Stefanie Maucher

advi67@r.postjobfree.com

314-***-****

SUMMARY

Stefanie Maucher is MS Project/MS Visio/MS Office Master Certified and has managed enterprise level projects. She has started and implemented multiple project management offices during her project management career. She specializes in HR, IT, Pharmaceutical, Clinical Services, as well as Mergers and Acquisition projects. In addition, she has managed internal and external contractors and reviewed and led the RFP process during those years. She has managed projects in various healthcare and pharmaceutical related industries within Human Resources, Information Technology and Operations and has proven success with the utilization of Agile and Waterfall methodology deployment.

Skill

# Years Used

Last Used

Healthcare

20

2022

Project Management

20

2022

Contract Management

20

2022

Project Management Office Implementation and Governance

15

2022

Mergers & Acquisitions

2

2019

Clinical Services Implementation

4

2022

MS Project, Smartsheets, Miro, Clarity, Jira, Agile, Waterfall, ALM, Confluence, SharePoint Online

20

2022

HR and HRIS Management and Development Workday, ADP, Ultimate

20

2020

EXPERIENCE

CVS Health Systems, St. Louis, MO (4/2022 to 7/2022)

Sr. Project Manager Consultant

Led weekly readout session with senior stakeholders on project status

Utilized Miro for project roadmap

Tracked hours and budget on a weekly basis utilizing Clarity

Led SCRUM meetings

Managed 6 clinical systems through a proprietary Pharmacy Benefit Management rollout (including application development lifecycle)

Responsible for implementing new PM Program Management program

Partnered with IT and Business Product Owners to ensure risk mitigation and plans were in place, as needed

Climate Corporation, St. Louis, MO (7/2021 to 3/2022)

Sr. IT Project Manager Consultant

Led corporate-wide rollout of MS Teams and Office 365 from GSuite applications

Partnered with infrastructure to design backbone of support needed to maintain productivity during migration

Created cost benefit analysis and timeline to decommission redundant applications during migration

Created training material for Teams and O365

Maintained SharePoint site, including administration

Managed all phases of the project life cycle utilizing a hybrid of methodologies

Presented updates to c-suite members on project status

Reported on weekly progress utilizing a PPP method (Progress, Planned, Problems)

Utilized Jira to assign tasks and track progress of key milestones and roadmaps

BJC Healthcare, St. Louis, MO (3/2020 to 5/2020)

SR IT Project Manager Consultant

Migrated BJC organization to MS Teams

Led daily team huddles to identify with the project team to identify blockers – managed meeting to 15 minutes or less

Led weekly project status update meetings with the project team to update project progress and address any open issues

Managed statement of work from vendor

Co-managed pieces of the project with vendor

Tracked hours and budget for MS Teams rollout

Identified dependencies of current project to other enterprise projects

Co-created weekly status report with vendor

Presented status of project to Senior Leadership

Created and managed BJC’s first Change Leader network

Facilitated change management training to over 50 Senior Leaders in the Change Leader network

Assisted Senior Leaders in the Change Leader Network in identifying their Change Agents and provided training

Documented and revised current policies and procedures to align with Teams rollout and the Change Leader Network

Reviewed governance plan for MS Teams

ROYAL CANIN St. Louis, MO (3/2019 – 6/2019)

IT Project Manager Consultant

Implemented an inventory warehouse pick system to global sites (9 different countries)

Utilized SmartSheets to link into JIRA so resource time reporting and progress was accurately tracked

As part of executing test plan, created and executed user stories

Led retrospective meetings every two-weeks after a Sprint was closed

Created Sprints (2 weeks), Epics, and Stories and planned resources for sprints using JIRA

Led Lessons Learned meetings at the end of the project

Archived all information on to a SharePoint site

Oversaw the creation of user stories, test cases and scenarios

Led War Room activities during go-live process

Led Deployment meetings on a weekly basis

CHARTER, St. Louis, MO (10/2018 to 03/2019)

