Project/Program Manager

Karen L. Woodruff, RN, CFNP, PMP, ITILv*

585-***-**** (C)

***********@*****.***

SUMMARY

A Certified Project Manager (PMP), Registered Nurse, Certified Family Nurse Practitioner and Six Sigma Yellowbelt with more than fifteen years' of demonstrated successes in managing internal and external clients’ projects and programs from conception to completion, on time and within budget. Superior skills in the design and development of software solutions including full systems life cycle development, rapid application development, six sigma analysis, risk and ROI assessments. Proven ability to perform business analysis, process reengineering, team development and workflow redesign for diverse industries at an enterprise level. Extensive expertise in developing Program Management Office structures and processes, as well as managing the staff and teams involved in project endeavors.

SPECIALIZED TECHNICAL EXPERTISE SUMMARY

Project Tools

MS Project, MS Visio, MS Office, MS O365, Niku, Planview, Primavera, SharePoint, ITILv3, Clarity, Remedy

Healthcare Software McKesson HPF/HPP/HCI, HMS, Allscripts, Athena, ePrescribe, EzMAR

System Development Lifecycles

SDLC, Waterfall, RAD, Agile, Iterative

PROFESSIONAL EXPERIENCE

Brooksource (Consultant) September 2016 – January 2017

CONSULTING PROJECT MANAGER

Managed two key projects to conclusion to virtualize numerous processes which provided for better mainframe performance of these Medicare Claims services and a physician tiered network project to provide for increased member and physician benefits in delivery of Medicare plans claims. These were strategic initiatives that had long been waiting completion and would prolong the life of the aging mainframe system. Additional projects had not yet received 2017 final funding.

MMA, Inc. (Consultant) March 2016 – September 2016

CONSULTING PROJECT MANAGER

Working with client executive leadership, managed project plan to review, update and deliver multiple HR policy changes to employees in a confidential acquisition scenario. This was a strategic initiative to help define their portfolio roadmap going forward.

Kforce (Consultant) November 2015 – March 2016

CONSULTING PROJECT MANAGER

Responsible for managing multiple projects involving both internal groups and external vendors. Projects involved implementing new custom software applications:

Implementation of telehealth monitoring for home health patients with cardiac problems

Implementation of statistical analysis software which helps drive appropriate transfer from home health to hospice care

Managed the clinical software implementation for new facility acquisitions and startups facilities

Veredus, Inc. (Consultant) March 2015 – June 2015

CONSULTING PROJECT MANAGER

Responsible for multiple projects for this healthcare third party administrator company, based in Tampa, FL. Overall functions included resource allocations, project planning, budgeting, risk management and cross-team coordination for custom web/mobile development projects. Projects involved:

Reinstatements for termed policies including a cancel function for future term scenarios via a web portal

Open enrollment via a member renewals portal to include a ‘shop’ function to allow members to search for other plans

Custom scripting to allow customer service agents to have online scripting to enable them to provide better customer service

Ability to view detailed premiums information on the web portal

MMA, Inc. (Consultant) January 2015 – February 2015

BUSINESS PROCESS CONSULTING

Engaged for a short term contract to assess overall business processes, provide confidential written plans for correction of strategic direction, structured project plans and identify staffing needs for custom software development.

TEKsystems, Inc. (Consultant) September 2014 – December 2014

ePMO PROJECT MANAGER

Lead and facilitated multiple enterprise wide strategic initiatives within the ePMO for various business units.

Redesign of sales force commission structure and market office sales and marketing delivery structures impacting plans enterprise-wide,

Creation of a model office structure to drive ‘right size’ staffing for market offices,

Initiated encounters workflow redesign process involving business units across the enterprise.

Pharmerica (Consultant) November 2013 – August 2014

CONSULTING PROJECT MANAGER

Client was a pharmacy distribution company that offers its clients medical records and facility level medication administration applications, as well as other applications, as part of its services. Projects involved the redesign of medical records components to modernize them, as well as updates to multiple medication administration/electronic medical records custom applications. Responsibilities included:

Redesign for the Medical records system to facilitate more modern MAR for facilities,

EZMar system update involving complex functionality to include behavior monitoring, audit functionality, ability to download multiple medpass HOAs, the addition of multiple insulin recording options in a single medpass, creation of physician specific standing orders templates, various new reports and multiple other features

Responsible to drive two projects involving testing automation which had not been done before

Community Health Systems October 2010 – June 2013

MANAGER, APPLICATION OPERATIONS

Within CHS, Application Operations is a Level 2 support organization assisting all the CHS hospital facilities. My teams (28 direct reports across 5 teams) were responsible for troubleshooting our clinical applications including ambulatory medical records – Allscripts and Athena, Horizon Patient Folder, Horizon Patient Portal, Horizon Radiology Manager, Horizon Medications Manager, Pyxis, as well as our financial systems applications. In addition, my groups managed two specialty projects governing our clinical standards and comparative fiscal reporting processes across the facilities. Additional activities include:

• Manage all application break-fix issues to meet SLA requirements,

•Expert level root cause analysis of client hospital clinical application issues,

•Participate and drive executive level issue resolution with facilities,

• Providing a liaison role between the level 2 teams and the level 3 teams to ensure timely customer service for our facilities and physicians,

• Providing go-live support for the AMR Allscripts or Athena physician practice organizations,

•Development and automation of internal clinical audit processes.

