Joe Halligan, PMP, CSM Click!
Director Senior Program/Project Manager System Engineering Expert
Senior Project Manager / PMP/CSM Certified Professional with extensive, diverse experience in managing large complex projects, multiple smaller projects with PPM and MS Project scheduling and Power BI reporting. Demonstrated record of success in implementing and deploying Innovation Management, Portfolio/Program/Project management, Cost-Budget-Schedule-Staffing, Business Process Engineering, Workflow Automation, Big Data using MS Power BI; SOX, Clinger Cohan Act, FDA Governance. Skilled using Enterprise Project Management (EPM), MS Project Server 2010, 2013 and 2016. Configure, administer and customize MS EPM/Project Online instances. Develop custom contents (reports & workflows) and use AGILE’S JIRA methodology.
Expertise in developing, deploying and configuring complex projects, Operation, Consolidation and Services: IaaS, SaaS, PaaS in Cloud/Azure configurations, ITIL service methodology (ITSM), Business Process Analysis, Planning and Integration. Management of cost and budgeting responsibility required in all projects. All projects required application software development utilizing SDLC methodologies. Since 2000 all projects have been controlled using MS Enterprise Project Management tools.
Enterprise Portfolio Planning
Enterprise Project Management
Earned Value Management
Cost & Budget forecasting and tracking
Business Process Management
Business Performance Collaboration
Security, Audit Management
SharePoint Server 2016
MS Project/Portfolio/EPM/ Project online
Microsoft Office Suite 2016/Office 365
Capital Planning and Investment Control (CPIC)
ACEIT- IT Parametric Cost Modeling Tool
SEER- IT Parametric Cost Modeling Tool
Team Foundation Server/Visual-Studio
Power BI (Business Intelligence/Big Data)
AGILE’S JIRA. Methodology
Nova Mind Map 5 – Mind Mapping
SMI310 Implementation Projects with SAP Solution Manager Training Certificate
Army Working Capital Fund (AWCF) Resource Manager’s Training Certificate.
ACEIT (Automated Cost Estimating Integrated Tools) Training Certificate
SEER project estimating, analysis, planning and tracking software and IT infrastructure Training Certificate
Earned Value Management Training Certificate
ITILv3 process-guidelines to match different aspects of IT service management (ITSM) training
Security+ IT infrastructure cybersecurity features configuration management training
Certifications (see last page of this document)
Project Management Professional (PMP®)
Project Management Institute, Certification number: 1549227
Microsoft® Certified Technology Specialist (MCTS), MS Project Server; Architecting, Installing, Configuring and Administering, Microsoft Corp., Certification Number: D692-6661
Certified Knowledge Engineer (CKE); Business Process Automation, Machine Learning, Artificial Intelligence, Intelligent workflows, Rule Based Systems. International Association of Knowledge Engineers, Certification Number: 94122D
Certified Scrum Master (CSM)
Scrum Alliance, Certification ID: 000701470
Public Assistance Program Delivery Manager
FEMA Emergency Management Institute
B.S., Finance / Mathematics, LaSalle University, Philadelphia, PA
DoD “Secret” 06/2020
DHS “Public Trust” 2/2022
ISC, Inc. /AECOM- Puerto Rico
Program Delivery Manager (PDMG) (June 2018 – October 2018)
Data Centers destroyed by Hurricane Maria (4339) in Puerto Rico; Assisted FEMA management formulate strategy for data center replacement; on-site or cloud implementation plans and costing were created for grant formulation. Azure cloud offerings; Software as a Service (SaaS), Platform as a Service (PaaS) and Infrastructure as a Service (IaaS) were considered and architected for each restoration.
Trac Intermodal Corp.- Princeton, NJ
IT Infrastructure Project Manager (January 2018 – June 2018) communication/applications into Trac’s communication/application networks. Built Project schedules in MS Project Online for 63 infrastructure projects. Trained Project Managers how to use Project Web Access for project control. Managed integration of an acquired company’s computing into company’s cloud.
CIBER Inc. /ISC, Inc. – Atlanta, GA
Program Delivery Manager (PDMG) (January 2017 – December 2017)
Data Center recovery as result of Hurricane IRMA (4338), inundating datacenters, State of Georgia; Assisted FEMA management formulate strategy for data center replacement; on-site or cloud implementation plans and costing were created for grant formulation. Azure cloud offerings; Software as a Service (SaaS), Platform as a Service (PaaS) and Infrastructure as a Service (IaaS) were considered and architected for each restoration.
ESPM Inc. – Marlton, NJ
PPM/EPM Sr. Program Manager (December 2015 – January 2017)
Architect installation of SQL Server 2016/Reporting Server/SharePoint 2016/Project Server 2016/Office 365 EPM/Team Foundation Server and Visual Studio.
