Data Analyst Project Management
Resume:
Sharon Kay Jones
** ******* *****, ******, ** ***15
*********@*****.***
Management/Program/Project/Business Analyst
Dedicated and results-oriented leader and program manager with 30 years of expertise working within the federal sector. Strong analytic skills, exceptional communication abilities with a proven track record of spearheading core business process improvement; managing large-scale end-to-end projects; managing management programs; updating and developing policy and standard operating procedure as well as building and leading highly skilled teams. Eager to utilize my expertise in support of organizational strategic goals and objectives and deliver quality work.
Highlights of Expertise
·Strategic Planning & Execution
·Business Process Improvement
·Project Management
·Program Management
·Critical Thinking & Problem Solving
·Advanced Management Review and Analysis
·Budgeting and Resource Management
·Interpersonal skills
·Proven Effective Leadership skills
·Personnel Management
·Organizational Planning & Dev
·Customer Service & Support
·Contract Requirements Dev & Admin
·DOD, DOJ and VA Governance & Policy
·Team Building & Collaboration
·Excellent communication skills
Technical Skills/knowledge:
MS Office Suite (Word, Excel, PowerPoint), MS Visio, MS Project, Organization legacy database systems, SharePoint, MS Teams, OneNote.
Knowledge of Tableau and Power BI, MS Excel Advanced data analysis tools)
Career Experience
Red Gate Group LLC, 4795 Meadow Wood Lane, Suite 135, W. Chantilly, VA 20151
SENIOR PROGRAM ANALYST (November 2020 - September 2023) Contractor providing consultation, management and program analysis, business process improvement, policy and standard operating procedure (SOP) review and development as well as support to the Veterans Affairs (VA), Veterans Health Administration (VHA), Integrated Veterans Care (IVC), Contract Management and Performance (CMP) Directorate. Supported the Contracting Officer’s Representatives (CORs) and Program Managers in their day-to-day operations of managing multiple healthcare contracts to ensure contractors deliver high-quality, accessible and integrated healthcare to Veterans as it pertains to primary care, specialized care and related medical and social support services within five (5) regions across the United States and territories.
•Implemented and maintained document repositories in MS Teams and SharePoint for Contracting Officer Reps (CORs) and Leadership to use as a quick reference, which proved to be a valuable tool reducing time and effort locating reference material for on-the-spot request from Executive Leadership.
•Initiated, collaborated, facilitated and documented highly visible end-to-end project on complex financial contract requirements that were not being performed by the contractor. This was a complex project involving collaboration with many stakeholders, contracting office, leadership, and CORs. This effort resulted in an approved well documented narrative, improved flow diagrams, modified contract language and performance measures with a clearer understanding of the contract requirements to ensure deliverables were received in accordance with due dates.
•Developed an extensive Onboarding SOP for new CORs to become familiar with the operations and duties of a COR within CMP as well as to have a quick reference guide in their day-to-day operations, which was implemented within the department.
•Initiated and developed documents in support of the COR Deliverables Team to document healthcare deliverables data and findings in response to a high visibility project directed by Executive Leadership. Results proved the documents were very effective whereby the CORs were able to easily identify and justify/resolve findings. Received kudos from Leadership and CORs for the initiative.
•Singlehandedly conducted an end-to-end management analysis project on the healthcare invoice process to determine why invoices were not being processed for payment within the approved timelines. Identified and implemented process improvements resulting in invoices being validated by CORs within 3-5 calendar days and processed for payment less than 20 calendar days. Received Kudos from Executive Leadership and CORs.
•Solely responsible for managing, maintaining, monitoring and continually enhancing the flow of healthcare invoice payments in OneNote to ensure payments were processed within 20 calendar days to avoid late fees in accordance with the Prompt Payment Act. Effectively reduced COR invoice delays and bottlenecks to continuously process invoices within 3-5 calendar days.
•Reviewed, updated and developed healthcare policies and SOPs in collaboration with CORs, SMEs, and Program Managers, which were approved by Executive Leadership. Effort resulted in better process flow to perform tasks more efficiently.
•Created, maintained and monitored Action Trackers for Teams to ensure actions were completed on time. Provided weekly status of action briefings to Program Managers, which resulted in actions being completed on or before due date and leadership feeling confident actions were on track. Received many kudos from Leadership.
•Conducted annual data cleansing and analysis on Deliverables tracker, containing approximately 5000 line items. Updated, corrected and identified new fiscal year deliverables and due dates in accordance with healthcare contract requirements. Results enabled CORs to quickly identify deliverables due on a daily, weekly, quarterly and yearly basis.
RETIRED from Federal Bureau of Investigation (FBI) in February 2017
Retired with 41 years of federal service. Began working as a contractor in November 2020 with Red Gate Group in November 2020.
Headquarters Federal Bureau of Investigation (FBI), Facilities Planning & Logistics Services Division, Washington, DC
SENIOR MANAGEMENT & PROGRAM ANALYST (August 2009 to February 2017)
Program Manager for more than 1500 FBI Real Property assets within the US. Team Lead for the management of an Enterprise Resource Planning (EPR) database system housing asset records used by Space Management Officers, Program Managers, Engineers and Leadership in their day-to-day operations. Retrieved data for reporting requirements to Headquarters FBI, DOJ, GSA and Congress.
•Program Manager and Subject Matter Expert (SME) for all FBI Facilities Management Programs retrieving and reporting information to higher headquarters, DOJ, GSA, and Congress within approved timelines.
•Assigned as the Section Policy Liaison for facility engineering management developing, monitoring, revising, and disseminating approximately 30 major corporate policies per year. Revised large-scale fragmented and non-existent multi-functional policies and standard operating procedures, and gained stakeholder buy-in.
