Starr A. Durand, PMP
Successful Senior Program Manager/PMO Leader seeks next great challenge. Proficient with Prosci organizational change management and large-scale transformations, self-starter thinks strategically and leads teams with great influence. Solutions-focused analyst, listens first to gather technical and business requirements, including workflow analysis and removing blockers. Industry leader brings strong record of rigorous risk management, adhering to both PMBOK and Agile. Certified Scrum Master (CSM), Certified Scrum Product Owner (CSPO), and Lean methodologies for full SDLC/PDLC: managing project plans, leading dev teams, training, and establishing timelines for deliverables to cross-functional/matrixed team members. Experienced in standing up PMO processes & tools from scratch, with budgets up to $350M, servant leader “rolls up her sleeves" to meet KPIs and metrics for measurable success. The one chosen to lead Governance & Steering groups to make strategic decisions. MS O365, Project, Access, SharePoint, Confluence, JIRA, Clarity, Salesforce, Visio, more. Passionate about relationships & all-ways communication with her team, executive sponsors & stakeholders. Delivery is the focus!
Agile Coach (01/2020-03/2020)
Banfield Hospitals (Contractor with Modis)
Lead for new Product Teams and Agile transformation of organization's deliverables and processes.
Presenting and educating on Agile mindset and concepts; leading huddles, dev sessions, backlog reviews, sprint planning, and retrospectives.
Organizational change management and 1:1 counsel for those going through the change.
Weekly Leadership presentations.
Starr A. Durand, LLC dba Starr Services Group
Contracting company: training, project management, technology design, and staff augmentation.
Responsible for contracts and financials.
Handles all CRM and business development.
Hiring & firing decisions.
Practice Manager, Intelligence (09/2018-02/2019)
Managed and designed data solutions for MDM, EDW, big data, cloud and other clients
Fiscal responsibility, contracts, status reporting
SR. Program Manager (10/2017-01/2018)
Defined executive strategy & vision of Portfolio of Strategy & Community Health projects
Performed Discovery for Governance process
SR. PROGRAM MANAGER, BUSINESS INTELLIGENCE (01/2017-06/2017)
KINDERCARE EDUCATION (CONTRACTED THROUGH INFOGROUP NW)
Stood up cloud infrastructure and operational processes for Enterprise Data Warehouse/BI Tools
Served as escalation point for customer and staff for issues and dependencies; Risk Management
Performed executive stakeholder reporting and status reporting; owner of roadmap and aggressive schedule
Scrum Master for Business Systems Analysts, Developers, QA Analysts, and BI Architects
Assisted in contractor staff hiring/firing decisions
SR. PROGRAM MANAGER, HEALTHCARE INTELLIGENCE (02/2012-02/2015)
PROVIDENCE HEALTH SYSTEMS
Responsible for managing Healthcare Intelligence Portfolio (33+ projects)
Stood up hybrid cloud infrastructure, staffing & operational processes for EDW/BI Tools
Mapped HL7 interfaces for enterprise data warehouse integrations and data transactions
Reporting structure to VP; direct reports include Analysts, PM’s, SharePoint Analysts
Led governance groups: HI Leadership Team, HI Oversight Committee, Infrastructure Program Team
Scrum Master for customer and staff for issues and dependencies; owner of “big picture”
Lead for new process & policy in volatile, changing environment; much more.
SR. CONSULTANT (06/2011-01/2012)
MCKESSON (THE INTERSECT GROUP) Various McKesson Clients
Managed project staff and client stakeholders for McKesson/Horizon systems upgrades and new implementations/interfaces, including offshore project resources
Mapped HL7 interfaces from clients’ current systems to feed Horizon Clinicals and populate EMR data
Deliverables: PMP, Resource Plan, Risk Mgmt Plan, Communication Plan, Schedule, Deliverables Matrix, Weekly Status Reports, Unit Test Plans, Integrated Test Plans, Workflow Process Analysis, more.
