Kelly Maric (PMP/MBA/MSM)

404-***-**** – acwu5d@r.postjobfree.com

Experienced Program/Project management professional. Highly effective change agent, with a 20 year track record of successfully executing a wide variety of strategic and tactical full life cycle projects at the enterprise level using agile and waterfall methodologies.

An excellent communicator and collaborator who creates strong partnerships and engagement with diverse stakeholder groups. Highly effective at securing win-win outcomes. A team builder who has led the development of an organizations overall project management and PMO capabilities. Experienced in identifying and establishing project resource requirements to accomplish given projects. Responsible for the development and distribution of communications plans/tactics, status reports and the development of project dashboards to update stakeholders on progress. I’ve tracked project milestones, timelines and project spend/budget and performed analysis of project critical path, performed project risk analysis and develop RACI analysis for projects. Knowledge of Microsoft applications including MS Project, Word, Excel, Access, PowerPoint, SharePoint and Outlook.

CareCentrix – Project Manager (Contract) January 2016 - Current

Brief: Implemented and managed projects from project inception to completion

Responsible for ensuring compliance and regulatory mandates were followed for healthcare projects.

Oversaw the full lifecycle implementation of 9 large work-streams (Client Services, Client Service Center, Utilization Management, Correspondence Provider Operations) for the Blue Cross Blue Shield of North Carolina Implementation – project size = 2.2M. In total there were 33 Sr. Managers assigned to this project as SME’s.

Managed Cigna Quarter Utilization Management Data Reporting project.

Project Managed the Network Access Model (NAM) project (1M+) from the Analysis Phase (the project is currently underway) through Construction and Implementation.

Responsible for the approval of BRD’s, FSD’s, CR’s and conducting phase gate reviews from project inception to completion.

Developed communications plans ensuring business departments were informed about how they would be impacted with projects.

Communicated program/project status to Executive Leadership and actively engaged business stakeholders through the project lifecycle ensuring projects were tracking to deliverables.

Defined and created project plans with various Phase Gates and key milestones for prioritization and implementation.

Managed all phases of the project lifecycle from Initiation/Chartering to Evaluation/Close Out.

Created and managed project Risk/Issue logs and resolved/mitigated risks as they arose.

Ensured project metrics were created and captured and all projects were measured to success.

Rigorously managed Programs/Projects to achieve agreed upon time. Cost and quality parameters.

For the PMO – Audited projects ensuring all needed artifacts were completed completely and correctly for all projects/phases.

Florida Hospital – RCFO Program Manager January 2015-December 2015

Brief: Implemented and managed revenue Cycle Operations projects from project inception to completion.

Responsible for ensuring compliance and regulatory mandates were followed for Florida Hospital projects.

SPOC for projects solved complex problems and developed innovative solutions. Performed complex conceptual analysis.

Managed Programs/Projects (and Project Teams) from initiation to close out simultaneously for the FHIC, PreAccess and Patient Financial Services teams. Lead the development of program/project scope statements, in consultation with applicable stakeholders (e.g., program/project charter, Statement of Work, Business Vision Documents). Worked with Project Sponsors and key project resources to identify the skills, duration and effort required for successful project execution.

Integrated CRM and billing systems to ensure FH patients were billed correctly for their activities at Florida Hospital.

Implemented coding improvement systems and for the Florida Hospital PreAccess Division.

Interface with Executive Project Sponsors and Project Teams ranging from 5 to 30 participants. Mentored junior PM’s.

Forecasted project resource requirements. Gathered and reported business requirements/statistics/status for project reporting.

Collected, analyzed, maintained and tracked financial forecast information.

Established quality objectives, criteria, standards and metrics. key performance indicators, scope definition.

Worked with IT groups and users to ensure project scope objectives were met.

Developed, communicated and implemented program/project risk/issue management plans and strategies (e.g., mitigation, avoidance, transfer, and acceptance).

Managed the office relocation/project for FHIC Operations Group (move from Altamonte to Maitland).

Optum Health – Orlando Florida- Professional Services IT/Operations Program Manager Jan. 2014 – Jan. 2015

Brief: Implemented call center programs for fortune 100 health care companies from an IT, Telecom, WFM, Quality and Operations standpoint.

Manage cross-functional teams (BA, QA, Development, Reporting and Operational resources) responsible for delivering defined project outputs on time, within budget, and with quality results. Defined current and future state of projects/processes.

Create a Project Charter, Project Schedule (WBS), outline project scope, goals, high-level deliverables, and required resources.

From a technology standpoint - forecasted, planned and implemented IT requirements for end user healthcare customers.

