ANITA A. ROSE, PMP, PSM, PSPO
SENIOR PROJECT AND PROGRAM MANAGEMENT PROFESSIONAL SCRUM MASTER
Senior leader with global experience and an exemplary record of providing leadership and direction in assessing and managing large-, scale, global, complex IT initiatives for Fortune 500 companies in diverse industries (government, healthcare, pharmaceutical, financial services, banking, publishing, professional services, and insurance).
Demonstrated capability partnering with executive management to design and implement both tactical and strategic business solutions that support merger and acquisition (M&A) initiatives, the centralizing or decentralizing of operations; solutions that leverage technology innovation to transform the organization, increase business capability and drive corporate maturity. Maintains strategic view of business and technologies to facilitate complex executive decision making.
Management professional with experience assessing people, process and technology to identify opportunities for improvement and action plans to implement recommended changes. Capable of providing leadership in M&A initiatives; experienced in performing skills and technology assessments, performing gap analysis, and making recommendations for IT and organizational change that include sunsetting of inferior applications, developing roadmaps for system consolidation, system implementation and upgrades, and staffing models to integrate combined organizations.
Strong technology and business acumen complimented with a background in implementing and managing PMOs, project governance, business transformation, software application development, and system integration through the implementation of ERP, digital document management and workflow automation solutions. Experienced in assessing and enhancing PMO tools and templates, identifying opportunities for continuous improvement, introducing best practices, providing project management and governance responses to RFPs, and reviewing contracts to ensure defined deliverables, timelines and associated SLAs are reasonable and achievable.
Accomplished leading teams and organizations through major implementations, data migrations, process improvement, and the integration of business and technology solutions that drive business agility, result in reduced operating costs, increased revenue, improved employee productivity and an enhanced customer experience. Skilled in building high-performance teams. Motivational leadership style that promotes innovation and collaboration, fosters commitment and shared vision.
Fortune 500 and 1000 companies: Implemented 75+ COTS/system integration solutions (CRM, GL, AP, AR, Fixed Assets, Billing, Reporting, SFA, call center, help desk, digital document/content management, and workflow automation) ensuring consistent, quality delivery on schedule, and under budget. Led ERP implementations for commercial off the shelf (COTS) packages (Oracle; Siebel, Computron, PeopleSoft, Great Plains). Managed organizational change - integration of people, process and technology.
Assessed current-state and defined future-state business processes and technology solutions. Performed extensive business process reengineering and workflow automation to streamline operations and eliminate unnecessary and redundant processes. BPR resulted in process efficiencies, increased quality, reduction in head count, operating costs, errors, and manual intervention.
Conducted technology and business process assessments to determine new technologies, improve workflows and identify opportunities for new system implementations or system upgrades.
Collaborated with senior management to align technology upgrades and improvements with overall business strategy and goals; developed technology implementation ‘roadmaps’ to implement agreed upon changes.
Assessed existing infrastructure to determine viability to support new technology solutions; worked with technology teams to identify gaps and procure hardware to ensure operational sufficiency and ensure enhanced performance.
Managed technology procurement, implementation and change management; identified and rolled-out training for newly implemented technology solutions.
Managed full SDLC; performed project management, business analysis, design, development, testing, training, defect and incident management, and managed system deployments. Responsible for risk, issue and change management.
Managed both on-shore and off-shore teams; established effective oversight and communication protocols to ensure coordination and timely delivery of project milestones and deliverables.
Acted as liaison between business stakeholders and technology teams to ensure accurate understanding of business requirements and project deliverables.
Managed COTS configurations, custom application development, system integration, security, data conversion, data migration, data analytics, financial and regulatory report development.
Solution architect; designed chart of account structure and configured system components and sub-systems to capture data necessary to satisfy financial and regulatory reporting requirements at individual company level and roll-up to corporate level for clients in financial services, banking, publishing, communication, real estate, professional services, and insurance sectors.
Managed design, configuration, implementation and integration of sub-systems (AP, AR, FA, Billing) to general ledger.