SR. PROJECT MANAGER (02/2011-05/2011)
NBS ENTERPRISES (ESN – ENGINEERING SERVICES NETWORK)
Dept. of Veterans Affairs (VA) Healthcare Financials Development Projects
Remote Manager of staff of twenty-four (24) contractors and over one hundred (100) client stakeholders.
Program consists of eight (8) simultaneous Agile development projects with an aggressive timeline and highly integrated within the Program and with downstream systems. Focused on healthcare claims, billing, coding and other financial workflows. Integrated with HL7 interfaces.
Deliverables: PMP, Resource Plan, Risk Mgmt Plan, Communication Plan, Schedule, Deliverables Matrix, Monthly Progress Reports (MPR), Requirements Specification Documents (RSD), Traceability Matrices (RTM), Software Design Documents (SDD), more.
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
Remote & On-Site Program Manager for two Federal VA contracts, responsible for: resource management, status reporting, client business relationships, travel budget; 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
Business Analysis & Workflow Analysis for 30+development projects, including National Data Warehousing Project, HL7 interfaces and SharePoint development
National Service Line re-organization, standup of National Core Systems Council, constructing Privacy SOP/policy and PII data security operational processes
Formed and mentored National Change Control Board (CCB), PMO and Steering Committee; managed Master Project Plan for 200+ concurrent Regional/National IT projects, consulted on new national PMO methodologies and Agile/SCRUM development processes
Executive reporting (written and face-to-face) to National CIO, VA Secretary and Congressional budget and status reports (OMB – Office of Management & Budget)
PM Support for Service Line Manager projects, including core systems, infrastructure (LAN/WAN/IPC), operations, SLAs (Service Level Agreements), emergency preparedness, Active Directory standardization, server virtualization, WAN optimization (Cisco WAAS & Riverbed), GPO (common controls) implementation, storage management standardization, VoIP augmentations
Deliverables at Program & Project levels: Enterprise Engineering (EIE) White Papers & Design Decisions,
Scope Statement, Charter, Communications Mgmt Plan, Capacity Mgmt Plan, Risk Mgmt Plan, Risk
Analysis/Register, IPT Roles Matrix, WBS (Work Breakdown Structure), Schedule, Acquisition Plan,
Procurement Plan, BOMs, Budget, Cost Benefit Analysis, Change Mgmt Plan, Change Order Processing, Project Mgmt Plan, Test Plans, Training Plans, Status Reports, Deliverables Tracking, Steering Committee Facilitation, RFPs, Executive Briefings & Presentations, SharePoint site design and build.
SR. PROJECT MANAGER (1/2008-5/2008)
PROVIDENCE HEALTH & SERVICES
WA/MT Regional PMO, Renton, Washington Supervisor: Vince Frazier, Director, PMO
Performed Project Discovery for integrated enterprise-wide alerts system (RFID) – Horizon Enterprise Visibility (HEV)
Performed Project Discovery for EMPI (Electronic Master Patient Index) - Quadramed
Deliverables: Scope, Cost Benefit Analyses, Business Requirements, Workflow Process Analysis, Use Cases, HL7 Interface Mapping, Privacy & Security Requirements, Integration Requirements, Budget, Milestones/Timeline, Resource Plan, Communications Plan, Executive Presentations, SharePoint design.
