Project Manager Management
Resume:
Rosemary S. Martin
**** ******** ***** *: 301-***-****; M:
Frederick, MD 21702
********.******@*******.***
Summary of Qualifications
. Certified Project Management Professional (PMP ) advanced project
manager with MBA and 15+ years of Program/Project Management experience
in support of the Federal Government, Department of Defense, and the
private/commercial sector, both nationally and internationally
. Background in technical project management demonstrating
strategic management and systemic approach to project and change
management in delivering multi-million dollar projects within budget
and specified timeframes across different industries while ensuring
customer satisfaction:
o PMO stand-up for manufacturing programs
o PMO consultation for government project management
o Research and Development (R&D) biotech/pharmaceutical project
management
o Medical logistics learning project management
o Software Configuration Management (SCM); telecommunications
software engineering; software technology research, selection,
and acquisition; IT and product training management
. ISO 9001 and Capability Maturity Model Integration (CMMI) Level 3
experience, current Good Manufacturing Practices (cGMP) familiarity,
system integration project management through product software
development lifecycles (SDLCs) or stage-gates; business process analysis
. Development and management of project plans, budgets, schedules,
and scope; risk management; financial analysis and reports; creation
and provision of presentations to all levels of personnel
. Solution-inspiring inquisitiveness; continuous process
improvement and problem solving skills; adaptability to changes in
direction, dynamics, and altering priorities
. Strong leadership and interpersonal skills, cross-functional
communication and project management abilities, with a proven track
record of success in organizational matrices
Professional Experience
2012-Current Manager, PMO, Manitowoc Cranes
. Developed five year Project/Program Management Office (PMO)
roadmap plan
. Executed Phase 1 of PMO stand-up within a Project Management
Maturity Level 0-1 Organization
. Trained project managers in Project Management Institute (PMI)
standards and tools to improve from pre-exercise 41% to 97% post-
exercise; introduced new concept of Earned Value Method (EVM) to
project managers to introduce metrics as Cost Performance Index (CPI)
and Schedule Performance (SPI); held Integrated Project Team (IPT)
meetings and training sessions
. Interviewed outsourced instructor to customize tool training for
ratings of 91% exceeds or far exceeds expectations and 9% meets
expectations
. Created and implemented templates, governance, resource
allocation prioritization and reporting with executive steering
committee, PMO Quad Project Health Status Report including metrics,
risks, issues, milestones, schedule, budget, and gross margin for
Process Owner and executive actions
. Consulted on project management direction for site multi-
functional departments and global project management offices
. Led and collaborated on standardization and project management
methodology framework
. Facilitated and audited 56 prioritized complex projects and
management ; improved project schedule, cost, resource, and scope
management by ~35% in the first six months; facilitated project
management metric improvements by ~10% in 2013
2010-2012 Senior Program Analyst/Manager, MorganFranklin Corporation
. Audited accounting/finance data processes for process improvement
. Performed lead role in PMO stand-up for federal agency
acquisition domain requiring significant stakeholder engagement;
developed core documents including Program Management Plan, Program
Charter, and management plans: Risk, Communications, Change, Quality
Assurance, Configuration; and Standard Operating Procedures (SOPs)
. Provided project management expertise and templates for
enterprise architecture system work streams: Program Operations,
Requirements and Releases agile methodologies, Operations and
Maintenance, Customer Care, IT, and Compliance
. Created PMO Project Plan to evolve with client timing and Project
Management Accountability System SDLC requirements; established Plan of
Action and Milestones and robust IT Work Breakdown Structure (WBS)
. Developed Risk Management Board (RMB) charter, risk register, and
reports
. Ensured delivery of on-time contract deliverables; mentored
client and team on project and program methodology and tools
. Responded to executive data management calls as Office of
Management and Budget (OMB) and congressional reports; developed
program metrics
. Received client "Excellent" Performance Rating in corporate new
contract business area
2007-2009 Technology Project Manager, Meridian Medical Technologies, Inc.
