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Project Manager Management

Burke, Virginia, United States
May 29, 2018

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Michael Reid, PMP, PMI-ACP

Program Management


Experience Summary

Mr. Reid is an experienced Program Manager in the federal and commercial industries. He has managed various infrastructure projects including software development and hardware implementation. He is an expert in Agile practices with 3 years’ experience managing projects in an Agile environment. He is proficient in Microsoft Project Server and other Microsoft products. He is also an expert in project processes, industry best practices and workflow management.


Project Management Professional (PMP)

Agile Certified Practitioner (ACP)

Project Management Office (PMO) Implementation

CMMI auditor

Risk Management

Change Management

Process Improvement

Agile Methodology

Software Development Lifecycle

Dashboard Reporting

Project Planning

Proposal Development

Former Army Officer

Microsoft Project

Microsoft SharePoint, SharePoint Online

Microsoft Project Server

Microsoft Excel

Microsoft Office

Office 365


IBM Rational Team Concert (RTC)

Microsoft Team Foundation Server (TFS)


Superior oral and written communication skills

Secret Security Clearance (Inactive) - DOD


Agile Certified Practitioner Training (2013)

MBA, Human Resources Management, Keller Graduate School (2007)

Bachelors of Science, Business Administration, Morgan State University (2002)

Certifications and Training

Agile Certified Practitioner, PMI-ACP (2013)

Project Management Professional, PMP (2009)

Employment History

CapGemini Government Solutions, McLean, VA, Account Delivery Lead, July 2017 to Current

Responsible for the health of over 25 consulting and software projects valued at over 100 million dollars

Work with Program Managers, Capture Managers and Executives in order to identify and mitigate risks in current delivery and the pipeline

Matured the PM reporting metrics for all projects to track financial, scope and schedule

MicroPact, Herndon, VA, Program Manager, July 2014 to June 2017

Manage a Portfolio of 10+ Case Management Projects for the Justice and Law Enforcement communities.

Three years’ experience with entellitrak Case Management and Document Management

Manage and mentor a 25 member team of Project Managers, Business Analysts, and Application Engineers and Quality Assurance experts.

Responsible for the profitability and success of the Portfolio. Balancing multiple resources among the Portfolio projects.

Responsible for the coordination of new opportunities; collaboration with sales; generating proposals and quotes assigned to the Portfolio

Transitioned the team and client from a waterfall methodology to Scrum; trained team and client on Agile methodology and Scrum

Act as Scrum Master for concurrent sprints

Instituted standard and task tracking processes in order to efficiently manage scope and budget

Worked with Finance and Contracts to baseline the Program budget and invoicing

Project Performance Corporation, McLean, VA, Senior Project Manager/PMO Manager, September 2012 to June 2014

Successfully managed a COTS integration project for the Department of Medical Assistance services, ahead of schedule

Manages two analysis projects at the United States Patent and Trade Office

Ensure communication among team members, project executives and client

Ensures project deliverables are complete, current, and stored appropriately

Responsible for project budget and forecasts

Manage project subcontractors

Create and maintain project status, dependencies and financials in Microsoft Project 2010

Facilitate change and configuration management

Introduced and managed Agile practices on several development projects

Developed and Leads Project Management Office (PMO), provides mentorship to other Project Managers

Trains employees on CMMI practice areas

Member of CMMI Level 3 Appraisal team and leads the CMMI compliance of two development projects

Developed Earned Value Management reporting for the US Marshall Business Intelligence and Enterprise Reporting (BIER) project

Offspring Solutions, Washington, DC, Project Manager, December 2011 to August 2012

•Managed the Veterans Retraining Assistance Program (VRAP) application project for the Department of Veteran’s Affairs Education Services, valued at over 2 million dollars, utilizing Agile methodologies.

•Facilitated requirements and design sessions with client

•Successfully managed stakeholders from various national locations within the VA and the Department of Labor.

•Facilitated team meetings between the VA and the DOL individual team leads, using Microsoft Project 2010; tracked team dependencies, task status; presented Microsoft project schedule to VA and DOL leadership

•Assisted with developing the system architecture in order to deliver the project according to the Executive Order

•Delivered VRAP project on time with a strict deadline, under budget and exceeded quality expectations.