Align spending with business strategy. Adopting structured techniques for defining, prioritizing, and communicating business imperatives, and consistently evaluating each competing initiative that contributes to strategic priorities.
Adopting a structured portfolio selection process helps organizations accomplish the following:
Define and communicate the business strategy: Publish mission statements and high-level strategic objectives. Break down strategy into actionable, measurable, and unique business drivers. Define and effectively communicate business strategy to provide a blueprint that organizational departments can understood and implement.
Drive executive consensus around business driver priorities: Objectively prioritizing the business strategy and driving executive consensus can help organization more effectively assess competing initiatives and select the optimal portfolio.
Objectively prioritize competing projects from multiple dimensions: Prioritizing projects by using a variety of value measurements.
Identify the optimal portfolio under varying budget and portfolio constraints.
Effectively communicate tradeoffs.
Maximize resource utilization
AASKI Technologies – Aberdeen, MD
Microsoft Program Manager/ SCRUM Master (July 2015 – November 2015)
Financial and Budgeting applications made up major Project Management work activities. Projects required software development utilizing SDLC methodologies; Agile and Waterfall. Project Server, Team Foundation Server, Visual Studio, Agile/SCRUM are used in management of development projects for US Army. As Program Scrum Master, I managed development of High Level Requirements and Technical Requirements for development or upgrade of software. Personally installed SQL Server 2012/Reporting Server/SharePoint 2013/Project Server 2013/Office365 EPM/Team Foundation Server followed by PM training in use, EVM and scheduling and control of projects.
SAP, America, INC. – Newtown SQ, PA
Sr. IT Infrastructure Project Manager (August 2014 – June 2015)
Newtown Square, PA
Globally responsible for geographic placement, provider selection process, build-out, upgrade, consolidation and monitoring of infrastructure and IaaS platform readiness of data centers for use in transitioning of SAP on premise customers to SAP/Azure cloud offerings.
IBM – Marlton, NJ
Director of Infrastructure Services (September 2013 to August 2014)
Manage cost, budget, schedule and staff planning, and operation of Government Data & COOP/Disaster Recovery Centers including building structural modifications., Logistics Modernization Program (LMP), U.S. Army, Ft. Monmouth, N.J. Provided MS EPM solution.
Develop & deploy infrastructure services that improve SAP software performance, efficiency, value, availability, and scalability. The role is responsible for directing operations staff for a large group of facilities for all aspects of customer service, including support, investigation and resolution of highly complex matters of significance. Establish business development guidelines and strategies in compliance with policies and procedures.
CELGENE - Summit, NJ
Senior Project Manager Advisor to PMO Director/Enterprise Project Management Consultant(May 2013 to September 2013)
Oversee project portfolios using portfolio selection and integrated master schedules. Mentor project managers, dynamic scheduling, and Resource loading with updating of project % complete. Architect, Configure, Install and Administer MS Project Server 2010. Use UMT Project Essentials, for costing and workflow development in the pharmaceutical domain.
TD BANK - Mt Holly, NJ
Technical Project Manager (January 2013 to April 2013)
Managed Packaging of a prototype Windows 7 for deployment to branch locations.
MERCK PHARMACEUTICAL - Manufacturing – Collegeville, PA
Senior Project Manager Advisor to PMO Director /Enterprise Project Management Consultant (June 2012 to December 2012)
Oversaw project portfolios using portfolio selection and integrated master schedules. Mentored project managers, dynamic scheduling, resource loading and updating of project % complete. Architected and administered MS Project Server 2010. UMT Project Essentials (UMT360) was used for costing and workflow development in the pharmaceutical manufacturing domain. Integrate Project Server with SAP.
CACI - Office of the Secretary of Defense, Chief Information Officer, Pentagon
PMO Manager/Senior Project Manager (Mar 2009 to May 2012)
Implemented and administered MS Enterprise Project Management (MS Project Server 2010) used by Project Managers, IT engineering team to support Pentagon’s infrastructure projects. Agile/SCRUM Master APP Development.
Tracked execution of Program Management Office (PMO) projects
Led Capital Planning and Investment Control Implementation design and ACEIT IT Parametric Cost Modeling Tool
Led Workflow Automation of Governance processes enforcing CPIC in project execution
Led design of processes in Innovation Management, Portfolio Management, Project Management, Application Development Management, Operations & Maintenance of infrastructure assets and Asset retirement plans (ITSM)
Reported Project Earned Value on all in-flight projects, Waterfall and Agile/SCRUM Master APP Development
U.S. AIR FORCE - Contract - Elmendorf AFB, Alaska
Program Manager (June 2008 to Feb 2009)
Central point of contact for Alaska Land Mobile Radio (ALMR) Project, Elmendorf AFB, Alaska, and Program Management Office (PMO) Support Contractor selecting project/program portfolios best aligned with mission/business strategies
Developed an Economic Viability Analysis (EA) to examine alternatives: 1) Continue communication network partnership on a cost shared basis, or 2) dismantling network into discretely owned and operated systems by each partner
Independent Validation for Cost Reasonableness (IVCR)
L-3 COMMUNICATIONS – Marlton, NJ
Cost and Budget Manager (Sept 2007 to May 2008)
Managed cost, budget, schedule and staff (WBS) planning and execution of Government Program Management Office (PMO), Logistics Modernization Program (LMP), U.S. Army, at Fort Monmouth, NJ. A $2.9B program implementing ERP (SAP) Army wide into four manufacturing commands; Provided CPIC support including OMB 300 reporting.
