Eric S. Norman, PMP, CSM, PgMP, PMI Fellow

SUMMARY

Project/Program Management Professional with more than twenty-five years of diverse professional experience providing program management, business change and operations management for national and global services firms. Particular expertise in program design, strategic alignment, decision support, systems integration and implementation using waterfall and iterative (Agile/Scrum) methodologies.

PROFESSIONAL EXPERIENCE

Norman & Norman Consulting, LLC 1/2006 to Present

Managing Partner

Project Management Institute Educational Foundation (2012-Present)

Consulting: Program and project management support for the Project Management Institute Educational Foundation (PMIEF). Responsibilities include:

Program leadership and delivery of PMIEF 13-19 Year Old Student Education Program

Sr. project leader (Agile PM) for PMIEF re-branding initiative, including brand strategy, brand identity, brand promise, visual design, messaging, print and media content (Digital Systems Development/Web)

Sr. project leader for PMIEF Website redesign (Delivered 4/2014) www.pmief.org

IHRC (2015-2016)

Sr. Consultant - Public Health Consulting

Center for Disease Control and Prevention (CDC, NCIRD) Capital Budget: $23.5M/2years

Program Leadership and Oversight for NCIRD’s Open Data Initiative Systems Development/Systems

Integration role, responsibilities include:

Implemented leading practices for data management and data sharing

Provided program leadership upport for poliovirus containment and eradication

Delivered Enterprise Performance Life Cycle (EPLC) and program support for the NCIRD Program Management Office, platform transition to SAP HANA for improved Immunization informatics and management

Short Term Engagements 2014-2015

Consulting:

Intercontinental Hotel Group – Global Sales and Marketing (4mo); Portfolio/Program Management

Verint, Inc – Business Consulting, Program Development (5mo); Program Management, Program Leadership Training

Cox Communications (2012-2013)

Consulting: Program leadership for Technology Program Management Office.

Systems Development/Systems Integration role, responsibilities include:

Implemented Project Portfolio Management (PPM) system

Improved communications, reporting and decision-support systems functionality

Ensured program benefits management and alignment

SRA International (2009-2012)

Consulting: Director, Program Management - Public Health Consulting

Center for Disease Control and Prevention (CDC), Capital Budget: $30M/3 years

Office of Surveillance, Epidemiology and Laboratory Services (OSELS) and State of Georgia

Account executive for multiple programs within and outside the Centers for Disease and Prevention (CDC)

Systems Development/Systems Integration/Oversight role: responsibilities address strategic program and project leadership and include direct oversight of CDC’s OSELS PEO (Office of Surveillance, Epidemiology and Laboratory Services - Project Execution Office) and preparedness and surveillance programs at CDC including the BioIntelligence Center (BIC), Countermeasure Response Administration (CRA), NIOSH Information Technology Services (NITS) and the Mortality Medical Data System (MMDS).

Led a team of web designers and developers for CDC's Informatics Research and Development Laboratory (Rapid Development/Agile. Directed the development of a mobile, virtual-reality mine safety training prototype based on the latest mobile and gaming technologies. Prototype was conceived and developed in partnership with the Research and Development Lab and the National Institute for Occupational Safety and Health (NIOSH). http://www.youtube.com/watch?v=5QCyUfiE7dY&feature=email

Northrop Grumman, (2008-2009)

Consulting:

Proposal development for large-scale public health IT services support initiative for the Centers for Disease Control and Prevention (CDC). Contract value in excess of $40M over three years. Proposal accepted and awarded September, 2008.

Led process development for Performance-Based Acquisition and Contracting design and implementation. Technical team guidance, process development and implementation.

ChoicePoint, Inc. (Lexis/Nexis), 8/06 to 2/08

Vice President – Chief Project Officer

Direct oversight and guidance for all project and program initiatives within the Insurance Data Solutions business unit. Led development of core project management processes and practice including portfolio analysis, resource modeling, project prioritization, planning and initiation. Developed and implemented a five-phase Project Management Career Path detailing key requirements for project management competency, knowledge, experience and leadership proficiency.

oOversight of all program/project management initiatives within and across business unit

oEstablished and led a monthly Project Management forum for cross-BU participation and alignment

SAIC, Executive Program Manager - Public Health Consulting 8/04 to 07/06

Centers for Disease Control and Prevention (CDC), National Electronic Disease Surveillance System (NEDSS) Capital Budget: $33M/3 years

Reporting to the Director, National Center for Public Health Informatics (NCPHI) at the Centers for Disease Control and Prevention (CDC). Systems Development/Systems Integration/Oversight role: responsible for program oversight, development and coordination for Public Health surveillance programs at the CDC and state/partner Public Health offices to capture and communicate essential information relating to Nationally Notifiable Diseases. (~$24M Annually)

NCPHI representative to the CDC UP (Unified Process) Design Group responsible for standard project and program management practice across all Centers, Institutes and Offices within the CDC

Led a winning proposal to the CDC for Software Development Lifecycle (SDLC) services spanning 3 years. Contract value approximately $27.5M

Systems Engineering Services Corp.; 2/02 to 8/04

Director, Program Management and Business Development – Technology/Infrastructure Consulting

Delta Air Lines / Delta Technology Capital Budget: $45M+/2 years

Systems Development/Systems Integration/Oversight role:

Led the recovery and on-time implementation of a strategic advancement in revenue management for Delta Air Lines. First in a series of revolutionary technology changes delivering vital flight, passenger and ticket detail within 24 hours of sale. Selected to lead planning and implementation of future releases, providing increasing levels of detail regarding passenger ticket sale and usage information.

