Project Manager Management

Ellen Ranney, PMP

Cell: 314-***-**** Email: ***.******@*****.***

PROFESSIONAL SUMMARY

• PMP certified project manager with more than 12 years experience implementing medium to large complex IT/business projects for healthcare, telecommunications and manufacturing industries

• Specific expertise in the ability to plan and successfully execute assigned projects which includes business needs identification, scope identification, discovery process, and delivery via SDLC(Software Development Life Cycle)

• Broad knowledge of project planning tools and techniques and processes of cost, risk, contract, stakeholder and quality management demonstrating success collaborating across diverse technical and business areas

• Formally trained in ITIL

TECHNICAL SUMMARY

• Skills-PMI, Microsoft Project, Software Development Lifecycle(SDLC), Sharepoint, Documentation, Testing, Earned Value, WBS, setting up a Program Management Office(PMO), Team Building, Leadership, Change/Release Management, Process Improvement, Metrics, Balanced Scorecard, Organized, Analytical, KPIs, Disaster Recovery, BPI

• Technical Environments/Tools - .NET, Oracle, HP/AIX/MQ, Websphere, SOA, Microsoft Visual Studio

• Compliance-HIPAA, Sarbanes Oxley, Centers for Medicare and Medicaid Services

• Methodologies-Agile, SCRUM, RUP, Waterfall, Use Cases, ITIL, PMBOK

• Quality Management-Software Engineering Institute’s(SEI) Capability Maturity Module’s (CMM) Level/2 and 3

CERTIFICATIONS/MEMBERSHIP/EDUCATION

• PMP Certification- Active member of national and local PMI Chapter

• Bachelors of Science; Business Management and Administration – Bradley University, Peoria,IL

• Continuing Education for PMP Certification

PROFESSIONAL EXPERIENCE

May 2007 – Present

Essence Healthcare, Maryland Heights, MO - Sr. IT Project Manager (PMO)

Essence Healthcare is a Medicare Advantage Part D HMO Plan for Medicare beneficiaries.

• Managed upgrades on hardware including the addition of sever ESX servers and a project putting DMZ servers into place to ensure availability and scalability

• Led a Disaster Recovery plan including gathering business requirement, ensuring the necessary infrastructure is in place for a successful recovery, and completed testing to verify all infrastructure came back online as necessary

• Managed the opening of new offices which includes all facilities management: securing the necessary phones, hardware, mail servers, etc. are in place and operational

• Implemented new business markets increasing revenue from 120 million to 375 million while complying with state and federal regulations

• Managed team of .Net developers(Microsoft Visual Studio) using Agile methodology to implement marketing, member and provider websites

• Reorganized IT departments and implemented standards/compliance across the enterprise due to company mergers to facilitate a public offering

• Implemented a Project Management Office(PMO) using PMBOK methodology creating documentation and training

• Directing steering committee and project team to upgrade to ICD-10 and HIPAA 5010 x12 transactional/code sets

• Improving hardware infrastructure to meet software standards for high availability and scalability

May 2006 – May 2007

ACS, Dearborn, MI - Sr. Consultant

ACS is an international business outsourcing and healthcare consulting Fortune 500 Company.

• Managed data migration to EMC NAS for successful backups of client data at UMass Memorial hospital

• Managed planning and implementation of Disaster Recovery(DR) exercises at hot site while documenting lessons learned and root cause analysis

• Coordinated move of EMC SAN(Celerra)during expansion of datacenter while certifying it as a Tier II level data center

• Led development of EMR/ADT interface between Cerner, IDX, and IBM mainframe systems, reducing the number of manually entered patients by 12,500 a month

• Directed team of 23 to implement healthcare/regulatory changes, including UB92 format change to UB04, ensuring $46 million in remittance every month and avoiding daily regulatory fees while also meeting PMO Service Level Agreement by bringing all projects in on time and within budget

March 2004 – May 2006

AT&T, St. Louis, MO - Program Manager

AT&T is a global integrated telecommunications and entertainment leader.

• Assumed ownership of Middleware’s mission critical projects, often managing virtual project teams, including offshore resources implementing CMM Level 3 Express Methodology, receiving 100% scores on audits of project documentation

• Recovered late project (Oracle 9i version upgrade) four months prior to go live for a successful on time upgrade preventing FCC from levying substantial regulatory fines

• Spearheaded Middleware merger initiative between Southwestern Bell and AT&T, reducing duplication and lowering costs by $23 million annually through consolidation of resources and technologies

• Directed team of engineers for Call Center Dashboard web project through SDLC process to implement Interactive Voice Response for collections and online payment streamlining customer contact, promoting customer satisfaction, increasing employee efficiency, and providing more cost efficient customer support saving company $38 million in first year

June 2001 - December 2001

Caterpillar, Peoria, IL (Technisource contract employee) - Project Manager for six-month project

Caterpillar is a heavy equipment manufacturer.

• Managed RFP(Request for Proposal) process soliciting technical information from multiple vendors resulting in a $1.5 million cost savings

• Implemented software support to continue terminology software updates two months after a loss of a key employee

• Coordinated Carnegie Mellon University’s(CME) enhancements for support team to enable project issues to be tracked and resolved in a timely fashion

August 2000 – December 2000

AT&T, St. Louis, MO - Program Manager

AT&T is a global integrated telecommunications and entertainment leader.

• Managed cross-functional teams including off shore development team, focused on the delivery of projects or programs into a finished state, meeting Middleware’s procedural process using Waterfall methodology

• Coordinated all of Middleware’s IT budget process ensuring all data was detailed, accurate and condensed into spreadsheets for CIO

• Responsible for developing C-level reports in the form of dashboards, PowerPoint presentations, and status meetings

July 1996 – August 2000

Wellspan Health System, York, PA - IT Director/Project Manager/Consultant

Wellspan Health System is an integrated healthcare delivery system serving Adams-York County region

• Managed a $1 million budget as IT Director, reducing costs saving the Medical Group over 100,000 annually the first couple of months

• Coordinated BPI(business process improvement across physician billing/scheduling processes using GM’s Picos process identifying and eliminating 82 areas of waste

• Implemented a Beta installation of a Data Warehouse using Cognos software creating an enterprise reporting tool for the entire health system

• Developed and maintained integrated schedules, Work Breakdown Structure(WBS), risk analysis, project status reports, meeting agendas, summary notes and project control documentation

• Managed a direct line staff of 20 employees team via leadership, training, and immediate feedback to create a high-performing team

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