*** ****** *****

Austin, Texas *****

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ad3izt@r.postjobfree.com

Summary

Extensive experience in supervisory and senior level Program/Project Management, Business Process Analysis, Software Application Development and Implementation, Quality Performance, Continuous Improvement, Change Management, and Facilitation, including management and supervision for Fortune 500 companies.

Comprehensive experience managing large-scale, multi-faceted programs, complex implementations of COTS, SaaS, software development applications, security and data classifications related to CJIS and HIPAA, data migration, system infrastructure and integrations, software upgrades and conversions, organizational change management, operations and enterprise level projects utilizing Agile, DSDM and Waterfall methodologies

Proven track record in delivering technology solutions by leading and supporting all aspects of program performance that include defining the scope of solution, documenting customer requirements, develop tactical project plans and RFP technical sections for formal solicitations, manager vendor contracts and requests for proposals, address risk management, identify resource requirements, build and update project schedule, track contract milestones and deliverables, coach and grow team members in technical and non-technical areas, facilitate project team meetings, document, disseminate and archive meeting minutes and project documents in SharePoint or Confluence, own customer and partner relationships, manage stakeholder expectations, track project finances within budget, process project invoices for payment, manage scope changes as part of change management, lead user acceptance testing, conduct customer training and knowledge transfer, and continuously communicate accurate project status to deliver profit and customer satisfaction

Strength in the ability to facilitate customer work sessions to document detailed business processes, develop process flow diagrams by role (As Is - current state and To Be future state) resulting in the ability to develop functional requirements used in acquisition publications and project documentation

Emphasis in verbal and written communication for the development of critical project management documents, status reports, develop curriculum, conduct phase gate reviews, presentations and end user training

Certified Project Manager Professional through the Project Management Institute (PMI) utilizing PMI methodology to effectively manage the lifecycle of diverse projects

Certified Six Sigma Black Belt with a strong commitment to Total Quality Management and ISO compliance in leading the utilization of process improvement and total quality methodologies to implement change management and deliver excellence in quality services and products

Certified Joint Application Development (JAD) facilitator with highly developed facilitation skills that provide the ability to unite and inspire a team, foster teamwork among cross functional groups and build collaborative relationships

Exceptional ability to problem-solve, sound judgment in making recommendations, delegation to appropriate parties, assign corrective action, and act decisively under pressure to deliver quality solutions

High degree of proficiency utilizing Microsoft applications such as MSProject Professional/Server, Azure Dev Ops, Excel, PowerPoint, Visio and SharePoint, as well as, Confluence and JIRA.

Professional

Experience

Post Retirement Contract Assignments

Technical Project Manager for MKS2 Technologies, an IT strategic consulting firm providing services to the Federal Government and commercial clients – October 2022 to July 2023

Manage the Discovery, Planning and Requirements documentation Phase of the VHA Training Governance & Oversight Design Project.

Led a small technical team consisting of a Solutions Architect, Business Systems Analyst, Database Analyst, Cyber Security Engineer and a Technical Writer to analyze and design an Enterprise Platform using API architecture for interface with existing VHA applications and a cloud-based architecture.

Collaborated with the VHA integrated project teams (IPTs) for sixteen process areas, to develop Future State Requirements used to design the Enterprise System.

Develop organizational change management requirements needed to be incorporated across sixteen divisions within the VHA, into the Enterprise platform.

Manage quarterly deliverables consisting of Business, Functional, Non-Functional Requirements and supporting documents such as process flows and data diagrams provided to key Stakeholders in the VHA’s ILEAD organization.

Responsible for conducting Phase Gate Reviews and delivering weekly status reports that include an updated project schedule and budget.

Quality Program Manager Consultant for Providence Health Care Services (Seattle, WA). June 2021 to January 2022

Support Providence IS strategy for implementing best practices, established standards throughout Supply Chain Management Operations

Implemented and tracked quality and performance across all teams including test planning, test execution, QA, issue tracking and resolution using Azure Dev Ops

Continuously refined service delivery models to efficiently deliver high-quality results across the Point-of-Sale work group in Providence Health Care

Implemented an ERP application (FastTrac) for the Medical Surplus Recovery Operation (MSRO) Warehouse

COMMUNICATIONS & TECHNOLOGY MANAGEMENT (City of Austin) – May 2006 to January 2020

Quality IT Program/Project Manager, Sr., for CTM’s Project Management Office, managing Enterprise Implementation projects for multiple Departments across the City.