•Conducted gap analyses, developed business rules and performance metrics, created work flow diagrams and composed documentation to mitigate real property financial implications and risks.
•Trained end users on the system of record to retrieve information and reports to meet the demands of day-to-day operations. Improved system accessibility, space utilization, and related financials and reporting.
•Team Lead for the Data Management Team responsible for managing, maintaining, and reporting from an IT system of record database. Established a high-performing, customer-focused team within the first 30 days, mentoring staff to drive productivity, morale, and talent development, and cutting turnover by 80%.
•Implemented a new system of record with 1500 plus assets with multiple data fields while maintaining the legacy system without delays or interrupted accessibility to staff.
•Appointed as Chairperson of the Source Selection Evaluation Board (SSEB) to review proposals for and select a provider for major facilities engineering services. Directed a team of eight (8) members ensuring all SSEB contractual requirements were met and on time resulting in an iron clad document that would withstand contractor scrutiny and protest.
•Appointed as a Contracting Officer’s Representative on a firm-fixed price, five-year, $15M facilities engineering support contract, ensuring all deliverable requirements were met and on time. Ensured invoices were paid on time using contract system of record. Maintained required contract file for all documents associated with the contract.
•Spearheaded a comprehensive project to develop a plan, setup e-files in accordance with records management regulations and policy and stored in SharePoint. Implemented an e-file repository of all space actions and construction projects across the entire real property asset life-cycle for 1500 assets to be used and easily retrieved by project managers, resident agencies, field offices, and Headquarters staff. It became the FBI division’s prototype.
•Identified a problem and spearheaded a major collaboration effort to ensure the Department’s Real Property assets located on DOD land (Army, Navy, Air Force, Marines) within the US were accurately documented, reported and financially accountable through DOD, General Services Administration and Congress. Results improved Real Property inventory and financial data reconciliation for the Department and established better customer relations between the DOD branches and the Department.
Department of Army, Joint Base Myer/Henderson Hall, Directorate of Public Works, Fort Myer, VA
SUPERVISORY MANAGEMENT ANALYST (September 1995 to August 2009)
Managed all facility engineering management programs, work management processes and IT systems of record for over 500 facilities and housing units as well as the Program Manager for the installation Facilities Engineering Management programs reporting to the Garrison Commander Staff and major commands. Continuously streamlined internal processes, created business rules and performance goals and metrics to drive efficiency. Trained staff on best practices to improve morale, performance, customer service and retention.
•Submitted leadership approved fiscal year directorate budget requirements and coordinated with the Budget Office on appropriations and funding allocations. Monitored budget allotments to ensure the funding was not exceeded.
•Maintained the Directorate’s financial fiscal year Work Plan (AWP) to better display maintenance, repair and construction requirements for prioritization and funding. During an audit by the Major Command staff, they deemed the AWP was one of the best prototypes within the Army’s major command.
•Managed and maintained the organization’s Information systems supporting 300 plus end users. Optimized the overall data management process thereby improving the timeliness, accuracy and reliability of the data for reporting to Leadership, customers, installation and major command staff. Improvements ultimately saved the end users valuable time in research and tracking data and usage increased from 65% to 85%.
•Established performance metrics to always exceed deadlines for network system updates and improvements, installation of hardware and software and data security checks, which reduced downtime and gained accolades from management. Oversaw the technical support/help desk to ensure technical problems were resolved within established timelines.
•Managed, monitored, evaluated and improved the organization’s work management system of record for all facilities at two installations. Action enabled the staff to quickly respond to inquiries and retrieve accurate data for reporting to our customers, management, executive leadership, stakeholders and major command.
•Initiated and developed a Facilities Engineering Training Plan and SOP specifically for customers identifying the Facilities work request process from initial submission through/to final project completion. Directed and conducted annual training for all installation points of contact and customers who submit Facilities work requests to the Directorate. This was a major accomplishment that improved customer relations, clearer lines of communication and improvements to internal operations to deliver a project on time and within budget. Received many accolades from customers and organization leadership.
•Appointed as Chairperson of the Source Selection Evaluation Board (SSEB) by the Garrison Commander overseeing and directing the work of 18 board members to review contract proposals and perform cost comparisons for operations to either be out sourced to a contractor or remain in-house within the government. Oversaw the documentation and justification for findings to be briefed to the contractor. Briefed results to the Garrison Commander and Deputy resulting in operations remaining in-house within the government.
•Appointed by the Garrison Commander to facilitate the Total Quality Management (TQM) initiative to more than 1200 military and civilian employees within 6 months. Successfully developed training plan and facilitated training to all employees within the established timeline. Recognized by the GC for superior efforts. Received excellent and/or positive feedback on class facilitation from employees.
Education & Credential
Bachelor of Science, Business Administration with Minor in Management
Strayer University, Fredericksburg, VA. IN PROGRESS. Anticipated completion in Fall 2025.
Certifications & Training
·Certified Federal Acquisition Certification (FAC) Contracting Officer’s Representative (COR), Level II, 2015
·Facilitator Workshop Training and Total Quality Management (TQM) Training
·MS Office Suite (Word, Excel, Power point, Outlook), SharePoint, MS Teams, MS Project, MS Visio
·OneNote, Power BI Training
·Customer Service training
·Management Analysis Courses, Data Analysis Methods
·Leadership Training, Team Building Workshops
·Project Management Training
·Franklin Covey Leadership Series Training
·Resource Management Training (Budgeting, financial and manpower)
Clearances
Top Secret SCI-DCID 6/4 eligibility granted by DOD CAF on May 19, 2020 based on a T5 investigation closed by OPM on May 15, 2020. Expires May 18, 2025.
Contact this candidate