PROFESSIONAL SUMMARY

Over ** years of management experience, including 22 years of operational and project management and 10 years as a program manager in the defense and federal government industry.

Experienced with management along all phases of the software development life cycle, and project management methodologies, including Agile.

Experience in O&M and Task Orders for FFP, T&M, and IDIQ contracts.

Experience and ability to increase and meet company profit margins.

Skilled managing projects from inception to close out processes; developing Statement of Work, Program & Project Management Plans, and establishing Cost, Scope, Schedule, Quality, Risk, and Resources.

Manage each project with PMI Project Management guidelines to include the implementation of key strategic initiatives within each project plan, requirements, and deliverables

Successfully determine project requirements, plans, and budgets and monitoring project costs and timelines; ensuring the project deliverables and customer expectations are met and quality and functionality are achieved.

Extensive experience managing multi-million dollar budgets.

Expertise with analysis, development, tracking of cost, schedule, scope, performance progress, and identifying and mitigating risks.

Extensive DoD, Federal, Healthcare, and medical IT Infrastructure and Software System experience.

Developed standardized business monitors, standardized business compliance and protocols, and organizational objectives.

Perform in a partnership manner with the customer groups as well as the development organization in determining the best approaches for providing customer solutions and results.

Work in the development of organizational processes in determining the best approaches for providing customer solutions and results.

Security Clearance: Active Secret.

Awards: IAG Recognition of Commitment for the Military Health System Telehealth Summit on behalf of Department of Defense Center of Excellence – 2013; Defense Acquisition University Alumni Association for Certificate of Appreciation – 2012; CSC Recognition of Accomplishment for the Defense Acquisition University KMSS Contract Award – 2011; Defense Acquisition University Alumni Association for Outstanding Services – 2008, 2009, 2010, 2011, and 2012; PMI Silver Spring Chapter Certificate of Appreciation for Project Management for the Region 5 Leadership Conference in 2009; and CSC NAPS President Award for Customer Service – 2008.

Affiliations: PMI Global Member; PMI Silver Spring Chapter Board Member, Vice President of Governance and Secretary (Current); PMI Silver Spring Chapter Board Member, Vice President Finance (2012 to 2013); PMI Silver Spring Chapter Board Member, Vice President of Membership (2009 to 2011); PMI Baltimore Chapter Member; PMI Washington D.C. Chapter Member; Defense Acquisition Alumni Association Member; and HIMSS Maryland Chapter Member.

RELEVANT EXPERIENCE

Acentia a Maximus Federal Company

Senior Program Manager and Business Development Professional 1/15 – 11/16

Senior Program Manager and Business Development Professional responsible for developing strategic relationships within the Federal Agency market and manage the day-to-day IT operations, Software development, tier 1,2,3 level helpdesk support of an existing mature contract.

IT and Software background with an entrepreneurial spirit, relevant industry experience, strong relationship management skills and a proven track record in professional services.

Increased Acentia profit margin by 16.4% for 2015, after Acentia merge into Maximus Federal and restructure of the new P&L reporting, cost, and expenses increased; the profit margin for Maximus Federal was 11.4% for 2016.

Lead the development and implementation of a broad, coordinated set of plans and programs to meet the goals and priorities of the IT department’s internal & external customers.

Monitor & control project schedules, budgets, risks and issues while ensuring project deliverables are of the highest quality and meet customer requirements.

Participate in outside professional activities to maintain knowledge on developments in the project management, portfolio management and PMOs.

Establish liaisons with departments and other IT stakeholders to build relationships that will benefit the Agency.

Continuously improve project management tools and methodologies used both within the Agency and Maximus Federal.

Provide expertise and consulting to junior project managers in the process of project management and in the softer skills of team dynamics, team building and group motivation.

Work with cross-functionally Agency departments to solve problems and implement changes. Analyze decisions and actions for their support of the larger area's and strategic direction.

Foster and manage productive relationships with executive level sponsors. Created a forum and format for ongoing open communication within functional area and among departments.

