CAREER SUMMARY

Information Technology (IT) and Telecommunications professional with over 25-years experience and a strong record of implementing quality-based business processes and requirements along with the technical requirements necessary to support the launch of new products and applications through their full life cycle – Project Management Professional experienced in managing an IT Portfolio with projects including system implementations & upgrades, product development & launches, software development & implementation as well as systems integrations. Subject Matter Expert skilled in identifying business risks, developing solutions, and implementing changes that positively impact business. Experienced in developing strategies for efficiency-gains, developing and documenting policies and procedures, conflict resolution and working with multiple stakeholders to ensure project and portfolio success.

EDUCATION CERTIFICATIONS

University of Phoenix, Online Campus

Master of Business Administration Technology Management, October 2000

Scrum Alliance

Certified Scrum Master, July 2011

Spelman College, Atlanta, Georgia

Bachelor of Science/Physics, May 1994

Project Management Institute

Project Management Professional, January 2006

SKILLS SOFTWARE TECHNOLOGIES

Program, Portfolio & Project Management, Agile Project Management, SCRUM Master, Vendor and Contract Management

Microsoft - Office Suite, Office 365, Project, Project Server, Visio, SharePoint, Mavenlink, SpiraTeam, ZenQMS, CONFORM, Veeva

Voice (Toll-Free, ISDN, Switched 56, Call Center)

Service Level Agreements, IT and Impact Assessments and Strategic Roadmaps

HP PPM, HP QC, HP ALM,

Oracle Collaboration Suite, Oracle BRM,

Data (X.25, Frame Relay, DSL, Private Line, VPN)

Process Design, Development and Management, Performance Management, Dashboard Development and KPIs, and Analytics

ERM, ClearQuest, Clarify, Remedy, Siebel, CONFORM, Amazon WorkDocs, EHRs (Epic, FHIR)

TCP/IP (Internet, VOIP, IP VPN)

Business, Functional and Technical Requirements, and Financial Budgets and Forecasts

MHS Learn LMS, Plateau LMS

ATM

Management (Matrix, Strategic and Activity-Based)

PeopleSoft, SAP, IRMS, TrackWise, Documentum, Viva, EDMS, DataVision, Xign, Approva,

SONET-based survivability networks

EXPERIENCE

J Denise Enterprises Inc. July 2014 – Present

President & CEO

Strategic management consulting focused on understanding client processes and capabilities, operational workflows and source data to help transform organizations into high-performing and data-driven entities. Deliver IT & Telecom consulting services to clients for the development and support of Portfolios, Programs, Projects, Products and Services. Provide business process analysis and re-engineering services to streamline and digitize critical customer business functions within HP PPM; provide technical analyses of customers’ IT infrastructure and architecture to prepare customers for HP PPM implementations. Services include, but are not limited to, performing interim Senior Manager/Director level responsibilities using a proactive management style to successfully lead, develop and implement client initiatives. Projects include:

nexTier Innovations July 2014 –Present

Senior Managing Director Washington, District of Columbia

Develop SOWs and journey maps for new and existing customers to accelerate PPM and ITSM implementations while driving adoption and increasing customer confidence. Interact with clients to understand, uncover, and define the nature and scope of projects. Guide customer Senior Management in developing strategic business technology plans. Drive active customer engagement in PPM and IT Governance solution implementations to increase delivery success and ensure alignment with IT business goals.

Actively participate in business development activities, product demonstrations, proofs-of-concept and strategy sessions for major prospects that resulted in 81% net new business.

Coach and mentor team members in strategic consulting through hands on interaction with client projects and providing a lead-by-example approach to provide excellent client service and thought leadership.

Coach and mentor client teams on agile project management approach and strategies.

Aid clients in setting up Enterprise level Project Management Offices along with establishing and documenting policies and procedures.

EDETEK August 2017 – October 2018 & Aug 2019 – Feb 2021

Program Manager Washington, District of Columbia

Responsible for organizing and managing multiple projects for EDETEK’ Pharmaceutical clients while establishing and maintaining the client relationship. Developed and implemented a strategy to create a Project Management Office to synergize project and program activities and documentation among multiple clients. Defined program controls, processes, procedures and reporting required to manage EDETEK validated programs. Coordinated multiple projects to support both EDETEK and the client’s strategic direction to attain long-term goals.

Assisted in planning the PMO program strategy and monitored progress to ensure milestones and deliverables were met across the various projects and programs. Managed resources with diverse talents across the various projects in the program.

Developed and implemented a strategy for the project/program teams that included a robust risk mitigation plan.

