Business Analyst Process
Resume:
MICHAEL F. RENNOLDS
Business Process Analyst Lead
Mr. Rennolds has over 30 years of experience performing process improvement efforts, leading business analysis efforts and managing projects to completion on time and on budget. Six out of the previous 10 years have been in lead roles where he defined strategic direction for business analysts and provided leadership and collaboration among the analysts and Federal customers. Mr. Rennolds is responsible for leading joint application development (JAD) meetings in conjunction with modeling the activities of the business. He applies knowledge gained through the JAD sessions to the business models to identify current processes, gaps in the business requiring attention, and policies and procedures governing the activities. He is Six Sigma Greenbelt certified which serves as a useful tool to address process variation and cycle time issues within the business model. Mr. Rennolds is Project Management Professional (PMP) certified and utilizes his skills in a consistent, repeatable fashion for software development and information system projects. One of his most effective skills is his ability to build trusting relationships with his immediate team and with the customer. He understands the environment in which he is involved and adjusts his approach, methodology and elicitation activities accordingly.
KEY SKILL AREAS:
Business Process Modeling and Process Improvement Generalist
NIH: Peer Review Business Process
Customer Relationship Management, Stakeholder Engagement
Business Process Analysis
Continuous Service Improvement (CSI) / ITIL
Business Process Management (BPM) and Reengineering (BPR)
Program and Project Management (Project Management Professional (PMP) Certified)
Six Sigma (Green Belt Certified)
(2000) (Six Sigma, Lean Six Sigma)
Systems Development & Integration, COTS Product Evaluation and Selection
Certified Business Analyst Professional (2016)
IT Service Management (ITSM) / IT Infrastructure Library (ITIL) Foundation V3 Certified
EXPERIENCE:
4/2023 - current
Product Manager, Scrum Master, Publicis.Sapient
As a Product Manager on the HRSA project, my responsibility is to conduct formal working group sessions with client subject matter experts to collect and document requirements for a system modernization effort. Requirements are documented in Confluence, for client approval and in JIRA for development efforts.
7/2017 – 4/2023
Business Consultant, Process Engineer, Publicis.Sapient
As Process Engineer, Mr. Rennolds has led a diverse group of subject matter experts to define current business activities within the technology transfer community. Technology transfer involves the commercialization of intellectual property, spawned from NIH research labs. He identified the current process at a level sufficient to analyze and recommend improvements to the process, which has evolved into several related efforts. Although patent prosecution activities are complex and fluid in nature, Mr. Rennolds was able to communicate the process and obtain buy-in from the subject matter experts. He was able to challenge the stakeholders to observe the processes through a purpose-based lens, which allowed them to be creative in the way improvements were identified and [potentially] executed.
4/2014 – 7/2017
Lead Business Analyst, Change Manager, ActioNet, Inc.
Mr. Rennolds led a Continual Service Improvement (CSI) project for the Department of Energy (DoE) which identified opportunities for streamlined and efficient business processes incorporating the DMAIC methodology from the Six Sigma discipline. He created an enterprise-wide model of business activities using the BML methodology.
As Change Manager, he was able to affect change through his knowledge of ITIL, Six Sigma and business process modeling. He led 2 Federal process owners and many contractors in several business process reengineering subprojects that streamlined change management processes and reduced cycle times. The relationships he has established with the Federal customer has built a high level of trust in the functional areas associated with business process modeling and reengineering.
As the Lead Business Analyst, he developed and maintained a productive relationship with those on the development team to ensure the goals and objectives of the customer were realized. He led a team of five business analysts and provided guidance, mentoring and training to junior analysts. He introduced an effective process modeling methodology to the project and trained the analysts to adopt the principles of it in their elicitation activities. The methodology was instrumental in identifying root causes of problems and detecting hidden gaps in processes, and was perceived by the customer as a best practice.
11/2010 – 4/2014
Project Manager (Program Management Office), Business Analyst, CI01012016
Mr. Rennolds was the Project Manager for two software development teams implementing solutions for the eRA suite of grants management tools. He ensured documented processes added value to the development effort and suggested modifications to them, as appropriate. He directly supported the staff of two development teams and had a line of communication open to upper management for issue resolution. His relationship building skills were an effective tool in managing executive level and team level personnel on both the customer and contractor sides.
Mr. Rennolds was called upon to represent the Office of Director (OD) when projects required business process reengineering (BPR). He ensured the activities associated with BPR were incorporated into the software development life cycle, where appropriate.
11/2009 – 11/2010
Business Process Analyst, National Institutes of Health, ICF, International
Mr. Rennolds performed enterprise-wide reengineering of business processes for the grants management line of business. He conducted business process modeling for the peer review business area, sponsored by the Office of the Director. He was responsible for leading subject matter experts that spanned 27 institutes and centers affiliated with NIH. He utilized the Six Sigma methodology to identify defects and collected the metrics associated with them; he suggested potential improvement opportunities.
2/2007 – 11/2009
Business Analyst, Department of Veteran’s Affairs (VA), Washington, DC, Booz Allen
Mr. Rennolds conducted an onsite business process analysis of the merit review (grants) process for the Office of Research and Development (ORD). He was responsible for identifying existing business activities and recommending streamlined activities for the four research divisions under ORD. He partnered with staff from the Office of Extramural Research (OER) at the National Institutes of Health (NIH) to support the transition of internal systems at VA to the NIH model that includes eRA Commons and IMPAC II. He was able to build valuable and trusting relationships between junior and senior level customers alike to form a cohesive team and provide a product that exceeded expectations.
