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Project Manager Management

Hummelstown, Pennsylvania, 17036, United States
May 01, 2012

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William P. Miller, P.E.

** ***** **** ****

Hummelstown, PA 17036

Cell (717) ***-****

Education: B.S.C.E.T., University of Pittsburgh at Johnstown, 1983

Graduate studies in Pavement Design, Penn State Harrisburg

Various courses and seminars in management procedures

Registration: Professional Engineer, PA, 1986, No. 35283-E

Certified Project Management Professional (PMP) – Project Management Institute

Certified Manager of Quality/Organizational Excellence – Amer. Society for Quality

Computer savvy engineering management professional with extensive experience in Pennsylvania transportation design, project management practice and training, and operating procedure analysis and improvement. Started two successful design offices from scratch and helped one to recover from near closure to full profitability. Analyzed and improved operations across an entire corporation of 17 offices with over 500 people. I can do similar things for you; start a new operation and/or make your existing operations more successful.


January, 2004 to February, 2011 – Greenhorne & O’Mara, Inc.

Corporate Operations Administrator

Supervisor: Gerry Levitt (301) ***-****

Performed the business unit operation monitoring and analysis that a Chief Operating Officer would do in most organizations. Monitored and improved project management and operating procedures throughout the 17 offices of Greenhorne & O'Mara, Inc and reported my findings and recommendations to the CEO/President. Provided senior managers with analysis, improvement recommendations, and training for processes involving operations, P&L, billing, project management, quality assurance, and resource management. Authored and implemented corporate Quality Assurance Plan. Created and implemented an online project management information system based on the principles of Earned Value Management that improved consistency of project operations and reporting processes resulting in fewer overruns. Developed financial analysis models in Excel to monitor and forecast operational performance at the project, department, and office levels. Prepared and presented management analysis and training presentations to management personnel from project managers through senior vice presidents. Provided operation and profitability analysis for due diligence evaluation and management training for eventual assimilation of acquired firms.

August, 1997 to December, 2003 – Greenhorne & O’Mara, Inc.

Pennsylvania Operations Manager

Supervisor: R. Wayne Willey (301) ***-****

Recruited by G&O to return to operate the office I started in 1992. Provided daily management of staff in the Mechanicsburg Office performing highway and bridge design and environmental studies. Staff size grew from 4 to 35 as I re-established the G&O reputation with new and existing clients. Responsibilities included P&L, staffing, marketing, proposal preparation, negotiations, contract management and invoicing systems. Office revenue grew to well over $3 million per year and office converted from a serious financial hole to a major profit center. Served as Project Manager responsible for successfully balancing scope, schedule and budget for all major projects assigned to the office. Largest project was US 219 Location Study and EIS at approximately $7.5 million in design fee. As part of the PM responsibility I represented projects at public meetings and meetings with local, state and Federal officials. As the office grew I identified and trained younger engineers to become project managers. Authored and implemented QA/QC processes for the local office that became the market division standard and served as a model to the remainder of the corporation. Developed and implemented annual transportation marketing plans for the office. Developed and implemented various automated systems for invoicing and tracking projects to improve the quality of service to PennDOT and other clients.

September, 1994 to July, 1997 - Pennoni Associates

Transportation Group Leader - Camp Hill Office

Supervisor: Nelson Shaffer (215) ***-****

Provided daily management of highway, bridge and traffic engineering staff in the Camp Hill Office. Staff size ranged between 15 and 20. Hired and terminated staff as work load demanded, identified and lead marketing efforts, and operated unit at a profit. Developed and implemented transportation marketing plan and assisted in developing and implementing marketing plans for the other Camp Hill disciplines and the corporation in general.

November, 1993 to July, 1994 - Rettew Associates

Project Manager/Highway Group Leader

Supervisor: Ed Gabsewics (717) ***-****

Major role was to educate younger staff in PennDOT procedures and assume lead role in preparation of all highway related proposals. Conduct design quality reviews of PennDOT submissions. Assist in general computer and CADD operation and troubleshooting. Served on proposal preparation quality improvement team. Staff size was 7.

November, 1992 to October, 1993 - Benatec Associates

Director, Western PA Office

Supervisor: Tim Przybylowski (717) ***-****

Recruited by Benatec to open new office in western Pennsylvania. Responsible for all phases of business development including client contacts, letter of interest and proposal development, acquisition of office space and equipment, hiring and supervision of employees and overall management of projects assigned to the western office. Primary projects were the location and environmental impact study for the Uniontown to Brownsville section of the Mon/Fayette Transportation Project and the replacement of a 150 foot span through truss bridge on SR 288 in Butler County. Staff size ranged from 0 to 5.

February, 1992 to October, 1992 - Greenhorne and O'Mara

Chief Civil Engineer - Pennsylvania Office

Supervisor: Lowell Jackson (301) ***-****

Opened Pennsylvania office specializing in transportation and environmental projects. Assisted home office personnel in learning and understanding Pennsylvania policies and procedures and accompanied them on visits to various district offices. Researched projects and formed subconsultant teams for letter of interest and proposal preparation. Participated in marketing and Total Quality Management implementation programs. Assisted in design of SR 219 relocation study in Somerset County. Staff size ranged from 0 to 3.

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