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Wylene Ellington Certified Scrum Master Agile Project Manager Program & Client Services Management

SUMMARY OF RELATIVE QUALIFICATIONS

Sr. Level Project manager with 9 years’ experience of both IT and Operations/client facing projects

ERP – HR, HCM, Payroll and Accounting Implementations and Migration Projects

Certified Scrum Master with over 7 years of appDev leadership

PMP trained and Process improvement oriented

Over 5 years’ experience working with Big Four consultancy

Over 5 + years of ERP HRIS, Payroll, Accounting Systems

Over 9 Years of experience being the liaison for IT and the business including 3rd party vendor implementations

MBA in Project Management /Process improvement/MIS-ip

Bachelor HS/Health Information Technology with a focus in Organizational Training

Application Development and DevOPS Management including retail scalability and data warehouse

Retail Web and Mobile Ecommerce experience

Strong Health Care software development management in managed care, member/provider services, enrollment, exhibits, auths, care coordination, claims, billing and encounters

Revenue Cycle: Hospital & Office. Strong in Clinical EMR & Practice management implementation [Health Admin./Nursing/Midwife]

MS Project/TFS/ Jira /test automation/AWA/Jenkins/Mavis/ ERP/SAP/HCM/CRM/Remedy, Service now, SharePoint, Oracle ERP, Off. 365, People Soft, Salesforce, Lawson, Kronos, Hyperion

FUNCTIONAL SKILLS

Collaborative leadership style, effective team builder, executive level communications, skilled negotiator, and risk manager.

Sr. Level management of large scale enterprise systems, interface, conversions, app. development, configuration management, DevOPS, cloud services, data warehouse/BI projects, mobile web and ecommerce to name a few.

Experienced as DevOPS management and oversight of multiple other departments and IT managers during the evolution of for continuous delivery and deployments as a model and retail mobile strategy

Ability to work closely with internal and external stakeholders to understand their business needs and manage their experience

Ability to collaborate and build strong relationships internally across functional teams to ensure effective resource allocation

Strong management of implementing and onboarding new customer contracts/clients

Superior communication skills with executives, c-suite, external clients and internal business facing project members

Effective team communications & meeting facilitation: Release planning, back log grooming, sprint planning & daily scrum.

Ability to define, create, document, and maintain project plans, project approvals, Status reports and Sox related standards

PMO office setup, policies, tools and project information systems implementations

Equally strong Waterfall/PMP and Agile methodology. Certified Scrum Master., Expert in hybrid & transitional IT environments.

Familiar with AWS, angular, Jenkins and Mavis. Experience with continuous delivery and deployment models, repository and test automation/scripting tools

Project management of Oracle ERP HR & Payroll, Lawson, iCIMS, Kronos, Service now, Sharepoint, Success factors, ADP, Sales force, People soft, Office 365, Hyperion, and systems for Clinical and non- clinical payroll processing [this includes planning, development, test, and training oversight]

Management of projects for member and provider enrollment, Pharmacy part D enrollment, exhibits, care management, auths, claims and encounters for MCO health care companies including Cigna, Humana, Aetna, Well care, Center light, Farm Bureau.

Revenue cycle: Managed projects for legacy system transformation of SIM/FIM, ICD9/10, HCPC, and NPI ETL to new Data ports or ERP (Lawson), CRM, Data marts. Siemens Invision, Medicity, and Patient access systems. Knowledge of Medicaid/Medicare/Managed care systems, DRG’s, Charge capture, Pharm D, member services and compliance.

Envision/Sheridan Health Care June 2017 to December 2017 (6 month data migration contract)

Project Manager – Oracle ERP/ HRIS and Integrated systems migration

Hired during the Merger & Acquisition of Envision, Sheridan, and Amsurg with divestiture of AMR; to manage and support the HRIS team’s Lawson to Oracle ERP data migration and conversion deliverables due via consulting agencies (PWC & KPMG) and internal IT resources. This 6 month contract also included a multitude of interfaces and reports, training oversight and process reengineering. Systems and vendors involved Kronos, Taleo, Success factors, Business solver, iCIMS, Service now, SharePoint, Fidelity, Concur, ADP, Black line, Hyperion, Accounting, Payroll and other business functions that worked in parallel with HR.