•Managed risks, issues, change requests effectively, using SharePoint 2010

•Migrated the knowledge base of the Department of Veteran’s Affairs Education Services to SharePoint from a universal drive

EIM, Rosslyn, VA, Project Manager, December 2010 to December 2011

Managed all aspects of agile software development, specifically Scrum Methodologies and support projects, to ensure customer functionality was delivered on time with high quality.

Managed project to replace Object Bridge with Hibernate.

Ensured that core team members performed the tasks associated with their project role & responsibility, and that they produced deliverables that conform to the Project Management Office standards.

Created all project management deliverables including, but not limited to; Project Management Plan, Microsoft Project Schedule, Cost Tracking Worksheet, Issues List, Risk Log, Change Requests, Project Status Reports and Project Completion Reports.

Developed project plans including goals, strategy, staffing, and identification of risks, budget, and resource requirements, in Microsoft Project 2010 and Microsoft Project Server, for more than 5 projects simultaneously.

Acted as SharePoint 2010 and Project Server administrator, in order to set up and maintain project sites.

Dell Perot Systems, Washington, DC, Project Manager, August 2009 to December 2010

•Successfully managed an upgrade of the Department of Education development, test, and production environments to ColdFusion 9 and Windows 2008, without an interruption in service during core business hours

•Managed the implementation of Web Analytics for the Department of Education websites

•Managed all office relocation projects in the Department of Education.

•Selected as Project Manager of the Implementation of Department of Education's new asset management tool. The asset management tool tracks all IT assets in the Department of Education.

•Selected as the only Project Manager for EDUCATE account's Standard CMMI Appraisal Method for Process Improvement (SCAMPI) A and B appraisal.

•Provided documentation and interview for System Development Process appraisal.

Cedar Document Technologies, Atlanta, GA, Project Manager, February 2007 to August 2009

•Promoted from Service Operations Project Manager, as part of a PMO, create and maintain detailed and accurate Document Technologies business requirements for reference by all internal teams in the support of new deployments of services to our customers.

•Managed the deployment of services in order to meet the scope, schedule, and expectations of clients.

•Managed and tracked work items internally across all functional groups.

•Ensured that tasks are clearly identified and that team members understood their role, deliverables, and schedule.

•Facilitated both internal and external user acceptance testing including creation of test scripts, deliverables list creation, change management, and issue resolution.

•Assisted in the development and reporting of critical metrics for tracking the performance of project and service requests across the organization, including earned value management reporting.

•Hired by the Chief Operating Officer (COO) to organize and facilitate the implementation of projects within the Service Operations department.

•Tasked with providing the Director of Service Operations with project management assistance and direct support with special projects.

•Used Microsoft Excel and Microsoft Project 2003 and 2007 to track and organize the numerous internal projects.

•Documented policies and procedures for internal processes.

•Consolidated, analyzed and presented company production status each month to the COO and department directors.

•Managed and developed the asset system for the company, providing upper management with the Cost of Goods Sold report, which detailed monthly lease expense breakdown by defined cost centers as a function of where assets were deployed.

•Successfully managed the corporate move over a 3 day weekend with only 12 hours of downtime.

•Coordinated activities with corporate customers to gather project requirements and maintained.

United States Army, Military Officer, December 2002 to December 2006

•Tasked with planning, tracking and managing all logistical operations for a 500-member organization downsizing to a 29-member unit, and responsible for over $100 million of property (weapons and vehicles).

•Quickly improved the efficiency of the systems already in place to track equipment transfers by utilizing Excel graphs to more effectively monitor activities and to ensure accountability and location of property.

•Managed the budget and property accountability, delegated and approved the processing of financial liability, investigation of property losses to ensure effective and timely property book adjustment, and coordinated cost effective transfers of property to reduce overhead.

•Tasked with managing a staff of 10 Information Technology (IT) technicians who maintained the computer networking and who were responsible for ensuring 100% functionality of a 700-member organization's computer system, including both hardware and software.

•Installed, operated, and maintained the automation network and its integration into the networks of higher, lower, and adjacent units.

•Initiated, prepared and drafted reports, memoranda, policies, and procedures, and created, edited and distributed the weekly organizational newsletter, while supervising the communication projects of subordinate units.

•Acted as chief advisor to the commander on all communication matters, and provided daily detailed PowerPoint presentations to the CEO.

•Served as liaison between multi-million dollar organizations including private contractors to promote inter-agency cooperation.

•Maintained over 100 pieces of automation equipment, worth in excess of $1 million.

•Created and organized communications architecture.

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