Project Manager

VIJAY BALUSU, PMP, ITIL

***** ********** ***** 703-***-****

Dulles, VA 20166 accgqw@r.postjobfree.com

INFORMATION TECHNOLOGY PROJECT/PROGRAM MANGER

JACK of ALL Technology/PMO Trades and MASTER of MOST

Shaping IT Performance in Alignment with Business Goals

Technology/Leadership Competencies

Project/Program Management IT Governance PMO Setup, Guidance & Management

Traditional & Agile SDLC Methodologies PMBOK RUP Rapid Agile SWEBOK BABOK

Organizational Change/Communications/Configuration Management Business Process Improvement

Strategic Planning Budgeting EVM Risk Assessment, Mitigation & Management

Quality Assurance & Improvement / IV&V IBM rational Tools HP Quality Center

Software Development Business Intelligence/Data Warehouse Solutions

SLA Management Performance Metrics KPIs & Standards Development

Matrix Team Management Team Development & Mentoring

Financial/Human Resources/Healthcare Systems SOX Compliance

Financial/Human Resources/Healthcare Systems

15+ Years of Experience Big 5 Experience

Oracle EBS Hyperion Public Sector Planning & Budgeting Essbase

PeopleSoft HRMS Momentum Financials

Business Objects Cognos Actuate ODI Informatica ERWin

Project/Project Server Visio SharePoint Office

Procurement / Acquisition / RF Expertise IGCE Acquisition Plans Technical Evaluations

Vendor/Contractor/Deliverables Management

Education, Certifications & Training

Master of Science in Engineering, New Jersey Institute of Technology, Newark, NJ

Bachelor of Science in Engineering, JNT University, India

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

Information Technology Infrastructure Library (ITIL), Foundation V3

Certified Scrum Master Training

Experience

Synergetic Info Systems, Inc. / Infogence, Inc., Washington, DC

04/2011 - Current

Program/Project Manager

Program/Project Management for Budget Management and Planning System (BMAPS), The Office of the

CFO (OCFO), the Government of the District of Columbia, Washington, DC

o Implemented BMAPS, a budget formulation, execution and financial planning application project utilizing

Oracle Hyperion Public Sector Planning and Budget (PSPB) COTS Business Intelligence package for OCFO,

DC Government’s Budget for Capital, Operating & Position/HR for 40,000 employees in130+ agencies

Major source systems/interfaces include Oracle EBS/PnG and PeopleSoft HRMS

Managed a team of 20 client, third party implementation vendor and contractors, client business analysts,

software/hardware engineers/developers

Worked closely with the Executive Steering Committee (ESC), the Directors of OBP & the Office of the

Chief Information Officer (OCIO), managed monthly ESC meetings, and daily stand-up/weekly meetings

Implemented SDLC based on PMI’s guidelines for the entire project and a custom Agile development

process with an iterative, continuously improved three-step process to deliver working prototype/proof-of-

concept for each of the Hyperion applications

Managed project plan/schedule, milestones on MS Project Server and the requirements/testing activities

(user acceptance, integration and performance) on HP Quality Center

Developed, validated, and delivered over 1200 detailed functional, system and reporting requirements for

budget formulation, execution and financial planning

VBalusu, Resume, Page 1

Managed the contract, vendor, change orders, enhancements, invoices, the review and approval process for

all project deliverables such as Charter, Project Plan/Schedule, Change/Configuration Management Plans,

Testing/Training/Reporting Plans, Design, Development, Conversion, & Customizations Documents,

System/Integration/User Acceptance Testing Plans/Test Cases/Scripts, Cutover)

Managed organizational and project change and communications across all OCFO business clusters

covering 130+ City agencies

Managed risks, issues and performed risk-mitigation and risk-benefit analysis

Performed extensive testing activities including system, UAT, lo ad, performance and integration

Implemented several budget formulation reports

Developed and implemented an extensive user training program (traditional class room and user

productivity kit based) for over 750 users

Implemented BMAPS SharePoint (intranet) portal site for managing project assets, maintaining and

tracking issues and risks

Set-up the hardware and software environment including the Hyperion PSPB COTS package and Oracle

database at the Office of the Chief Information Officer (OCIO) hosting facil ity

Technologies: PMI SDLC Methodology, Custom Rapid Agile Methodology, Oracle Hyperion Public

Sector Planning & Budgeting, Oracle EBS (Financial/General Ledger/Project & Grants Data), Essbase,

ODI, Business Intelligence/Reporting with Oracle Hyperion, Oracle Database, PeopleSoft HRMS

(Position Data), HP Quality Center, MS Project Server, MS SharePoint, PMI Methodology, Custom Agile

Methodology, Requirements Management, Change/Configuration/Risk Management

Program/Project Management for Fixed Assets Remediation Initiative (FARI)

o Managed the development and implementation of the fixed assets monitoring and management of all

construction and project related expense/invoice data by location, project and accounting component for

several DC agencies (e.g., Dept of General Services, DC Dept of Transportation)

