Program Manager / Project Manager (16+ Years Experience)
Resume:
CLAYTON HARRIS
**************@*******.***
PROGRAM MANAGER / PROJECT MANAGER
(16+ YEARS OF BUSINESS AND TECHNOLOGY MANAGEMENT EXPERIENCE) Overview:
I’m currently seeking business/technology leadership and executive management opportunities. Sixteen plus years of client-facing Business and Information Technology (IT) experience in both the public and private sector. Experience planning, developing, and coordinating multi-million dollar technical and non-technical programs and projects; to include managing people and client expectations, meeting deadlines, effectively leading and executing. Expertise includes 10+ years of product owner and business transformation experience. Able to successfully and accurately define, develop, and implement business rules and processes, evaluate and identify functional and non-functional gaps, and support organizational growth and transition in areas important to key stakeholders and customers. Core Areas of Experience:
Program Management, Project Management, Business Architecture, Business Development, Communications and Government Relationship, Budget and Schedule Management, Business Process Improvement, Business Process Reengineering, Enterprise Architecture, Business-Oriented Infrastructures, Hybrid Cloud Infrastructures, Requirements Management, System Management (to include Customization, Expansion, Integration, Interoperability, and Transition), Risk Management, Quality Management, Strategic Planning, Change Management, Supply Chain Management and Business Logistics
Industry Best Practice Training:
Agile (Scrum), Scaled Agile Framework (SAFe 4.0), DevOps (Jenkins, Docker), JIRA, IBM Jazz/CLM, IBM RUP (Rational Unified Process), SOA (Service-Oriented Architecture), SaaS (Software as a Service), JAD (Joint Application Development), CMMI (Capability Maturity Model Integration), SDLC (Software Development Life Cycle), SELC (Software Engineering Life Cycle), ELC (Enterprise Life Cycle), ITIL (Information Technology Infrastructure Library), Six Sigma, ISO 9000-9001, BPMN (Business Process Model and Notation), DoDAF (Department of Defense Architecture Framework), FEA (Federal Enterprise Architecture Framework), SCM (Supply Chain Management) and BI (Business Intelligence). EDUCATION
BS in Electrical Engineering
JD MBA Candidate
HOWARD UNIVERSITY – Washington, DC
WORK EXPERIENCE
MOSS CAPE - DEPARTMENT OF HOMELAND SECURITY (DHS) MARCH 2015– CURRENT TRANSPORTATION SECURITY ADMINISTRATION (TSA) (PROGRAM MANAGER) TECHNOLOGY INFRASTRUCTURE MODERNIZATION (TIM)
ANNAPOLIS JUNCTION, MD
Business Architecture and Communications Team Program Manager for TIM – a +$750 million technology modernization program. TIM is the infrastructure focal point for stakeholders including; Congress, FBI, State Department, Coast Guard, State & Local agencies, U.S. airports, U.S. ports, transportation employers & unions.
Currently supporting implementation of TSA’s centralized system for enrollments, vetting, adjudication and redress mission services in support of the maritime, surface and aviation programs.
Lead, liaison, and primary point of contact for all Moss Cape government relations and business development at TSA.
Core responsibilities include managing both teams to include the development and maintenance of the mission “As- Is” and “To-Be” business process models and business architecture; requirements analysis and management (user story development, scrum team management, product owner proxy, etc.); communication and stakeholder engagement; policy support; iShare content management, user training, and change management.
Also responsible for:
o Meetings with the Maritime, Surface and Aviation Programs, (including the business users and other OIT/TSA major stakeholders).
o Coordinating with TIM PMO, IV&V, and the Design & Development Contractor routinely to ensure complete understanding and traceability of all requirements. o Providing strategic communications and stakeholder engagement expertise to achieve stakeholder and end-user understanding, engagement, and adoption of TIM. o Documenting the necessary policy, processes, and procedures to assist the TIM PMO in complying with TSA, DHS, and Executive Branch policies, and Federal Laws throughout the TIM solution design, development, and operations and maintenance phases. CGI FEDERAL / VINCULUM SOLUTIONS DEC 2014 – AUGUST 2015 INTERNAL REVENUE SERVICE (IRS) (PROJECT MANAGER - CONTRACT ENDED) AFFORDABLE CARE ACT (ACA) - NEW CARROLLTON, MD
Provided program and project management support for the ACA Compliance Management (ACM) Case Management system in accordance with the Affordable Care Act (ACA) Program Management Office (PMO).
