Starr A. Durand, PMP
Successful Senior Program Manager seeks next great challenge. Proficient with organizational change management and large-scale implementations, organized & resourceful self-starter thinks strategically and communicates clearly. Solutions-focused relationship builder brings a strong record of accomplishment for full SDLC/PDLC: managing project plans, leading PM teams (Agile expert), leading operational and support teams, and establishing roadmaps for cross-functional teams. Industry leader relates with both technical & business personnel to maximize ROI and manage budgets for broad, integrated programs. Specializing in Business Intelligence & ERP: thought leader of people, process, technology.
Starr A. Durand, LLC dba Starr Services Group
Contracting company providing training, project management, technology (ERP), and staff augmentation.
Responsible for contracts and financials.
Handles all CRM and business development.
Hiring & firing decisions.
Practice Manager, Intelligence (09/2018-02/2019)
Consulted and designed digital solutions for clients, including ERP, MDM, big data, and cloud.
Responsible for contracts and financials.
Sr. Program Manager, Strategy (10/2017-01/2018)
Defined and scoped executive Portfolio of Strategic & Community Health projects.
Performed discovery for business and technology projects for Governance Board.
Sr. Program Manager, Business Intelligence (01/2017-06/2017)
KinderCare Education (Contracted through InfoGroup NW)
Standing up new technology and operational processes for Enterprise Data Warehouse/BI Tools
Serving as escalation point for customer and staff for issues and dependencies; Risk Management
Performing executive stakeholder reporting and status reporting; owner of roadmap and aggressive schedule
Acting Team Lead for Business Systems Analysts, Developers, QA Analysts, and BI Architects
Assisting in contractor staff hiring/firing decisions
Sr. Program Manager, Business Intelligence (02/2012-02/2015)
Providence Health Systems
Reporting structure to VP; hiring/firing direct reports included BAs, PMs, SharePoint Analysts
Led governance groups: BI Leadership Team, BI Oversight Committee, Infrastructure Program Team
Served as escalation point for customer and staff for issues and dependencies; owner of “big picture”
Stood up new technology, staffing and operational processes for Enterprise Data Warehouse/BI Tools
Lead for all new process & policy in volatile, changing environment; much more.
Sr. Consultant (06/2011-01/2012)
McKesson (The Intersect Group) Various McKesson Clients
Manager of project staff and client stakeholders for McKesson/Horizon systems upgrades and new implementations, including off-shore project resources.
Sr. Program Manager (02/2011-05/2011)
NBS Enterprises (ESN – Engineering Services Network)
Dept. of Veterans Affairs (VA) Healthcare Financials Development Projects
Manager of staff of thirty-five (35) contractors and over one-hundred (100) client stakeholders.
Program consists of eight (8) simultaneous development projects with an aggressive timeline and highly integrated within the Program and with downstream systems. Focused on financial workflows.
Sr. Program Manager (5/2008-12/2010)
HMS Technologies, Inc.
Dept. of Veterans Affairs (VA) OI&T National Data Center Projects Supervisor: Harry M. Siegel, CEO
Program Manager for two Federal VA contracts, responsible for: resource management, status reporting, client business relationships, travel budget; twenty-five (25) direct reports; $6M in PM contracts; $350M Annual Program Budget; CMMI Level 3
Lead PM for Natl. Data Center Program, co-locating integration of data from 250+ facilities/17 data systems
Formed and led National Change Control Board (CCB), PMO and Steering Committee; managed Master Roadmap for 200+ concurrent Regional/National IT projects
Created new national PMO methodologies and Agile/Scrum development processes
Business Analysis & Workflow Analysis for 30+development projects
National Service Line re-organization, standup of National Core Systems Council, constructing Privacy SOP/policy and PII data security operational processes
Executive reporting (written and face-to-face) to National CIO, VA Secretary and Congressional budget and status reports (OMB – Office of Management & Budget)
Sr. Project Manager (1/2008-5/2008)
Providence Health Systems (Contractor)
WA/MT Regional PMO, Renton, Washington
Performed Business Analysis & Project Discovery for integrated enterprise-wide alerts system (RFID) – Horizon Enterprise Visibility (HEV)
Sr. Consultant Sr. Analyst (8/2007-1/2008)
Cascade Health Systems (Contractor: CS Partners, LLC) Supervisor: Don Carlson, Senior Partner