Facilitated business requirements sessions, developed functional requirements documents, performed and documented gap analysis, developed technical specification documents, test plans, test cases, managed all phases of testing (system, integration, performance, user acceptance), developed training plans, training materials, conducted training sessions, managed system deployments.
Delivered weekly project status reports and executive dashboards denoting overall project health; participated in steering committee meetings, risk management and change advisory board (CAB) meetings.
Managed validation of data conversion and data migration from legacy systems; developed strategy for parallel processing and criteria to sunset legacy systems. Defined and implemented role-based security protocols for system access.
Worked with Security teams to establish effective Identity management (IdM) protocols to manage individual identities, their authentication, authorization, roles and privileges across system and enterprise boundaries with the goal of increasing security and ensuring the confidentiality, integrity and availability of data.
UHG/Optum: Established and led Optum PMO for State of Vermont Health Insurance Exchange (HIX) – Responsible for program integrity (DDI, M&O, Data Center Transition, Security). Established project repository; worked with legal team and provided input and guidance on new contracts; interpreted executed contract to clearly identify deliverables, tracked deliverables from project execution to deliverable completion, managed project documentation, supported contract, CMS, regulatory compliance and internal audits. Adhered to HIPAA and State compliance policies, ensured all audit finding were corrected promptly and thoroughly ensuring compliance in all technology and information systems. Defined new processes and templates to ensure timeliness and quality of deliverables.
Led PMO & finance team to design & implement data extraction process across disparate time-keeping systems enabling accurate and timely capture of consulting labor hours. Process resulted in ability to accurately bill client, eliminated costly SLA penalties, improved cash flow, and managed accurate budgets for contracts valued at $137+ million+.
MultiPlan: Healthcare Mergers & Acquisitions - Managed financial project portfolio and developed IT roadmap and integration strategy for 40+ project initiatives resulting from merger and acquisition technology and process integration efforts for Multiplan, the nation’s largest, independent, national preferred provider organization (PPO)/healthcare network solutions company.
Managed all software development, organizational and system change, process improvements and integration efforts related to the accounting and finance portfolio consolidation efforts (merging 5 acquired companies to parent organization) and the custom development of Web based, SOA framework provider billing and client billing systems.
Bankers Trust: Led PMO, established governance and served as key player in the oversight and management of 100 Project Managers responsible for EURO conversion; accountable for 9 business lines within the Global Institutional Services division.
Keynote Speaker: HealthCare Transformation – Converting to Electronic Health Records (EHR) – Facilitated a seminar to educate local medical practices of the impacts, penalties, benefits and requirements of the HITECH Act and options related to healthcare transformation and the conversion to Electronic Health Records. Sponsored by ATIBA and the Great Valley Technology Alliance.
Merger/Acquisition Integration Contract & Regulatory Compliance Account & Stakeholder Management Negotiation Budget & Forecast Management Global Experience System Integration SDLC IT Application Development Vision, Strategy & Execution Needs Assessments & RFPs Process, Procedure & Standards Development Compliance & Quality Frameworks Project & Program Management Project Planning Best Practices & Continuous Improvement Quality Assurance Risk Management Strong Business & Financial Acumen Effective Communication, Negotiation, Influencing, Conflict Resolution Skills Vendor Management Client Relationships Strong Technical Program Management Experience
PMI Certified Project Management Professional (PMP) with experience organizing and directing large-scale, complex projects.
Capable Scrum Master and certified Scrum Product Owner; able to effectively manage Agile and Traditional project initiatives.
Decisive, results oriented project manager; takes accountability for project success.
Experienced developing management dashboards and identifying and capturing KPIs to communicate project performance.
Effectively manages project reporting and transparency of project status of schedule, budget, risks, and issues to stakeholders.
Capable of clear, confident and precise written and verbal communication with project stakeholders, C-level executives, partners, business, technical teams and vendors.
Able to instill trust, motivate, mentor and lead local and virtual project teams.
Ensures appropriate levels of input, involvement and feedback from staff, customer and vendor throughout the project life-cycle.
Creates strong and effective professional relationships based on mutual respect and appreciation for the contributions of others.
