Management Project
Resume:
MARITA E EMPERADO 240-***-****
**************@*****.***
SUMMARY OF QUALIFICATIONS
SKILLS
Decisive customer- and results-driven Program Manager with track record of driving revenue and
Project
profit improvements in challenging environments. Forward-thinking leader and enterprising problem-
Management:
solver successful in re-invigorating infrastructure, processes, and marketing strategies resulting in
Microsoft Project
continuous growth and revenue and profit gains. A proven performer who moves easily from vision to
conception to implementation. Strong team builder. A motivator inspired by an opportunity to
Office automation
construct and shape a company.
tools: Microsoft
LEADERSHIP COMPETENCIES Power Point,
• Business Process Reengineering • Cost Analysis/Cost Reduction Access, Word,
• Revenue/Market Growth & Profit Improvement • Multi-Site Operations Visio, and Outlook
• Competitive Product & Service Positioning • Strategic/Tactical Planning
• Advertising Conceptualization & Programming • Market Analysis
• Major account development and management • Recruiting & Training CERTIFICATIONS
EDUCATION Project
Management
Computer Science, Bachelor of Science Institute
University of Maryland, College Park, MD Project
Management
CERTIFICATIONS Professional
(PMP)
Project Management Professional – Project Management Institute, 2009
December 2009
PROFESSIONAL EXPERIENCE TRAINING
Dakota Consulting Inc. ESI International,
Program Manager (December 2010 – present) Rapid Recovery of
US Department of Agriculture, Agriculture Security Operations Center (ASOC), Program Troubled Projects,
Management Office (PMO) December 2011
Shoulder full operational management of the ASOC PMO contract at USDA headquarters in
Washington, DC.
Lead federal project and portfolio office and operations, driving the daily operations of the Security
Operations Center. Functional responsibilities of program and project management disciplines and
standardization of processes internal to the Security Operations Center Program. Manage 9 project
managers/direct reports leading a 12-person team in contract, budget, learning, process, portfolio
and project management operations. Accountable for a 5 million dollar yearly budget, reporting to the
Associate Chief Information Officer (ACIO) and Chief Information Security Officer (CISO).
KEY RESULTS
• Process and Change Management
o Program and Portfolio Office
Increased project management coverage of ASOC portfolio by
260%--added and trained staff, designed program for
implementing thorough project management practice,
developed a division PMO.
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Designed and implemented enterprise program management
framework; rolled out mapping templates (enterprise view, end
to end); documented and implemented processes (Quote to
Order, Client on-boarding)
Increased project performance by 130%--PMO, implemented
PMBOK practices, hired or trained PMPs, deployed project
management software.
Conceptualized and implemented strategy for capturing Project
and Program metrics and funneling that information to easy-to
understand dashboards.
Established a lightweight Scrum project management process
and helped team meet sprint goals.
Provided program and project management mentoring for
adopting a Rational Unified Process based project approach
using Agile methods and Craig Larman’s System Sequence
Diagram, Domain Modeling and Operation Contracts
techniques.
Led the creation of a Program Management Office leveraging a
System of Systems program structure. Assisted with
estimating models (based on use case points), education and
application of iterative development techniques and ensuring
project delivery across multiple projects.
Introduced the following agile techniques to project teams:
Daily stand up meeting, product backlog; release planning,
retrospectives, sprint planning, sprint reviews, task breakdown
and estimation, timeboxing, and user Stories: creating,
prioritizing, sizing.
Developed a mechanism to measure skills adoption progress in
advanced technologies and iterative development.
Identified Key Performance Indicators (KPIs) and cross
coordinated security program divisional efforts across the entire
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MARITA E EMPERADO 240-***-****
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security operations center program.
Recovered all troubled projects for Implementation with budget
over $60M. Effort included an initial four month plan to
reconstruct fourteen schedules into a master schedule; fast
track deliverables and create dashboard for the project
management tool to improve client project metric reporting.
Provides PMO, PPM, and Project Management solution
strategy, consulting, best practices, and creative solutions to
meet customer needs leading to greater sales and product
adoption. Integrated outcomes of lessons learned and best
practices from all program level security projects and
operational efforts and documented changes into PPM/PMO
corporate solution.
o Technical/Security Operations
Managed organizational restructure projects for the federal
client and ensured effective transition of federal staff to new
structure.
Prepared training strategy and plan; created and managed
deployment and cut-over plans for technology (e.g.SIEM tool
– front and back-end) and business projects (e.g. new help
desk center)
Created a change management plan to identify monitoring and
analysis segments for security and event management (SIEM)
rollout (impact, timing, change vehicle and risk mitigation) and
charge back payments.
Conducted surveys and focus groups with field staff and
management to gather process improvement needs.
Prepared process improvement program scorecards in
collaboration with project managers and communicated to
business sponsor.
Sustained program and project performance by developing and
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leading business process re-engineering effort. Effort included
a six month plan to re-write program level policies and
procedures to include revision of recognition and rewards for
smooth transition and endorsement of new policies and
procedures. Policies and procedures included program change
management, program risk management, and program
communications management.
