Manager Project
Resume:
JOSEPH J. TERRANOVA
**********@*********.***
EXPERTISE
. Managed programs/projects with nested sub-projects - worked in
government and as a contractor/supplier - developed SOWs/RFP's/ITB's
for contract efforts (25+ years)
. Conducted Business Process Reengineering sessions and developed end-
user requirements and designs/models - Expertise in Unified Modeling
Language (15+ years)
. Planned, budgeted, and monitored SDLC projects applying Portfolio and
Service Level Management, Earned Value reporting and Critical Path
methods (15+ years)
. Applied various agile development methodologies - expert in MS
Project, Excel, PowerPoint, Word, Visio and other tools - IBM's
Rational tools and DOORS.
. Managed IT operations, support, and infrastructure - enterprise
architecture (10+ years)
. Developed project governance procedures - healthcare, insurance, and
banking (10+ years)
. Managed various teams of people - management, technical, and
functional staff within government and industry (25+ years)
PROFESSIONAL CERTIFACTIONS AND AWARDS
. Certified ITIL Foundation - February 2014
. Certified Six Sigma Green Belt - May 2012
. Certified Project Management Professional (PMP) - 2007
. Program Management Level III Certification - Defense Acquisition
University - 1994
. Authored Distinguished Papers - Air War College - 1993
PROFESSIONAL EXPERIENCE
Up and Running, Inc.
October 2012 to April 2014
Performed project management and business development for a small IT
company specializing in open source and systems solutions. Provided key
support for the company's ISO 20000-1 and 27001 certifications. Developed
proposals for new business opportunities and supported daily IT operations
and management of customers' service level agreements. Developed
requirements/plan for a web-accessed project communication, coordination,
and management product. Developed agile-development schedules for customers
(applied earned value tracking). Provided project management of the
Product Lifecycle Management System (PLMS) for the migration of user
functions and data. Supported the PLMS Program Management Office at
Maxwell-Gunter AFB by developing schedules, plans, documentation and
monitoring progress. Conducted weekly status meetings and provided earned
value assessments of cost and schedule variances.
. Developed detail PLMS project plan and MS Project schedule to migrate
Teamcenter 7.0/Oracle 10g to Teamcenter 9.1/Oracle 11g (from Solaris
to x86 environment)
. Revised and updated the PLMS project's requirements traceability
matrix and test plan/scripts documentation
. Revised and upgraded functional workflows/web user diagrams using MS
Visio
. Developed user access (role-based) and security implementation
documentation
Result: System installed in customer's integration laboratory (funding was
unavailable for further tasks to do field testing, add new capabilities,
and train users from various locations) - I left when several contracts
ended and funding was eliminated for my position
Booz Allen Hamilton
June 2012 to October 2012
As a Project Manager, supported the Air Force Directory Services (AFDS)
Program Management Office at Maxwell-Gunter AFB. Developed process
improvement tools to monitor over 50 high-end servers. Managed a master
schedule of about 30 ongoing projects. Developed documentation for
reporting business process improvements of AFDS
. Participated in Configuration Change Boards and Requirements Review
Boards
. Supported the development of proposals for new contracts
Result: Customer very satisfied with Booz Allen's performance - I left to
take a project management position better suited to my interests in
software development
City of Montgomery, Information Technology Department May
2007 to June 2012
As Assistant IT Director planned, organized, controlled, monitored, and
improved IT services and support to over 950 users. Managed a staff of 24
people dived into three core teams. Defined requirements and prepared
contract documentation for the finance, payroll, and revenue systems.
. Developed SOW/contract to overhaul the City's financial system to
include time reporting, payroll, disability claims, work orders,
budgeting, expense accounting (AR/AP), asset management, and vehicle
management functions (Contract went to SunGard which maintained the
City's legacy system.). The new ERP was required to have an SOA,
automated workflows and Web-access for city employees (time reporting,
etc.). The new system would be developed in phases and agile
developed and delivered components.
. Managed the software deliverables of the contract, the in-house
development of automated workflows, integration and user acceptance
testing, and the training documentation and sessions involving over
500 users.
Result: The time reporting, payroll, and expense accounting capabilities
were delivered before my departure from city employment (I left this
position due to city reorganization and drawdown of personnel)
Financial and Insurance Project Management
March 2001 to April 2007
Colonial Bank. Led technical support team for developing, implementing,
and supporting the processes for managing and integrating IT
software/systems development.