Performed Project Management for HCM/HRIS for Lawson to Oracle data conversion/migration as well as Payroll related processes and training

Personally gathered requirements, as well as hired and managed business analysts who were my direct reports for gathering business process and the IT RICE list

Managed the SDLC for the timely delivery of Oracle related RICE items being performed by PWC and KPMG consulting resources.

Provided leadership by removing impediments for and collaborating with the internal IT teams developing RICE items ( reports, interfaces, conversions, exports)

Managed the risks of time, scope, and quality on solution landscaping, requirements, tech specs, data conversion mapping, and SIT testing

Identified required customizations and acted as the liaison between IT, internal business partners, and Vendor IT teams for the successful delivery of custom Interfaces & FTP’s

Developed detailed project artifacts including charters, project plans, and status reports to the steering committee; as well as weekly status reports to the sponsors

Facilitated meetings, planning sessions and other communication methods to ensure identification and management of risks

Resolved project issues to meet productivity, quality, and the customer satisfaction expectations of business leads (updated risk and issues log accordingly)

Oversaw & escalated integrity issues of employee file data, chart of accounts mapping, payroll related data, report development and interface errors that impacted HR/HRIS

Ensured accuracy of client configuration and development by managing SIT and UAT conversions and reports input and output.

Managed the day to day WAR room progress for integrated testing to ensure data integrity (removed road blocks and performed troubleshooting)

Monitored overall client satisfaction and feedback; applied and coordinated effective action plans to prevent significant deviations and remove risks

Provided guidance and oversight for training including planning, materials, trainee identification, scheduling, location setup and day one access to end users (Org. Wide)

Successfully delivered development completion and SIT on all HRIS RICE items and removed any HR deliverables as being a risk to the overall project.

Applied integrity and due diligence to drive for the timely completion of deliverables with cross functional teams both on and offshore

Alix Consulting, LLC Dec 2016 to May 2017 (Interim contract role/6 months )

Chief Technology Officer DevOPS/for Mobile Retail Strategy (contract/consulting role interim)

In my role as interim Chief technology officer of DevOPS- I lead, direct, and manage all things IT on the web and mobile platforms and environments as well as Ecommerce, ERP, data warehouse/BI and Infrastructure scalability as they relate to Mobile retail strategy and supply chain delivery.

I provided the roadmap and established a User Optimization Office that will do pre-deployment testing and provide feedback for the new DevOPS model being implemented as part of the organizations Mobile Retail Strategy Initiative. (The purpose is to quickly deploy products with user feedback and to ensure no scalability issues when new features, functions, or promotions take place on the web and to ramp up for department store mobile kiosk deployments in synch with supply chain delivery.)

I oversee the planning and design of software environments, repository push and code reviews, and rapid scalable deliveries and deployments from the DevOPS teams

I Orchestrate and coordinate human resources, infrastructure resources, and employee development

Support operational excellence in a Devops environment by interacting with IT managers to ensure quality of application migrations, data centers, and infrastructure to the cloud environments are within budget (weekly IT managers meeting). I report status to Steering committee.

I manage people and process by directing, leading and supervising assigned staff, including subordinate IT managers

I lead, direct, and supervise project manager’s performance and ensure direct reports adhere to policy and procedures of identifying, tracking, and communicating risks or issues in a timely manner. I oversight that they track team performance and document hours in Jira. I oversight business analyst performance as well.

I drive collaborative team work and communications across multiple application development teams, configuration management, testing, and data warehouse/BI teams

I lead, direct and manage the IT roadmap and objectives that lead to new project deliverables, enhancements and fix items coming from Directors of Marketing, VP of Client account management and sales as well as other VP’s and high level stakeholders.