Experienced preparing and reviewing vendor proposals, contracts, SOWs, and SOPs.
Highly experienced in assessing and reengineering business and technology processes to achieve operational efficiencies and organizational change.
Able to effectively analyze data and make recommendations to executive management regarding difficult and complex decisions.
Manages projects following client preferred SDLC methods, methodologies and frameworks; Waterfall, Agile, Iterative, Incremental, RAD, RUP, Prototyping and hybrid. Experienced with SCRUM, Lean, Kanban, and SAFe.
Extensive experience leading all SDLC phases for ERP/COTS implementations and application software development initiatives (planning, requirements, design, development, testing/validation, deployment, maintenance).
PROJECT DOMAINS / TECHNOLOGIES
Application Development (Cold Fusion, JAVA, Microsoft.net, SOA, SQL, Web 2.0), Business Process Reengineering, Change Management, COTS System Selection & Implementation, Data Conversion, Data Migration, Organizational Change, PMO, Process Improvement, Process Integration, Reporting, Risk Management, Systems Integration (To/From Documentum, FileNet, Oracle, PeopleSoft, Proprietary Systems)
FUNCTIONAL AREAS / TECHNOLOGIES
CRM/PRM – Customer/Partner Relationship Management - Clarify, Siebel, Salesforce.com, (Call Center, Help Desk, Sales Force Automation, Case Management)
Document/Content Management - Computron/AXS-One, Documentum
ERP – Financial Systems - Computron, Microsoft Dynamics/Great Plains, Oracle, PeopleSoft, QuickBooks (Accounts Payable, Accounts Receivable, Billing, Financial Reporting, Fixed Assets, General Ledger)
Reporting – Business Objects, Crystal Reports, InfoView, Tableau
Workflow Automation - Computron/AXS-One
ALM, CA PPM, Clarity, ClearQuest, Confluence, Daptive, Deltek, Fieldglass, Microsoft Office (Excel, InfoPath, OneNote, PowerPoint, Microsoft Office 365, Publisher, Word, SharePoint, Visio), INNOTAS/Planview, OPM3, Microsoft Expression, Microsoft Project (project server and desktop), JIRA, Primavera, Privia, RTS, Service Now, SharePoint, SnagIt, Smartsheet, Timeline, Workday
PROJECT & QUALITY METHODOLOGIES
Agile, CoBIT, COSO, ITIL, ISO 9001 Perform, PMBOK, PMI, Prince2, PeopleSoft Compass, RAD, RUP, SAFe, SCRUM, Siebel eRoadmap, SEI/CMM, Six Sigma, Waterfall
ATIBA Technology Solutions, Elmhurst, PA: Founder, Principal Consultant 1999 – 2014, 2017 - Present
UHG/Optum, Basking Ridge, NJ: Sr. Director IT, PMO Lead 2014 – 2017
Cap Gemini America, New York, NY: Practice Director, Program Manager, Senior IT Consultant 1994-1999
EDUCATION, TRAINING & CERTIFICATIONS
Penn State University, AA Computer Science
SCTI - Business Management/Marketing, Retailing - Diploma
Project Management Professional (PMP) – Certified
Professional SCRUM Master (PSM) – Certified
Professional SCRUM Product Owner (PSPO) - Certified
SCRUM Fundamentals (SFC) – Certified
Siebel Business Analyst – Certified
ISO 9001 Project Manager
Prince2 Project Manager
Capability Maturity Model Integration (CMMI)
Parexel International (Pharma): PMO Improvement for international pharmaceutical organization 2018
Worked with executive project sponsor to identify and engage appropriate stakeholders to formulate project scope definition and deliverables. Conducted PMO Improvement initiative to prepare for doubling of project portfolio.
Assessed current-state processes, procedures, and PMO artifacts; streamlined portfolio planning project request and approval process; prepared presentation for executive management.
Defined PMO improvement strategy and plan, developed PMO charter, established effective, streamlined project management processes and procedures.
Developed SDLC deliverable models for Waterfall, Iterative and Agile delivery frameworks.
