Management Customer Service

Bernard Graves

acsqtc@r.postjobfree.com

703-***-**** Home

Dear Hiring Manager:

The accompanying resume will provide you with details regarding my background, education, and experience.

Over Twenty Years of Information Technology in varies capacities which includes; CPIC (Capital Planning & Investment Control), Governance, EVM, Fourteen Years Project/IT Management, Product Management, Product Development, and Strategic Systems Analysis. My experience also includes Excellent Communication Both Oral/Written, Attention to Detail, Time Efficiency, and Customer Service Management. I am convinced that my background, experience, and education will make me a valued asset for the position.

I’ve been a member of two High Level External Federal Governance Charters:

The Federal CIO Council Capital Planning and Investment Control/Portfolio Management Community (CPIC/PMC), A Charter of various Agencies, which helps Improve and/or Standardize Policies, Practices, Tools to Facilitate the Management, Prioritization of IT Capital Planning, and Investment Portfolios.

A Change Management Committee (CMC), A Charter of various agencies which Provides Governance and Oversight of eCPIC Software Maintenance, Development and may Commit Government Resources, Vendor & Contract Management, Resource Allocation, Contractor Monitoring, Minimize Risk, Proof and/or Modify SOW, Assessment of Service Level Agreement (SLA), and Allocate the Utilization of Contract Personnel.

I’ve been a member of two High Level Internal Federal Governance Charters:

Business Technology Investment Council (BTIC), The Council is established to assist in implementing key provisions of the Clinger-Cohen Act (Information Technology Management Reform Act of 1996), Public Law 104-106, in particular, Section 5122 on Capital Planning and Investment Control (CPIC).

Business Technology Investment Advisory Council (BTIAC), Acts as an Advisory Council to the BTIC and is responsible for Overseeing the Agency day-to-day Federal Enterprise Architecture, Capital Planning Investment Cycle, and Federal Acquisition Regulation. BTIAC Determines whether Programs/Projects fit within the Overall Budgetary and Funding Goals for the Enterprise and makes Approval and Disapproval Recommendations on those Proposed Projects.

Thanks in advance for the opportunity to meet with you to discuss the objectives of the position, and how my abilities will help in fulfilling them. Thank you very much for your consideration.

Sincerely,

Bernard Graves

Bernard Graves

acsqtc@r.postjobfree.com

571-***-**** Cell

703-***-**** Home

SOFTWARE:

LINUX; EXCHANGE; BUSINESS OBJECTS; SQL; ORACLE; HTML; JAVA; VISUAL BASIC; C++; C#; SUN SOLARIS.

HARDWARE:

DELL SERVERS; IBM PRINT SERVERS; COMPAQ SERVERS; ARCSERVE & EXEBYTE BACKUP CHANGERS; APPLE; CISCO, DIGITAL NETWORK & ATM; CAT 5/6.

MANAGEMENT:

CPIC; EVM; PROJECT & IT MANAGEMENT; PROGRAM MANAGEMENT; IT GOVERNANCE; EA; CUSTOMER SERVICE MANAGEMENT; BUDGETING, ROI, COST & RESOURCE ALLOCATION, MS CRM (Client Relationship Management)

OBJECTIVE:

To obtain a position with a progressive organization offering further training and career advancement.

WORK EXPERIENCE:

MANAGEMENT GLOBAL – 3/2013 – Present

Business Development Director – Washington, DC

Identifies trendsetter ideas by researching industry and related events, publications, and announcements; tracking individual contributors and their accomplishments.

Locates or proposes potential business deals by contacting potential partners; discovering and exploring opportunities.

Screens potential business deals by analyzing market strategies, deal requirements, potential, and financials; evaluating options; resolving internal priorities; recommending equity investments.

Develops negotiating strategies and positions by studying integration of new venture with company strategies and operations; examining risks and potentials; estimating partners' needs and goals.

Enhances organization reputation by accepting ownership for accomplishing new and different requests; exploring opportunities to add value to job accomplishments.

Prospect for potential new clients and turn this into increased business.

Cold call within market or geographic area to ensure a robust pipeline of opportunities.

Identify potential clients, and the decision makers within the client organization.

Research and build relationships with new clients.

Set up meetings between client decision makers and company’s practice leaders/Principals.

Plan approaches and pitches to develop proposals for client’s needs, concerns, and objectives.

Handle objections by clarifying, emphasizing agreements, and working through differences for a positive conclusion.

Attend industry association events and conferences, and provide feedback and information on market and creative trends.