Position reports to VP, International Marketing and Finance, Delta Air Lines/CFO, Delta Technology. Responsibilities include business process reengineering (BPR), business architecture, scope/release planning and funding, data analysis and reporting, customer support center development and staffing, project coaching and program strategy. Capital budget: $45M+

Previous Work Experience (detail provided upon request)

GETRONICS: 11/98 – 08/01

AT&T: 04/82 – 11/98

HONORS AND AWARDS

Recipient, PMI Fellow 10/15

https://www.pmi.org/about/leadership-governance/fellows

http://www.pmi.org/about/awards/winners/past-award/fellow

Recipient, Shingo Prize, International Engineering Award in Operational Excellence 04/13

http://www.prweb.com/releases/2013/4/prweb10593091.htm

Recipient, 2007 PMI Linn Stuckenbruck Person of the Year Award 10/07

http://www.pmi.org/about/awards/winners/past-award/linn-stuckenbruck-person-of-the-year

EDUCATION

Project Management Institute, International Leadership Master Class 05/06–05/07

AT&T Executive Development, Leadership Development Program 03/98–05/98

George Washington University, Masters Certification in Project Management 11/95

Southern New England College, Courses leading to MBA (27 of 60 Credits) 09/84-05/86

Hartt College of Music, Bachelor of Music, Performance 05/71

CERTIFICATIONS

Scrum Alliance, Certified Scrum Master Certification (CSM) 01/17

Project Management Institute, Program Management Certification (PgMP) 06/07

Pilot program participant (100 Candidates, Worldwide)

Project Management Institute, Project Management Professional Certification (PMP) 10/96

AFFILIATIONS

PMI Certification Governance Council – Chair 1/2013 to Present

PMI Board of Directors subcommittee

Partnership: PMI-MIT-INCOSE

(Project Management Institute – MIT – International Council on Systems Engineering)

Research Project: The Guide to Lean Enablers for Managing Engineering Programs 2/2011 to Present

PMI representative, workgroup member

Project Management Institute - Standards Development Organization

The Standard for Program Management – Third Edition, 6/2010 to 1/2013

Project Chair

ISO (International Standards Organization) PC # 236 – Project Management 4/2007 to 12/2010

United States Representative to Technical Advisory Group (TAG) and

Secretariat member (ISO 21500 - Project Management Standard)

Project Management Institute - Standards Development Organization

Practice Standard for Work Breakdown Structures – Second Edition, 4/2003 to 10/2006

Project Chair

PMI Certification Governance Council – Committee Member 1/2008 to 12/2010

PMP Credential Committee Chair 1/2005 to 2008

Chairman and Partner for Strategy and Development, PMI-Atlanta Chapter

Mentoring Program 2/2002 to 4/2004

Program Founder and Director, Mentoring Committee

ITT Specific Interest Group - Project Management Institute 4/2001 to 11/2003

Project Management Institute - Standards Development Organization

Practice Standard for Work Breakdown Structures – First Edition, Editor 2/2000 to 6/2001

Founder, Chairman, Officer; Atlanta Chapter

Microsoft Project Association (MPA) 1999 to 4/2003

Project Management Institute - Standards Development Organization

PMBOK Guide –2000 Edition, Exposure Review Core Team 1/1998 to 6/2000

PUBLICATIONS (sample)

> Norman, Eric S., Project Chair, The Standard for Program Management – Third Edition, The Project Management Institute, January 2013, Newtown Square, Pennsylvania

http://www.amazon.com/Standard-Program-Management-Project-Institute/dp/193*******/ref=sr_1_1?ie=UTF8&qid=136*******&sr=8-1&keywords=the+standard+for+program+management

>The Guide To Lean Enablers for Managing Engineering Programs, The Project Management Institute, May 2012, Newtown Square, Pennsylvania http://dspace.mit.edu/bitstream/handle/1721.1/70495/Oehmen%20et%20al%202012%20-%20The%20Guide%20to%20Lean%20Enablers%20for%20Managing%20Engineering%20Programs.pdf?sequence=4

> Norman, Eric S., with Brotherton, Shelly A., and Fried, Robert T., Work Breakdown Structures – The Foundation for Project Management Excellence, October 2008, John Wiley & Sons, Newark, New Jersey

http://www.amazon.com/Work-Breakdown-Structures-Foundation-Management/dp/047*******/ref=sr_1_1?ie=UTF8&s=books&qid=124*******&sr=8-1

> Norman, Eric S., Project Manager, The Practice Standard for Work Breakdown Structures – Second Edition, The Project Management Institute, October 2006, Newtown Square, Pennsylvania

http://www.amazon.com/Practice-Standard-Work-Breakdown-Structures/dp/193*******/ref=sr_1_3?ie=UTF8&s=books&qid=124*******&sr=8-3

> Norman, Eric S., “Creating effective work breakdown structures-- or how to recognize a quality work breakdown structure when you see one”, Project Management Institute Global Congress, 2005, EMEA (Madrid, Spain)

http://www.pmi.org/learning/library/creating-effective-wbs-recognize-quality-7541

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