Revised PMO SharePoint site to better communicate PM tools to project teams. Assessed Agile processes (daily stand-ups, sprint planning, sprint estimating, sprint retrospectives, user story development, PM metrics and tools (JIRA, Confluence).
Mentored PMs, solicited and shared best practices, developed more effective processes for sharing of information related to common project successes and challenges.
UHG/Optum: Sr. Director IT, PMO Lead and Project Manager for State of Vermont Health Insurance Exchange (HIX) 2014 - 2017
Managed SDLC and DDI teams on development of system enhancements for Vermont Health Connect - the health insurance marketplace in the state of Vermont; a web site ‘portal’ that allows Vermonter’s to compare health insurance plans, select plans, and provides those who qualify with access to tax credits. Architecture included Exeter OneGate front-end, Siebel CRM back-end, Benaissance/Evo1 Billing System, SOA.
Established project governance processes and procedures; increased deliverable quality by 75% by clearly establishing deliverable acceptance criteria, templates, quality reviews, adding a technical writer to the team, acceptance review procedures, closely managing deliverable development and enforcing Project Management best practices. Worked with team to identify and mitigate risk; provided adequate supporting documentation; ensured implementation of mitigation strategies and tasks. Developed and managed integrated master schedule, including cut-over tasks.
Managed portfolio of IT projects; managed scope, schedule, resources, budget, risk, issue, change management. Participated in Change Control meetings; managed estimation, negotiated and prioritized change, ensured completion of change items and full audit trail. Performed resource management (procurement, on-boarding, off-boarding, resource plans, vendor management). Led cross-functional teams in decision-making including identification of barriers, facilitation of solutions and communication of challenges to project sponsors.
Identified metrics, dashboards and established red, amber, green (RAG) reporting for senior management to communicate project health; introduced deliverables dashboard (Excel) and worked with IT staff to develop internal, automated project dashboard. Utilized Business Objects and Tableau for business analytics and reporting. Coordinated and managed executive reporting of Call Center progress, including Change of Circumstance/Change of Information backlog, and returned mail.
Developed and managed Project Management Plan (PMP) and component plans including Change Mgmt., Configuration Mgmt., Cost Mgmt., Procurement Mgmt., Scope Mgmt., HR Mgmt., Communication Mgmt., Stakeholder Mgmt., Quality Mgmt., Risk Mgmt., Schedule Mgmt. and Scope Mgmt. Provided oversight of project documentation, formal deliverable sign-offs and maintenance of SharePoint site.
Developed detailed project schedules with detailed task lists, WBS; identified project duration, effort, completion of contract deliverables, phase gates, sequence and dependencies of tasks required to achieve project objectives. Employed detailed work break down structure based on feedback and input from project team members.
Facilitated requirements definition; managed scope, schedule, defect, risk, issue & change management, negotiated change, ensured completion of system integration, development, and testing activities (unit, system, integration, user, performance). Coordinated with release management team to ensure timely and successful system deployments that mitigated potential risks, established clear acceptance criteria for post-deployment smoke tests and identified criteria for system roll-back to ensure business continuity.
Led team in assessment of operational processes supporting new enrollment and changes to existing member enrollment information to define technical solution components, identify gaps and define manual work-arounds to ensure smooth Open Enrollment period. Worked with State to document end-to-end processes and train staff to perform manual processes. Solution included scanning and indexing paper applications and change of circumstance information, linking electronic digital documents to member cases, and inputting data into system via back-end processes. Developed validation processes to help ensure data integrity and captured metrics to gauge volume and quality of manual support processes. Where possible, future technical solutions were identified and scheduled to decrease or eliminate manual work efforts.
Managed team in assessment of end-to-end billing processes and 3-way reconciliation between billing system, case management system and Carriers/Payers. Documented current-state processes, defined validation methods, identified and remediated data issues, automated processes where possible to streamline operations, and defined future-state processes.
Worked with State to clearly identify changes required to IRS 1095 Notices and Notices of Decision to ensure regulatory compliance. Defined process to capture and validate financial and enrollment data, break Notices into workable batches, securely transmit files to external printer and mail all Notices by federally mandated completion date. Developed validation process to spot-check quality and ensure compliance.
