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Manager Project

Location:
New Orleans, Louisiana, United States
Posted:
December 12, 2018

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Resume:

Gerard Cox, PMP, CSM, CSPO, US Army Veteran

Washington, DC 20024/New Orleans, LA 70115 – ac7x6x@r.postjobfree.com – 504-***-****

A hands-on leader with demonstrated success utilizing human factors and design thinking for process frameworks, leveraging industry best practices, to fulfill strategy, enforce governance, empower change, and resolve challenges across a wide variety of industries, environments, and organization types. I have utilized this approach in the following:

Roles:

Portfolio/Program/Project/Product Management (including Program/Project Management Office (PMO))

Product Development Executive and Manager

Business Strategy and Business Program/Project Management

Change and Transition Management (Process, Digital, Organization, Cloud Migration, Data Center Consolidation/Migration, M&A)

Enterprise Architecture

IT Governance

Data Warehouse, Oracle ERP, and SalesForce

Business and System Analytics

(Agile) Scrum Master/Product Owner

Consulting (Engagement Management, Management Consulting, Centers of Excellence (CoE))

Experience:

20+ years with Program/Project Manager (Global, Distributed, IT, Non-Technical, Data Center, Executive-level, Hands On, Scheduler, PMO)

20+ years with Information Technology, Infrastructure, Software/System Development, and Architectural Design

15+ years leading Portfolio Management, Project Management Office (PMO) and Governance organizations (Portfolio Manager, Program Manager, PMO Director, and IT Governance Lead)

15+ years with Engagement Management and leading consulting engagements

10+ years leading device and OS deployments for organizations with over 50,000 end users

7+ years working at the Executive-level (C-Level, VP, Director, Board)

7+ years working with Enterprise Platforms (Software as a Service (SaaS), Platform as a Service (PaaS), Cloud, ERP, etc.)

4+ years with Enterprise Architecture (EA, Business Process Modeling (BPM), Process Reengineering, Turnaround, Reorganization, Merger & Acquisition)

8+ years of business process design, modeling, and measurement

6+ years of Software Development Experience (#C, C++, Database Design/Development)

Industries:

Public Sector and Defense (Federal, State, Local, and DOD agencies)

Human Capital Management (HCM)

Consumer Products and Services

Public Utility and Environment (Energy, Smart Grid, Agriculture, Forestry, Food Safety)

Security (Cybersecurity, Digital, Infrastructure, and Accreditation)

E-Learning and Education

Professional Services (Consulting, Merger & Acquisition, Change/Transformation, etc.)

Certifications and Training:

Certified Project Management Institute (PMI) Project Management Professional (PMP)

Certified (Agile Alliance) Scrum Master (CSM) and Certified Scrum Product Owner (CSPO)

MIT Approach to Design Thinking

Stanford University Advanced Project Management (PPM, PMO, Program Management, and Project Management)

Oracle Primavera P6 Fundamentals and Primavera P6 Advanced Scheduling

Training Provided:

Project Management Institute (PMI) Project Management Principles and Practices

Fundamentals of Microsoft Project 2003/2010/2016 (Professional, Server, and Web App)

Oracle Primavera P6 (Fundamentals and Advanced Scheduling)

Project Management Office and IT Governance Introduction (Custom)

Summary of Professional Accomplishments

Worked with Board and other raise over $50M of venture/private equity funding staging company for eventual acquisition

Implemented management and governance with large transformative organizations (25+ programs, 5000+ projects)

Led IT modernization/change transformation for an organization with $300M of infrastructure supporting over 50,000 employees

Implemented application and infrastructure product development/hosting best practices for high-profile technology companies

Managed co-located, global, and distributed teams of over 60 direct reports and 200 matrixed project resources on initiatives with non-labor budgets between $50K to $250M

Led IT Security Accreditation for major Federal agencies using Government standards in a variety of environments (physical data center, managed server site, hybrid-cloud, and cloud)

Professional Experience

United States Army – Near Real-Time Identify Operations (NRTIO) (Contract)

(1/2017-Current)

Program Manager Consultant

Washington, DC

US Army Research Laboratory (ARL) NRTIO delivered the Final Operating Capability (FOC) system migrating the standalone legacy application, with user base, to new cloud-hybrid, Software as a Service (SaaS) enterprise platform (with associated infrastructure) providing US warfighters enhanced ability to identify people who are potential security threats through biometrics profiling based on stored identities, watchlists, and counter-intelligence stored in central database maintained by DHS, Partner/Coalition nations, DoD, and US intelligence.