Regularly make decisions and take independent action on matters directly affecting project objectives (both business and project management objectives).

Track-record leading multidisciplinary teams, leading technical projects, and collaborating across business units to develop ideas and solutions successfully.

Dynamic, self-starter with strong attention to detail and the ability to function independently. Good verbal and written communication skills. Strong planning and organizational ability

Deep knowledge of principles, practices and theories in project management discipline. Knowledge and management of agile projects.

Thorough understanding of project management phases, techniques and tools: Initiate project charter, preliminary schedules/budgets; planning definition/scope/requirements; execute & control: scope, work plans, resources, deliverables, Q/A, transition planning; close, completion, and assessment.

Understand who the client is and what the client’s needs are; provide realistic expectations; establish specific customer satisfaction standards and actively monitor client satisfaction.

Demonstrate superior collaboration skills and techniques which appropriately define alternate solutions; resolve conflicts; and create lasting, productive partnerships with the customer.

Business Development:

Develop strategic and tactical plans to generate revenue.

Identify and influencing key decision-makers at all levels within the client organization.

Qualify opportunities, core competencies, revenue potential, company capabilities and projected business forecast.

Lead the development of proposals to include program management, supply added information, presentation and process tracking.

Program Management:

Responsible for the day-to-day management of the contract team and operations and maintenance of the customer’s IT organization processes and services, including monitoring, incident, change, problem, security, and project/task management.

Recommend and oversee proposal development for infrastructure improvements;

Develop, implement, and ensure compliance with operational procedures.

Maintain computer operations, network, and helpdesk capabilities and services by utilizing a combination of internal resources as well as external vendors.

Manage all software development task orders with the implementation of all surge IT projects to ensure delivery is timely and within budget. Responsible for status and communications of operational activities and projects status to the government.

Profit and loss responsibilities for the contract(s).

Manage subcontractors and report on their performance.

Manage and improve operational/service delivery practices and procedures.

Manage all program personnel of 40 FTE’s.

Allocate resources and materials to meet deadlines and contract service delivery requirements.

Provide operation oversight for all service teams (Infrastructure Team, Project Teams, and Senior Engineers).

Formalize procedures and add policy inputs in an effort to improve efficiency, effectiveness, and utilization.

Coordinate meetings and present program and IT projects status to client and company senior staff.

Participate in the negotiation of contract and contract changes.

Act as the primary customer contact for program activities, leading program review sessions with customer to discuss cost, schedule, and technical performance.

Cibber, Inc.

Senior Program Manager/Principle Consultant 6/14 – 12/14

Leading and managing a team of project managers, assistant project managers, 25-75 reports as well as hands-on project oversight.

Negotiate to balance the needs of multiple stakeholders and achieve specific business goals / objects for the enterprise.

Manage vendors and resource allocation of FTE”s and contractors.

Manage onshore and offshore blended teams in a distributed environment.

Deliver full life cycle SDLC projects (Agile and Waterfall) within budget and specified timeframes while ensuring customer satisfaction.

Lead teams in a collaborative style by gathering input from stakeholders through active listening and respect of opinions.

Identify alternatives and make contingency plans.

Manage against scope ‘creep’ through change control measuring and assessing impacts on costs and schedule then incorporating a sign off and change request for requirements.

Delivering quality, profitability and top notch customer service.

Creating detailed project plans based that include budget, resource allocation, and 3rd party contingencies.

Leading internal software development teams on mission critical projects.

Managing projects related to enterprise wide systems/systems application, network, and telecommunications products devices, HR, SAP, Logistics and Finance.

The Informatics Applications Group, Inc. (TIAG)

Program/Project Manager

02/13 – 5/14

The products developed by Telehealth and Technology meet the needs and requirements of the Department of Defense and its beneficiaries. DCoE provides requirements to Telehealth and Technology based on guidance from various sources that include: National Defense Authorization Acts; Department of Defense Task Force on Mental Health; Department of Defense Suicide Prevention Task Force recommendations; Department of Defense / Veterans Affairs Integrated Mental Health Strategy; Senior Military Medical Advisory Council; Health Executive Council / Joint Executive Council; Formal research programs.