Lead and oversee the execution of a security program Initiative
to mitigate Office of Inspector General (OIG) Audit Findings;
identified and addressed root causes of three critical issues
and incorporated items into program level work plans. Project
outcome resulted in strengthened policies, and internal controls
within a six month timeframe and full closure of findings.
• Operational
Administered and coordinated project scope development, cost
o
estimating, contracting, progress reporting, and invoicing. Managed
task orders performed by multiple project managers and
subcontractors. Task orders spanned a wide range of technology
services including program and portfolio management, cyber security
compliance and governance, software and security engineering,
executive assistance management.
o Led team definition and development of service delivery strategy,
work breakdown structure and plan.
o Led development of major service delivery contract modifications
realizing >$10M additional revenue
o Manage four-fold staff ramp-up across all functional areas to meet
customer-funded acceleration.
o Leading blended PMO staff of 12 project managers, software and
security engineers, executive assistants, supply specialists, plus 3rd
party suppliers.
o Completed core redundant service delivery and support infrastructure
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six months after contract award
o Transformed 2 customer sites and counting 24 months after contract
award
o Stood-up risk-mitigating supply management team; led definition and
implementation of interfaces with adjacent AT&T and Harris Crucial
service entities, supply/service partners and customer functional
areas
o Led discovery and documentation of complex Federal Government
procurement processes for repeatability.
o Led challenging security compliance and mitigation initiative to
completion; achieved authority to operate
o Led discovery and documentation of complex Federal Government
procurement processes for repeatability.
o Develop and maintain a productive working relationship with program
sponsors, vendors and key clients and evaluates client satisfaction
levels. Maintained relationships by conducting recurring 6 month
contract pulse check client interviews and contract monthly reporting.
To date, all contract deliverables were received by the client on time
and were of exceptional quality.
o Analyze and evaluate customer requests to identify root cause
analysis vital for data integrity issues and identifying and proposing
process improvements. Performs due diligence by providing teams
with constructive feedback as it pertains to project and overall
outcome performance, and integrates areas of improvement into the
operational processes and project management processes.
o Monitor and manage of contract risks and developing and
implementing risk response action plans for the top risks. Also
capitalize on potential business opportunities.
o Implement continuous improvement for stage-gate process by
working with the Executive management on gaps and next steps to
mature process at the rate organization can perform against.
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o Evaluate assigned tasks and deliverables assigned and determine the
best qualified resource(s) for accomplishment, ensure employee
understanding, and coordinate completion.
o Implement organizational practices for staffing, EEO, diversity,
performance management, development, recognition, and retention.
Identify the roles, skills and knowledge required for the team.
o
Ensures staff has the resources and skills needed to support all work
initiatives.
o Responsible for review, distribution, and execution of all task orders to
team and determine if bidding then oversight responsibility of proposal
preparation and submission.
Med Trends Inc.
Program Manager (April 2010 – December 2010)
US Department of Labor, Office of the Assistant Secretary for Administration and Management
(OASAM), Information Technology Center (ITC)
• Responsible for providing establishing program governance and oversight for
the implementation the Homeland Security Presidential Directive 12 (HSPD-
12) which includes the establishment and management of the Program
Management Office (PMO) valued at 20 million dollars.
• Monitored deliverables and completion of all projects and tasks for 6 vendors
and 4 project managers responsible for the success of the HSPD12
program.
• Determine client requirements, develop scopes of work, and solicit qualified
contractor and/or vendor proposals.
• Negotiate and execute contractor/vendor agreements, and manage cost or
scope variations throughout duration of work.
• Responsible for Capital Planning and Investment Control (CPIC) activities
such as preparation and updating Exhibit 300s business case for quarterly
control review to Office of Management and Budget (OMB); and updating
required documents such as Federal Enterprise Architecture (FEA)
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performance metrics, quarterly control forms and baseline change requests,
acquisition strategy plans, risk management plan, and lifecycle budgets.
• Developed operational and financial proposals for long and short term
HSPD12 goals and objectives which include the outline of the HSPD12
program, estimation of the financial needs of the program, and proposed
funding initiatives to meet current program needs.
• Examined budget past budgets and researched financial developments that
affect the HSPD12 program, performed cost benefit analysis to review
financial requests, assess program tradeoffs, and alternative funding
methods.
• Identified costs for providing IT security in alignment with agency’s
investment life cycle as well as IT security costs for supporting crosscutting
or infrastructure related investments under the Federal Information Security
Management Act (FISMA).
• Employed effective risk management, change management, and
configuration management process that resulted in improvement in product
quality by allowing quality improvements early in the product lifecycle,
reductions in product cost of $120,000 in savings by allowing vendors to plan
and prepare for effective changes.
• Responsible for Capital Planning and Investment Control (CPIC) activities
such as preparation and updating Exhibit 300s business case for quarterly
control review to Office of Management and Budget (OMB); and updating
required documents such as Federal Enterprise Architecture (FEA)
performance metrics, quarterly control forms and baseline change requests,
acquisition strategy plans, risk management plan, and lifecycle budgets.