Army leadership procured experienced, proven Program/Project Management leadership considering size, scale, and urgency of FOC success for future of NRTIO program (Business, Finance, Data Warehouse, Technology, Customer Support, Strategy, Integration).

Approach

• Designed and implemented hybrid Agile-Waterfall project delivery approach derived from the Project Management Institute (PMI) Project Management Body of Knowledge (PMBOK) lifecycle phases, process groups, and knowledge areas, Agile Scrum best practices, and ITIL IT Service Management.

Led NRTIO FOC through solution delivery phases: system justification, conceptualization, initiation, planning, design, engineering, testing, deployment, risk management, and transition (training, documentation). Additionally, implemented Stakeholder Management, Risk/Issue/ formal Project Communications, Stakeholder Reviews, and Project Schedule Management.

Deployed updated NRTIO software and hardware to soldiers and contractors in Iraq and Africa

Accomplishments

• Delivered NRTIO FOC within schedule, budget, and quality thresholds as outlined in Project Management Plan (PMP), Integrated Master Schedule (IMS) and other project artifacts utilizing PMI, agile, and stage-gate methodologies.

Worked with architecture, security, and operations teams to successfully deploy new NRTIO Data Center hosting FOC System meeting project delivery commitments, security compliance, and performance requirements managing facility layout, data center design, procurement, security (identity management, authentication, privacy, physical security, etc.), and requirements for storage, data, network, and hardware.

• Designed and implemented ServiceNow and SalesForce

Attained Authority to Test (AT) and Interim Authority to Operate (AO) via DoD Risk Management Framework (RMF) after successfully categorizing, selecting, implementing, assessing, authorizing, and monitoring required security controls.

USDA National Resources Conservation Service (NRCS) (Contract)

(2016-2017)

Systems Engineering and Technical Assistance (SETA) Program Manager Consultant

Washington, DC

USDA NRCS aids farmers with "getting more conservation on the ground" by programs reducing of soil erosion, enhancing water supplies, increase wildlife habitat, improve water quality, and reduce damage caused by floods and other natural disasters.

SETA advisory services were requested to accelerate project delivery change transformation, increase scale, reinforce priorities, and provide continuous improvement with agency-level Business/IT modernization and process improvement initiatives advancing technology (virtualization, cloud, etc.), program access, service delivery, security protections, and data analytics improving upon USDA goal of improved customer experience and satisfaction. NRCS were cloud-based and mobile platforms.

Approach

• Performed SETA Independent Validation and Verification (IV&V) reviews of NRCS products, service agreements, contract artifacts, programs, projects, operations, security, PMO, and System Development Lifecycle processes within the context of Federal/USDA/NRCS/CIO Strategic Plans (roadmaps, goal/objectives, performance criteria, guidance, directives, standards, policies, etc.), IT modernization goals, and usability/user experience best practices.

• Designed, identified, and measured organization-wide metrics plan measuring performance of change transformation initiative and ongoing portfolio of programs and projects.

• Captured, cataloged, and escalated risks, issues, and opportunities across the USDA enterprise

• Provided status reports to NRCS strategic stakeholders (CIO, CTO, IT modernization leads, PMO, etc.) each quarter, month, and week outlining findings, recommendations, risks, issues, and opportunities for NRCS strategy and IT modernization initiatives.

Accomplishments

• Delivered all SETA deliverables within schedule, budget, and quality thresholds as outlined in Performance Work Statement (PWS), Project Management Plan (PMP), Integrated Master Schedule (IMS) and other project artifacts utilizing Project Management and SETA best practices and standards.

• SETA recommendations for process improvement incorporated into NRCS PMO and SDLC methodologies.

• Improved NRCS successfully implemented large-scale IT modernization initiatives (data center consolidation, technology refresh, product upgrades, etc.) and process improvement efforts with SETA recommendations assisting accelerated delivery, improving work products, increasing process efficiencies, and improving customer satisfaction.

USDA Food Service and Inspection Service (FSIS) (Contract)

(2013-2016)

Enterprise Architect (Program Manager/Business Analyst for EA) (Consultant)

Washington, DC

USDA FSIS acts as the national health department responsible for the safety of public food-related establishments as well as business investigation ensuring commercial supply of meat, poultry, and egg products is safe, wholesome, and correctly labeled and packaged.