Telehealth and Technology leads the Department of Defense in applying existing and emerging technologies for delivering psychological health care options to the military community. As the benefits of these services grow, the need will continue. Telehealth and Technology is organized into Mobile Health, Telehealth, and Emerging Technology programs, which are supported by the Technology, Operations, National Capital Region, and Research, Outcomes and Investigations divisions.

Responsible for 2013 fiscal year operating budget of $28.3 million, which includes $23.6 million for military health programs, $1.4 military for research, development, testing & evaluation and $3.3 million for grant-funded research projects.

Prepare project plans for six portfolios for DCoE Telehealth and Technology with DoD and aligned each PWS.

Successfully implemented six portfolios within a 90-day period, from preparing project plans to execution of each WBS.

Create and deliver project plans, schedules, and WBS for each portfolio and present them to the customer and executive management for final approval and implementation.

Oversee the implementation of key strategic initiatives within each project plan, requirements, and deliverables.

Manage and direct one or more project teams; identify and negotiate schedules, milestones, and resources required to meet project objectives, which includes coordinating schedules, assigning project tasks, building teams, and maintaining working relationships with the functional areas.

Utilize multidisciplinary approach, which encourages collaboration among integrated teams of psychologists, technology developers, and program staff, to improve the efficiency and effectiveness of research, development and the production of health resources and products.

Managed project teams on both the east coast and west coast at the client’s locations.

Effectively utilize resources in cross-functional areas.

Developed standardized monitor and reporting methods for the government client to include the coordination and support of project tasking between east coast and west coast locations.

Report to executive management for both regions.

Majority of work for Program & Project Management were prepared utilizing Microsoft Products and Enterprise Performance Management (EPM) due to the DoD limited access to non-approved network systems and applications.

Developed and managed both the project plan and logistics for the Military Health System Telehealth Summit on behalf of the Department of Defense Center of Excellence.

Received TIAG Recognition of Commitment for the Military Health System Telehealth Summit on behalf of Department of Defense Center of Excellence – 2013.

Computer Science Corporation (CSC)

Knowledge Management Officer/Program Manager/Project Manager

04/07 – 02/13

The 2013 fiscal year operating budget was $25 million which is a reduction from the previous year budget due to DoD sequestration. Supported the efforts in two contract wins with program budgets ranging from $17 million to $30 million.

Responsible for each project from inception to close out process with projects ranging from $250 thousand up to $1.3 million; development of Statement of Work, Program & Project Management Plans, and established Cost, Scope, Schedule, Quality, Risk, and Resources.

Majority of work for Program & Project Management was prepared utilizing Microsoft Products and CSC Catalyst due to the DoD limited access to non-approved network systems and applications.

Developed an internal data management system that supports 130,000 authorized registered users to collaboration and content management; DoD has not fully accepted a cloud environment.

Moved DAU content from a legacy system into a .Net and SharePoint environment allowing more flexibility in the design and development in a shared network system to include a COTS to establish a Digital Assets Management System for Course training, video, and data management.

Provided oversight and direction to enable effective operational integration and development of new web-based system tools and portals.

Publically launched five new systems for the customer.

ROI for the customer as value added estimated at $863 million.

Increased additional revenue to CSC of $3.7 million.

Coordinated and implemented all new product designs and re-engineered systems.

Prepared RFPs, and developed SOW and project plans aligned with the presented PWS.

Created and delivered the WBS to CSC executive management and the customer for the contract.

Effectively managed scope, resources, schedules, cost, quality, and risk.

Determined project requirements, plans, and budgets and monitored project costs and timelines, ensuring the project deliverables and customer expectations were met and quality and functionality were achieved.

Oversaw the implementation of key strategic initiatives within each project plan, requirement, and deliverable.

Communicated and recommended processes and improvements on business flows; developed a consensus on requirements between the customer and technical teams.

Continuously refined requirements and identified improvements.

Developed workflows for users, content managers, and subject matter experts.