Managed CRM Software/hardware Implementations and ongoing production support/deployments of strategic call center health care programs for leading industry clients. SPOC for technical and operational project tasks.

Lead the organization/planning, design, build, implementation and deployment/monitoring of software solution programs accommodating unique health care client business needs with specific defined requirements (SDLC processes in an Agile environment). Coordinate QA and UAT testing activities; monitor issues and assist with resolutions. Managed off-shore Project Resources.

Managed projects with healthcare regulatory requirements reporting to the Director of Program Management.

Responsible for capacity/resource planning, budget tracking, project reporting, issue/risk resolution/mitigation, assessing SLA’s, and execution of compliance and contingency planning for projects.

Adapted existing methods and procedures to create alternative solutions to moderate/complex challenges.

Managed project financials (margin, budget, and forecast) resource utilization and project scope. Utilized JIRA IT ticketing system.

Built strong relationships between project team members, clients and stakeholders. Managed enterprise projects, identified key resources and provided direction required in order to meet program objectives.

Owned the project plan (WBS)/, issue tracking (via RAID logs), Executive status meetings and status program report creation for assigned programs. Responsible for documenting Best Practices and Lessons Learned for all new Implementations. Responsible for project task completion of all Project team members. Lead teams through stage/gate project process.

Provided guidance to project team on overcoming obstacles to complete project tasks.

Responsible for providing overall support and guidance regarding customer trends and opportunities to ensure quality products/features were delivered to meet client needs. Implemented business process strategies ensuring customer retention.

The Home Depot (Short Term Contract) – Atlanta Georgia – EIS (Enterprise Information Systems) Project Manager June 2013 – September 2013

Brief: Responsible for moving Home Depot’s EDW (enterprise data warehouse) from Austin Texas to Atlanta Georgia.

Project managed many work streams in the data center relocation program to Atlanta. Managed project milestones and gates.

Responsible for managing change/enhancement requests and ensuring consistency across Home Depot projects.

Experience with large system implementations and documentation requirements (preparation of charters, change requests, business requirements, project plans, etc).

Coordinated of User Acceptance Testing (UAT), compiled executive status reporting, facilitated weekly project update calls.

Provided a great deal of organization and the ability to track multiple efforts at once.

Responsible for the overall Program Management of moving the various infrastructure and applications from Austin to Atlanta.

Ensured project resources were assigned to appropriate tasks and skillsets were the best match for project task roles.

Forecasted and tracked project expenses (Fixed Labor, FTE labor and Hard Cap) for assigned projects.

Created and managed/facilitated complex work plans (WBS) related to EDW relocation for ALL workstreams. Detailed project plans reached across functional teams within the organization. Ensured project timelines were achieved and project risks were mitigated. Managed critical path for projects and controlled scope creep.

Established BPI (Business Process Improvement) initiatives for Program/projects and educated other PM’s on how to effectively cut costs and time from projects. Managed KPI’s for assigned projects.

Managed both onshore and offshore teams of Developers and QA Analysts in an effort to ensure project tasks were accomplished on time and on budget. Managed the RFC process for changes needed in systems for relocations.

Facilitated IT project teams ranging from 12 participants (Project) to over 65 individuals (Program).

Responsible for reporting Project Dashboard information (project status) to executive management.

Conducted gap analyses and resolved issues if/when encountered. Negotiated/established project SLA’s.

The Weather Channel (Short Term Contract)–Atlanta Ga.–Integration/Ops. Project Manager-Dec 2012-Mar. 2013

Brief: Consolidate the Internal IT Marketing and Sales systems from 3 recently added business units (the Weather Channel recently acquired WSI, WxC and Weather Underground). Managed multiple integration projects that were in various stages of the Project Life Cycle.

Merged 4 companies onto the Salesforce.com E-Commerce system. Collaborated with leaders and executive managers to define phased goals for enterprise projects. Managed matrix project teams.

Developed and managed project from planning and budgeting through to launch and maintenance according to project plan. Key metrics included the project management triad (Scope/Quality, Cost, and Schedule).

Managed third party vendor (Neunet Consultants) with multiple SDLC system/software integrations, legacy system conversions and release management for large weather centered organizations.

Identified, communicated and mitigated risks between different business units being brought on to new IT applications supporting the merged organization/company. Controlled project cost, scope and timeframes.

Used RCA (root cause analysis) to generate solutions and appropriate alternatives if/when issues arose.

Provided weekly project status reports/project dashboards to leadership and stakeholders.