Managed an eight-year Enterprise Resource Management (Maximo) Project for Work Order/Planning, Asset Management, and Inventory Tracking with embedded GIS (ESRI) and Mobile (IBM’s Maximo Anywhere), for multiple City Departments including Austin Energy, 3 lines of business in Watershed, 2 lines of business in Transportation, 9 lines of business in Public Works, Building Services and Real Estate. This program was initiated through the RFP process, working closely with the City’s Purchasing department to develop the technical IT sections, manage vendor responses, and final implementation contract. The methodology for implementing Maximo across numerous City department relied heavily on IT Service Management frameworks and implemented organizational change management requirements needed for resources to embrace a radical change in business practices and was managed and documented in a Waterfall methodology/schedule.

Led a cross functional team involving all City departments for a five-year Enterprise project to implement ServiceNow as the Service Desk application for the City of Austin. Managed all aspects of the project from requirements definition to configuration using CMDB tools to implement ServiceNow, as well as ITSM for ensuring all City department requirements were consistently addressed.

Led a City-wide project team assigned to a multi-year Human Capital Resources project for HR, utilizing Confluence and JIRA. Due to the level of participation from executive leadership across the City, this was a critical project to the City Manager’s office.

Managed a 3-year GIS modernization program to replace ESRI’s ArcMap application with ArcPro for 2,000 GIS users across City departments. This project was managed using a hybrid Agile and Waterfall methodology in MSProject Server and SharePoint for executive access and shared project information.

Managed a dedicated Quality Program in support of CTM’s ability to continuously provide high-quality IT Projects and Services across City Departments, which was initiated in 2018. Three methodology/framework models for implementing quality standards were researched and piloted for consideration; Total Quality Management (TQM), ISO9001 Quality Management Standards, and the Texas Quality Assurance Team. The Texas Quality Assurance (QAT) team was implemented in support of a repeatable approach to consistently managing projects, as well as the ability to audit and report Major Information Resource Projects (MIRPs) across all City departments.

Managed the SaaS software application implementation of a Certification and Compliance Information Management system (B2GNow) to automate manual processes for Small Minority Business Resources and integrate with the City’s Financial System. This project was managed using Agile sprints for implementation.

Implemented a Change Control process developed in SharePoint, for documenting proposed upgrades and/or changes, reviewing, scheduling and approval by the Change Control Board.

Managed the deployment and closing phase of the City Hall Public Information Request (PIR) software application Project for another project manager who was out of the office on medical leave, utilizing MSProject and SharePoint.

Managed the Floodplain Information Systems software application Project for Watershed Engineering to automate the delivery of approved Federal Emergency Management Agency (FEMA) floodplain information for external citizen requests.

Led a web development team for the City of Austin external web site redesign project that included involvement from resources across all City departments, utilizing various development tools including Azure DevOps. This development project was managed using Agile sprints for implementation.

Portfolio Manager responsible for Community Care Services Department (CCSD) IT Initiatives Program of proposed projects across 14 Healthcare Clinics, 4 Dental Clinics, 2 Pharmacies and 2 business offices.

Ø NextGen 5.4 Migration Project merged Enterprise Patient Management (EPM) V3.9 and Electronic Medical Records (EMR) V3.7 and upgraded both into one database V5.4. The project was implemented and interfaced with Image Control Scanning across all Community Care clinics.

Ø CCSD Pharmacy Management System Project replaced the existing RXExpress application with the QS/1 NRX application. This project entailed converting existing data and migrating patient records in the new application. Deployment was achieved on schedule and under budget.

Ø CECC Triage Application Implementation Project enabled RNs to triage patients calling over the telephone utilizing a web-based application that tracks, documents and drives the use of proper protocols. The Triage Application was integrated with NextGen via HL7 inbound and outbound interfaces and deployed on schedule and under budget.