I hire and develop effective cloud service teams of Project managers, implementation specialist, QA persons, developers and other team resources

Partner with IT infrastructure and IT operations to implement business continuity and disaster planning and Ensure SOXs and PCI compliance

Manage the Systems Integration Team and its surrounding budgets, issues and risk of automation, security, and scalability by partnering with tech leads and IT resources for

Oversight of the managerial and resource tool usage according to policy ( i.e. source control and repositories ( GIThub and TFS},automation TFS, Jenkins, Maven, Jira) Oversight of Cloud management tools Google and AWS), Angular, Docker,Mysql, and other tools

I report to the VP of Mobile Retail Strategy

Convey Health Systems June ’16 to Nov. ‘16

Sr. Project Manager/Portfolio manager

I managed multiple application development projects primarily for the Cigna Portfolio of Projects in member enrollment, EGWP, and Pharm D related systems. Development included Medicare compliance related changes, application changes, production issues, interfaces, provider/plan payments, ecommerce for member premium payments and exhibit/letters related development.

I Managed the client relationship as the liaison between Operations & Project teams (Managers, dev., QA &Model office/UAT)

I Facilitated meetings with clients and business analyst to gather, review, and prioritize business objectives and business requirements and provided oversight of non IT related projects and artifacts.

Gathered & interpreted client business requirements and user stories in order to translate them into application and operational work items and define development tasks, estimate of hours, and costs to client.

Facilitated release planning, back log grooming, sprint planning, daily scrum standup and retrospectives

Monitored day to day work performance and ensured teams adhered to organizational processes

Provided Org wide reports on team status to executive members, clients and managers.

Facilitated meetings get feedback from the model office for scalability purposes and continuous deployment activities

Created and maintained Project plans, Project schedules, WBS, Risk registers and validation documentation.

Scrum coaching new agile teams & preventing work overload, maturing team estimation and analyzing velocity

Managed teams in India and Philippines a well as QA and UAT teams on shore.

Ensured BRD approvals, design code review, QA exit criteria, and change management was done and documented in SharePoint ( stored, maintained, and performed audits on IT artifacts) Performed SOX audits evaluations

Other: Interviewed other Project managers for hiring, updated CIO and other VP’s on costs, time, issues and risks accordingly

Work History

ILS health technologies May ‘15 to June ‘16

Sr. Project Manager

Hired for PMO & Scrum Coaching expertise as well as Health Care ICD 10 and managed care/ MCO organization Knowledge. I managed and lead all interface, web services, and application development across multiple lines of business for over 26 employees including oversight for all QA and end to end testing, cutover as well as release management - successfully.

Managed application development, interface development, and exhibit systems related development using both PMP and agile/scrum processes

Managed development for multiple clients on all ansi transactions for member enrollment, care management, stratification, auths, claims, encounters, and business report to plans and state agencies as well as Medicare

Day to day meetings with clients, vendors and multiple business unit leads for requirements and solutions that lead to system development, member and provider services and credentialing on the ops and IT side of the house

Process improvement initiatives for all IT including training analyst to document in a more agile UAC driven format for functional specs and testing/QA. (Managed the project to implement and integrate Jira test tools with Oracle ERP to improve tracking project cost and procurement per client for customizations of app dev and hardware rollouts per HMO member and provider services site)

I set up a PMO office for ICD 10 initiatives, including creating SharePoint access for team & PMO visibility and customizing time sheets in Jira for the scrum teams

Managed implementation of member enrollment and meals programs for new clients, including contract related SOW and system customizations, agency and SFTP set up, and customizations

Planned and Coordinated all aspects of client implementations ( Humana, Cigna, Aetna/Coventry & the state of S. Carolina, Illinois and Virginia Medicaid and Medicare EDI based interfaces to ILS)

I created project plans, charters, risk management, and communication management documentation

Worked with Client Service Management teams to establish processes, procedures and best practices for on-going maintenance of clients while transitioning to scrum

While ensuring adherence to the scrum process I managed sprint planning, daily standups, weekly backlog clean up and Retrospective meetings

Cutover and Release coordination with IT leadership and the DBA

Collaborating with peer level managers to help assign work across departments and subject areas

Overseeing multiple resources including Developers, QA and BA’s.