Took initiative and focused on ideas and solutions instead of issues constraining the adoption of new technologies.

Secured resources for projects assigned, managed resources and maintained detailed WBS/Project Plans, Issue and Risk logs, Action Item lists and Requirements Documents for projects assigned.

Collaborated in matrix environments. Used SDLC to manage projects. Worked in an agile environment.

Defined work stream deliverables, mapped current state/future state and assisted BA’s in developing BRD’s.

Recommended solutions based on business needs. Assisted with providing best practices for the PMO based on previous positions that included PMO set up and interaction. Provided various re-usable PMO project documents.

Managed various projects scope(s) and determined impact on budget, time and project/enterprise risk.

Responsible for creating and communicating business and technical project specifications.

Established identical Sales and Marketing methodologies for the various companies TWC acquired, resulting in all team members marketing and selling products using the same steps, in/with the same systems.

Orange County Public Schools – Orlando Florida (Contract) Enterprise Project Manager January 2012–Oct 2012 Brief: Review and manage existing portfolio of projects (Including ERP/EPM, Process & IT Initiatives) and strengthen project management processes and PMO capabilities (OCPS is the 6th largest school district in the US.)

ERP experience within the OCPS Orlando district. Assisted with the development of technical support services necessary for district-wide consistency and standardization of project management processes/practices.

Utilized soft skill influence without direct leadership involvement to implement, manage and maintain enterprise level projects. Worked in a matrix managed organizational environment.

Assisted the PMO Director in the build-out of the PMO organization. Implemented project management methodology that included project management templates, management processes/practices, and project evaluation/selection and prioritization guidelines.

Implemented, and maintained multiple IS/IT projects having an impact on the enterprise (district). Projects had an ICTS (Information, Communications and Technology) focus. Projects included both front and back office projects in the areas of instruction and operations.

Managed applications and infrastructure related projects and hardware and software implementations.

Managed Enterprise related projects in an Agile/SCRUM environment. Monitored and managed the E2E release of several different software/hardware technologies (Symantec, CRM).

Managed projects using SDLC. Managed projects using PMI/PMP methodology (MS Project WBS’, business cases, project charters, blueprint documents, realization (QA) plans and project close out documents (best practices, lessons learned).

Communicated project status weekly to executive management (PowerPoint, excel, word documents).

Developed and maintained project management relationships with internal and external partners/vendors.

Kept the Senior Director, and Senior Executive Director-CIO - ICTS informed about critical issues and incidents about which they should be aware. Escalated issues as needed.

Managed budgets for projects ranging from $1M to $4M (CRM, PM EPM tool and Symantec).

Provided metrics for accountability per the governance policy and the balanced scorecard which aligned business activities to the vision and strategy of the organization supporting district goals and objectives.

Developed leadership in Business Process Owners and Business Process Specialists

Cooper Industries – Peachtree City, Georgia April 2011 – December 2011

Corporate Project Implementation Manager and E-Learning Tools

Brief: Strengthen Global Project Management, PMO and Project Management Capabilities:

PMO

Core member of the Corporate PMO team. Created PM structure, processes and applications. Planned and Implemented projects using internal and external vendors in a SAP environment.

Built global project teams to execute manufacturing projects in Asia Europe, North America and South America.

Managed project scope/budgets. Worked with multiple business leaders to ensure project standards were maintained worldwide for all corporate projects.

Prepared and analyzed data that identified process inefficiencies. Established written processes documents to increase overall operational effectiveness.

Responsible for project governance/compliance of Project Managers to PMO governance rules for business processes.

Monitored project portfolios to ensure goals were consistently achieved.

Project Management

Managed the global deployment of new project management tools (EPM) and software (MS Project coupled with SharePoint) to all divisions.

Develop training documentation for new tools and training of all project managers worldwide.

Monitoring and tracking off ALL projects on the new EPM platform.

Re-designed business requirements process – through process mapping and workflow analysis.

Created/Built KPI dashboards and project analysis reports for Executive Management to show when a project was not in an optimized status (i.e. cost, time or resources).

Collaborated with various departments and Cooper divisions to gain project acceptance (scope, time, and budget).

Resolved trouble tickets using Remedy Management System.

Cox Communications – Atlanta, Georgia October 2006 – May 2009

COX Communications - Manager, Business Process Standardization

Brief: Delivered performance improvements through capturing synergies from business process redesign and standardization.

Successfully project managed the transition of the company from a functional, to a process based organization. Established and executed cross-company roadmap creating culture change within COX.

Aligned “one COX,” corporate vision and created executable goals and objectives for the organization.

