Project Manager Management

JENNIFER M. FOUST

**** ***** **** *****, ************, VA 23832

Work: 443-***-**** • Mobile: 240-***-**** • Email: *****.***@*****.***

TECHNICAL PROJECT MANAGER

An ambitious and optimistic IT professional with over 20 years of experience with proven abilities in planning and managing projects, improving efficiency of operations, and effectively managing teams. 15 years specifically in the project management of software development of mid to large sized client-server and web systems. Quickly grasps complex concepts, analyzes, and interprets ideas into a logical strategy. Able to identify areas of strength and weakness and implement organizational processes and procedures, standards, changes in operations, and systems that optimize productivity and the bottom line.

AREAS OF EXPERTISE

Supervising Project Management staff Project Management of complex projects Software Development Lifecycle Expert Requirements Management

Agile (Scrum) Development methodology Planning and prioritization skills Excellent written and verbal communications Excellent negotiation and consensus building skills

PROFESSIONAL EXPERIENCE

General Electric, Glen Allen, VA 2014 – present

Technical Project Manager – Red Team (Corp IT Risk)

Accountable for the completion and success of all engagements

Partner with the many GE businesses to plan out their engagements with our team

Coordinate/Scope Out/Kick Off/Wrap Up all Red Team engagements

Solicit and capture Voice of the Customer data and communicate results to the team

Calculate cost of engagements and gain business approval of the cost

Liquidate engagements after they are completed

Manage/Maintain internal team processes and tools always with efficiency and simplicity in mind

Ensure the entire team is compliant with documented internal processes

Manage entire Red Team Schedule/Workload and Resources through open and continuous communications with the Technical Engagement Leads on our team

Communicate Schedule/Resourcing to entire team on a weekly basis through email and team calls

Manage team purchases using PO process

Manage team software license renewals

Communicate team progress to upper management through regular schedule meetings and reports

NIC, Annapolis, Maryland 2013 – 2014

Senior Project Manager (eGovernment solutions for State of Maryland)

Most senior Project Manager and next in line to fill the Director of Project Management position

Manage multiple web/mobile development efforts using

the Agile development method for various State of Maryland Agencies

"Product Owner" of the applications managed

Interact directly with the state agencies, gather and document requirements, manage the Scrum backlog, create User Stories, create/maintain WBS, Cost Estimate, Schedule, Test Strategy & Plan and Test Cases and perform functional testing (quality control)

Facilitate daily Scrum meetings with development teams Meet weekly with state agencies

Facilitate Sprint planning sessions at the end of each Sprint

Meet regularly with internal management to provide project status

Involved in Marketing of applications and Awards submissions

Create and maintain internal company Project Management and Software Development Processes, Procedures and documentation templates

Train and mentor junior project management staff

SAIC, Lexington Park, Maryland 2011 – 2013

Project Manager (Government Contractor)

Worked within the ICIS Division 4.5.10 Quality Management Team providing the following support:

Directly supported the Chief Engineer who was the Quality Management Representative (QMR)

Independently developed/maintained ISO 9001:2008 compliant processes/procedures within the division Quality Management System (QMS); processes/procedures specifically in the areas of Systems Acquisition, Systems Engineering and Project Management

Developed/maintained the Internal/External Audit and Review Schedule

Created/facilitated all ISO, Systems Acquisition, Systems Engineering, and Project Management training within the division

Managed a staff of three project support personnel – Metrics Coordinator/Excel SME, Technical Writer/TRIM Administrator, Graphics & Communications Specialist

Mentored division Project Managers/Project Analysts

Ensured compliance with the QMS for the entire ICIS Division through internal audits and project/contract reviews

Assisted project teams with project documentation (reports, studies, presentations, etc.) as necessary, reviewed logical and physical system designs, collected information to analyze and evaluate, participated in project meetings

Assisted with tasking required by the Deputy Program Manager while the position was being filled – assisted with Data Calls, performed technical research, assisted with the creation of documentation for monthly progress reporting, completed contract deliverables such as the monthly progress report

BOOZ ALLEN HAMILTON, Lexington Park, Maryland 2009 – 2011

Associate/Project Manager (Government Contractor)

Filled various roles for various government agencies:

Master Scheduler and Project Analyst for branch 4.5.9.2 within the Identification Systems (IDS) Division 4.5.9 in support of the TPX-42 system and provided the following support:

oSupervised/mentored junior schedulers whose primary focus was updating the schedules with actuals from resources, materials and hardware

oManaged 8 different Integrated Master Schedules (IMS), the most complex one having 650 lines. The schedules were in Microsoft Project 2007

oContinuously improving our scheduling processes to be more efficient and less costly for our clients

QA auditor for a CMMI Level 3 audit of the NAVAIR CDMS development project

Business Requirements Manager for Marine Corp CAMS NG development project

Master Scheduler for the NAVAIR Narrow Band Base Band (NB3) development project

Consultant for Air Traffic Control to assist clients with maintaining their CMMI Level 3 certification

LIBERTY MUTUAL INSURANCE CO., Portsmouth/Dover, NH 1994 – 2009

Quality Assurance Analyst/IT Project Manager, Corporate IT PMO (2003 – 2009)

Providing training and mentoring in Software Development Lifecycle (SDLC) to Project Managers and development teams as a whole

Facilitating monthly PMO Forums for information sharing and gaining buy-in for process improvements from stakeholders

Facilitating Lessons Learned sessions with all development project teams to document Action Plans for future improvements

Organizing and facilitating meetings with the Directors and Market CIO to review and approve new projects

Business owner of internal applications and tools providing business requirements for enhancements, testing of enhancements, and training entire department with each implementation

Creating metrics reports and analyzing the data to suggest process improvements; managing, creating, and implementing process improvements

Creating all process documentation and training the entire department; providing department wide communications about tool and process changes

Facilitating Kaizen and Process Action Team process improvement sessions

The following projects were implemented while in this role and provided a great deal of value to the organization:

Corporate IT SharePoint environment for Configuration Management and team collaboration provided a single, standardized repository for all project artifacts and project communications reducing the amount of time spent trying to find documentation for information sharing and for audits

Records Retention process ensured Corporate IT compliance to corporate records retention policy which was an enterprise IT objective to be met by all IT departments

Defect tracking process provided 100% reporting and tracking of defects found during User Acceptance Testing where there was previously no such reporting

eRoom Status Reporting database supplied key executives with application portfolio status reporting saving the executives time spent in determining status of their entire portfolio by previously viewing multiple status reports in multiple formats

Project Management Office website allowing quick access to Project Management related information saving time previously spent hunting for the information throughout the intranet

End-to-end Project Process focused on minimizing the amount of touch points for Project Managers and clearly documented all of the steps Project Managers must take throughout the Software Development Life Cycle (SDLC) eliminating non-value added time on the part of Project Managers and freeing them up to do more value added work

Standardized the Production Change Management process for the entire department which was necessary for Sarbanes Oxley compliance which was an enterprise IT objective to be met by all IT departments

TECHNICAL SKILLS

Advanced Microsoft Project skills, TFS for Configuration Management, MS Office Suite, Visio for flow charting, Microsoft Access, SharePoint, eRoom, Documentum

EDUCATION

CAPITOL COLLEGE

MBA, 4.0 GPA 2012

THOMAS COLLEGE

Bachelor of Science in Management Information Systems, Summa Cum Laude 1994

CERTIFICATIONS

ISO 9001:2008 Certified Lead Auditor

Project Management Professional (PMP)

Microsoft Certified Technical Specialist (MCTS) in Microsoft Project Standard 2007 Certification

Lean Six Sigma Green Belt Certification

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