The user interface was developed on .Net and the data is interfaced from DC’s legacy Financial System

(SOAR), Project Management System (PROMS) and Purchasing System (PASS -Ariba)

Implemented SDLC based on PMI’s and managed project plan/schedule milestones on MS Project Server

Developed and delivered functional and system requirements for fixed assets monitoring and management

Reports were developed with CFO$olve, a OCFO wide data warehouse on Cognos platform

Technologies: PMI SDLC Methodology, .Net, Java, Ariba Purchasing System, Business Intelligence/Data

Warehouse with Cognos, Oracle Database, MS Project, MS Visio, MS Office, MS SharePoint,

Requirements Management, Change/Configuration/Risk Management

PM O

Working closely with the Office of the CIO, and the PMO Director, provided thought leadership and

developed a strategy for project portfolio management, effective PMO setup and management, and

implementing OCFO wide uniform SDLC standards, templates and standard operation procedures

Provided PMO advisory, expert consulting, and led the development effort for OCFO-wide SDLC

standard operating procedures for risk management, change and communications management,

configuration management, and disaster recovery

Led the development effort for IT governance, a number of IT policies and p rocedures including user

access, operations, misconduct, IT security etc.

Technologies: PMI Methodology, Change/Configuration/Risk Management

L-3 Communications, Reston, VA

08/2010 – 03/2011

Project Manager

IV&V for $50+ M Billing and Accounts Receivable (BAAR), The Office of the CFO (OCFO), General

Services Administration (GSA), Washington, DC

o Implemented program-wide quality assurance standards for the BAAR project based on Momentum Financials

COTS ERP software by CGI Federal at OCFO, GSA

Worked closely with the project & organizational management teams and other stakeholders to set up the

program-wide quality assurance standards and guidelines for the financial system implementation efforts

Developed the project Quality Assurance Strategy and Plan based on CMMi quality standards and

Implemented the project quality assurance for the project

Developed a risk management strategy for BAAR QA implementation

Identified QA problems/issues; determined relevance; evaluated alternatives, and proposed corrective

actions/solutions and recommendations to the management

VBalusu, Resume, Page 2

Implemented GSA OCFO standard SDLC and managed project plan/schedule milestones on MS Project

and the requirements/testing activities (user acceptance) on IBM Rational Tools

Validated and tested billing and AR requirements

Technologies: PMI & IBM Rational Unified Process (RUP) SDLC Methodologies, CGI Momentum

Financials ERP, IBM Rational tools (RecPro, ClearCase, ClearQuest, & Manual Tester), MS Project, MS

Visio, MS Office, MS SharePoint, Change/Configuration/Risk Management

Holland Technologies, Inc., Washington, DC

12/2006 – 07/2010

Program/Project Manager

Program/Project Management for $50 + M Billing and Accounts Receivable (BAAR), The Office of the CFO

(OCFO), General Services Administration (GSA), Washington, DC

o Implemented the BAAR project to integrate with GSA’s Financial System of Record, Pegasys, which was built

on CGI Momentum Financials ERP platform

o Managed OCFO’s request for proposal (RFP), proposal evaluation a nd vendor selection process to finalize the

financial system ERP vendor

o Managed the implementation efforts with a large matrixed integrated project teams (IPTs) of over 100 GSA

functional and technical members from OCFO and GSA service departments - Public Building Service (PBS),

Federal Acquisition Service (FAS) & GSA CIO, and third party contractor staff

Working closely (managing up) with the Executive Steering Committee (ESC), the Directors of Financial

Systems & Financial Applications and GSA CIO, managed and provided support for monthly ESC, and

other meetings [weekly status meetings, bi-weekly change control board (CCB) meetings, and ad -hoc

meetings with the BAAR subject matter specialists (SMEs)]

Developed and presented a number of briefing mater ials & presentations for the ESC

Developed and maintained the Project Charter, Strategic Action Plan and the Business Case and Project

Justification for Lapsed (for Capital/Development Projects) Funds from the US Congress for OCFO

Application Development Efforts

Implemented GSA’s SDLC methodology (a combination of PMI and IBM Rational RUP) and managed

project plan/schedule and milestones on MS Project Server and the requirements/testing activities (user

acceptance, integration and performance) on IBM Rational ClearQuest/ClearCase

Validated and managed functional and technical requirements

Managed deliverables and artifacts on the project Intranet SharePoint

Provided contract administration including the project budget, invoicing, change orders and product

enhancement costs and managed the change orders, the review/IV&V process for project deliverables

(Project Plan/Schedule, Change/Configuration Management Plans, Testing/Training Plans, Design,

Development, Conversion, & Customizations Documents, System/Integration/User Acceptance Testing