Defined and implemented best practice processes across a range of product categories. Documented processes and practices. Established process KPI’s. Created and delivered training documents and classes to end-users based on revised processes.

Value adding analytics. Captured data from multiple sources including sales, inventory, product, and customer databases to create integrated views that could be used to drive decision making on process and organizational redesign.

Project managed the successful migrated of COX systems across multiple business units onto a single corporate platform thereby creating a “one COX” manner of conducting business.

Managed multi-million dollar budgets in support of project plans and goals.

Managed the full project management life cycle for a portfolio of business process related initiatives.

Monitoring and Executive Reporting on all Process Standardization Projects.

Act as SPOC for billing ordering and on-line projects. Managed resources to maximize productivity and reduce costs. Created Help Desk for internal and customer billing and ordering issues.

COX Communications - Sr. Operations Project Manager (promoted to Manager, Business Process Standardization)

Brief: Project Management and Process Development for New Products and Services

Managed the project implementation of breakthrough innovative cable television technologies with a $4M budget. Partnered with IT, engineers and external vendors to deliver a range of products and services.

Managed CRM projects related to billing, ordering (set bundle price points) for B2B and B2C customers.

Led training creation for call center personnel re newly created HSD, Video and voice products and services.

Managed RFP activity for business process standardization projects. Negotiated RFP’s with external vendors.

Responsible for coordination of multi site efforts for external vendor project implementation coordination.

Facilitated marketing and IT projects that resulted in higher customer counts of COX Products and services (TV, Video, Voice and internet).

Established product bundles that would be at price points customers would purchase.

Bell South – Atlanta, Georgia – Sr. Marketing Strategy Manager November 2005 - October 2006

Brief: Shape marketing strategy and execute marketing plans within the Southeastern USA.

Provided continuous market insight into customer relationship, buying trends and competitive landscape for BellSouth’s 9 state region

Created marketing strategy for new and existing products and services. Brought new products to market.

Devised strategic and tactical action plans to mitigate risk of customer churn. Instituted CRM campaigns.

Delivered ongoing analysis on market segments, target client profitability, customer relationship management and psychographics of most profitable customers. Used PRISM for customer profiling.

Acted as consultant within organization to provide best practices for corporate product positioning strategy. Closely collaborated with key executives, department peers and external partners.

Worked with interactive projects to develop concepts into deliverables and set strategic requirements

Used SDLC process for the projects and use of PRISM data for marketing purposes.

Created pricing structure for high speed data products and services

Monitoring effectiveness of marketing programs. Reported outcome to Executives.

Bright House Networks – Orlando Florida – Director Marketing Strategy and Project Implementation -Aug 2002 - Nov 2005

Brief: Increase market share and improve customer retention for Voice, Video and High Speed Data segments

Provided strategic recommendations to Sr. Management on the direction of the industry and the market.

Managed new product launches, coordinating activity across front and back office teams throughout the organization.

Delivered improved core business intelligence by researching and gaining key insights into the strategic pulse of the marketplace (Competitive Intelligence).

Managed the launch of interactive TV applications to the Orlando and Tampa MSA’s.

Directed retail, event and kiosk marketing efforts.

Provided oversight to group/project/vendor and external resources.

Managed a variety of change initiatives within Marketing Department.

Worked with call center management to ensure quality metrics were maintained.

Established service metrics and built plans around products/services. Measured effectiveness of marketing campaigns.

Implemented CRM campaigns to gain insight on customer patterns.

Sprint – Orlando, Florida – Project Implementation Manager – Business Process Improvement – Sept. 1994 – August 2002

Brief: Manage a portfolio of projects and business process initiatives.

Implemented Data Sales Operations sales channel within the Business Markets Division

Documented successful business process workflows.

Facilitated national collaboration meetings for policies, processes, procedures

Project management liaison between departments (specifically IS)

Provided guidance and direction for the team insuring strategic alignment with company objectives

Managed end to end implementation of multiple large complex projects / programs with broad scope and high impact

Subject Matter Expert for Sales and Marketing IT automation

Outlined detailed business requirements and functional specifications for new automation launches

Education

PMP – Project Management Professional

Project Management Institute

Certification December 2015

Orlando Florida

MBA – Masters of Business

Crummer Graduate School

Graduation May, 2004

Orlando Florida

MSM – Masters of Management and Leadership

Troy State University

Graduation December, 2007

Orlando Florida

BS – Bachelors of Science (Communications)

Warner Southern College

Graduation May, 2000

Lake Wales

Other Training – Six Sigma Green Belt

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