IT Project Manager Consultant

Led daily stand up meetings with technical assistants and business analysts to determine progress and blockers that may exist

Assisted with developing hand-off documentation and training documentation as part of the project closure

Reported weekly progress to c-Suite and key stakeholders using MS PowerPoint

Identified and mitigated risk utilizing the SmartSheet’s risk factor rating

Projected and forecasted upcoming billing department projects in conjunction with the Program Manager

GREAT CIRCLE, Webster Groves, MO(04/2017 to 04/2018)

Project Manager

Developed the HRIS system for the organization to ensure payroll cycles were included in the final delivered solution

Rolled into a fully developed HRIS system to include recruiting, and the final solution for performance management

Partnered with Key Stakeholders to identify the scope of the project and outline the forecast for the budget. This was defined by using work break down structures with the Key Stakeholders as well as front line staff to ensure the project added value. Key Stakeholders took an active role in outlining the business requirements. Senior level Executives where a pivotal active member of the project plan

Configured Workday to include all aspects of Human Resources (job posting, candidate experience, employee portal, recruiting process and performance management automation)

Developed project plan to define project phases for two key IT initiatives (Workday Migration and Office 365/Cloud Migration). This project allowed the organization to provide just in-time-training as well as reduced budget for MS Office installs. Collaboration and team sites were also employed

Held sequencing of events to build a comprehensive business plan while partnering along-side C-suite employees

Developed budget and total cost of ownership (TCO) $3 million dollar projects which were delivered on time and on budget

Provided weekly reports using Project as well as Dashboards. This allowed executives to have an integral role in keeping track of projects and when the project team needed assistance with building support throughout the course of the progress

Projects were forecasted and tracked using Project and proprietary software packages while using shared resources. Tracked progress of projects and managed budget for projects.

Performed weekly update calls with C-Suite Executives and project teams.

Documented work processes and utilized SharePoint for team collaboration and project documentation archives, which allowed less phone calls and double wok by sharing all project informational with all stakeholders

Managed vendor relationships – delivered 100% of all contractors as access to their first day on-site.

Presented project updates to Board of Directors utilizing a variety of methods such as dashboards, reporting and PPT presentations

Documented lessons learned and modified approach based on outcomes. On average the team identified 30% of tasks that could be enhanced

SharePoint was utilized for team collaboration and as well as archiving project documents

Conducted weekly meetings to ensure the project is delivered on time and within budget.

The migration involved outlining new business needs along with documentation, scope and financials

This project had a budget of $1,000,000 and was delivered on time and budget

CORIZON HEALTH St. Louis, MO (08/2009 to 01/2016)

Project /Program Manager HRIS Conversion

Managed Corizon’s conversion from Peoplesoft to Ultimate

In order to be sanctioned as a project, the project must have increased revenue, increased members or be mandated by compliance

Determined the Total Cost of ownership and participated in the team member’s evaluations during the performance management period. Capital Expenses were and actual hours worked were communicated on weekly basis through either dashboards or PowerPoint. The expectations for reporting were outlined and set forth in the Project Charter

Conducted all pre-project meetings to include vendor selection committee, requirements gathering, data mappings, train-the-trainer sessions, and implementation of Ultimate HRIS

Configured Ultimate HRIS to enhance the employee and candidate experience

Configured Ultimate to house modules to include, LMS, personal and employee development plans, candidate experience, payroll, benefits, employee portal and recruiting life cycle

Stood up the organization’s first electronic health record (eCW) and integrated that into the organization’s pharmacy system and medication administration program (this became a standard part of every acquisition)

Implemented the organization’s first electronic medication administration program

Managed the acquisition of the Department of Corrections medical services for the state Florida (6 moth turn) $30 billion budget

Managed the acquisition of the Department of Corrections medical services for the state Arizona (30-day turn) $500,000 budget

Managed the acquisition of the Department of Corrections medical services for the state Virginia (60-day turn) $64 million budget

Managed the acquisition of the Department of Corrections medical services for the state Kansas (60- day turn) $40 million budget