Understood the interlink and overlap of multiple projects to ensure strategic goals for EDETEK and its clients were achieved.

Provided timely and accurate program performance and status reports to leadership and executive teams.

Facilitated workshops and meetings, developed and maintained project/program documentation and identified continuous improvement opportunities.

Participated in writing RFP responses and conducted CONFORM demonstrations using customer specific scenarios to clearly show the value of EDETEK proposed solutions.

Managed projects involving data retrieval from wearable devices and Electronic Healthcare Record Systems (EHR) as well as tracking clinical trial subjects’ consent, visits and payments.

Provided data analysis and validation reports to indicate data error (i.e. format, structure, etc.) with a workflow that allowed clients to decide what/when files were ready for ingestion into internal systems.

Performed client data analysis and mapping to EHR data to extract pertinent subject domain data for review and transfer to client systems.

Analyzed, reviewed and created data standards for wearable device data to support the transformation of data from incoming device standards to client-defined standards.

Worked with multiple client vendors to accurately track and parse specific subject data to each vendor while providing the client with subject consent, visit information and payments.

Texas Dept. of Transportation / ResultsPositive April 2016 – August 2016

Sr. Technical PM & PPM Business Analyst Austin, Texas

This project encompassed migrating updated business processes and technical capabilities onto the HP Project & Portfolio Management SaaS platform. Responsible for the Design and Implementation of Contract and Vendor Management Program on to the PPM platform which included Provider Management, Solicitation (RFP) Management, Contract Management, Work Authorization Management, Invoice & Voucher Management and Performance Management.

Participated in detailed current-state process and system review sessions to aid client in defining new processes and requirements.

Facilitated meetings to extract business requirements, documented the Business and Functional Requirements and converted those into Technical Requirements and Design Documents that supported client business objectives.

Utilized agile methodologies to deliver high-quality software builds with a high degree of client collaboration and satisfaction.

Partnered with the Solution Architect to ensure the overall Solution Architecture, which included, Portfolio, Project, Resource, Contract and Vendor Management, worked smoothly in the end-to-end workflow and system configuration.

Worked with business stakeholders to define dashboards, performance metrics, and the project road-map.

Morgan Stanley / ResultsPositive October 2015 – January 2016

Senior PPM Business Analyst / Project Manager New York, New York

Provided thought leadership as subject matter expert on HP PPM by understanding and articulating the business and technical implications of decisions made by Business Delivery Teams, whilst managing senior stakeholder relationships to ensure successful Delivery Management program delivery. Translated business requirements into technical requirements and design documents so that technical resources could develop HP PPM solutions that met Delivery Management customer requirements. Worked with UAT staff to assure comprehensive testing and communicated testing status to other functional teams and management.

Provided Level 3 support for PPM issue resolution, also updated FAQs to assist users and lower level support team in the resolution of common issues.

Worked with off-shore developers and testers to ensure project work was completed in adherence to Release schedules.

Facilitated weekly meetings with Business Delivery teams to analyze and prioritize bugs, enhancements and Roadmap items to be included in releases to ensure alignment with IT Roadmap and resource constraints.

Created training and FAQ documents as well as provided training to UAT testers and PPM support team on PPM enhancements.

Penny Corp March 2006 – July 2014

President & Project Consultant

Provide IT & Telecom consulting services to clients for the development and support of projects, products and services. Perform interim Senior Manager/Director level responsibilities. Use proactive management style to successfully lead, develop and implement client initiatives. Projects include:

nexTier Innovations January 2014 –July 2014

Managing Director Washington, District of Columbia

Develop SOWs and journey maps for new and existing customers to accelerate PPM and ITSM implementations while driving adoption and increasing customer confidence. Interact with clients to understand, uncover, and define the nature and scope of projects. Guide customer Senior Management in developing strategic business technology plans. Drive active customer engagement in PPM and IT Governance solution implementations to increase delivery success and ensure alignment with IT business goals.

Architected enterprise PPM solutions and conducted product demonstrations using customer specific scenarios to clearly show the value of proposed solutions; execute continuous knowledge transfer sessions with customers to ensure post-production customer ownership and operation. Lead strategic HP Project Portfolio Management projects in the Financial Services vertical

Provided business process analysis and re-engineering services to streamline and digitize critical customer business functions within HP PPM; provide technical analyses of customers’ IT infrastructure and architecture to prepare customers for HP PPM implementations.