Enterprise Architecture role aligned vision, mission, goals, strategy, systems, infrastructure, network, processes, investments, and user experience objectives to a dynamic model describing current state and providing a baseline for what-if analysis and continuous improvement. Enterprise platforms: ERP, Cloud Services, Data Warehouse, Productivity Applications, and Mobile.

Approach

• EA Program oversight outlined in the Program Management Plan (PMP), Performance Management Plan/Reports, and Integrated Master Schedule (IMS). EA status reviewed by CTO and Government Information Architect during Monthly/Weekly Status Reports, and Quarterly Internal Progress Reviews (IPR).

Process modeled all FSIS business areas outlining current process and change transformation process targets

• Provided strategic stakeholders Target Architecture (models) for “as-is” and “to-be” providing contextual progress with IT modernization and change/transformation efforts described with the FSIS Architecture Layers for Strategy, Business, Performance, Data, Applications, Technology, and Security. Target Architecture provided input into Strategic Planning identifying progress toward Modernization, redundancies, and gaps so leaders could prioritize architecture segments developing roadmaps sequencing initiatives to realize Target Architecture and IT Modernization goals and objectives.

• Provided analyst reports assisting with budgeting, IT management, OMB requirements, business cases for new efforts, briefings, benefit analysis (cost-benefit, ROI, risk-benefit, feasibility, etc.), and risk/opportunity analysis.

Line-of-Sight perspectives provided stakeholders the ability to gauge impact analysis across architecture segments based on given view and direction.

Captured, cataloged, and escalated risks, issues, and opportunities across USDA enterprise and change/transformation efforts

Performed knowledge transfer to FSIS leaders, managers, and staff through regular EA training, a walkthrough of EA discovery exercises, and development of System Operating Procedures (SOP).

• Contributed to FSIS Governance Quality Assurance Division (GQAD) providing inputs to FSIS Capital Planning and Investment Control (CPIC), Monthly EA Dashboard Reporting, data for OMB circulars (A-11, A-94, A-130).

• Worked with LOS managers and program SME to develop Enterprise Business Process Models for each FSIS Program, Project, and operational area using Government, USDA, FSIS, and EA standards while also implementing Federal Enterprise Architecture (FEA) framework (Performance Reference Model (PRM), Business Reference Model (BRM), Infrastructure Reference Model (IRM), Application Reference Model (ARM), Data Reference Model (DRM), and Technical Reference Model (TRM)).

Accomplishments

• Provided all EA deliverables and requests within schedule, budget, and quality thresholds as outlined in Performance Work Statement (PWS), Project Management Plan (PMP), Integrated Master Schedule (IMS).

• Improved FSIS customer service, facilitated service integration, increased operational efficiency, and reduced costs through IT Modernization, Data Center Consolidation/Migration/Relocation, Program refactoring, and reuse of existing assets for IT programs.

• A regular contributor to Enterprise Architecture Working Group (EAWG), Enterprise Change Control Board (E-CCB), and GQAD Planning Meetings increasing dialogue, managing risks, identifying opportunities, and providing CIO accelerated decision-making with IT strategy.

New York Independent System Operators (NYISO)/Department of Energy (DOE) Consultant

(2011-2013)

PMO Sr. Project Manager (and Business Analyst) Consultant

Washington, DC

NYISO performed Smart Grid upgrade enhancing reliability and efficiency of power structure working with Transmission Owners (TO) and DOE utilizing DOE Smart Grid Investment Grant (SGIG) ($75M) funding the creation of statewide Phasor Measurement Network, installation of new capacitor banks, and improvements to the current bulk electricity grid providing New York consumers the following benefits: increased the capability to detect system security vulnerabilities, proactively identify potential blackouts, the increased sample rate of phasor measurements to enable faster responses to grid events, more effective mitigation to potential outages, and increasing voltage support to improve system efficiency.

PMO and Sr. Project Managers were procured to execute SGIG within the required 3-year timebox.

Approach

• Hands-on Project Manager within PMO responsible for executing Program of Work (PoW) utilizing IT Governance and PMO best practices delivering grant requirements providing NYISO/DOE leadership regular performance status with Earned Value, schedule, budget, change, and risks.

Coordinated mission-critical programs for DOE, NYISO, and TO including major data center consolidation/migration, grid technology upgrades, network modernization, and deployment of new enterprise management operation (ITSM) applications.