Utilized shared recourse planning, contractor managements, stand up meetings, lessons learned and adjustments as necessary as well as budget tracking for hours spent as well as expenditures and capital expenditures. Created a turn-over reduction plan resulting in a 30% reduction in turnover in the first 30 days

Managed the acquisition of the Department of Corrections medical services for the state Missouri Mental Health (60- day turn) $400,000 budget

Managed the acquisition of the Department of Corrections medical services for Fresno, CA (90 day turn) $80,000 budget

Managed the acquisition of the Department of Corrections medical services for Fulton Co, GA (45 day turn) $120,000 budget

Developed the first ever project start up plan, which is still be used this day. The project plan integrated Pharmacy, IT, HT, Dental, Behavioral Health and Operations into one place

Partnered with IT Project Manager and IT Team to coordinate tasks related to defining site requirements and to define technology gaps/enhancements. Used TCO to determine if an expense was accurately forecasted

Partnered with IT Project Manager to outline IT requirements, hardware and training requirements for Electronic Health Record implementations

Developed the process and was lead on site clearance request for Corizon Health and IT Contract employees

First point of contact for client relations and communications

Archived all project documentation on SharePoint

Documented new process steps and user training for transition over to new Operations Leaders

Stood up the organizations first SharePoint collaboration site for each project and utilized it to archive documents at the end of the project

Conducted and documented lessons-learned at the end of each project

Provided leadership in development of project team leaders skillsets

Integrated IT and HR project plans into overall Operations plan to determine project risks and overall completion within project timeframe

Responsible for IT PM, HR PM and Pharmacy PM through the life of the project

Partnered with Finance to develop project budget

Performed risk analysis and created mitigation plans

Completed all start-ups within specified timeframe, scope and budget

Managed project teams of up to 300+ employees across the nation

NARS St. Louis, MO (10/2006 to 08/2009)

Director, Project Management Office

Developed and established enterprise PMO organization supporting multi-million dollar project conversions.

Defined and rolled out PM methodology (PMI).

Led International Projects for new business start-ups for Fortune 500 companies (Panama City, Panama and Montego Bay, Jamaica).

Managed and trained 3 Project Managers, including IT PM.

Provided daily status meetings with client and NARS IT and Operational Leaders.

Documented new process for training purposes.

Documented areas of risk and implemented mitigation plans when necessary.

Implemented an official change management process.

Partnered with clients to ensure project deliverables were appropriate.

Met with clients and performed crosswalks through project documented.

Defined and standardized Project tools and templates.

Created staffing plans, statement of work, resource planning and cost estimate.

WELLPOINT/ANTHEM BLUE CROSS AND BLUE SHIELD St. Louis, MO (01/2001 to 10/2006)

Senior IT Project Manager

Led efforts for offshoring business entities (claims and customer service) saving the customers over $1,000,000.

Developed governance documents and methodology by developing SharePoint site for real-time updates am team collaboration.

Ensured change management processes were followed and documented.

Created project plans utilizing MS Project and Project Server for internal IT projects as well as offshoring activities.

Led efforts to develop a triage process to assess and evaluated initial IT ticket requests was able to analyze trends to determine if additional training or software updates were need.

Utilized IT Ticket statistics to determine training needs.

Partnered with business units to create staffing models through utilizing Span of Control.

Developed resource planning documents and tools using MS Project, Visio, MS PowerPoint Dashboards and Excel.

Led weekly project update meetings with project team.

Drafted and received sign off from WellPoint Executives and Board of Directors to incorporate Project Performance into Project Team Member’s Performance Reviews.

Utilized MS Excel to report back project status by creating interactive Project Dashboard.

Tracked project finances (Plan vs Actual).

EDUCATION

Master of Science, Human Resource Management, Lindenwood University, St. Charles, MO

May, 2010

Bachelor of Science, Business Administration/Management, Lindenwood University, St. Charles, MO

May, 2009

CERTIFICATIONS

Robust Process Improvement Change Leader Certification

MS Office Master Certified

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