SiriusXM / Ventera March 2013 –July 2014

Canada Integration Manager Washington, District of Columbia

Responsible for the delivery of the Canadian component of a $40 million Telematics program comprised of 12 internal SXM projects as well as a major auto manufacturer and Telematics Service Provider. Identified gaps within the Program and presented process improvements along with recommendations to Telematics IT Program Executives that led to restructure and critical changes. Understood program interdependencies and clearly communicated the impact of delays (from the client or vendors) to the overall program to company executives. Provide input and guidance on the functional and technical integration with multiple internal projects.

Defined and managed the Integrated Program Schedule, Change Requests, Issues, Risks and Releases and communicated program gap to Senior Leadership and worked with leadership team to close identified gaps.

Worked with vehicle manufacturer, SXM and other vendor partners in meetings focused on issues, schedule, interdependencies and open work items; identified scope creep and new billable work items to SXM by maintaining an in-depth knowledge of the contract details between the SXM and its vendors. Used agile project management to deliver an Oracle Billing System (BRM) for Canadian customers.

Coordinated and oversaw the organization, management and process for content management, translations and implementation into internal systems; managed and ensured infrastructure and environment readiness based upon Integration test schedule.

Nii / Celerity October 2011 – March 2013

Senior ePMO Consultant & PPM Solutions Manager Reston, Virginia

Recommend PPM enhancements, write the requirements, conduct design reviews and system testing as well as create training modules for users detailing the enhancements for PPM version 8.0 and 9.1. Manage SaaS upgrade to version 9.1 and create training material highlighting the differences in the versions. Deliver Training to new users as the PPM application is rolled out to new user groups and international Latin-American markets. Responsible for the setup and maintenance of user accounts.

Developed and maintained ePMO methodologies, standard procedures, templates, technical tools, and processes.

Created an implementation roadmap for the upgrade from 8.0 to 9.1 for a SaaS installation along with the strategy to roll-out PPM enterprise wide. Managed the upgrade using an agile methodology.

Worked with market leads to develop PPM enhancements to improve user experience and define how future modules would be used and rolled-out to the enterprise.

Work with Latin-American markets to train, add and delete users on the PPM application.

Defined executive level status report and metrics for HQ and the Presidents of each Latin-American market.

Kinetic Concepts Inc. / ResultsPositive October 2010 – September 2011

Senior IT Project & PPM Solutions Manager San Antonio, Texas

Upgraded PPM 7.5 to PPM 9.1 and provided post upgrade support; created and conducted training on the enhancements in the new version for this Medical Device company. Support the Operations portion of a $30M Oracle R12 global financial system upgrade. Manage project/portfolio plans, timelines, agendas, budgets, resource requirements and other planning tools required to facilitate coordination of various IT projects through their full lifecycle. Identify and implement best practices in project / program management in order to facilitate standardization and coordination across projects.

Reviewed current PPM configuration and recommended changes to enhance performance.

Created an implementation roadmap for the upgrade from 7.5 to 9.1 for a heavily customized installation along with the strategy to roll-out PPM enterprise wide. Identified areas of risk and developed mitigation strategies with project team members.

Gathered business requirements and designed a solution for PPM 9.1 Resource, Project and Portfolio Management modules.

Balance resources across projects to ensure projects are properly resourced and in alignment with prioritization and strategy.

Identified areas of risk and developing mitigation strategies with project team members and used an agile methodology for project management.

Ensured effective, accurate and timely communication of project and portfolio activities across all functional areas.

Provided technical and administrative management skills to support the review of new technologies as required.

Established PMO processes and guidelines and trained new Project Managers on processes and agile project management methodology for validated systems.

Escalated project issues as required, particularly when reaching limits as defined in the project contracts.

Fannie Mae / Teksystems May 2009 – November 2010

Senior IT Project & PPM Solutions Manager Washington, District of Columbia

Manage the Cash Processing Platform Replacement Program performance while ensuring compliance with regulatory requirements, company policies, procedures and guidelines; direct and supervise all support resources for the performance of project assignments and activities. Manage the technical direction of all projects through the Software Development Life Cycle (SDLC) including initiation, planning, design, testing and implementation in accordance with project objectives.

Gathered business requirements and designed a solution for PPM 9.1 Resource, Project and Portfolio Management modules.

Conducted PPM implementation assessment and provided recommendations for implementing new functionality and modules.

Provided PPM Configuration and System Administration training and developed custom executive portlets for reporting.

Create and maintain project plans while facilitating coordination among project contributors and downstream application owners.

Provide frequent, clear and comprehensive communications across the project team, stakeholders and executive sponsors.

Serve as the point person for identifying, tracking and resolving all major program and project level issues and risks.

Provide a context-driven approach to project management that delivers compliance with: SDLC, CMP (Corporate Model Policy), and SOX (Sarbanes-Oxley) policies and standards.