Managed and directed one or more project teams, identifying and negotiating the schedules, milestones, and resources required to meet project objectives.

Involved in coordinating schedules, assigning project tasks, building teams, and maintaining working relationships with the functional areas.

Reviewed initial project plans with the project team and performed risk management analysis throughout the projects.

Managed project teams both at the client location and remote.

Developed and monitored reporting methods to CSC, the government, and the customer.

Evaluated approaches, objectives, plans, tools, aids, and other state-of-the-art technologies related to the support of the client’s needs and requirements including, but not limited to, hardware, software, simulations, computer-assisted and adaptive testing, behavior-based assessment, performance, team, and measurement.

Reviewed and assessed designs and conceptualized content for each created system and web portal.

Introduced and implemented Agile methodology within a Waterfall environment for the DoD client.

Worked with both the engineering/programing team and the client in the development, implementation, and continuous review of each stage.

Created Agile sprint plans based on shorter iterations and multiple deliveries within a cross-functional matrix team composition.

Created a collaborative and interactive approach for each requirement.

Ensured that the customer was involved throughout each Agile sprint.

Frequently inspected the product and adapted to the changes and input during the projects.

Aligned the development with customer needs and company goals.

Allowed each team member to be self-organized and accountable.

Demonstrated continuous results.

Continuously focused on key planning events such as product planning, release/feature planning, iteration planning, Agile sprint reviews, and stand-ups.

Frequently inspected and adapted with both the team and the customer.

Developed and executed a web back end and user testing for functionality, usability, and quality.

Developed enhancements and design that transitioned to the implementation and utilization in other systems and web portals.

Created standardized monthly status reports for each individual project and consolidated reporting to the customer, government, and executive management.

Website products developed:

oDefense Acquisition Portal: https://dap.dau.mil/Pages/Default.aspx

oAcquipedia: https://dap.dau.mil/acquipedia/Pages/Default.aspx

oAcquisition Community Connection: https://acc.dau.mil/CommunityBrowser.aspx

oPM Tool Kit: https://pmtoolkit.dau.mil/

oDefense Acquisition Guidebook: https://dap.dau.mil/mdid/Pages/Home.aspx

oAsk-A-Professor: https://dap.dau.mil/aap/Pages/default.aspx

Received Defense Acquisition University Alumni Association for Certificate of Appreciation in 2012.

Received CSC Recognition of Accomplishment for the Defense Acquisition University KMSS Contract Award in 2011.

Received Defense Acquisition University Alumni Association for Outstanding Services in 2008, 2009, 2010, 2011, 2012.

Defense and Commercial Sourcing Mistral, Inc.

Program Manager

05/06 – 04/07

American Dental Partners, Inc.

Director of Operations

01/04 – 11/05

Prizm Management Group, Inc.

Vice President of Operations

06/99 – 12/03

Radiology Imaging Associates

Consultant and Subject Matter Expert

02/97 – 05/99

Prince Georges Radiodiagnostics

Administrator

07/94 – 01/97

Maryland Diagnostic Imaging Center

Operations Manager

12/92 – 07/94

Georgetown University Hospital

Consultant and Subject Matter Expert

07/92 – 12/92

Medical Resources, Inc.

Center Manager

05/88 – 07/92

United States Army

Intelligence, Telecommunication Operations

1981 – 1988

CERTIFICATIONS & TRAINING

Certified Lean Six Sigma Greenbelt

Certified Scrum Master

Project Management Operations

EDUCATION

Bachelors: Business; University of Maryland, 1988

AFFILLIACTIONS

PMI Global – Member

PMI Silver Spring Chapter – Board Member, Vice President of Governance & Secretary (Current)

PMI Silver Spring Chapter – Board Member, Vice President Finance (2012 -2013)

PMI Silver Spring Chapter - Board Member, Vice President of Membership (Past 2009 – 2011)

PMI Baltimore Chapter – Member

PMI Washington D.C. Chapter – Member

Defense Acquisition Alumni Association – Member

HIMSS Maryland Chapter – Member

Contact this candidate