As part of a PMO performed project governance on 350 open projects.
Developed the criteria and measurements to assess the statuses and metrics
of ongoing projects (Score Card) and audited project deliverables.
. Developed an in-house project management tool using Excel/advanced
functions and in conjunction with the Remedy product (the tool was
widely used and received many compliments)
. Audited over 30 software development projects for compliance to
PMI/CMMI-3 standards and the bank's governance methodology.
Result: Achieved goals set by the Comptroller of the Currency for the bank
(I left this position due to drawdown in personnel and eventual closure of
the bank)
Retirement Systems of Alabama (RSA), Managed the project team developing
requirements and documentation for the RSA's financial, retirement, and
insurance systems.
Directed the training of over 250 end-users, and procured various software
systems, computers, and telephony systems. Developed user requirements
using the technology standards (IBM Rationale tool suite and unified
processes) for use case realizations and transitions into design.
. Planned and managed the upgrade of the employees/teachers retirement
accounting and insurance systems - web portals and backend
functionality and support (SOA and centralized business rules using MS
BizTalk)
. Developed a requirements traceability matrix which was used to build
test scripts and training scenarios and documentation - validated COTs
and third party code through stringent integration, regression, user-
acceptance, and post deployment testing
. Developed workflow requirements for the routing of incoming forms and
correspondence
Result: First phase was successfully implemented before my departure (I
left when my non-tenured position was eliminated after state budget cuts)
Commercial Project Management October
2000 to March 2001
PSINet Inc. Developed a monitoring and reporting specification for hosting
customer web sites and database systems (.com companies).
Planned and monitored the operational support objectives to meet corporate
business development goals. Evolved the monitoring and reporting
requirements into a comprehensive set of processes for inclusion into
customer service guarantees/service level agreements.
. Led a team developing SLA's and coordinating with customers on
reporting requirements (worked with customer relations/marketing
account managers)
. Developed specifications to gather customer feedback and ensure
customer satisfaction
Result: SLA's used to maintain customer base and gain new customers (I
left when the .com market fell and PSINet went out of business)
Local and State Government Project Management August 1999
to October 2000
Computer Sciences Corporation (CSC). Successfully led several Y2K testing
and certification efforts and support tasks.
Used metrics/quality measurement methodologies to track program statuses
and accomplish goals/objectives. Documented system requirements and
provided a complete system design. Identified the gap between legacy
systems and the new design. This effort included mapping use-cases models
and activity templates to the design objects (OOA) and operational
applications.
. Certified in CSC's Catalyst methodology to include spiral/agile
development
. Worked several pre and post Y2k projects to update databases (MS SQL,
Oracle) and plan for future upgrades (post Cobol to 4G environments)
Result: Satisfied state and local government customers' expectations with
high quality and warranted products - (I left this position when CSC closed
its Montgomery Office)
Federal Government Project Management November 1996
to August 1999
Systems Research and Application (SRA) International Corporation. Led
multiple contract efforts that supplied services and deliverables.
Assessed Y2K readiness and compliance of Health and Human Services'
national Managed Care Organizations (MCOs) and associated contractors.
Prepared a project plan, test plans with detailed test cases and
descriptions, a Y2K Contingency/Recovery Plan, and a Payroll System
Specification Document.
SRA International Corporation. Led the efforts on several military support
contracts.
Improved business processes (more than 2-to-1 return on investment) using
reengineering/business modeling methodologies for the Defense Financial
Accounting Services. Developed a comprehensive Program Plan, describing a
"Level 2/3" CMMI approach, which the Government's CIO and Management
Oversight Board accepted on first submission.
US AIR FORCE OFFICER ASSIGNMENTS March 1976 to November
1996
Avionics Program Element Manager, Pentagon, Arlington, Virginia.
Planned and budgeted major improvements and modifications for F-15, F-16,
and the F-22 aircraft. Prepared mission technology plans for aging
aircraft, budgeted for common, modular avionics, and represented U.S. Air
Force on NATO Standardization and Aircraft Architecture Working Groups.
Formulated acquisition policy on open systems and supported Department of
Defense's Joint Technical Architecture Task Force to define the acquisition
methodology for information systems.
Director, Theater Missile Defense, Strategic Defense Initiative, Los
Angeles AFB.