AUSTIN ENERGY (City of Austin) – December 2005 to May 2006

ITT Program/Project Manager (Contract Employee) responsible for managing Austin Energy IT projects from customer groups including Distributed Energy Services (DES) and Electric Services Division (ESD).

Managed nine software application projects for three AE groups, comprising a combined budget of over $12.2M.

Managed a National Coalition Web Site development project for Plug-In-Partners, a campaign from the DES Green Energy Conservation group. Successfully launched, two days ahead of schedule to coincide with the City of Austin press conference in Washington, D.C., for the nationwide campaign announcement. www.pluginpartners.com

Managed an automated Solar Meter Read/Reporting/Billing and Chilled Water application development project for what was previously a manual operation. Solar data is critical to the Resource Management Commission’s requests for monthly reporting, renewal energy planning and analysis staff, as well as verifying the program’s kW savings. These projects were in Phase I Initiation and Planning where requirement specifications were being captured and documented. The implementation of this project would reduce reporting preparation time by 95%.

TEKSYSTEMS – December 2004 to November 2005

Engineering Project Manager for Dell’s Ultra Mobile Sustaining Notebook Platforms group, responsible for managing multiple notebook platforms, docking stations, lead free product offerings, and peripherals projects simultaneously, as well as, the transition of sustaining platforms to CDC in China.

Owned and managed project plans and schedules to satisfy critical requirements, tasks, key milestones and deliverables.

Managed Engineering Change Requests (ECRs) submitted from OEMs in Dell’s engineering change management system. Responsible for ensuring required information was completed, assigned designated approvers for routing, and tracked daily progress towards final Release.

Facilitated project team meetings, captured issues, tracked status of ongoing progress toward resolving hardware related issues for Notebook sustaining platforms, published meeting minutes and project status report weekly on Dell’s internet document library in SharePoint.

SPHERION – April 2004 to December 2004

Server & Storage Project Manager in Dell’s Enterprise Systems Group, managing hardware, peripheral, platform, and software projects for Server and Storage product design, proto-type, test and development.

Managed product development schedules that included generating material orders in Dell’s Internet Requisition Tool; Ariba, identified lead time, verified quantity, and revision level for build parts, interfaced with vendors to ensure delivery commitment, tracked issues, resolved problems with discrepancy reports through research and usage of Oracle, and continuously communicated status reports.

Responsible for developing and managing build and allocation project plans and worked with cross-functional teams to execute team deliverables and materials plan for various system builds, as well as ensured project related documentation was continuously updated and communicated to ESG.

Responsible for the analysis of internal processes, resulting in formal recommendations focused on change management and the implementation of continuous improvement that achieved effective solutions that met departmental objectives and priorities.

PARTINGTON ASSOCIATES – March 2002 to April 2004

Quality Implementation and Compliance Consultant for a California based company that marketed and distributed an enterprise level, web based ISO9001 software application.

Conducted customer evaluations to assess business process analysis focused on eliminating lapses in quality at the earliest possible occurrence and increase overall profitability.

Developed business processes and project plans focused on detecting and correcting quality control issues.

Provided Total Quality Methodologies (TQM) and professional guidance, technical training, and implementation support to ensure successful usage of the ISO9000 tool.

MOTOROLA Semiconductor Products Sector (SPS), Austin, Texas -- November 1999 to February 2002

Process Support Program Manager in the Technology & Manufacturing, Performance Excellence Group, to manage critical projects, and drive business system processes for setting key strategies, establish clear priorities, and align technology development with the Motorola product groups to achieve an integrated process for New Product Introduction (NPI).

Facilitated the Technology & Manufacturing Roadmap Core Team to identify requirements for an integrated roadmap process across all groups within SPS. This resulted in defining an approved roadmap development process, the approval for an official web-based roadmap application development project, facilitated work sessions to collect roadmap content and identified dependency linkages, provided training and ongoing support for roadmap owners and documented the formal process methodology in a Roadmap Handbook for T&M.

Managed three development releases and full implementation of an enterprise level road mapping software application designed on Motorola’s proprietary DOORS database platform. Worked closely with the development team out of Scotland and a collaboration team out of Phoenix. This two-year effort resulted in the input of all SPS Product Group roadmaps integrated with clearly defined technology development dependency linkages, allowing executive leadership access to long-range plans.