. Managed multiple simultaneous multi-million dollar R&D
biotech/pharmaceutical projects to result in metrics of 90% or above of
forecasted work completed; spearheaded projects as the Control Account
Manager (CAM) and utilized Earned Value Method (EVM) strategies to
create metrics; managed virtual cross-functional team project
performance; met all "stretch" performance objectives to exceed target
or thresholds
. Created and implemented integrated project schedules and plans
in alignment with strategic goals; managed projects and IPTs to
maintain schedule, budget, cost, and quality; worked closely with
functional support team members to adhere to contract terms and
requirements; developed Integrated Master Plans (IMPs)
. Administered program portfolio through project budget and project
plan re-assessments; identified program risks and facilitated problem
resolution; facilitated Failure Modes and Effects Analysis (FMEAs);
project managed New Drug Application (NDA) cross-functional budgets and
schedules; analyzed best practice clinical trial activities; addressed
risk management through action logs
. Traveled to subcontractor sites to provide oversight;
participated in Statement of Work (SOW) and Standard Operator Procedure
(SOP) development; reviewed subcontractor proposals
. Functioned as a key interface with the customer; presented
program updates internally and to the customer as required; prepared
project reports and presentations as well as the monthly internal
reports and presentations; ensured excellent communications within the
team, to management, subcontractors, and the customer; worked with
business development, customer, and cross-functions to manage scope
changes
. Played key role in developing the PMO; mentored personnel in
project management; created and maintained records and historical
project files through document control, e.g., SharePoint; communicated
best practices, project risks, and lessons learned
2005-2006 Senior Project Manager, C2 Technologies
. Managed multiple simultaneous government projects; developed
project schedules and project management plans; established and
monitored project milestones; identified program problems and
solutions; established and monitored milestones, technical WBS,
quality, and performance of projects totaling over $1 million for:
o Office of Personnel Management (OPM) - Training Policy
Group; Department of Homeland Security (DHS) Immigration and Customs
Enforcement's (ICE's); DHS Federal Emergency and Management Agency
(FEMA); National Fire Incident Reporting System (NFIRS) onsite staff
supervision; Fire Fatality Agency
o Federal Deposit Insurance Corporation (FDIC)
o Bureau of Alcohol, Tobacco, Firearms and Explosives (ATF)
. Contributed to proposal and SOW development, presentations,
budgets, rough order of magnitudes (ROMs), and financial terms of
contracts; acted as primary customer contact for program activities;
managed projects to result in an overall customer satisfaction of >93%;
participated in employee recruitment; and provided business process
analysis
2000-2004 Advanced Project Manager, Electronic Data Systems (EDS)
. Created and directed the learning vision, architecture, and
solutions for the multi-million dollar Department of Defense Medical
Logistics Standard Support (DMLSS) program, a leading-edge joint
medical logistics software system for the Army, Navy, and Air Force
. Led IPT meetings; presented recommendations at Engineering, Joint,
and Configuration Control Boards (ECBs, JCBs, CCBs) and Program
Management Executive Committee meetings; led IPTs and facilitated multi-
level technical engineering, financial, and military personnel cross-
boundary meetings to assess requirements as ERP
. Traveled to Development, Test, and Evaluation (DT&E) sites to
implement projects as well as research client procedures as
pharmaceutical and inventory management; partnered directly with
customers and end users to execute highly effective needs analyses to
result in a 90% or above customer rating in all stages of DT&E,
Operational Test and Evaluation, and Train-the-Trainer Programs;
collaborated with Help Desk for continuous improvement metrics
. Managed fluctuating team of 3-10 technical writers, instructional
system design specialists, trainers, e-Learning specialists and
developers, and information system analysts; maintained matrix team of
50-100 personnel; participated in proposal preparation
. Created and implemented training and documentation policies and
procedures to meet Capability Maturity Model (CMM) Level III
requirements
. Delivered an effective strategic communication-training plan to
incorporate enterprise as well as physical implementations; initiated
and managed E-Learning; represented DMLSS in Military Health Program
training policy creation and cross-program communication plans as the
aggregation of Learning Management Systems (LMS) to one to leverage
economies of scale
1985-2000 Hughes Network Systems (HNS)
1997-2000 Operations Administration Manager
. Project managed, developed, implemented technical training and
communications programs by managing a staff of ten technical training
engineers covering Help Desk support training and product training for:
Broadcast Products, Satellite Networks/Enterprise Products, Desktop
Applications, SAP, Quality/ISO 9001, Electrostatic Discharge, Ethics,
