Gilbert Jaramillo

**** ***** **** **, ***********, NM 87114

aczjvx@r.postjobfree.com, 505-***-****

Summary

More than 15 years of IT project and program management experience.

Master of Business Administration (MBA), E-Business

Electronic Business and Commerce Executive Program Certificate, Stanford University, Graduate School of Business

Project Management Certifications

Six Sigma Black Belt Certified

Lean Six Sigma Certified

Experience

LOVELACE MEDICAL CENTER (LMC), Albuquerque, NM (2015 - 2016)

Project Manager / Black Belt

Developed current state and future state process maps for 35 business improvement projects, along with corresponding operational and process output metrics.

Provided leadership and successful deployment as a Senior Project Manager for two critical corporate IT projects.

Led development and implementation of standard quality management processes and tools such as value stream mapping, IT enterprise architecture, root cause analysis, problem solving, histograms, control charts, scatter plots, pareto charts, earned value, cost performance index and schedule performance index.

Conducted 7 lean kaizen events for LMC with cross-functional clinical and non-clinical teams.

Introduced advanced Six Sigma Define Measure Analyze Improve Control (DMAIC) and Plan Do Check Act (PDCA) business improvement models.

Provided Green Belt training for five clinical areas (emergency room triage, intensive care, rehabilitation, mid-level and pharmacy) and identified improvement projects.

Responsible for accreditation standards and deliverables for Centers for Medicare & Medicaid Services (CMS) and Det Norske Veritas (DNV), along with various compliance and regulatory requirements.

Conducted root cause analysis events on 9 identified variances.

Managed and reported on overall business improvement practices of the project management/quality department.

Implemented Six Sigma tools, such as Total Quality Management (TQM), DMAIC, Failure Mode Effects Analysis (FMEA), and Root Cause Analysis (RCA).

PRESBYTERIAN HEALTHCARE SERVICES, Albuquerque, NM (2012 – 2014)

Senior IT Project / Program Manager

Senior IT Project Manager for PHP McKesson ClaimsXten cost savings project and IT coding system upgrade.

Managed a team of eleven developers, coders, system analysts, IT architecture leads, and system integration personnel for effective development of software upgrades for the governmental Affordable Care Act Health Insurance Exchange.

Proven experience in developing positive and mutually beneficial working relationships on all projects with project teams, stakeholders, sponsors, and IT software vendors.

Managed full IT and business teams through the project management methodology of Initiation, Planning, Execution, Closure, Monitor, and Control.

Developed and managed work breakdown structures and comprehensive project plans for five assigned projects with input from multidisciplinary teams across the organization utilizing MS Office, Primavera, Smart Draw, Excel, and Blue Works software.

Experienced in managing highly volatile government related projects, such as the Affordable Care Act, Health Insurance Exchange, Utility future test year rate cases and regulatory compliance filings.

Effectively managed cost, quality, scope, change management, and project schedules on all projects.

Managed and reported on project risks/issues and developed/deployed mitigation and implementation plans for higher-level risks.

Led IT team as Senior Program Manager and Senior IT Project Manager for the Affordable Care Act and Health Insurance Exchange.

Worked with subject matter experts in the development of IT architecture, system integration with IT platforms, as well as securing approval from IT Governance leadership.

Developed standardized IT project plan for Presbyterian Hospital and Presbyterian Health Plan.

Worked effectively with three to seven consultants, contractors, and internal resources to complete projects tasks on time and within budget.

Established trust and sustainable working relationships with a broad range of analysts, programmers, testers, management, governmental agencies and consultants to complete assigned tasks and project objectives.

Provided necessary input into the development of the overall project plan to meet a tight deadline for RFP submittal to the State of New Mexico for Centennial Care.

PUBLIC SERVICE COMPANY OF NEW MEXICO (PNM) & GAS COMPANY OF NEW MEXICO (GCNM), Albuquerque, NM (1997 – 2011)

Senior IT Project Manager / Senior Project Manager (2006 – 2011)

Successful program and project management of 5 enterprise-wide IT projects ranging in budgets from $10 million to $30 million.