Interfaced with ACA PMO on a daily basis and directly supported the ACM and Information Verification (IV) Project Manager and Frontline Manager.
Assisted as necessary with Business System Requirement (BSR) and Design Specification Report (DSR) documentation.
Developed Enterprise Life Cycle (ELC) documentation in accordance with the ELC COTS path and supporting the management of deliverables for the ELC process.
Offered feedback and reviewed relevant documents as needed.
Supported the Work Breakdown Structure (WBS) and Integrated Master Schedule (IMS)
Attended status, requirements elicitation, and a host of other project related meetings.
Aided with configuration control and performing quality review of the ELC documents.
Tracked the progress of ELC artifacts and the status of team feedback.
Supported the following requirements related activities:
Elicited requirements of ACM through workshops and other techniques.
Developed build to requirements for ACM.
Assisted in the development of requirements, use cases, and business process flows for the ACM system. VIRE CONSULTING MAY 2012 – DEC 2014
INTERNAL REVENUE SERVICE (IRS) (PROJECT MANAGER - CONTRACT ENDED) AFFORDABLE CARE ACT (ACA) – NEW CARROLLTON, MD
Managed IBM Rational support resources for a $4 million IRS ACA Rational Tools Support program, supporting 17 ACA projects. My team provides support for the analysis, design, development, testing, deployment, implementation and troubleshooting of Rational Tools for all of ACA.
Responsible for thought leadership and program expansion/growth through coordination with ACA executives, key stakeholders and our Rational SME resources.
Worked directly with key government executives to gather requirements, improve business processes, procedures, and overall Rational tool usage for ACA.
Effectively introduced key Rational reporting capabilities to streamline, expedite and automate paper-based reports, forms, and spreadsheets used by various ACA projects.
Completed successful production implementations and deployments of various Rational tools, to include managing the completion of many tool customizations and integrations.
Responsible for managing delivery of the following to ACA program leadership -- Change Management Plans, Configuration Management Plans, Quick Start Guides, Standard Operating Procedures, Daily Infrastructure Reports, Weekly Status Reports, and other deliverables.
Ensured the successful implementation of industry best practices.
Participated in various proposal efforts to expand our federal presence.
Dealing effectively with conflict and avoided negative customer communication.
Analyzed problems, anticipating and assessing outcomes, evaluating alternatives, and selecting the best course of action.
Exhibited fairness and impartiality in assigning team duties and objectively appraising team deliverables.
Delegated; identified resource strengths; promoted accountability.
Ensured team attendance and punctuality.
NETSTAR-1 – DEPARTMENT OF HOMELAND SECURITY (DHS) NOV 2010 – MAY 2012 ICE (IMMIGRATION AND CUSTOMS ENFORCEMENT) (PROJECT MANAGER - CONTRACT ENDED) WASHINGTON, DC
Successfully managed a Level 3 investment for DHS ICE and led the $25 million acquisition of an Electronic Health Records (EHR) system.
Responsible for performance reviews, cost estimation, project budget, billing, risk analysis and the development of key documentation (acquisition docs, project plans, status reports, presentations, etc.) that resulted in my team solving ongoing business and system issues for the program.
Main point of contact for daily client-facing meetings and working group sessions with our DHS customer, our internal program team, executive level management, and sub-contractors.
Developed and conducted program wide initiatives to compare business needs, requirements, technical specifications, interoperability, and the expandability (customizability) of various EHR vendors and EHR implementations across other government agencies including the VA. This effort lasted for approximately 8 months and supported DHS acquisition of the best suited EHR product for the agency.
Effectively created an Integrated Master Schedule (IMS) across 4 projects under the EHR Program, to include separate schedules for Operations and Maintenance, Network Transition, Incremental Releases, and the EHR Program Management Office (PMO).
Identified scalable solutions that were consistent with DHS policy and budget.