Key leader in Change Advisory Board (CAB) and Risk/Issue meetings. Worked with team to develop estimates for change requests, negotiated changes with business and technical stakeholders, ensured accepted changes were integrated into project schedule and budget. Collaborated with stakeholders to identify and mitigate risks; provided adequate supporting documentation; ensured implementation of mitigation strategies and tasks.
Performed data analytics reviews; collaborated with operations teams to redesign business processes, identify gaps and design manual work-around processes to support SLAs and CMS regulatory requirements.
Managed DDI team responsible for development of 2015 and 2016 system enhancements for open enrollment, including IRS 1095 Notices, Notices of Decision, Fulfillment, Change of Circumstance (CoC), Pro-rated billing and refund processes, billing reconciliation, Medicaid system integration, Auto CoC, CoC Self-Service, Data Integrity, Renewals, Renewals Notices, CMS Integration, DOL Interface, SOA, ECM, and IDM. Led team that managed Amazon Web Services (AWS) Cloud computing environment.
Developed and managed status reporting, project scope, schedule, and change management, ensured resource availability, managed budget and forecasting analysis.
Collaborated with Information Security (InfoSec) team to develop Deliverable Expectation Documents (DED’s) for system security assessments, audits and CMS annual security and privacy attestation procedures to ensure contract and MARS-e regulatory compliance, testing minimum of one third of MARS-e security controls annually (274 controls total), testing privacy controls, reviewing and updating ACA system security and privacy documentation.
Worked with InfoSec team to develop standardized PMBOK procedures to manage audit and assessment projects including 3rd party systems (initiate, plan, execute, monitor, control, close) and manage scope, schedule, and risk. Established reporting and documentation protocols, formal acceptance and signoff procedures. Team drafted findings and Plan of Action Milestones (POAMs) for remediation of security related deficiencies.
Provided PMO oversight and project management for hosting data center transition, integration, deliverables, and contract compliance; ensured all contract deliverables were met. Supported Minimum Acceptable Risk for Exchanges (MARS-e) and IRS 1075 compliance and audit activities. Validated all requirements related to disaster recovery, backup, cyber security, vulnerability scans and testing completed successfully. Managed scope, schedule, change, issue and risk management; facilitated and negotiated signoff on deliverables.
TMG Health: MMIS - Led Transition of Blue Cross/Blue Shield New Mexico Medicaid plan (operations and technology platform) to Business Process Outsourcing (BPO) vendor. 2013 2014
Managed IT implementation and operations integration included supporting membership eligibility & enrollment, disenrollment, change of circumstance, billing/reconciliation, fulfillment, customer service, call center, Edifics (EDI) files 270, 271, 820, 834, 835, 837, 870 Supplemental Rosters, and coordination of FTP communications for EPHI data exchanges.
Managed SDLC, scope, schedule, risk, issues, communications, and stakeholders. Balanced competing constraints of scope, schedule, budget, quality, resources and risk to deliver specified deliverables and services. Created and maintained detailed project schedule and WBS.
Collaborated with Medicaid Services team and senior management to interpret state contract, manage contract compliance, communicate risk, collaborate on mitigation strategies, and facilitate issue resolution. Coordinated with business operations and IT teams to ensure the implemented solution met all Medicaid contract requirements and SLAs.
Collaborated with project team to develop detailed project schedule, including detailed tasks, durations, dependencies, and phase gates. Collaborated with C-level and senior executives from TMG, Blue Cross/Blue Shield and Health Care Service Corporation (HCSC) as well as business community and technical teams.
Managed Medicaid Management Information System (MMIS) SDLC, integration, implementation and facilitated delivery of policies & procedures. Ensured delivery of cohesive end-to-end Medicaid management process including provider networks, PCP auto assignment, data interfaces, Pharmacy Benefit Manager (PBM), data warehouse, financial, operational and compliance/metrics reporting. Managed early enrollment file loads and open enrollment fulfillment activities (postcards, welcome kits, ID cards).