Program Controller for Digital DNA’s Technology project registers in Motorola’s proprietary project management database application, Dante. Managed the process for project lifecycle phase approval, fulfilled project leader requests, and tracked slippage factors resulting in 80% increased accuracy of technology project reporting.

LOWER COLORADO RIVER AUTHORITY (LCRA) -- May 1998 to November 1999

IT Program/Project Manager for the Technology Services Division of a nonprofit conservation and reclamation district created by Texas Legislature to provide flood management, wholesale electric and water sales, and other services for Central Texas. Responsible for managing Information Technology related projects within Wholesale Water Services (WaterCo), and GenCo, two of LCRA’s three lines of business.

Managed the IT related deliverables for GenCo’s Maximo implementation at key power plant sites, integrated with LCRA’s financial system, PeopleSoft. Responsible for the migration of legacy data into PeopleSoft, as well as involved in the Initiation and Planning Phases for developing the Implementation plan of Maximo at several power plants.

A Billing project was initiated to satisfy Y2K compliancy and identify unique requirements for each service/billing type within WaterCo for the development and implementation of a proprietary billing software application to satisfy the needs of domestic, wastewater treatment, irrigation, and retail water sales, with the ability to be integrated with PeopleSoft and Maximo enterprise applications. This 18-month project resulted in the development of a working team across 3 lines of business, the development and documentation of functional requirements, managing a diverse software development team, and the training and deployment of official billing application within budget and ahead of schedule by 2 months.

A critical software application used daily in WaterCo’s Irrigation district to measure and convert diverted water in acre feet was not Y2K compliant. This project focused on the conversion of an application originally developed in Fox Pro, and enhanced in Power Builder (6.5). The successful conclusion of this project enabled continued water measurement without down time, integrated with WaterCo’s billing system, and training achieved to 100% of the Irrigation team across four locations.

SEMATECH -- September 1989 to April 1998

Manufacturing Systems Development Program Manager for the Information & Control Systems group within a semiconductor manufacturing consortium for the U.S. semiconductor industry.

Managed a 16-member software development team for a 5 year, $15M, Computer Integrated Manufacturing (CIM) object-oriented application development effort. Project entailed identifying specification requirements, documenting formal requirements for technology transfer, coordinated resource requirements, developed plans to address risk management, tracked project finances within budget, developed SOW for remote partnering initiatives, actively managed progress toward project goals, and managed Member Company and Supplier expectations through continuous communication and accurate reporting. This project resulted in successful partnering initiatives and deployment within 2 Member Company fabs.

Key author and facilitator in a two-year Grant project dedicated to establish and drive NIST’s Advanced Technology Program to create Technologies for Integrated Manufacturing Applications (TIMA); a five-year $150M program. The development of a joint member company/supplier proposal with Honeywell and AMD, resulted in an award of $4.9M for a 27-month project. This effort was acknowledged in a SEMATECH Outstanding Contribution Award received in October of ’96.

Produced a SEMATECH sponsored technical publication in object-oriented engineering technologies applied to semiconductor manufacturing which resulted in creating the format and style, developing 60 technical graphics, and producing a “camera-ready” manuscript, for the Prentice Hall publication, “Realizing The Object-Oriented Lifecycle,” ISBN 0-13-124454-X.

Education

Bachelor of Arts from the Institute of Music, Germany

Certifications

CSM SCRUM (Agile) Certification, 2014

ITIL Certification, 2012

Business Systems Analyst Certification Program, University of Texas, Austin, 2008

Project Management Professional Certification, #497339 (PMI) 2007

Six Sigma Black Belt Certification, Motorola University, 2001

Certified in ISO 9001 Quality Management Framework, 2000

Program Management Certification, Motorola University, 2000

Joint Application Development (JAD) Facilitation, 1995

Professional

Affiliations

https://www.linkedin.com/in/carla-jobe-partington-pmp-a609ab13/

Project Management Institute (PMI)

American Society for Quality (ASQ)

Society for Technical Communication (STC)

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