Led Provided direct oversight with Data Center and Network project initiatives providing tracking/reporting (budget, schedule, quality, risks, uptime, Service Level Attainment (SLA)) for acquisition planning, procurement, volume forecasting, capacity planning (storage, hardware, network, etc.), security compliance, Data Warehouse, Disaster Recovery (DR)/Continuity of Operations (COOP) implementation, and overall grid deployment activities.

Accomplishments

• Chartered NYISO Smart Grid Working Group to facilitate on-going planning, mitigate risks, address issues, and review PMO-generated Earned Value Management (EVM) reports.

• Successfully implemented and supported an integrated Project Management Office (PMO) coordinated efforts for NYISO and eight (8) privately-owned Transmission Owners.

• Delivered all DOE/NYISO/Transmission Owners Smart Grid program initiatives within the 3-year timebox constraint within budget, schedule, and quality thresholds.

USDA US Forest Service (Contract)

(2003-2011)

PMO Director and Program Manager (Consultant)

Enterprise Architect Consultant

Washington, DC

The US Forest Service (USFS) manages, protects, and sustains the health, diversity, and productivity of the nation’s forests (154) and grasslands (20) to meet the needs of present and future generations.

USFS procured services for Enterprise Architecture, IT Governance, Portfolio/Program/Project Management (PMO) to provide oversight of Most Efficient Organization (MEO) for A-76 award (largest in US history) requiring over $100M of savings over three years requiring the agency to improve customer service while reducing staff, modernize technology, merge facilities/locations, and consolidate data centers. Roughly 80% of $100M savings was dependent on the near flawless execution of Portfolio/Program/ Project Management, IT Governance, and operational support services.

Approach

Enterprise Architect/Business Process Design

Performed Initial Organizational Performance Assessment using top-down Enterprise Architecture and business process modeling (using Event-Driven Process Chain (EPC)) setting the Target Architecture ("as-is") baseline for Information Resources Management (IRM) (pre-A-76) organization (architecture, process, structure) utilizing past surveys, A-76 proposal artifacts, personal interviews, and leadership roundtables.

Provided Project Management oversight of EA effort utilizing Primavera P6 for planning, scheduling, resource allocation, and reporting.

Captured, cataloged, escalated, and mitigated transition and change risks and issues working along Forest Service leadership for resolution.

PMO Transition

As PMO Director, implemented 5-phase PMO/IT Governance migrating Forest Service from legacy organization to optimized MEO with PMO utilizing IT Governance and Portfolio Management to optimize execution and performance of the portfolio.

oPhase 1 (Transition) consisted of closing out existing projects, reinitiating ongoing projects, and initiating new work associated with the planned fiscal year and new MEO organization.

oPhase 2 (Standup) consisted of segmenting portfolio into programs and projects, developing PMO templates, documenting policies, implementing governance (change, risk management, performance reviews, etc.), and migrating from Primavera P6 to MS Project Server and SharePoint.

oPhase 3 (Program Management), 4 (Portfolio Management), and 5 (Optimization) consisted of implementing formal Program, Portfolio, and Performance Management ensuring all work was aligned to agency priorities, strategic goals/objectives, and met all associated performance indicators.

Program/Project Management

CIO/CTO requested program and project leadership for mission-critical initiatives: ISO 5-year Realignment, Acquisition Planning for Customer Contact Center, Annual Strategic Planning, Business Finance Operations, Desktops/Endpoints Management, Data Centers Management (migration, consolidation, infrastructure, hosting, etc.), and Service Catalog.

Lead Program and Project Manager for Windows 10 PC Deployment deploying PCs and OS to 50,000+ users

Lead Program and Project Manager for Forest Service Cyber Security Program

Lead Program and Project Manager for Data Center Consolidation and Migration

Lead Program and Project Manager for Data Warehouse Implementation

Lead Program and Project Manager for SalesForce and ServiceNow implementation

Training/Coaching/Mentoring

Provided bi-annual two-week courses to Forest Service employees through agency-wide training university with following courses: Portfolio/Program/Project Management, Project Schedule Management (Primavera/MS Project), IT Governance, Enterprise Risk Management, and Project-Cyber Security Integration

Trained, mentored, and advised executives, senior managers, and Government PMO resources on Portfolio/Program/Project Management, PMO utilization, IT Governance, Resource Management, and how to apply PM approaches to Forest Service unique challenges (e.g., Security, Fire Season, A-76 structure, etc.)