SR. PROJECT MANAGER SR. ANALYST (8/2007-1/2008)
CASCADE HEALTH SYSTEMS (CONTRACTOR: CS PARTNERS, LLC) Supervisor: Don Carlson, Senior Partner
Managed CPOE implementation (Computerized Physician Order Entry) for 4-facility rural hospital system
Analyzed transformation workflows for ordersets build strategy, development of best practice policies for ordersets review; worked with vendor analysts
Co-led Privacy TAG (Technical Advisory Group) with Security Officer; created Privacy policies for EMR
Consulted on enterprise-wide integration of McKesson/Horizon suite of products for new implementation and build, including HIPAA compliance strategies (conversion from Cerner); HL7 (eGATE IE)
Deliverables: Current/Future/Ideal State Workflows, Communications Plan, Change Mgmt Plan, WBS, Schedule, O&M Plan, McKesson Vendor Relations
ENTERPRISE INTEGRATION ARCHITECT SR. ANALYST PROJECT GATEKEEPER (7/2005-8/2007)
SOUTHWEST WASHINGTON MEDICAL CENTER (CONTRACTOR: ACS HEALTHCARE SOLUTIONS – IT)
Supervisor: Cheryl Bailie-Walker, Director, Applications Services
Successfully managed a $146M, 500K sq. ft. patient tower build as Lead PM/Analyst
Led enterprise projects and managed new facility adds, moves and changes; provided legacy system and implementation Change Control and Quality Assurance (PHI/PII) analysis
Developed QA & Change Control (ITIL) policies & procedures, resulting in decrease in adverse events and multi-departmental downtime; developed enterprise-wide QA system & centralized repository for testing
Transformed project approval process, creating and implementing tools for project cost estimates, project charters, scope change documents, go-live decisions and support handoffs
Negotiated and reviewed vendor contracts and RFPs from in-flight projects; contract negotiations
Introduced & implemented systematic methodology for Lean workflow 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 standardized toolsets with Compliance Officer for Privacy compliance planning and audits
Developed technical and PM staff resource integration plans for all HL7 interfaces, conducted workflow process analysis, handled change control, made vendor selections and provided executive reporting
Assigned projects to internal PM staff of 62, including analysts, engineers, consultant PMs, and technical services team; provided direction for up to 30+ contractors
Assessed new project scope, success metrics and timelines, managing project risks and issues
Oversaw project-level budgets, projecting department-level budgets and maximizing ROI as Director and Steering Committee liaison
Led weekly status meetings, provided concise dashboard reporting for executive-level sponsorship
Deliverables: Project Status Reporting Tools and Templates, QA and Testing Plans, Business Intelligence (BI) Best Practices, Root Cause Analyses, SBAR Reports, Scope Statements, Cost Estimates, Critical Success Factors/Key Performance Indicators (KPI), RFPs, Project Schedules, Project Resource Plans.
IT CONSULTANT PROJECT MANAGER BUSINESS ANALYST (8/1995-7/2005)
DATABASENOW (SOLE PROPRIETORSHIP)
Developed predictive models for business cases, managed expectations, and defined business requirements, presented results to senior 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 Agile software development life cycle (SDLC) with Agile/Scrum development approach, specializing in QA and test scenarios Key ACCOMPLISHMENTS: Of 36 clients surveyed, 100% would rehire; 78% of clients were previous clients’ referrals. Ask about Projects.
Bachelor of Science (B.S.) Audiology/Speech Pathology – Kent State University, Kent, Ohio
National Board Certification for Hearing Instrument Sciences (NBC-HIS)
Minor in Psychology Music Education and Performance – Miami University, Oxford, Ohio
PROFESSIONAL AFFILIATIONS & CERTIFICATIONS
PMP Certification - Project Management Professional
CSM - Certified Scrum Master
CSPO – Certified Scrum Product Owner
PMI-ACP (Agile) Certification – In Progress
Trainer/Consultant as Agile Coach and for PMP Exam Prep Courses
Strengthsfinder Certification and Emotional Intelligence Certification
2008 – Present: Member of PMI Healthcare CoP; PMI Mentor (2012-2015)
“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.”
“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.”
“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 client she serves. Ms. [Durand] offers the intangible: enthusiasm, encouragement and maturity in leadership.”
“Starr’s visionary work yields culture change, policy, and process improvement that far outlast the closure of a project.”
“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.”
“Biggest accomplishment: Demonstrating the value of project management and overcoming the client’s reluctance to incorporate the principles in daily work.”
“Starr was very successful in bringing Project Management methodologies to our organization and selling its benefits. Her knowledge and skills are extensive and was beneficial to our team. The fruit of her labor will have long-lasting results.”
“Trustworthy, dependable, easily gets along with others, loyal.”