Identify opportunities for campaigns, services, and distribution channels that will lead to an increase in sales.

Using knowledge of the market and competitors to identify and develop the company’s unique selling propositions and differentiators.

Ensure that data is accurately entered and managed within the company’s CRM or other sales management system.

Research and develop a thorough understanding of the company’s people and capabilities.

Understand the company’s goal and purpose so that will continual to enhance the company’s performance.

Capital One 9/2012 – 03/2013

SR. Project Manager – Washington, DC

Managing various aspects of Business Projects.

Project Planning and Design, Implementing Strategic and Tactical Initiatives, and ensuring Formal Project Management Practices, which the Final Product meets based off the original Project Requirements while maintaining and developing excellent rapport with stake holders

Includes functions in support of Capital One Project Management Initiatives

Develop Detailed Plans and Schedules with Project Tracking and Oversight.

Lead one or more projects, which involve Multiple Financial, Technical, or Business Disciplines.

Uses Microsoft Project, Visio, and Risk Analyzer to assess data in Excel and presents in PowerPoint.

Model Risk Identification, Quantification, and CRM.

Validation activities relating to Model Development, Deployment and on-going Monitoring

Exhibiting Strong Knowledge of Business Processes and/or Financial Systems and the following Skills:

- Full Qualification in all Routine and Expert Level aspects of Project Management and Program Management role

- Expert Level use and application of Appropriate Standards, Principle Theories, Concepts and Techniques

- Contributing to the Completion of Milestones Associated with Specific Projects.

- Providing solutions to a variety of problems of Moderate Scope and Complexity.

Participates in the Development of Established Procedures and Compliance for Basel II compliance

Participates in the Establishment of Requirements for Managing and Reporting Regulatory Capital for Banks with Total Domestic Assets greater than $250B (or foreign exposure greater than $10B).

Implementing Methodologies to ensure that Capital One meet the Basel II Qualification Threshold

OCC Model Validation and Guidance to Expand Governance to all Models

COF SL 2012-06 Model Governance and Model Risk Management SL with MGT

Provide Assessments of Model Risk Management Activities and New Model Policy Governance Practices

Work with and Advise Model Developers and/or Model Risk Officer on making Significant Improvements for Compliance Measurement and Reporting Metrics

MANAGEMENT GLOBAL – 3/2011 – 03/2012

Sr. Project Director – Washington, DC

Develop & establish a Project Management Office (PMO) for Washington Metro Area Transit Authority (WMATA).

Develop & Implement processes for PMO to utilize while providing oversight for Project Managers as well as managing various project in Primavera.

Develop Strategic Alignment approach for WMATA PMO to utilize in managing Investment Projects over $1 Million dollars

Develop & Implement a Governance Structure for WMATA Executive Steering Committee (ESC), Investment Review Board (IRB), and PMO Office to implement when review assessments and Investment Projects

Develop & Establish Baselines and Performance Measures for use by PMO Office and Project Managers

Oversight of Requirements Gathering, Alternative Analysis, Integration of Clarity and SharePoint

Project Management support for portfolio, program and project management for the Department of Information Technology, and Develop the Office of Project Management Operations.

MS CRM, Capture, monitored and reported monthly on all IT projects, including risk identification.

Provide Project management expertise to IT Project and Technical Managers.

Assist Special Projects Control Manager in Managing IT Investments through implementation of Portfolio and Program Management Process.

Support effort to enhance IT Governance process through implementation of Project Change Control Process for the System Development Life Cycle, Product Management, and Product Development.

Review and revised templates for use by Technical and Project Managers in Developing Project Documents throughout the life cycle in Primavera.

Review for Sufficiency Project documentation submitted by project managers assigned to consultant.

FOOD AND DRUG ADMINISTRATION 1/2010 – 6/2010

Division Lead Capital Planner – Washington, DC

Division Lead Portfolio Manager for $1.2 Billion Investment Portfolio and Implementation of The U.S. President’s (Obama’s) Management Agenda, for Food and Drug Administration (FDA’s), Center Medicaid Services (CMS), and National Institute Health (NIH)

Office of the Commissioner and Chief Information Officer utilizing Primavera.