• Established and maintained appropriate work processes, controls, and
reporting functions to keep federal program manager apprised of the
HPSD12 program progress.
• Defined, plans, and provided vendor and task order management oversight
ensuring completion of various work effort and deliverables throughout the
program.
• Responsible for Capital Planning and Investment Control (CPIC) activities
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MARITA E EMPERADO 240-***-****
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such as preparation and updating Exhibit 300s business case for quarterly
control review to Office of Management and Budget (OMB); and updating
required documents such as Federal Enterprise Architecture (FEA)
performance metrics, quarterly control forms and baseline change requests,
acquisition strategy plans, risk management plan, and lifecycle budgets.
• Reviewed /approved project plans for conformance to program strategy and
program plan and schedule.
Robert Half Technologies
Technical Analyst (April 2009 – April 2009)
US Department of Defense, Bethesda Naval Medical Center, Temporary Contract
Gaver Technologies Incorporated (GTI) Federal
Project Manager (January 2004 – January 2009)
US Department of Energy, Health Safety and Security Office (HSS), Office of Information
Management (IM)
• Responsible for hands-on management and leadership of web based
accounting systems deployed across five distinct internal agencies.
• Drove organizational agility through agile values, principles, and practices for
software delivery by working with the executive, mid-senior management,
and development teams.
• Supervised team of 12 web developers on the contract.
• Instrumental in transitioning the project team into a very effective distributed
multi-team Scrum / XP software development teams between Maryland and
Washington, DC.
• Managed team relationships, coached and supported the program manager
to be the Product Owner. Identified and resolved impediments, tracked
progress, worked with System Owner to groom the product backlog,
facilitated release planning, coached teams on XP practices, delivered high
quality tested software with Agile teams.
• Developed an enterprise Iterative Software Development Methodology based
on the Unified Process and aligned with an existing, internally developed
custom development process. This work involved creating a comprehensive
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set of activities and artifacts that mapped to an existing roles inventory within
the organization. It also included providing templates and examples for
artifacts across all disciplines within the project lifecycle and mapping these
to RUP artifacts, existing corporate standards or developing new artifacts.
Facilitated a series of discussions on current and target state for the SDLC
within each discipline and mentored internal resources on the adoption and
application of the methodology.
• Consulted with clients about how to improve their build and version
management process.
• Ensured that IT investments improve IM program performance and support
the Department’s Management Agenda.
• Responsible for ensuring sound security of federal information systems and
appropriate protection of information held in those systems; including the
FISMA and NIST compliance state under the IM Program.
• Ensured sound security of federal information systems and appropriate
protection of information held in those systems.
• Performed effective risk assessments and executed mitigation strategies on
existing Plan of Action and Milestones (POAM) s on all web systems
resulting in closure of findings before next annual assessment.
• Led POAM mitigation steps for software development team by developing
short range plans to correct and implement best practices for code execution
such as cross site scripting and sql injection.
• Acted as a liaison between ISSPM, upper management and communicated
progress on security findings and progress on resolutions.
• Made recommendations from risk assessment to implement software
development best practices by integrating security requirements into the
software development lifecycle; this also includes incorporating security
requirements into design, architecture, and source code.
• Responsible for continuously implementing a process addressing risks,
vulnerabilities, and security controls, through regular reviews throughout all
stages of each system’s life cycle.
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MARITA E EMPERADO 240-***-****
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• Executed, and finalized projects according to strict deadlines and within
budget.
• Acquired resources and coordinated the efforts of twelve team members and
third-party contractors or consultants in order to deliver projects according to
project plan.
• Identified and resolved issues, risks, and conflicts within the project team.
• Planned, schedule, and tracked project timelines and milestones and
deliverables.
• Developed and delivered progress reports, proposals, requirements
documentation, and presentations.
• Proactively managed changes in project scope, identified potential risks, and
devised contingency plans.
• Built, developed, and grew various business relationships vital to the success
of the project, which resulted in additional purchases of web based systems
in three other internal agencies.
Web Developer/Administrator ROH Inc. March 2004 - January 2005
US Department of Defense, US Navy, Naval Seas Systems Command (NAVSEA)
Technical Program Analyst Catuity Inc. September 2003 – March 2004
Target Visa
• Extensively involved in loading Oracle 11 i customer related information such
as contact information, tax code, bill to, accounting code, etc in development,
testing as well as in production.
• Defined accounting rules, batch sources, transaction types, sales tax code in
modules.
• Interviewed subject matter expertise to understand the requirements and
finalize functional setups for implementation.
• Extensively involved in finding solutions to certain issues the business users
had regarding some of their business requirements.
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• Performed GAP analysis based on customer requirements.
• Worked on process decomposition and mapping.
Software Engineer Computer Sciences Corporation January 2001- September 2003
US Department of Defense, US Navy, Naval Seas Systems Command (NAVSEA)
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