Successfully launched and stabilized Six Sigma Black Belt and Lean methodology within PNM in local and regional offices.

Developed and provided project management reporting in the areas of schedule performance index (SPI), cost performance index (CPI), and earned value (EV) for key corporate projects utilizing Minitab and Excel.

Developed and launched a successful Six Sigma Green Belt training program in which over 30 PNM (union and non-union) professionals received full certification.

IT Project Manager for PNM annual rate case filings and process improvement initiatives.

Successfully project managed PNM corporate and high-volume customer transactional projects relating to system upgrades, such as the Banner customer billing system and the Utility Control Automated Dispatch (UCAD) GCNM distribution logistics system.

Senior Project Manager for PNM’s regulatory and government compliance filings and rate case filings for $123 and $112 million.

Effectively managed six complex business and technical teams through a matrix management model to deliver results against tight budgets and timelines.

Managed seven consulting and IT contracts for PNM billing, rate cases, and compliance projects.

Completed eleven vendor/contract evaluations for IT software upgrade contracts.

Served as Senior Project Manager for PNM’s annual regulatory compliance filing and 2011 regulatory compliance audits.

Communicated and implemented change management practices and methodologies at PNM to assist with sustainability and maturity of new policies, processes, and procedures.

Managed PNM renewable energy filing to include operations, IT, customer billing system upgrades, and strict regulatory requirements.

Managed PNM North American Electric Reliability Corporation (NERC) and Federal Energy Regulatory Commission (FERC) compliance filings for 2010, along with the NERC and FERC compliance audit project.

Project Manager and process improvement lead for three business units in development of PNM’s annual strategic planning operating plans.

NM Operations and Project Management / Business Improvement Director (2000 – 2006)

Managed budget of $39 million and oversaw utility operations of five directors and 139 employees (union and non-union).

Increased operations and IT work productivity by 20%, using IT Project Management, Six Sigma, Lean, and teaming skills.

Senior Project Manager for a $30 million PNM customer Banner billing system upgrade.

Successfully developed and launched PNM’s project management and business improvement office of 7 professional team members.

Achieved top 25% quartile department satisfaction scores on annual employee survey during four of the six years as PMO manager.

Developed and deployed customer products and services for commercial and technical industrial segments.

Developed and implemented innovative approaches in project management, combining business improvement tools for more effectiveness with major compliance filings and key projects.

Delivered $3.7 million in annual savings through successful project management and business improvement efforts.

Director, Customer Solutions (1997 – 2000)

Managed upgrade of Market Manager IT customer contact management system.

Led development of and received PNM board approval for the annual customer marketing business plans.

Effectively managed a marketing department of 5 managers and 30 staff associates.

Exceeded customer expectations and company goals within targeted residential, commercial, and industrial segments. Commercial customer satisfaction goals improved by 7% in one calendar year and overtime budgets were reduced by 20% in one year.

Significantly improved the overall work productivity by 7% and employee morale of the Customer Solutions (Marketing) department in areas of employee engagement (8%) and annual attrition rates (12%).

Education

UNIVERSITY OF PHOENIX, Tempe, AZ

Master of Business Administration (MBA), Electronic Commerce (2004)

UNIVERSITY OF ALBUQUERQUE, Albuquerque, NM

Bachelor of Arts, Business Administration (1983)

Certifications

Project Management Certification, Project Management Institute (PMI) (2013)

Six Sigma Black Belt Certification, Six Sigma.US (2009)

Project Management Certification, ILL Institute (2009)

Six Sigma Lean expert certifications, ASQ (2004), LLC (2008)

E-Business certification, Stanford University Graduate School of Business (2002)

Six Sigma Green Belt certification, Honeywell (2003)

Strategic Management Certification, Stanford University Graduate School of Business (1999)

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