Manage Team of 4 CPIC Investment Managers and 7 CPIC SR Subject Matter Experts (SME’s)

Perform financial and business analyses, cost-benefit and ROI studies, risk management, performance measurement, and capital planning for IT investments

Ensure that best practices research, cost estimation, and analysis for transactional and transformational projects and technologies are conducted

Serve as the lead financial analyst responsible for developing methodologies for standardizing data-collection and work processes, performing analyses, and developing conclusions and recommends

Serve as a Capital Planning and Investment Control (CPIC) Leader for the FDA, Center Medicaid Services (CMS), and National Institute Health (NIH)

Provide Oversight for Project Management Professional (PMP) best practices techniques and advice in support of the Center Client's IT portfolio investments, and develop standardized procedures

Oversee the integration of the Department's CPIC and Enterprise Architecture Programs

Oversee the Business Analysis and Capital Planning duties associated with the Capital Planning and Investment Control (CPIC) process in satisfying OMB A-11 Requirements in alignment with the GAO ITIM and Responses to Budget/IT Portfolio Data Calls from OMB and GAO

Led the development of the IT capital planning process and its implementation

including communications planning and coordination with the Department of Health and

Human Services (DHHS), subordinate agencies CMS, and NIH to include other organizations Per National Institute Technology Standards (NIST)

Provides guidance to the FDA community in controlling investments from the Cost, Schedule,

Scope, and Budget Performance Perspective using Primavera.

Participates in reviews of Exhibit 300s for submission to DHHS and the Office of Management and Budget (OMB). Prepare and submit the Department's Budget's budget request to OMB

Continuing the improvement of CPIC practices to include Development of CPIC Training

DOT/FRA – DMI – 09/2009 – 12/2009

Lead Capital Planner (SME) – Washington, DC

Provide IT Capital Planning Subject Matter Expertise to the CIO & OIT Director, IT Investment Portfolio Manager, IT Capital Planning Working Group, Vendor & Contract Management

Provided subject matter expertise on Business Cases, Conducting Analyses, and maintain FRA $20M IT Investment Portfolio documentation and current policy/practices in accordance with Federal law and guidance related to IT Capital Planning, including the Clinger-Cohen Act of 1996, e-Government Act of 2002, U.S. Office of Management and Budget (OMB), Memoranda A-11 and A-130, The DOT IRM Manual, and FRA Order 1379.9 and Preparation of various reports, briefings, data calls with Worklenz

Advised IT Program Managers with regular data updates to the FRA/DOT IT Capital Planning Worklenz Tracking System; the annual preparation of FRA IT Program Review Templates for each investment

Reviewed & Assessed OMB Exhibit 53 document preparation, annual OMB Exhibit 300 preparation (averages 1-3 business cases total); OMB Passback response and Providing EVMA (Earned Value Management Analyses); AA (alternatives analyses); ROI (Return on Investment calculations); Review of reports, meeting agenda, briefing books, meeting minutes, and training material

Made recommendations throughout each TO period of performance on improvements to the agency’s IT Capital Planning Program & IT Governance for efficiency, effectiveness, and compliance with existing/new Federal Law and Guidance

Executed and Updated of IT Governance methods based on FRA Order 1370.9 and NIST.

Ensured that all work performed aligned with OMB, the Department of Transportation (DOT) and FRA mandates and procedures provided in the Clinger-Cohen Act of 1996, the eGovernment Act of 2002, the Federal Information Security Management Act, DOT’s Departmental Information Resources Management Manual (DIRMM), DOT CIO Policies, FRA Order 1370.9 on IT Management, procedures contained in the Federal Information Processing Standards (FIPS), NIST Special Publication Series 800, as well as OMB A-11, A-130, and Federal CIO Council guidance and best IT Capital Planning practices Program Management, and the Federal Enterprise Architecture

USDA/ST. NET/ALTAI_IT - 03/2009 – 07/2009

Lead Portfolio Manager – Washington, DC

Lead Portfolio Manager for $800 Million Investment Portfolio and Implementation of IT Strategic Goals, the President’s Management Agenda, and the USDA Execution Scorecard requirements with eCPIC, Vendor & Contract Management/Monitoring

Ensured the accuracy, timely completion and submission of quality OMB Exhibit 300 Business Cases of the USDA IT Portfolio Investments to IRB, ESC, CIO, CFO, and MC as well as Serving on various teams and Executive Focus Groups to support the design, development, identification, and deployment of technology improvements to implement the USDA Management Council Improvement Initiatives

Provided internal and external written/verbal reporting as required by the USDA IRB, ESC, CIO, CFO, and MC which included, but are not limited to: Office of Management and Budget Circular A-11 and A-130, Government Accountability Office, and the Office of the Inspector General Management challenges and IT findings, and OCIO weekly Under Secretary reports