Plans/Test Cases/Scripts)

Provided best practice guidance and improvement advice during OCFO SDLC and SOP reviews

Developed Reporting Strategy, dashboards, performance metrics/KPIs

Developed a training program for a large geographically dispersed user team

Managed change and communications across all CFO departments, PBS, FAS and CIO

Managed risks, issues and performed risk-mitigation and risk-benefit analysis

Supported extensive testing activities including system, UAT, load, performance and integration

Provided guidance to the infrastructure team for offsite application hosting activities

Provided audit support to Pegasys on issues relating to BAAR

Technologies: PMI & IBM Rational Unified Process (RUP) SDLC Methodologies, CGI Momentum

Financials ERP, Business Intelligence/Data Warehouse with Business Objects, SQL Server, IBM Rational

tools, MS Project, MS Visio, MS Office, MS SharePoint, PMI Methodology/Rational Unified Process,

Requirements Management, Change/ Configuration/ Risk Management

Program/Project Management for $50+ M Pegasys Momentum Financials O&M

o Provided IV&V/quality assurance of the vendor deliverables (Project Schedules, Project

Management/Configuration Management/Change/Communications Management/Risk Management Plans, etc)

for compliance, quality and technical accuracy & viability

o Provided audit support to Pegasys (GSA’s financial system of record) relating to BAAR

Program/Project Management for SOA Integration of FMS, STAR and IRIS with Pegasys

o Reviewed for compliance various project deliverables by the vendor (Project Schedules, Project

Management/Configuration Management/Change/Communications Management/Risk Management Plans, etc)

o Managed Project schedule/plan

VBalusu, Resume, Page 3

PMO

o Working closely with the Division Director, and the PMO Director, provided thought leadership and developed

a strategy for project and implemented OCFO wide uniform SDLC standards, templates and standard operation

procedures

o Provided expert consulting services and advisory to lead the effort to develop a cradle-to-grave (for SDLC and

Agile systems) IT project procurement and acquisition methodology including generating business/system

requirements, developing business cases, acquisition plans, statements of work, contractor evaluation processes

and technical evaluations

o Acquisition/Procurement/RFP/Vendor Selection Consulting

Successfully completed technology/financial management systems’ acquisitions/ procurements including

$52 M Pegasys Momentum Financials Support Contract; $50 M BAAR Solicitation and SOA Integration

of FMS, STAR and IRIS with Pegasys

Developed independent cost estimates, technical statements of work, source selection plans

Sat on technical evaluation panels (TEPs) and prepared final TEP reports

Helped in best and final evaluations

Technologies: PMI & RUP SDLC Methodologies, MS Project, MS Visio, MS Office, MS

SharePoint, Risk Management

Infogence, Inc., Dulles, VA

02/2002 – 11/2006

Principal

Project Management for Integrated GFAS Enterprise Data Warehouse, FannieMae, Herndon, VA and

Project Management for Amortization Engine (AmEngine), FannieMae, Herndon, VA

o Senior PM for FannieMae’s Restatement and Reaudit efforts mandated by the US Congress and

Sarbanes & Oxley (SOX) Act for the above two projects for the FAS91 / GFAS Workstreams

Managed the production execution for the workstream with a number of external teams to includ e UNIX,

AUTOSYS, Oracle and Restatement Operations Center, as well as other workstreams within the

Integrated Group that the GFAS team integrated: FAS91, FIN45/46, FAS115, 99 -20

Worked closely with the development and support teams to find solutions for code/data defects and test

them in lower environments prior to implementing the solutions in higher environments to include the IP

and Production environments

Prepared and presented weekly and ad -hoc reports (Amortization Dashboard, Data Status Report,

defect/change request analytics and trending charts, release management stats, lessons learned reports) to

senior/executive management

Managed and chaired the defect review board and prepared and broadcasted daily migration and defect

status reports, managed defects

Managed the 24/7-development/test/execution cycle with a development and test team of 30

Monitored defects, risks, and issues with ClearQuest and PCM/Remedy and escalated the cross -

workstream issues when necessary in a timely manner by working clos ely with management

Managed all project development releases to a number of TEST, UAT and IP (Integrated Processing)

environments

Worked closely with the development and test teams to ensure the releases were delivered on -time

Conducted release activities with all stakeholders from the business, test, development and CM teams

Initiated and managed release tickets in ClearQuest and PCM/Remedy

Ensured the business functionality agreed with defect fixes and fixes were delivered correctly in the

releases

Technologies: FannieMae’s SDLC Methodology, Oracle Database, Ab Initio, SQL Server, Business

Intelligence/Data Warehouse with Business Objects and Crystal Reports, Unix, IBM Rational tools, MS

Project Server, MS Visio, MS Office, MS SharePoint, Change/Configurat ion/Risk Management