Conducted business development initiatives, to include proposal writing and customer relationship building. VISIONFOUNDRY - U.S. SENATE SEPT 2007 – NOV 2010
SAA (SERGEANT AT ARMS) – WASHINGTON, DC (LEAD FUNCTIONAL MANAGER - CONTRACT ENDED)
Guided a multi-million dollar program and the successful development and rollout of a custom web-based portal called TranSAAct (still in use today), for the US Senate across multiple releases. The portal completely automates the “once-upon-a-time” manual paper-based processes for Senate Floor Privileges, Senate Parking, Senate Office Bills, Senate IDs, Senate Communications, Senate Photo Studio Authorizations, and many other services for all Senate Offices.
Responsible for attending daily client-facing meetings, data calls, weekly/bi-weekly status reports, soliciting requirements, i.e. participating in data gathering and Joint Application Development (JAD) sessions, de-briefing our development team and collaborating directly with the US Senate Sergeant at Arms (SAA) staff.
Also responsible for estimating the cost of all resources needed to complete activities, aggregating the estimated costs of resources, work packages and activities to establish a cost baseline, and developing the project budget.
Helped guide transformation and business developmental initiatives.
Primary liaison and point of contact between the requirements and development sub contractor teams.
Successfully led the creation of a Work Breakdown Structures (WBS), and a planning/strategy to include transition, infrastructure, and project plans for the execution of all related business and developmental tasks.
Organized and conducted routine quality management task to include process improvement, helping client stakeholders to consistently meet or exceed any customer (Senate Office) expectations.
Also managed and contributed to the creation of impact/risk assessment, level of effort, system design, and system requirement specification documents.
Articulated client specific business rules, business processes, and functional requirements inside of the portal using IBM’s Rationale Unified Process (RUP) and the Software Development Lifecycle (SDLC). BEARINGPOINT (NOW DELOITTE) MAY 2004 – SEPT 2007
DC, MD, VA (MANAGEMENT CONSULTANT - CONTRACTS ENDED) LEARNING MANAGEMENT (LM) E-LEARNING SERVICE PROVIDER PROJECT (MCLEAN, VA)
Led market research analysis using Gartner, Forrester, and META on behalf of the BearingPoint Business Intelligence Group (BBIG).
Project, business, and functional manager / liaison between BearingPoint and various e-learning service providers.
Responsible for e-learning process improvement, identifying e-learning market trends, and transformation goals.
Also managed cost, schedule, and performance for the project.
Proposal writing and business development point of contact for the project. USPS – POSTALONE! SUPPLY CHAIN MANAGEMENT SYSTEM (WASHINGTON, DC)
The PostalOne! system (currently still in use) offers a web-based alternative to existing manual mailing processes with an electronic suite of services designed exclusively for business mailers. The system provides an electronic linkage between a customer’s mailing information and Postal Service business mail acceptance and induction processes.
Technical project manager responsible for managing resources and subject matter experts tasked with creating functional requirements processes, business cases, and work flow diagrams, for the PostalOne! Supply Chain Management System.
Travelled across the US weekly to build relationships between USPS PostalOne! facilities and their customers; ensuring that all involved understood business process refinements, updates, and any additional mailing requirements.
Also responsible for attending customer-facing meetings, reporting up, data calls, on-site monitoring of PostalOne! installations, investment highlights, score cards, weekly reports, ROIs, Cost to Serve models, site metrics, MOUs, and executive summaries.
Elicited, analyzed and approved business requirements when change requests for PostalOne! were created and rolled out new business processes and policies.
Oversaw and managed the mapping of AS-IS and TO-BE functional business processes for the entire PostalOne! system.
DOD (DEPARTMENT OF DEFENSE), ARMY MEDICAL DEPARTMENT (AMEDD), U.S. ARMY MEDICAL COMMAND (MEDCOM), CIO/OFFICE OF THE SURGEON GENERAL (OTSG) (FALL CHURCH, VA)
Supported a multi-million dollar project to develop, deploy, and provide Operations and Maintenance for the MEDCOM Systems Inventory Repository (MSIR), a “now” Army owned web application that enables Information Technology (IT) systems / programs / investments to register and maintain complete and accurate accreditation and FISMA compliance data for DoD’s entire portfolio of medical systems.
Managed cost, schedule, performance and resource management for the Headquarters Department of the Army (HQDA) Office of the Surgeon General (OTSG) Chief Information Officer (CIO) Enterprise Architecture PMO. Also directed various Subject Matter Experts (SMEs), software developers, and helpdesk resources.