Project Management, and Internal HNS product training; led the
Educational Services group with an client satisfaction evaluation rating
of 92%
. Met with 100's of internal stakeholders to assess and document
requirements, specifications, expectations, scope, and risks as well as
create project schedules and plans; convened upper level cross-
functional meetings; facilitated project kick-offs and concurrent
engineering meetings to assess training and communication requirements;
supported process owners to execute delivery of technical and process
training ensuring corporate consistency; planned and implemented
schedules, metrics, and productivity enhancements
. Managed approximately $1 million in fiscal budgets and cost
control
. Implemented a communications strategy, in conjunction with the VP
Human Resources, CIO, CFO, and VP Engineering, for the technical and non-
technical workforce; directed departmental ISO9001 Quality and ensured
correspondence with IACET requirements; conducted training needs
analyses
. Initiated and led the implementation of increased communications
options through Computer Based, Web Based, and Live Satellite
Training/Distance Learning; initiated and project managed Technical
Training Innovations participation in HNS' Technology Day
1994-1997 Project Manager/Technical Training Engineer
. Led training teams and implemented instructional system design
and project management to develop and teach courses for mobile
cellular, fixed wireless, and personal communication services (PCS)
products in the Time Division Multiple Access (TDMA) technology;
instructed classes on architecture, operations, installation,
maintenance, and system sizing for national and international
clients; traveled to France to provide a fixed wireless introduction
to HNS' cellular switch partner
. Supervised a staff of three; led training team in CDMA
technology; traveled to California CDMA partner to conduct analyses;
project managed equipment installation for mobile cellular and
wireless local loop training equipment; taught and communicated on
multi-levels from administrative to staff technical hardware,
software, systems, and mechanical engineers, PhDs and CIO; developed
ISO 9001 standards for the training department as a member of the
Training Quality Committee from its inception; presented the
training annual report to top management
. Represented HNS and corporate marketing as the speaker on
Personal Access Communications Systems for a London, England Digital
Cordless Communications conference attended by over 100
international clients or prospective customers
1985-1994 Software Technology Engineer/Configuration Manager
. Controlled budget and technical maintenance contracts of
approximately $10 million; initiated inter-company and vendor
communications; project managed an off-site technology vendor display
fair; improved the software development environment through the research
and training of cutting edge technologies such as developing and
presenting a UNIX Domain/OS to HP-UX transition program and customizing
the desktop environment
. Headed, as the Integrated Packet Network (IPN) Software
Configuration Management (SCM) Group Leader, an approximate $45
million/year revenue product consisting of a team of 100 developers and
three SCM personnel; controlled documentation such as requirements, low
level and high level design specifications, test, release notes,
patch/change notices; developed code for documentation content
management; served as the central contact for all levels of engineering,
business, sales, management information systems, and marketing personnel
to resolve IPN project and SCM issues
Skills and Proficiencies
. Engineering: Due to M.S. Computer Science courses and extensive
hands-on experience in engineering organizations, able to easily relate
this knowledge to project management
. Hardware: PC, PDA, SUN, HP-UX 700 Series
. Operating Systems: WIN 2003/ME/XP/Vista/7, SUN Solaris, HP-UX
UNIX
. Software: Microsoft Office Tools (MS Word, PowerPoint, Excel,
Project), Adobe, SharePoint, Documentum, Lotus Notes, Outlook,
Interleaf, and Web Conferencing
Security, Professional Memberships, Awards, and Professional Publications
. NACI-VA (2011-2012); ADP Level I-Security Level of Trust-Bureau
of ATF (2006); ADP Level II-DoD (2001-2004)
. Member, Project Management Institute (PMI) (since 2004)
. Member, American Society for Training and Development (ASTD)
(1998-2007)
. Member, American Society for Quality (1999-2006)
. Award, Meridian Medical Technologies, Inc. Performance Points for
Team, Making a Difference (2008)
. C2 Technologies, Inc. Newsletter Articles; DMLSS Newsletter
Articles: DMLSS E-Learning
Education and Certification
. Certification, PMP
. MBA, Hood College; Master of Computer Science program requisites,
Hood College
. B.S., West Chester State
Seminars
The Evolving Strategic PMO; Project Management and BI /BPM Webinars; Six
Sigma; Project Scheduling; Earned Value Management Systems (EVMS); Risk
Management; Saying No to Scope Creep; Three Keys to Successful
Presentations; Performance Management; Help Make Change Everybody's
Business; Time Management; Learning Management System; Conflict Management;
Network Management/Database Overview (Oracle); TechKnowledge Seminars;
Innovative Thinking; ServiceWare
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