Project Management for DC Parking Ticketing System, OCFO, the District of Columbia, Washington, DC

o Managed a team of 4 functional analysts and completed requirements and gap analysis for the District of

Columbia Parking Ticket System. The ticketing system included: Ticket and Payment Processing,

Adjudication, Help and Call Center Support, Training, Security and Risk Analysis modules

Gathered complete system requirements for issuance of tickets, processing and adjudication, collections

Conducted JAD sessions with the business teams and worked closely with the business and technical

teams to complete the requirements analysis

Worked closely with the client business and technical teams to keep the project and assigned tasks on

track

VBalusu, Resume, Page 4

Technologies: MS Project, MS Visio, MS Office, MS SharePoint, Requirements Management,

Change/Configuration/Risk Management

Program/Project Management for Imanagemyhealth.com, Infogence, Internal, Dulles, VA

o In association with healthcare professionals, launched IManageMyHealth.com, a patient/consumer managed

health information portal that is designed to include tailored health communities that would have the ability to

communicate with each other as well as the healthcare industry

Developed the business and system requirements and a working prototype

Technologies: MS Project, Healthcare Technologies, MS Visio, MS Office, MS SharePoint, .NET, Java,

Requirements Management, Change/Configuration/Risk Management

PricewaterhouseCoopers (PWC), Fairfax, VA

10/1998 – 01/2002

Principal Consultant/Senior Project Manager

Program/Project Management for HRLINK$ HR, Payroll, Benefits, Time & Labor Web Based Reporting

System/Data Warehouse, U.S. Department of Veterans Affairs, Washington, DC

o Implemented HRLINK$ HR, Payroll, Benefits, Time & Labor Web Based Reporting System at for the U.S.

Department of Veterans Affairs replacing the Department’s 30 -year old legacy system

The primary source system is PeopleSoft Federal HRMS ERP and the database is DB2

The system was deployed over VA's intranet and custom intranet portal with a target user population in

excess of 25,000 VA managers/analysts

Managed an interdisciplinary team consisting of 10 PwC staff, 6 subcontractor/vendor staff and 4 Client

functional/technical staff

Developed the scope of work, and the level -of-effort estimates for the project

Implemented PwC’s AscendantTM SDLC methodology and managed the Project Plan for on MS Project

Managed MS Access Metadata database for the project

Gathered over 600 system requirements and conducted a number of JAD sessions with stakeholders and

developed As-Is and To-Be business process flows

Implemented a complex security environment based on VA’s multi-dimensional organizational structure

Developed and presented a number of technical documents for Requirements Analysis, Presentation/ ETL

Design/Construction, Technical/Security/Data Architecture, Integration and System Testing

Managed the team through unit and integration testing and coordinated the system testing by the Client

Technologies: PeopleSoft Federal HRMS ERP7.51, IBM (S/390 9672 -R66, DB2 MVS 6.1, OS/390 2.9,

IBM VS COBOL II 4.0, DB2 Command Center), Actuate Developer's Workbench 5.0 for Canned

Reports, Brio for Ad -hoc Reports and InfoRefiner/Informatica, HTML/DHTML for Custom Web Front

End, ERWin, MS Access for Metadata Database, WinSQL 3.5, MS Project, MS Office, MS Visio

Project Management for eArmyU – the Army’s Online University Reporting System, the Department of

Defense, Washington, DC

o Implemented eArmyU – the Army’s Online University Reporting System through Phase 1 for the U.S.

Department of Defense

The primary source system is PeopleSoft Student Information System ERP and the database is Oracle 8.x

Managed project with PwC’s AscendantTM SDLC Methodology

Conducted a JAD sessions with stakeholders and developed As-Is business process flows

Technologies: Windows NT, SABA for Skills Assessment, PeopleSoft 7.6 for Student Administration,

Oracle, ASP/HTML/DHTML for Web Portal, Business Intelligence/Data Warehouse with Cognos

Impromptu and Power Play, and ERWin, MS Project, MS Office, MS Visio

Authored a white paper on Data Management for implementation at the Office of the CIO at the U.S. Department

of Housing and Urban Development (HUD) to address HUD’s Enterprise Data Management Program’s data

management and quality needs. The Plan provided a framework for OCIO to communicate the department data

quality protocols with the program management, set up the criteria to be followed b y the program management to

generate and maintain valid, unique, complete, consistent, timely, and consistent data management/quality

procedures across the organization and establishes guidelines to manage and share data with all HUD program

missions, the private industry and the general public

Cost Management Systems, Vienna, VA

1997 – 1998

Senior Programmer/Team Lead

As a Senior Programmer/Team Lead with Cost Management Systems, Vienna, Virginia, helped the Economic

Development Institute (EDI) of the World Bank, Washington, DC. in developing an enterprise-wide Executive

Information Management System (EIMS) for the EDI

VBalusu, Resume, Page 5

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