Leveraged the Agency’s EA and Security Architectures to ensure that policies and standards are being followed in the CPIC process for development of IT projects and related IT procurement contracts

Ensured that Earned Value Management (EVM) policies and procedures are in compliance

CRM, Conducted monthly In Process Reviews to ensure that all IT investments are within 10 percent of costs and ensure schedule and performance targets were appropriately linked to the Agency Strategic

Served as a Charter member for USDA on the Capital Planning and Investment Control/Portfolio Management Community in developing proposed recommendations & influence on CPIC and portfolio management standards, policies and procedures for approval by the IRB, ESC, CIO, CFO, and MC to include sharing lessons learned, along with prioritizing actions associated with supporting OMB budget and Capital Planning Initiatives to include Product Management.

Provided the best used practice and approach for the Select, Control and Evaluate process for CPIC

SECURITY EXCHANGE COMMISSION/LATTITUDE - 09/2008-01/2009 Sr. Project Manager – Washington, DC

Managed Capital planning OMB Exhibit 300’s for $150 Million Investment Portfolio with Clarity

Developed business cases, Use Earned Value and gathered and analyzed investment data

Prepared and delivered draft investment data presentation materials

Presented the investment data to management using approved materials

Ensured PMO staff maintained investment project data in the Clarity portfolio tool as well as Administration of Clarity and Product Development for

Provided training and guidance to PMO program managers and other project managers regarding the CPIC procedures to plan and control IT investments

Completed and maintained the Integrated Master Schedule in MS Project Professional

Entered investment data based upon approved investment plans and status tracking information published in the monthly status reports completed by Project Managers

Provided periodic resource loading charts and tracking Gantt charts of the full schedule

Customized reports using the standard graphical user interface

Ensured that each step of the investment follows department guidelines and procedures

Made recommendations for process improvement, Identify and customize existing tools and artifacts such as forms, templates, and spreadsheets to meet the portfolio management needs of the SEC

Provided a monthly process improvement suggestion briefing

KFORCE/HEWLETT PACKARD - 09/2007-10/2008

Sr. Project Manager – Atlanta, GA

Project Management, IT Management of Implementation, and Integration projects

Developed Resolve for Conflicts and Disagreements, Leverage resources to maximize allocation of Personnel to maintain an effective timeline for implementation, integration, and system lifecycle development with best used Human Resource Management Practices and (CRM) Client Relationship Management

U.S. SMALL BUSINESS ADMINISTRATION - 12/2006 – 09/2007

Information Technology Specialist – Washington, DC

Participated in OCIO's IT strategic goals, U.S. President's Management Agenda, the Agency's and OMB’s Execution Scorecard requirements, Budget Submission, and the Clinger-Cohen Act (CCA)

Provided internal/external written reports as required by the CIO and Deputy CIO, or their designee

Managed CRM, and Served as Senior IT Specialist and reports to the Director of Productivity Enhancement Staff (PES)

Managed the accuracy, timely completion, and submission of OMB Exhibit 300 and 53, Business Cases, SBA’s IT Investments Portfolio of $98 million CIO, DIO, and OMB with eCPIC

Managed Earned Value Management (EVM) policies and procedures to ensure they were accurate

Developed Reports & Presented Oral Assessments, to Office of Management and Budget Circular A-11 and A-130, Government Accountability Office, Office of the Inspector General Management Challenges and IT findings and OCIO weekly status reports for the Administrator

Developed and Implemented IT performance measures (Ref. SBA SOP 90 51.4 Chapter 1.3.i.) Identify, recruit, and train OCIO employees and PMO Offices with skills necessary to effectively manage and implement the IT projects in accordance with the SBA IT Investment Governance processes and incorporating the utilization of COTS & GOTS in accordance to NIST Standards.

Participated in the development and effective execution of OCIO budget to ensure that resources are maximized and effectively leveraged to support SBA strategic goals

Ensured that IT projects are within 10 percent of costs, schedules, and performance goals and assist with the development and implementation of the Agency Strategic Plan, IT Strategic Plan, Enterprise Architecture Strategic Plan, and Capability Maturity Model Integration (CMMI) maintaining alignment with FISMA

MILITARY:

U.S. Army - Veteran

EDUCATION:

Carnegie Mellon University – Chief Information Officer - Currently Enrolled

Federal Concierge – Capital Planning Investment Control - 2010

Villanova University – Master Project Management - 2009

DeKalb College – Computer Science - 1994

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