Analyzed transformation workflows for ordersets build strategy, development of best practice policies for ordersets review; supervised vendor business analysts
Co-led Privacy TAG (Technical Advisory Group) with Security Officer; documented Privacy policies for EMR data transactions
Consulted on enterprise-wide integration of new suite of products, including HIPAA compliance strategies
Enterprise Integration Architect Sr. Analyst Project Gatekeeper (7/2005-8/2007)
Southwest Washington Medical Center (Contractor: ACS Healthcare Solutions – IT)
Assigned projects to internal staff of sixty-two (62): business analysts, engineers, consultant PMs, and technical services team; directed up to 30+ contractors
Transformed project approval process, creating and implementing tools for project cost estimates, project charters, scope change documents, go-live decisions and support handoffs
Oversaw project-level budgets, projecting department-level budgets and maximizing ROI as C-level and Steering Committee liaison
Assessed new project scope, success metrics and timelines, managing project risks and issues
Successfully managed a $146M, 500K sq. ft. patient tower build as Lead PM/Analyst
Developed enterprise-wide QA system, Change Control, and centralized repository for testing scenarios
Negotiated and reviewed vendor contracts and RFPs from in-flight projects
Implemented systematic methodology for Lean workflow analysis and iterative (Agile) development
Managed implementations, developed PMO policies and procedures; owned master project plan for 75+ concurrent projects and acted as resource and timeline gatekeeper
Developed technical and PM staff resource integration plans, conducted workflow process analysis, handled change control, made vendor selections and provided executive reporting
IT Consultant Project Manager Business Analyst (8/1995-7/2005)
Developed predictive models for business cases, managed expectations, and defined business requirements, presented results to executive management
Monitored project financials and devised cost-reduction strategies to provide maximum ROI
Performing strategic analysis and organizational reviews, recommending business direction
Handled customer relationships (CRM), evaluated end user satisfaction
Managed software development life cycle (SDLC) with Agile/Scrum development approach, specializing in Business Analysis and requirements gathering
Managed direct reports as necessary for each contract
Of 36 clients surveyed, 100% would rehire; 78% of clients were previous clients’ referrals
Bachelor of Science (B.S.) Audiology/Speech Pathology – Kent State University, Kent, Ohio – 1990-1994
National Board for Certification in Hearing Instrument Sciences (NBC-HIS) 1990
Minor in Psychology Music Education and Performance Majors – Miami University, Oxford, Ohio 1988-1990
U.S. Senate Page, Washington, D.C. 1987
PROFESSIONAL AFFILIATIONS & CERTIFICATIONS
PMP Certification (Project Management Professional)
PMI-ACP (Agile) Certification – In Progress
2008 – Present: Member of PMI Community of Practice (Healthcare and Agile)
PMI Mentor (2012-2015)
ISO 20000 Certification
“Starr’s visionary work yields culture change, policy, and process improvement that far outlast her time of service.”
“Starr is a valuable bottom-line contributor with high-level staffing and fiscal responsibilities. She is proactive, willing to assist and conducts herself with a high level of integrity.”
“Starr handles a very difficult client base with great wisdom and dedicated effort. Overall her work ethic is infectious and is a very valuable team leader.”
“In addition to concrete, tangible deliverables (on-time, on-budget), her clients recognize her value as a fervent professional, able to achieve goals while caring about the people she serves. Ms. Durand offers the intangible: enthusiasm, encouragement and maturity in leadership.”
“Her major accomplishment was getting a large, political program back on track while tactfully handling many stakeholders. She also provided strong guidance to her team while they dealt with changing requirements and program scope.”
“Technical orientation, attention to detail, concise communication skills – very effective communicator. Perfect reporting at the executive level, both written & oral. A true diplomat.”
“Starr has nearly single-handedly assembled our team of project managers and engineers, led them all successfully through an intricate on-boarding and training process, and stood up the conceptual framework for a national PMO.”
“Willingness to listen to different ideas and accept them when they might be different from her own. Exemplifies class, tact and professionalism. A true diplomat.”