Accomplishments

Forest Service saved additional ~$250K in savings each year on top of required A-76/MEO savings requirements even with additional unplanned work.

PMO and IT Governance phased-deployment met all timeline commitments.

Deployed customized ISO PMO Web Portal providing Forest Service Real-time Portfolio health, Risk/Issue tracking/submission, project work submissions, change management, CIO project-related communications, and PMO Archives.

As PMI Registered Education Provider, trained Government PMO staff on PMI “Project Management Principles and Practices” with most students attaining PMI PMP certification.

Work recognized by Forest Service and GAO with internal white paper covering Forest Service A-76.

Successfully led program and projects meeting goals for Data Center migration/consolidation, technology refresh, facility relocations, organization realignment, and annual strategic planning.

US Navy Workforce Learning Initiative (Contract)

(2002-2003)

Technical Program Manager Consultant

New Orleans, LA

The United States Navy Workforce Learning Initiative provided the US Navy online courses, training plan management, and curriculums for specific professional paths and eventually migrated into the Navy e-Learning (NeL) platform.

Approach

Transitioned entire Navy civilian population to new US Navy Workforce Learning Initiative enterprise system and processes

Installed Product Management lifecycle processes aligned with existing Program Management requirements as outlined in the PWS.

Oversight of custom course development utilizing Human Factors and Learning Instruction best practices in partnership with the University of New Orleans (UNO).

Accomplishments

• First Program at SPAWAR IT Center in New Orleans to attain CMMI Level 3.

iLumin

(2001-2002)

Director, Technology and Professional Services

New Orleans, LA

iLumin provides enterprise message management tools that deliver a comprehensive solution to address the ever-growing challenges of today's corporate message systems with products providing delivery archiving, regulatory compliance, administrative content controls, and litigation support with customers including US Navy, US Army, US Marine Corps, Fannie Mae, Freddie Mac, IBM, Trans Union, Bank of America, GMAC, H&R Block, and ~20 state agencies.

iLumin acquired Escrow.com to expand market opportunities. Escrow provided digital escrow services with sensitive e-commerce transactions such as international trade, online auctions, and purchases of expensive products requiring additional validation. iLumin/Escrow customers included online auction sites (e.g., eBay, Car Auction, etc.), Domain providers (GoDaddy, Atlanta Virtual, etc.), and Car online resellers (e.g., Cadillac, Chevrolet, Chrysler, Dodge, Lexus, Pontiac, etc.).

Hired to replace CTO (after a merger) and provide oversight over product development and professional services aspects of the organization and leading Day 1 planning/execution for post-acquisition strategy to include integration of acquired products into new iLumin product development practices, detailed due diligence, and ensuring delivery of proposed value from the acquisition proposal.

Accomplishments

Implemented new physical Data Center in New Orleans to host applications for iLumin customers.

Successfully designed and implemented iLumin product suite (integrated new products as acquired).

Attained SAS-70 accreditation for technology, operations, and service process and approach.

NetByTel

(2001)

Vice President of Product Development and Professional Services

Boca Raton, FL

NetByTel provided speech recognition call center software solutions leveraging multichannel points (retail, catalog, and direct response) for leading consumer industries such as fast food, product delivery, publishing, travel, hospitality, finance, and manufacturing. Customers included Office Depot, Walmart, Domino's, Key Bank, ABN AMRO, H&R Block, Shell, Brookstone, Time Magazine, UPS, MapQuest, Priceline, and 1800 Flowers.

Hired to bring Application Portfolio concepts, Professional Services best practices, and Human Factors/Design Thinking focus to NetByTel as preparation for future fundraising and potential acquisition or merger.

Accomplishments

• Designed NetByTel product suite/platform consolidating over 40 isolated products into segments based on technology, market, and opportunities

• Successfully implemented Application Portfolio Management (APM) and PMO to track the progress of Product Development, Client Services, internal projects, and operations efforts providing real-time reporting of performance to Board, executives, and partners.

Collaborated with other executives to develop plan fundraising instrumental to closing Series A and B funding of over $50M in preparation for future acquisition (TuVox).

Performed Reverse Due Diligence on potential buyers (and merger candidates) outlining opportunities, strengths, trends, assumptions, risks, and issues for NetByTel from the perspective of investors and acquiring entities.