MANAGER, IS CLINICAL APPLICATIONS

Within CHS, Clinical Applications is the Level 3 Support organization for 133 hospitals. The team is responsible for a wide variety of support and trouble-shooting functions involving HMS, McKesson and Keane applications. Delivered $2.33M of capital expense savings as the result of a clinical standards process automation project. Additional activities include:

•Expert level root cause analysis of client hospital clinical application issues,

•Assisting with clinical application release testing,

•Development of organizational KPIs and associated metrics,

•Installation of hospital lab interface analyzers,

•Developed new McKesson portal tools to address physician patient safety concerns.

•Assisted in development of clinical domain strategy to address corporate build and test needs.

Catalyst Direct, Inc. (Independent Consultant) April 2009 – August 2009

THOUGHT LEADERSHIP AND ACTING PMO DIRECTOR

Was brought on board to conduct detailed analysis and subsequently to provide thought leadership to Executive Management on the overall organization, the development and organizational integration of a Project Management Office (PMO) and the relief of multiple pain points within the organization. Activities and achievements include:

•Responsible as Acting PMO Director for the implementation of processes and procedures for the project life cycles, implemented new testing validation processes, created a project estimation process, and established a series of project tools and templates

•Worked with Executive Management to drive forward the needed changes in organization staffing patterns and thought processes for how the PMO should function

•Implemented multiple processes which, over time, will enable the organizational changes necessary for a successful and productive PMO

Lintech Software October 2007 – February 2009

DIRECTOR, IMPLEMENTATION AND PROJECT MANAGEMENT

Responsible for the management of client-facing system development, clinical development, documentation and implementation projects, which include managing an end-to-end software solution comprised of workflow analysis, process re-design, systems development, implementation and/or integration, and the administrative elements of large complex LTC Facility software projects that range from $250,000 to over $1 million, and all associated project team members (Systems Implementation Project Manager(s), customer support, sub-contractors and client employees). Activities and achievements include:

•Incorporating the analysis and assessment of software implementation project requirements, resources and costs into definable project and implementation plans to satisfy client requirements

•Directing all clinical/non-clinical IT decisions impacting the client’s architectural design and implementation of the software, as well as for day-to -day client operations management

•Implemented multiple software modules including CPOE, EHR, clinical assessments, medication administration and other critical clinical components involved in implementations

•Establishing communication channels that allow for maintaining a current understanding of all cross-functional activities within the department including changing requirements (Legal and Administrative) in client software projects to report at team/clients status meetings and executive briefings

•Assuring the timely completion of project commitments within budget, following PMO policy guidelines and stakeholder expectations

•Managing/Evaluating total personnel decisions within the PMO

•Mediating all project related conflict, working with company and client teams, as well as Senior/Executive Management, as necessary

•Providing best practice information to Customer Support first level responders and Business Development team members

To date, have successfully implemented multiple clients simultaneously with understaffed, under budgeted team, including hands-on system configuration, client issue resolution and client training. Also developed* “Best of Breed” care planning tool which was implemented for all clients. Directed all project implementations within budget and time allowances.

Additional work experience available upon request.

EDCUATION/PROFESSIONAL DEVELOPMENT/ASSOCIATIONS

Lasell College, Auburndale, MA, Associate of Sciences Degree - Nursing

PMP - Certified Project Manager 2005, Registration # 59511

Six Sigma Yellow Belt, Certification – 2005

Registered Nurse – License # 333118-1

National Certification as Family Nurse Practitioner

ITIL v3 Foundation Certification – 3/2012

CCG - Certified Consultant/Group Facilitator

PROJECT MANAGEMENT INSTITUTE:

Rochester PMI Chapter – Executive Vice President, 2007 - present

Rochester PMI Chapter – Past VP of Conferences, 2006

Rochester PMI Chapter - Board member, 2006 - present

Appointee, National Risk Standards Committee for PMI National Organization, 2008

Participated in adjudication of final draft document on risk form PMI National

Member of Board of Directors for PMI-NEFL and South Florida Chapters, 2005 - 2006

Member of Board of Directors for NEFL RUP Users Group, 2005

REFERENCES/ADDENDUMS

Excellent personal and professional references, as well as detailed Clinical Practitioner Experience addendum, will be provided upon request and establishment of mutual interest.

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