Planned and budgeted for 10 programs with an annual budget in access of
$100 million. Performed mission/task analysis and Integrated Computer Aided
Definition modeling to demonstrate weapon systems effectiveness and
benefits to the war-fighter. Published integrated plans that specified
continuous process improvements and identified required technologies that
would satisfy user requirements for a period of 20 years.
Director, Program Control, Deputy for Acquisition, Maxwell-Gunter AFB,
Alabama.
Managed the schedules, budgets/costs, life-cycle support, and customer
expectations of 12 standard base-level communications-computer systems.
These systems included the Defense Personnel, Finance/Payroll, Medical, and
Logistics Programs. Applied cost/schedule control criteria, earned value
assessments, monitoring and control, and configuration management
processes. Procured leading-edge software development tools to assist
project managers in structuring projects to the Department of Defense's
standards and methodology.
Program Manager, Cargo Movement Operations System, Maxwell-Gunter AFB,
Alabama.
Implemented a client-server, relational database system solution to include
external interfaces with multiple levels of logistics systems. Used
computer-aided systems engineering tools to develop the rapid prototype of
the system concept. These tools also provided a timely means to visualize
impacts of design changes. Supervised a project office team of 40 people.
Managed a firm fixed price contract effort that was successfully executed
within its $7 million price. Conducted design/test reviews. Release of the
system was on time. Trained 500+ end-users. Managed a customer service
center and a team that installed LANs/WANs at 240 worldwide sites.
F-16C/D Software Manager, F-16 Program Office, Wright-Patterson AFB, Ohio.
Implemented upgrades to avionics computers, completed fleet retrofits, and
managed worldwide field support-far exceeding previous aircraft mission
availability and effectiveness rates (greater than 90%). Established
software development process that used earned-value criteria and quality
standards to measure accurate statuses and accomplishments. Managed the
procurement of hardware and software components associated with prime and
sub contracts. Recognized by the Department of Defense for Outstanding
Achievement Award for the software development process and it was used as a
case study at the Defense Acquisition University.
Program Analyst, 4950th Test Wing, Wright-Patterson AFB, Ohio.
Developed annual budgets, briefings to dignitaries, and the test and
evaluation master plan. Devised methods to estimate costs of materials and
aircraft use for test projects.
Program Analyst, HQ Air Force Reserve Officers' Training Corps, Maxwell
AFB, Alabama.
Evaluated, planned, and implementation a revised AFROTC senior cadet
selection program. Used advanced statistical analysis in the evaluation.
Program Analyst, Air Force Armaments Laboratory, Eglin AFB, Florida
Evaluated and managed a central repository database of aircraft weapons'
electronic criteria. Conducted simulation testing of aircraft/weapon
compatibility using software programs.
CLEARANCE
Active Secret, dated June 2012
EDUCATION
Central Michigan University
MA Industrial Management, 1985
University of Massachusetts
BS Mathematics, 1975
PROFESSIONAL MEMBERSHIP
Served on Board of Directors of the Project Management Institute,
Montgomery, AL 2010-2011
Active Member of Project Management Institute, Montgomery, AL 2007 -
Present
REFERENCES
Name: Josh Bush, CEO & Owner
Organization: Up and Running, Inc.
Phone: 334-***-****
E-mail: ********@***-***.***
Name: Stephanie Taunton, Operations/Program
Manager
Organization: Up and Running, Inc.
Phone: 334-***-****
E-mail: ********@***-***.***
Name: Dan Randolph, Senior Project
Manager
Organization: Booz Allen Hamilton
Phone: 334-***-****
E-mail: *************@*****.***
Name: Jeff Downes, Deputy Mayor City of
Montgomery
Organization: Current: City Manager Vestavia Hills,
Alabama
Phone: 205-***-****
E-mail: www.linkedin.com/pub/jeff-downes/47/81a/b61
Name: Ronnie Rolph, PMO Manager Colonial Bank
Organization: Current: Program Manager at Maxwell-Gunter
AFB
Phone: 334-***-****
E-mail: ***********@*****.***
Name: Mary Lee Carter, Project Manager /PMP
Training
Organization: Auburn University Montgomery/Past
President of PMI Chapter
Phone: 256-***-****
E-mail: ***@********.***
Name: Mike Baker, Director ITS
Organization: Retirement Systems of Alabama
Phone: 334-***-****
E-mail: ******@***.*****.**.**
Name: William Krebs, Colonel (Retired)
Organization: President, DSD Labs, Inc.
Phone: 703-***-****
E-mail: ******@*******.***
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