Managing project components including scope, time, quality, change control and associated billing.

Client set-up, testing, UAT, deployment and post deployment sign-off.

Oversee adherence to customization guidelines/standards and associated charges. Configuration management oversight.

Southern Wine & Spirits (Jan till May 1 2015) IT Project Manager/Agile Consultant

While driving the organization’s new hybrid waterfall and agile process, I used using strong knowledge of SAP, payroll, supply chain and HR project management toward multiple projects and assisting with introducing new governance and agile processes.

Managed the application development of multiple products, worked with sponsors to gather needs and translated them to teams.

Enforced the adherence to scrum ceremonies to developers, Business analyst and other project team members

Managed the day to day software development lifecycle of work in collaboration with other department leads and stakeholders expert judgment

Created and updated project documents, maintained the database of those systems as well as shared and distributed communications accordingly

Scrum management and development of application design used for supply Chain- breakage, free samples to customer, restocking returns ( tracking revenue loss application)

Scrum of the ACA affordable care act compliance project for SAP data to IRS and employees

Hybrid management of the ecommerce Chase credit card interface development with Southern Wine web and EDI services for field sales and customer use (collaborated with other PM for roll out of I-pads for field use by sales persons)

Scrum management of the Volo employee notification project ( 2 year old non-moving project- I pushed to code complete in 12 weeks)

SharePoint update for California markets ( closed successfully)

Worked with Sr level leadership in a waterfall hybrid environment to help teams understand new processes, requirements gathering, scrum ceremony structure as well as capacity and velocity management.

Molina Health Care Contract Dec 14 to Jan15

Scrum Coach/Consultant

Contracted to mature the project teams for Molina in California & set up a PMO office and Scrum coach teams for O&M.

Remote communications with off shore teams regarding operations and management backlogs of issues, bugs and fixes

Defining and introducing the agile process of post project enhancement tickets

Co-Scrumming as a coach with existing PM’s to complete past due existing projects currently managed via waterfall

As a consultant I train teams how to perform requirements gathering, scrum ceremony structure, velocity management, and backlog maintenance of operations and management tickets and enhancement tickets

Maturing the identification of impediments, velocity, and estimating hours to done

Training on Agile QA and pass back for bugs and fixes

Requirements prioritization in real time using Scrum wise ( vendor selection for scrum app)

Scrum developers by directly managing 6 developers on the O& M team

Showing FTE Project managers the way in transition from waterfall

Conducting daily standups with the PM’s, guidance on weekly backlog clean up and validating with stakeholders

Set up PMO office in share point along with new project rules for local plan and corporate Molina entity

Hospital Physician Partners ( HPP) Contract July 2014 to Oct 2014

Manager of Business Systems/ PM & Scrum Coach (3 mo. contract):

Hired because of my knowledge of provider credentialing, payroll, and revenue cycle related to health care with the intent of introducing a PMO and Agile methodology to regain control over projects that were not moving.

Worked on credentialing, enrollment, payroll, and provider scheduling application development and managed business systems in total including the DBA and Sr. Architect during and infrastructure server relocation project.

Established a PMO protocol & and formed Agile IT team structure (scrum coaching)

Setting business expectations for agile and PMO structure

Creating documentation for at risk projects and validating project inventory for lean processes

Defined and communicated roles and responsibilities for project team members – functional and technical. (Directly managed 3 developers, 1 Sr architect. 1 PM, 1 Analyst, a DBA and QA persons.)