Worked with government stakeholders to improve system processes and develop detailed business object models for the MSIR.
Also responsible for Monthly Performance and Progress Reports, Enterprise Architecture Working Group meetings, Quarterly Reports, Program Management Quarterly Updates and Executive Summaries.
Supervised the development of Information Technology Portfolio Registry (ITPR) and Certification Architecture products in TeleLogic System Architect software (TSA) *Now IBM Rational System Architect, based on the government frameworks, DoDAF (Department of Defense Architecture Framework) and FEA
(Federal Enterprise Architecture Framework). Approved the creation of various architecture views and customizations, including the development of both logical and physical data architectures, object repositories for infrastructure classes, entities for metadata, and data dictionaries.
Led the effort to document the entire MSIR system, to include a comprehensive user guide, system design doc, software installation guide / CONOPS, technical data dictionary, security documentation, release description, ER diagrams, etc.
Also led DoD Acquisitions Training – Defense Acquisition University; ACQ 101, ACQ 201A, ACQ201B, PMT250, PMT325A, PMT325B. Studied, Joint Capabilities Integration and Development Systems (JCIDS); Planning, Programming, Budgeting and Execution (PPBE) and DoD 5000 series policy documents. DOD (DEPARTMENT OF DEFENSE), JOINT MEDICAL LOGISTICS FUNCTIONAL DEVELOPMENT CENTER
(JMLFDC) / THEATER ENTERPRISE-WIDE LOGISTICS SYSTEM (TEWLS) (FT. DETRICK - FREDERICK, MD)
TEWLS is an SAP developed information technology system within the Defense Medical Logistics –Enterprise Solution (DML-ES) portfolio. The system consolidates numerous military logistics functions (i.e. land, sea and air) into a single application and database.
Resolved system integration dependencies and Business Process Reengineering (BPR) and Business Process Improvement (BPI) issues surrounding TEWLS.
Led the creation of Project Management Plan and Risk Management Plan deliverables (both still in use) to support TEWLS development and deployment. These deliverables were based on the Risk Management Guide for DoD Acquisition (DAU) and Military Health System (MHS) risk management process area guidance.
Also led the entire requirements and business process identification for TEWLS software development efforts. NATIONAL INSTITUTE OF HEALTH (NIH), ENTERPRISE INTEGRATION AND COMMON SERVICES BRANCH
(EICSB), DIVISION OF ENTERPRISE AND CUSTOM APPLICATIONS (BETHESDA, MD)
Project and Change Manager for the NIH rollout of the nVision Data Warehouse, an enterprise-wide Business Intelligence (BI) tool and central data reporting repository for data extracted from systems that manage the day to day operations of the NIH. It’s currently used to track supplier, buyer, procurements, obligations, requisitions, contract awards, invoices and payments, purchase orders, and acquisition reporting data.
Managed a team that analyzed the business needs of our customer then helped identify and resolve problems related to the rollout of nVision at NIH. We also performed data analysis (gap, sensitivity, and simulation) to help provide business process improvement recommendations.
Lead Business Transformation and Change Management efforts to include ensuring that newly standardized methods and business practices were upheld, defining and instilling new values, attitudes, norms, and behaviors within NIH to support nVision in an effort to overcome personnel’s natural resistance to change. We also helped build consensus among customers and stakeholders on specific changes designed to better meet their needs.
FEDERAL AVIATION ADMINISTRATION (FAA) MARCH 2002 – MAY 2004 WILLIAM J. HUGHES TECHNICAL CENTER (ATLANTIC CITY, NJ) (PROJECT MANAGER - CONTRACT ENDED)
Managed and directed logistics, distribution, and development of aviation software engineering standards.
Provided the FAA with a single integrated COTS/NDI (Commercial Off-The-Shelf)/(Non-Developmental Item) solution with capabilities for acquiring and displaying weather graphics products, flight plan processing, emergency services, law enforcement, administrative and supervisory capabilities, flight planning and regulatory information, and system maintenance functions.
Lead air traffic software tests and training; the National Air Space Aeronautical Information Management Enterprise System (NAIMES), Air Traffic / Weather Management System (AT/WMS), the Operational And Supportability Implementation System (OASIS), and Air Traffic Control (ATC) training.
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