12/2005 - 2/2007
Project Manager, NCI/NCICB: Clinical Trials Working Group (CTWG) IT Initiatives, Booz Allen
Mr. Rennolds lead four IT initiatives related to the semantic and syntactic harmonization and interoperability of NCI-supported clinical trial systems. His responsibilities included managing project tasks across the program, especially tasks having dependencies across one or more of the projects, and directing the business modeling effort to promote a common understanding among the CTWG stakeholder community. He lead multiple process improvement efforts including quality assurance (internal and external peer reviews) and task estimation.
5/2005 – 12/2005
Senior Systems Analyst, NCI/NIH: National Biospecimen Network (NBN), Booz Allen
Mr. Rennolds performed a business process re-engineering (BPR) effort for the NBN project at the National Cancer Institute (NCI). The business process consisted of seven high level functional activities from defining the protocol used to manage the biomarker studies to sharing the research results with researchers and Principal Investigators from participating Specialized Programs of Research Excellence (SPORE) sites. The proposed system will service multi-institutional needs, based on common processes and data elements. The system will support web-based biospecimen and data requests and will interface with a variety of systems at the SPORE sites by means of application program interface (API) or web service. The proposed system may utilize the services of an enterprise bus that enables interaction with the various components and applications of the system.
11/2001 – 5/2005
System Analyst, Agency for Healthcare Research and Quality (AHRQ), Booz Allen
Mr. Rennolds redesigned the electronic Funding Recommendation Memo (eFRM) application for the Office of Performance Assessment, Resources and Technology (OPART). The eFRM is a single interface for AHRQ project officers to input recommendations and budgetary information of grant applications received at the Agency. The result was a ‘funding memo’ used as a summary document for the Executive Management group to make informed decisions on the funding status of a grant application.
He applied the principles of Six Sigma in a small, but strategic effort to reduce the grant application life cycle from letter of intent to approval. The project utilized all phases of the Six Sigma methodology used to improve existing processes, including Define, Measure, Analyze, Improve and Control (DMAIC). The outcome of his work on the project earned him a Green Belt certification. He is currently working toward a Black Belt certification.
Mr. Rennolds recommended the building of a Publications Clearinghouse application as a business strategy to increase awareness of research conducted through the Agency. He led the effort and completed the first phase of the project that included interfacing with PubMed and utilizing commercial off-the-shelf (COTS) software to implement 60-75% of the documented requirements.
His knowledge of the grants management process at AHRQ was derived from his relationship with members of the AHRQ staff through facilitation of joint application development (JAD) sessions and one-on-one interviews with stakeholders and users. He was an active member in the National Grants Management Association (NGMA), attending conferences and training sessions as they apply to the task at hand.
Mr. Rennolds created a working model of the grants management business activities at AHRQ. He helped identify the current processes and established the next generation of integrated systems, extension applications and possible areas where integration with the IMPAC II system could be applied. He helped create the Business Operations Support System (BOSS) representation of existing and future state development efforts that identified priorities and supported business decisions within AHRQ.
Mr. Rennolds’ expertise of the IDEF0 methodology of documenting the “As-Is” business process is being utilized for process improvement on both the eFRM and Publications Clearinghouse systems. The IDEF0 method assists in identifying gaps in Agency activities as well as suggesting new technologies for existing activities. He implemented the RUP methodology on the Publications Clearinghouse project and utilizing the Rational tools, including ClearCase, ClearQuest, and Requisite Pro.
Mr. Rennolds employed his training in the Capability Maturity Model (CMM) to conduct peer reviews to validate process models and documented requirements. He is Greenbelt certified in the Six Sigma methodology to assist in capturing the ‘voice of the customer’ and to provide a technique in collecting metrics throughout the application development life cycle. He became a Project Management Professional (PMP) by completing and passing the certification exam.
2/1999 – 11/2001
System, Business Analyst/Programmer, General Electric Information Services (GEIS)
Mr. Rennolds earned his Six Sigma Greenbelt certification while streamlining business processes for internal stakeholders. He was able to utilize the Six Sigma methodology to define defects and identify potential opportunities for improvement for the cancellation project.
He identified defects and process variation early in the software development life cycle to reduce costs and manage stakeholder expectations in project deliverables.
5/1994 – 2/1999
System Analyst / Programmer, Information Technology Services (ITS)
Mr. Rennolds was tasked to model the business processes for the Military Traffic Management Commend (MTMC). He used various methodologies to reverse reengineer the functionality of existing software systems that manage Basic Equipment Lists (BEL) for troop and equipment movements across the United States. He suggested creative alternatives to as-is processes to increase efficiency and value-added products that provided significant return on investment when measuring data quality, process speed and accuracy.
Mr. Rennolds designed and implemented an information system used by litigation lawyers to support arguments during boundary dispute court cases.
EDUCATION
BS
Computer Science
Christopher Newport University (5/1994)
MILITARY BACKGROUND
US Navy, October 1985 – October 1991
USS Enterprise (CVN-65)
Nuclear Mechanic
PERSONAL INFORMATION
Full Name: Michael Francis Rennolds
Address: 101 Fairview Avenue
Mount Airy, MD 21771
Phone Number: 240-***-**** (cell)
Email: **********@*******.***
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