Risk management and Risk mitigation

C-Suite meeting facilitator and sponsor coordinator for project status and issues

Directly acted as a scrum master for a failing project ( took a 2 year project and closed it in 2 months)

Monitored scope creep and ensured a demo after each iteration, as well as sign offs

Established project time lines, functional specifications, scope, and missing documentation

Helped to change complex organization culture into a team model successfully

Introduced Scrum wise application and cleaned the back log during scrum coaching

Managed Network team and DBA, assisted in forecasting demand for storage, computing and network capacity and taking appropriate action before capacity limits are reached or events impacted development or other business operations

Created project plans with clear and concise risk, quality, and communication methods for a server move of the Care systems server from California to Florida

Accomplishments: Successfully closed all development work of a 2 year project in 2 months via scrum, back log grooming, reprioritizing the project requirements, project inventory, and strong vendor management and functional leadership as a PM.

Humana for Continucare/Concentra Acquisition May 2013 to June 2014

Enterprise Program Manager /PM (1 yr. contract):

As a contracted Program Manager I am responsible for establishing and leading enterprise-wide strategic initiatives. Setting up the PMO office for Humana (they acquired Continucare and 4 other entities). Lead a variety of different types of programs including launching new products and services, large-scale application development, systems integration, BPO arrangements, operational efficiency improvements, process reengineering and infrastructure upgrades and deployments. Develop project plan schedule for EMR and PM as well as ICD10 implementations. Program Manager of Big bang roll out of EMR and practice management system for 45 locations for Concentra, CAC, and Continue care (Humana Entities).

Responsibilities:

I was the single accountable party for defining, planning, orchestrating, and delivering a given strategic initiative for Continue care on behalf of Humana to establish a PMO and bring them under the Humana umbrella.

I ensured end results are of the highest caliber with a clearly articulated scope and quantifiable business benefit.

I directed large-scale, complex programs often involving multiple internal and external constituents and matrix partners.

Managed all efforts for new projects that included member, provider, encounter data related interfaces and reports as well as application enhancements development – over say 6 Project Managers, 13 analyst and 3 trainers.

I was continually accountable for one or more initiatives including business, operational, and IT deliverables.

I provided direct oversight over all aspects of the program life cycle and works with matrix IT partners to oversee all SDLC phases of its components projects.

I managed program scope to ensure commitments are achieved within agreed upon time, cost, and quality parameters.

I validated financial forecasts and provide on-going reconciliation of resources and other related project expenditures.

Developed communication plans and interfaces to execute on responsibilities.

I chaired weekly Core Team and monthly Operating Committee meetings to review progress with key constituents.

In my role I defined and track program milestones while developing, maintaining, and reporting on an overall integrated delivery plans.

I established program team start-up structure including a program specific PMO and governance model.

I developed the program charter, integrated program plan, resource plan, contingency plan, and related program artifacts. I am responsible for publishing periodic project status reports.

I made recommendations and adjustments. Projectize the organization. Introduced Scrum the development team and coached.

I provided stakeholder management and coordinated with department leads and tech teams in order to understand and meet their functional and technical needs.

Led the effort to refresh all PC’s, servers from South Florida to Louisville Humana headquarters, Led project for network & Security installations and PC refresh. (Worked with the steering committee and CFO to integrate Oracle cloud ERP for supplier and procurement management as well as accounts payable; as part of the acquisition and merger- this included system decommission tracking of all replaced PC’s and devices.)

Managed and monitored the procurement process with the Director of IT. Led the project work to evaluate hardware, servers, network capabilities, and system scalability optimization

Other: Perform release planning, Server and hardware rollout management, training room setup, test and QA supervision, business analysis and workflow redesign, change management during acquisition, procurements. Planned Disaster Recovery initiatives and protocol. Hiring and interviewing of resources.

Contracted Consultant/PM West Georgia Health Systems Feb 2013 to April 2013

Project management of scheduled rollouts for physician offices over a 6-8 week spread

Performing executive level communications with hospital CIO and working closely with office managers to advise them on process improvement and workflow reengineering

Monitor consultants, training schedules and performance (training done by all scripts consultants)

Scheduling of multiple ongoing implementations by cascading multiple physician office EMR and Practice management rollouts, resource scheduling & management throughout configurations

Consult for process improvement for billing and collections using All scripts pro PM

Consulting for optimizing the usage of reporting tools for billing, collections and A/R post go live

Directed and managed the work of auditing and validating configurations performed by the all scripts analyst including Provider and Payer information (system load).