Oversaw effort to upgrade Data Center, Data Warehouse, and Network Operations Center (NOC) meeting goal of optimizing technology life cycle, increasing capacity, improving network throughput, and better address security vulnerabilities.

Products were recognized with follow awards: PC Magazine’s first “Innovation in Infrastructure” Award, Frost and Sullivan’s 2001 “Market Engineering” Award, 2001 “Best of Show” award at Call Center and CRM Solutions Conference, “E-Commerce Innovation” award at 2001 Retail Systems Achievement Awards, and PC Magazine’s “Internet Business 100” award for technical ingenuity.

iBooks/iBooks.com

(2000-2001)

Director of Products and Professional Services/Interim CTO

Austin, TX

iBooks was the first online commercial provider of eBooks. Customers included Amazon, Barnes and Noble, IBM, Oracle, O’Reilly Books, and Dell. iBooks shifted business model after the first year to content delivery targeting B2B customers with a large catalog of content requiring book-like functionality for online presentation.

Hired as first technology executive to lead product development, professional services, human factors, and process improvement.

Accomplishments

• Successfully implemented product-centric Project Management Office (PMO) utilizing Application Portfolio Management (APM) to prioritize products, allocate resources, report performance, and facilitate Governance processes.

Implemented new Data Center to host iBooks content and B2B applications providing planning and oversight with facility identification, layout design/documentation, physical security review, infrastructure (hardware, network circuits, peripherals, services) procurement, and migration of applications (and associated data) from the legacy server room.

Collaborated with other executives to plan and execute M&A with eBook reader identifying goals/objectives, researching target fundamentals (financials, technical, operational), performing due diligence on potential targets, and integration of products into application/project portfolio.

Raised $27M of Series B Venture Capital investment working with Board and executives.

Products were awarded Seybold Seminar’s “Hot Pick for 2000” and 2000 “Best of Show” during Upside Showcase Conference.

Trilogy

(1998-2000)

Consulting Business Unit Manager/Consultant/IPO Advisor

Austin, TX

Trilogy provides global Fortune 500 companies enterprise-class software with custom service solutions targeted to improve consumer experiences with application design overlaying complex configuration models. Trilogy customers include Ford, Fisher Controls, Goodyear, Reynolds & Reynolds, Boeing, IBM, AT&T, Silicon Graphics, Nissan, Sun Microsystems, General Electric, Emerson, US Surgical, Tyco, and Whirlpool.

Accomplishments

• Hired as Software Architect/Engineer for critical corporate engagement, eventually transitioning into Project, Engagement, and Business Unit Management roles.

Promoted to Business Unit Manager responsible for Profit/Loss, client delivery, and overall customer satisfaction for T-Corp Business Unit (BU) which was the highest performing (profitability, customer satisfaction, growth) business unit in the first performance period.

Consulted PC Order (Trilogy spin-off) during Initial Public Offering (IPO) preparation for NASDAQ launch which achieved a $46M IPO

Military Experience

United States Army, Basic Training, Fort Dix, NJ

The United States Military Intelligence Academy, Fort Devens, MA

United States Army ROTC, Louisiana State University

United States Army Reserve, 352nd ASA

Louisiana National Guard, 528th Engineering Battalion

Knowledge, Skills, Abilities, and Tools

Knowledge and Skills

Application Portfolio Mgt.

Big Data

Business Analytics

Business Case Development

Cloud Development

Configuration Management

Cybersecurity

Data Center Consolidation

Data Center Migration

Department of Defense

Disaster Recovery/Response

Enterprise Architecture

Energy Smart Grid Deployment

Entrepreneurship

Federal Contracting

Finance

Government

Infrastructure

IT Governance

IT Modernization

Organization Transformation

Merger and Acquisition (M&A)

Performance Management

Platform as a Service (PaaS)

Portfolio Management

Program Management

Project Management

PMO

Product Development

Requirements Management

Resource Allocation

Risk Management

Roadmap Development

Schedule Management

Software Development

Software as a Service (SaaS)

Stakeholder Analysis

Strategic Planning

System Engineering

System Integration

Testing and Verification

Training and Documentation

Vendor Management

Venture Capital

Tools

Basecamp

C#

Database Development

ER Win

FreeMind (Mind Mapping)

IDS Sheer ARIS (EA)

MEGA HopeEx (EA)

MS Access

MS BI

MS Excel

MS Office

MS Project

MS Project Server / PWA

MS SharePoint

MS Teams

MS Visio

MS



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