Developed project Plan, Schedule and Life Cycle Cost Estimate for SAP implementation and required Infrastructure.
Evaluated “Roadmaps” SAP (AM, MRP, QM, HR/HCM, PC, CRM, PM, PP, SNP/SRM, FI, CO, MM, SD, WM, MRO, ISU-EDM, ISU-CCS, PP/DS, BW/BI, WF, PS) and exported ASAP “Roadmaps” to MS Project to leverage full functionality of MS Enterprise Project Management Solution
Developed and automated Engineering Change Process to estimate level of effort and cost of software changes for infrastructure change requests
Measured cost performance of implemented business solutions and infrastructure
Recommended PMO automation thru deployment and administration of MS Enterprise Project Management Solution, - MS Project Professional 2007 - MS Project Server 2007 - MS Portfolio Server 2007 and SharePoint Server 2007
U.S. ARMY – Contract - Hawaii
Program Control Officer (May 2002 to June 2007)
Engaged by USPACOM to direct/control Pacific Land Mobile Radio Project, Ft. Shafter, Hawaii / Alaska Land Mobile Radio Project, Elmendorf AFB, Alaska. Set up and operated Program Management Office (PMO) to deploy a trunked, VOIP, LMR communication system consisting of 124 project sites and construction of communication towers, including Tripler Army Medical Center, spanning 5 years and consuming $140M. Cost and scheduled resource pool of 2 Program Managers and 40 - 60 IT and construction professionals.
Developed and maintained overall program management plan and associated project plans using Enterprise Project Management System
Computer Sciences Corporation Arlington, VA
Program Manager (Feb 2000 to Mar 2002)
Recruited to serve the Director General, Saudi Arabia National Information Center, Ministry of Interior. Reviewed and optimized business processes and oversaw software development and infrastructure deployment. “National Security Identification System” consisted of researching and implementing identification technologies; retinal scan, finger print and signature scan at country entry points. Effort was two years in duration with a budget of $50M and 250 resources.
Conducted image transmission simulation to determine load on server clusters and identify needed changes.
Designed, developed and deployed a passport/visa Identification system that produce printed “smart cards” with digitally captured photos, signature, fingerprint and retinal scan with identifying profiles
Designed, implemented, installed and administered Enterprise Project Management and Earned Value Management (EVM) used to bring project in on-time and on-budget
Developed and managed helpdesk technical support
Managed and supported staff of 250 technical engineers and Project Managers.
TRW – Arlington, VA
Program Manager (June 1998 to Feb 2000)
Engaged to assist CIO’s of Delta Airlines, Pratt and Whitney (ERP), and Dulles/Reagan National Airport Authority develop Y2K compliance system failure contingency plans.
Executed Business and Manufacturing Process mapping & Impact Analysis Modeling to determine processes that contributed most significantly to the company’s business objectives
Led TRW’s 50-member team in facilitation of a problem free Year 2000 rollover
Negotiated Service Level Agreements to maintain high service levels and increase customer satisfaction
Defined basis for improving business processes, increasing productivity and saving ~5M over 5 years
Developed IT disaster recovery plans
AT&T/PEROT - Orlando, Florida
Senior Management Consultant/Project Manager (June 1996 to May1998)
Engaged to manage integrated project teams and execute on a range of projects. Entire development life cycle was used to support and improve AT&T’s billing and fulfillment system.
Operated in a matrix organization, providing strict compliance and accountability to task activities in MS Project schedules and audited requirements using trace matrices
Implemented project management that led to reduction in cost per development cycle saving $2M by reducing quarterly solution cycle by 1,500 person days, and provided higher quality solutions which required fewer man-hours of production support saving ~$150,000 annually.
HMSA Blue Cross and Blue Shield of Hawaii
Project Manager/Business Systems Analyst (Nov 1991 to May 1996)
Hired to implement PMO. Responsible for a 250-member project team supporting the claims systems of Blue Cross, Blue Shield and the Federal MEDICARE and MEDICAID systems Maintained strict compliance and accountability to project schedules, using MS Project. Audited requirements using trace matrices.