Ensure all project stakeholders are engaged on critical business projects and generate metrics and dashboards reports.

Work closely with developers, database analysts, configuration managers, infrastructure operations, production support and business leads to deliver high quality applications and/or releases into business operations.

MedImmune / Clovis January 2008 – November 2008

Senior IT Project Manager Gaithersburg, Maryland

Provided project management support for validated software implementations and other IT initiatives for this Pharmaceutical company; including project evaluation, execution and post implementation assessments; provided the primary direction on projects with minimal oversight including the pre-implementation activities of needs assessment, software evaluation, vendor evaluation, resource planning, managing budgeting (tracking forecasts vs. actuals) and scheduling. Established project scope and return on investment, project plans as well as manage priorities and direct the efforts of all internal and external personnel involved with the project while mitigating project risks and maintaining financial control.

Worked closely with the business functional areas, IT technical Leads, System Validation Leads, Quality Leads and vendors in defining project scope, approach, resource requirements, timing for deliverables and funding for projects.

Provided leadership to the project team as well as planning, estimating work, and tracking project schedules and issues.

Managed project scope, budget and schedule including tracking of project change requests.

Performed project risk assessments and work with stakeholders and project teams to develop risk mitigation plans.

Assisted in the development of Standard Operating Procedures to support proper functionality of the systems being implemented.

District of Columbia Government / Nustrat September 2007 – December 2007

Project Portfolio Manager Washington, District of Columbia

Provided governance and portfolio management for IT projects along with consultation and guidance to District Agencies in the preparation of their Fiscal Year IT budgets and key IT projects being initiated by District Agencies; performed oversight of assigned District IT-related management reform plans within the portfolio to ensure that they are in alignment with program goals and priorities, District IT direction, and District IT standards.

Developed project plans and schedules, estimated resources requirements, defined milestones and deliverables as well as monitored project activities, evaluated and reported on accomplishments of the program.

Assisted District agencies in the identification of opportunities for revenue generation, IT resource consolidation, IT efficiencies, and leveraging existing technology and resources.

Identified alternative solutions to unique business problems in assigned projects, integrates the work of others as a team or project, and predicts future environments or the impact on future processing.

Ensured that the implementations of portfolio IT projects are on time and within budget by reviewing project plans and tracking budget forecasts and actuals.

Fannie Mae / ALTA IT Services April 2007 – August 2007

Release Manager Herndon, Virginia

Maintained in-depth knowledge of every aspect of the Software Development Life Cycle (SDLC), various applicable operating systems and software application or platforms, as well as various business functions and perspectives; responsible for managing all aspects of regular software releases, including documentation, communication, and tracking delivery on all deadlines; worked closely with the Business Areas, Development Teams, Quality Assurance, Project Managers to develop a master schedule for all production affecting events associated with releases and maintenance activities.

Led the facilitation of change and release management meetings while coordinating activities with technical support staff along with production of comprehensive documentation.

Worked with development team to coordinate implementation of bug fixes and enhancements.

Maintained calendar of events leading up to releases, ensure timely delivery of each item, outline the schedule of activities for release events and provide release notes for each build.

Scheduled change requests and works closely with Change Management team for calendaring of such items.

Continually worked on process improvements and maintained documents for release coordination.

Served as a liaison between varying business units, source projects, teams and components to guarantee smooth and timely delivery of software products or updates.

Jacer / TriCare Management Agency (TMA/RITPO) August 2006 – February 2007

MHS Learn Project Manager Falls Church, Virginia

Supported the Military Health System Learning Management System (MHS Learn), a $100M enterprise Learning Management System (LMS) and collaborative portal for training activities that was designed to support all education models by providing a single unified learning delivery system to the extended enterprise of employees, patients, and partners; ensured and reported compliance with Sharable Content Object Reference Model (SCORM) and Department of Defense Initiative (DODI) 1322.26 to multiple audiences for standardization and consistency in the types, styles and reporting of training.

Improved workforce training and collaborative events at reduced costs by empowering Medical Treatment Facilities and Program Offices to host training on a centralized learning portal supporting virtual and self-paced training.

Assisted with the development and deployment of training, web-based training, implementations, migrations and change management.

Provided system and functional requirements to ensure MHS Learn’s ability to support training initiatives and track student data.

Managed vendor relationships and client expectations pertaining to new training content development and the migration of student records from legacy systems to MHS Learn.

Presented progress and status reports to senior and executive level staff in weekly, bi-weekly and monthly cross functional and operational meetings; provided documented detailed analysis of current business practices, processes and systems while conceptualizing and suggesting improvements.

