIPPA compliancy laws. Projects ranged from “moderate to complex”. Associated environments include; SQL, Oracle, Sybase, Windows, Citrix, Linux, Unix and others. Project management activities included the leading of status meetings, report generation and analysis, resource management (developers, architects), and weekly communication with Sr. account executive management teams. Project SOW and associated contract reviews for project implementation and delivery were activities performed regularly. Virtual teams (India and Brazil) and third party vendors were also managed as well. MS Project, RPM, VISIO, Claim and Lotus Notes are the primary tools for activity management.

Accomplishments include the Storage Reclamation project assignment at WellPoint as lead Program Manager. Which was developed to assist WellPoint in the reduction of unused storage space. Participation included involvement in client strategy planning sessions and a leadership role in implementing agreed to task. Project value to WellPoint would be a savings of $5M - $9M a year. SLA’s are being managed at 97% -100% accomplishment rate. Active leadership role on process improvement teams at IBM. Project management training is ongoing at IBM.

Hardware Environment – IBM Middleware products. HP, CISCO, EMC

Fiserv Corporation (Imagesoft/GPS Division); Lake Mary, FL – February 2006 – August 2009

Project Manager – Assigned and managed multiple projects nationally and internationally within the Enterprise Content Management (ECM) banking and Credit union environments. The Fiserv Corporation is a Fortune 500 corporation providing automation ECM solutions to more than 16,000 banking and credit union institutions. The project solutions delivered included; High-volume ($100K – $5M) Imaging Management, Document Composition & Formatting, Disaster Recovery, and ECM solutions. This work environment also provided significant exposure to the coordination of item processing enhancements, internet banking implementations, and Check 21 processing. The management of these project types included frequent client strategy planning sessions and additional opportunities to grow the account contract base. Project efforts managed included; project initiating, planning (resources), executing, tracking and many successful close-outs. Accomplishments include being assigned to 53rd Bank as Lead Project Manager. 53rd Bank is premier mortgage lending institution with $99.8 billion in assets. This assignment also represented the largest contract managed by our division. Other significant Project Management accomplishments were the initial integration of our ECM product Nautilus with other Fiserv Core products, ex., CUSA, Aperio, Signature and Integrasys. Additional notable projects included implementations for the Government of Guam and in Alaska. I consistently lead the project management team in Professional Services revenue generation.

Project Management Assets

●Projects were consistently delivered within scope, on time and within assigned budgets

●Project scheduling and task details using project management tools, (MS Project), such as reports, tracking charts, checklist were used regularly

●(SOW) Statement of Work initiation, preparation and delivery to assigned project clients

●Effectively identify, document and communicate project expectations to project stakeholders

●The ability to manage multiple projects were applied consistently at Fiserv

●Budgeting and data analysis skills (Earned Value Management-EVM)

●A clear business understanding of what determines a successful project outcome for the customer and company

●The successful management of third party vendors, developers, consultants and Q&A teams

●Direct reports managed, 8 – 30+ team members

●Workflow project implementation

●Enough domain knowledge to understand domain–specific issues involved with projects deliverables; to be able to anticipate, identify, and plan for critical project risks and obstacles

Environments

OnBase software technology (Nautilus), Enterprise Server, Thin and Thick client, MS Windows Server, MS SQL Server. Dell and HP servers, Fujitsu scanners, NAS and SAN device implementations, AS400. Item Processing, Check 21.

Accenture-Bell South; Atlanta, GA./Birmingham, AL - (Contract) Oct. 2000 – Oct. 2005

Project Manager/Program Manager – Successfully ensured that chartered project work packages were completed on schedule and that project goals met the business, technical and established quality requirements. Multiple software Application HPT Project Teams, Team Leads, System Architects and developers reported directly to me (6-20).

Functional project task activities included overseeing and managing the estimating, planning and pre-project analysis in order to secure project authorization. In addition, the design, construction and testing were also areas that I managed. The change control process and the development of detailed Work Breakdown schedules were also responsibilities. Project status/metric reviews, for both clients and internal senior management sponsors were performed regularly. Earned Value and ROI were metrics applied in this work environment.

●Produced deliverables consistently on time.

●Lead project team assigned to revise Group and Division coding standards (JAVA and COBOL).

●Developed and implemented division wide documentation (Documentum) policy standards.

●Successfully lead department divisions from Level I CMM to CMM Level 3 (Capability Maturity Model).

●Project Risk manager for the LMOS Replacement project ($30 million project).

●Lead member in the SEPG (Software Engineering Process Group) and Best Practices Team to enhance PMO performance.

●Contract extension awarded.

Environments

Application – Message Broker Data Bus (MBDB), DB management, Oracle RDBMS, JAVA, COBOL.. Hardware – SUN E 10K network environment (OS SUN Solaris). Project Management tools – MS Project & Central, ABT Workbench/NIKU, VISIO, MS WIN.

Prior Professional Experience

Liberty Mutual Insurance – Portsmouth, NH

Project Planner/Scheduler

Suntrust Banks, Inc. – Atlanta, GA

Project Manager

Xerox-Moore Business Centers – Altamonte Springs & Orlando, FL

Fortune 500 Corp. business solutions – Branch Manager

Procter & Gamble, Co. – NYC, NY

Consumer Products Division – Unit Manager

Education

Columbia University, New York, NY

Rollins College, Winter Park, FL

Technical Training

●HIPAA Certification

●Fiserv Project Management Certification Courses

●Certified CMM Training - Accenture

●Nautilus On-base Certified System Administrator

●Accenture Level II Project Management Training

●Rollins College – International Project Management Success Courses

Technical Proficiencies

●MS Project Enterprise

●Office 365 Suite

●VISIO

●Daptiv

●Lotus Notes 10

●OnBase

●Netware, NAS, SAN, Virtual Environment, WAN, Cloud

Technical Memberships and Certifications

●Project Management Institute (PMI) – PMP 2012 Certification

●Central Florida PMI Member

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