Integrate Medicity HL7 system and Payer Path systems

Project Manager/QA: Lakeland Regional Medical Center 12/2012 – 2/13 6 week test/migration project

QA Project Lead/Siemens Invision consultant for Data Migration of OAS gold and Cerner Integration with Lawson Kronos

Project Planning: Created the project plan for the system migration and integration of OAS gold and Cerner Integration with Lawson and Kronos, including reporting and configuration testing

Change Management/ICD10 Readiness: Established and hosted meetings with and communicated with Sr. analyst and PMO office regarding project status discussion of strategy on billing, claims submission and registration and scheduling system impact (Siemens OAS Gold & Cerner orders set impact analysis)

Test Management: Orchestrated and assisted with the creation of test scripts for validation of Cerner power chart/plans and data integrity against OAS gold patient accounting and patient management information. Oversight of how to validated employee and contract info as well as payee data for services rendered for HR, CRM and

Training readiness management: Established training rooms, coordinate with Chief nursing officer, Nurse Trainers and other hospital leads in order to set up training locations, equipment and virtual access modalities. Investigate system errors and define solutions

Quality control: Monitor and Confirm consultant testing, building, and validation of the interface and integration. Gained Go no Go approvals and gathered sign offs

Confirm the testing of BAT files and adhoc reports match new system data migration from ACO to RCO pre the remote hosting transition for Siemens.

Scrum Master & Coach Liberty Power Contract 9/2012 to 12/12 Project successfully closed

Liberty power is an electric company (like FPL). I was contracted to bring current, previous water fall projects using scrum methodologies, perform scrum coaching with new agile teams, and deliver multiple releasable components of functionality each sprint &a final product release of customer facing and end user applications in order to provide business value and ROI.

Performed release planning, scrum coaching and scrum master for mobile application .net teams developing tools for door to door tablet based sales and mobile bill pay and registration.

Facilitated meetings with executive business leads, gather requirements and clarify user stories

Translated technical terms to developers and QA and act as a liaison between the Product owner & developers

Performed sprint planning, daily scrum, backlog grooming, sprint review & sprint retrospective

Helped to organize the team and ensure they follow scrum practices and organizational processes

Removed impediments and guard developers against distractions.

Confirmed commitment of work to the Product owner and ensure the team work load is within velocity

Monitored, document and communicate risks to the PMO. Used Microsoft visual studio TFS and urban turtle interface for agile scrum to organize the sprint backlog

I motivated and encouraged independent thinking through quiet leadership

Responsible for managing the group that maintained IT hardware and software, including servers, peripherals, network nodes, terminals and wiring.

Led team in troubleshooting Infrastructure and application development, data migration and interface issues – this was a hands-on role.

Ensured performance, reliability, and transparency of all aspects of infrastructure elements.

Provided leadership, direction and guidance, creating and maintained a productive work environment by ensuring staff have the appropriate skills and tools to perform their jobs.

Revenue Cycle Project Manager Job Hunter Recruiting Miami 6/18 to 8/05/2012

Project manager data conversion ACO to RCO with Integration of Siemens Invision & Cerner for multiple ERP-SAP-SharePoint & CRM 6.0 teams on a large organizational change management objective for a healthcare system.

Facilitated Requirements gathering, updated project documentation, provided change control, monitored work performance, and ensured stakeholder engagement via multiple communications methods

Managed and provided oversight of test script creation for order system integration of Cerner that flows into Siemens Patient access and Patient account management system including adhoc report and data mart transformation

Managed teams identifying specific negative financial impacts due to ICD-10 conversion as it relates to coding, department/specialty and physician services and payer provider contracts

Organized and facilitated meetings with steering committee for strategy on billing, claims submission and registration and scheduling system impact (Siemens OAS Gold

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