Fannie Mae / ALTA IT Services March 2006 – August 2006

Quality Facilitator Washington, District of Columbia

Ensured all internal and cross project documentation meets the quality standards mandated by the organization’s internal System Development Life Cycle (SDLC) requirements. Facilitated quality assurance review sessions including the project managers, business owners, sign-off personal and upper management participants. Ensured all projects create, publish, and obtain signoff on the required documentation to pass data from one internal SDLC phase to another.

Conducted quality assurance activities for assigned projects within large, complex financial restatement initiative.

Raised awareness of risks, issues, and assumptions that impact upstream and downstream project teams.

Facilitated meetings with IT and business owners communicating and enforcing the quality assurance guidelines required by the organization.

Clearly communicated and escalated to upper management project quality issues and quality deficiencies via status reports, metric reports, and dashboard reports.

Interacted with other Quality Facilitators ensuring quality assurance requirements are being met and evenly enforced across all projects within a company wide initiative.

Identified and validated process controls affecting multiple and interacting project streams.

NJ Nearing Solutions, LLC February 2003 – March 2006

CEO & Project Consultant

Provided consulting services to the District of Columbia Government in support of their IT and Telecommunication projects. Program managed the initiation and implementation of voice services and products as they are migrated into the ISDN; provided consultation and direction on business process improvements and metrics. Job specifics included below:

District of Columbia Government February 2003 – March 2006

OCTO Project Manager Washington, District of Columbia

Provided management and oversight of DC Government Agency telecommunications services and proactively assisted DC Government Agencies in planning their telecommunications activities (i.e. move, changes, upgrades, disconnections). Monitored Agency financial planning and expenditures to ensure projects did not exceed telecom budgets. Acted as liaison between the Office of the Chief Technology Officer (OCTO), intergovernmental agencies and outside vendors to ensure compliance with DC Government standards

Assessed DC Government Agency telecommunications requirements and recommend changes to telecommunications services.

Project Managed Agency telecom activities (move, changes, upgrades, disconnections, etc.) through their full lifecycle.

Managed Projects and create project plans to build, renovate, upgrade and/or remodel Agency furnishings, facilities and/or infrastructures; assisted Agencies with planning telecom activities and budget forecasting to avoid overspending.

MSX International/ Fathom Solutions December 2004 – April 2005

Subject Matter Expert Chicago, Illinois

Assisted in the development and documentation of business and technical requirements, interface agreements and high-level design documents for applications in support of Southwestern Bell Company’s LightSpeed Project; ensured that the documents created are viable, accurate and signed-off by all areas of the business as well as being accessible to SBC organizations and vendors via the Intranet.

Encouraged dialog between the Business Leads and Application Developers in order to capture Business Requirements for the project.

Facilitated Technical requirement URD sessions with application developers, committed to defining and developing robust upstream and downstream systems.

Coordinated with application developer groups to identify inputs and outputs necessary to ensure that system integration assumptions and requirements were in sync for data processing; participated in high-level design sessions to develop system specifications, system flows, screen designs, and data mappings based upon Technical Requirements.

Cable & Wireless August 1999 – March 2003

Senior Project Manager Operations Support Vienna, Virginia

Developed and defined project plans, business rules, and system processing plans to support the scheduled launch of new products. Responsible for finding solutions to difficult business problems as well as implementing process and/or system changes across multiple organizations and workgroups. Managed a team of global Project Managers responsible for full system development life cycle for a $250M implementation of Siebel, OMS and Clarify to support the US Business Unit as well as the Global Business Unit (UK, Europe, Japan, Australia and the Caribbean); managed a team of global employees responsible for the development of standardized global end-to-end processes to support Customer Relationship Management, Provisioning, Billing, Operational Support and Service Assurance.

Facilitated meetings with cross-functional developers to define requirements for multiple systems to ensure viable operational flow of previously defined business processes; managed process improvements that included assembling project teams, developing initial and detailed project plans, driving project and process completion, and execution.

Ensured that the standardized global end-to-end processes that were developed by the team were viable, accurate, documented, signed off by and distributed to all areas of the business. Worked with global system development groups to identify inputs and outputs necessary to ensure that system integration assumptions and requirements were in sync for global data processing

Integrated a Supply Chain Management System with a front-end web portal which provided oversight and tracking of hardware and software components for web-based application services.

Translated company business processes into Operational Support Systems requirements to obtain level of effort statements from development teams for Siebel, OMS, and Clarify; project managed the global rollout of a Clarify.

Presented progress and status reports to senior and executive level staff in weekly, bi-weekly and monthly cross

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