Worked with operations team to streamline fulfillment activities to ensure welcome kits, replacement ID cards and enrollment postcards were mailed in compliance with CMS and State guidelines. Developed processes to capture key metrics used to validate compliance to SLAs; developed and provided reports to State to document compliance or non-compliance.
Worked with Pharmacy Benefit Manager (PBM) to define EDI file formats, data, processes, procedures, policies and SLAs. Re-used existing fields in EDI files an appended new data fields to end of files to support additional data requests. Managed testing of EDI file data transfers; worked with operations team to set up after hours hotline for members experiencing membership rejections while at pharmacy.
Coordinated SDLC activities across IT, Developers, Integration, Database, QA, Business, Operations, Eligibility & Enrollment, Fulfillment, EDI, Billing, Call Center, and Reporting teams; responsible for application development, SIT, UAT and integration testing, security, networking, infrastructure, release management, environment management, PMO); collaborated and negotiated scope changes, issue resolution and acceptance of project milestones. Managed preparation of enrollment system demo’s and presentations to State for Readiness Reviews/Audits.
Negotiated change, agility in addressing unexpected inputs & changes from the State, key contributor in solution design sessions, led project team to achieve compliance with State and Federal requirements and overall project success.
Project ‘general’ during Medicaid deployment roll out for open enrollment; directed all activities, conducted SWAT meetings, triaged issues, facilitated remediation efforts, managed project team 24/7 to ensure successful completion of all tasks and deliverables; initial enrollment of ~50,000+, final enrollment of ~120,000+ members.
MultiPlan: Healthcare Mergers & Acquisitions - Nation’s largest, independent, national preferred provider organization (PPO) and healthcare network solutions company. 2011 - 2013
Managed financial project portfolio of 40+ project initiatives for merger and acquisition technology & process integration efforts; performed discovery, assessed IT applications and supporting business processes, made recommendations for consolidation, streamlining and elimination of redundant systems, processes and staffing. Collaborated daily with senior management to facilitate solution development and organizational change. PM responsible for scope, schedule, risk, issue, stakeholder and change management, 3rd party vendor management, infrastructure procurement and implementation.
Assessed current-state systems, processes and organizational structures. Developed IT roadmap and integration strategy for all financial system development, enhancement and integration efforts. Served as subject matter expert (SME) to senior leadership in determining the execution and sequence of projects. Solicited business requirements, developed Business Process Models (BPMN), created requirements, gap analysis, and technical specification documents. Worked with business to prioritize requirements, negotiated change. Scope included IT, organizational, infrastructure, process and system change. Ensured adequate implementation of financial/project controls to support HIPAA/SSAE 16 audits. EDI interactions included 270, 271, 276, 277, 820, 834, 835, 837 files.
Navigated (liaison) between business and IT to provide support during all SDLC phases. Developed overall Program/Project management approach and detailed project plan, including cross-departmental task dependencies, phased deliverables, milestones. Managed stakeholders, communications, issue, risk and change management.
Managed development efforts utilizing Waterfall and Agile Methodologies; Agile included daily scrum meetings, product and sprint backlogs, review of user stories, deployments, and sprint retrospectives.
Designated Financial Team IT resource participating on all enterprise Medicare/Medicaid meetings and discussions revolving around claims processing, EOB messaging, reporting, discussions on impact to billing and financial reporting, IT impacts to exceptions workflows for specific states with unique state regulations.
Managed the development of Web 2.0 provider billing system and re-write of proprietary client billing and receivables system. Responsible for initial oversight of off-shore development and SQA teams. Managed IT development: Web 2.0, SOA, Cold Fusion, JAVA, Oracle, Business Objects, InfoView, and Crystal Reports.
Defined onboarding and off-boarding procedures that integrated with Security processes to establish timely, effective Identity management (IdM) protocols to manage individual identities, their authentication, authorization, roles and privileges across system and enterprise, ensuring elimination of system access to employees leaving the company.
Assessed staffing and roles of combined organization; made recommendations for new organizational structure and staffing