Chip Houlihan – MBA

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

Vancleave, MS 39565

228-***-**** (Cell)

228-***-**** (Home)

rrqdtm@r.postjobfree.com

BACKGROUND

• 35 years project management/team lead experience strategizing and implementing large/complex custom and off-the-shelf shared-service solutions for Human Capital Management (HCM), Enterprise Resource Planning (ERP), Campus Solutions, and other organizational process improvement solutions through the entire lifecycle (initiation through closure). Comfortable working and negotiating across all functional areas, and managing projects/projects in all organization structures, including matrix organizations.

• 25 years influencing “C” level executives developing mission statements, strategies, and goals and objectives with roadmaps to improve performance, and lower costs. Activities include organizational assessment, aligning business processes and programs with goals, cost reduction strategies, evaluation and prioritizing each project based on organizational goals and readiness.

• 25 years contract management experience including strategic planning; long-range requirements analysis/validation, fit/gap analysis, and consensus building. Extensive background in contract type selection; translation of requirements into Requests for Information/Bid/Proposal, CLINs, deliverables, RFP development; vendor scoring and selection; independent vendor validation and verification; performance evaluation; earned value management; subcontractor and off-shore management; and contract validation and closeout.

• 25 years Project Management Office (PMO) background supporting multi-million dollar, multi-campus, and worldwide shared-service HCM and ERP implementations through the full system lifecycle. Client-facing/project manager for a $350M program, managing a diverse set of project managers, functional and technical stakeholders through organizational strategic business planning, business case development, requirements consensus building, specification development, vendor/source selection, independent vendor verification/validation (IVV), and contract award/management for custom developed and commercial off-the-shelf application implementations.

• Managed a Big 4 a $3.5M organizational improvement practice providing long-term technology and budget planning programs including: activity-based costing; business process mapping, analysis/redesign; organizational assessments; realignment strategies; build-or-buy analysis; and developing organization metrics.

• Industry advisor on national and international standards committees including EDI X-12, Private Sector advisor to the Joint Financial Management Improvement Program (JFMIP) and Government Accounting Standards Board (GASB), and HIPAA to ensure product compliance.

• Extensive continuous process improvement experience utilizing the Malcolm Baldridge National Quality Award, Kaizen, leadership training, and customer-focused organizational improvement programs.

PROFESSIONAL EXPERIENCE

CIBER, Inc. November 2008 – November 2009

Project Manager

Client: Peralta Community College District, Oakland, CA

Project Manager

The Peralta Community College District is a system of public two-year colleges, consisting of four colleges - College of Alameda, Laney, Merritt and Vista - and one community education center, with total enrollment of more than 26,000 students.

• Provided project management support for consulting services across four campuses, and the district offices at Peralta Community College District.

• Project lifecycle management using CIBER’s CPMM lifecycle methodology

• Projects were managed using CIBER’s proprietary CPMM methodology which is based on the Project Management Institute’s Project Management Book of Knowledge (PMBOK).

• Responsible for the overall project management of implementation and post-production support for HR/Payroll, Position Management, Financial and Asset Management, Student Financials, Student Administration, and a Business Intelligence (BI) prototype.

• Developed organizational breakdown and resource assignment matrices for each of the four functional application areas: Human Resources, Finance, Student Services, and Business Intelligence to ensure all participants understood group and individual responsibilities.

• Responsible for developing and monitoring project costs against the statement of work and plan; the development and maintenance a library of project artifacts, identification, logging, and monitoring issue and risk management logs; and monitoring and controlling consultant assignments.

• Continuously monitored, controlled, prioritized, documented progress against contract goals and objectives, issues/risks and developed mitigation strategies. Monitored scope, cost, and schedule, reporting to the “C” level stakeholders weekly.

• Monitored the progress of a critical third party integrator, to determine the impact on the CIBER schedule, and costs.

• At the request of the Chancellor, and his ‘C’ level staff, created an implementation roadmap including an organizational readiness assessment

• Responsible for technical/functional consulting and DBA production support for Peralta’s HRSA and Financial databases.

Borders Solutions Group (8a-Certified) - April 2007 – November 2008

Project Manager/Director

Client: Florida A&M University, Tallahassee, FL – April 2007 – July 2007 and April 2008 – August 2008

Project Manager

Florida Agricultural and Mechanical University was founded as the State Normal College for Colored Students, and on October 3, 1887, it began classes with fifteen students and two instructors. With an enrollment of over 12,000 students, FAMU is the largest Historically Black College and University.

• Project Manager, leading a team engaged to perform an assessment and development of a reconciliation strategy for over 1100 grants. Worked directly with the senior executive staff to development a project scope and implementation strategy.

• Responsible for the creation of a project plan that included cost estimates and schedules for a proposed implementation/upgrade involving multiple 3rd party delivery partners and their individual ERP/Student Administration, Contracts and Grants solutions.

• Project lifecycle implementation strategy was customer-focused, but aligned with the Project Management Institute’s Project Management Book of Knowledge (PMBOK).

• Developed documentation and a communications strategy to ensure the Project Sponsor and key Stakeholders had a clear understanding of the project status, issues, risks and mitigation strategies.

• The team developed metrics to track variances (planned versus actual and estimate to complete).

• Developed and deployed a customized internal training program to ensure end-users received process-specific training to improve individual performance.

• Assisted the CIO, Vice Chancellor for Sponsored Research, and CFO in a readiness assessment to determine institutional readiness for an upgrade of PeopleSoft Student Administration, Financial Management, and Human Resources from version 8.8 to 9.0.

• Presented the Vice Chancellor for Sponsored Research three options/strategies for preparation reconciliation and audit by the State Controller

• Working with the CIO, the team developed a draft strategy and business case for the implementation of a Business Intelligence solution that could eventually provide cross-servicing opportunities for other universities.

Client: YMCA of the Metropolitan Area of Washington DC, District of Columbia – October 2007 – March 2008

Project Manager

The YMCA of Metropolitan Washington has been providing vital programs and services for local adults, children and families for more than 150 years. It is one of the largest social service agencies in Washington D.C., suburban Maryland and northern Virginia. Last year, they provided services to 265,000 people through 17 branches and program centers.

• Project Manager responsible for the establishment of a program management office. I developed a detailed project and supporting documents in accordance with the Project Management Institute’s Project Management Body of Knowledge® (PMBOK).

• Developed a detailed work breakdown structure to support the upgrade the intranet connecting 17 remote sites supporting YMCA activities.

• Created processes for change control; risk/issue identification, analysis and response; communication management; time and cost management; quality assurance; and procurement management were a critical part of this project.

• Working with the project implementation team, and based on best-practices, a set of metrics were developed to measure the success of the call center management project.

• Inventoried and analyzed the existing hardware and software environment to determine organizational readiness for the upgrade. Identified those devices requiring upgrade or replacement.

• Established a standardized purchasing agreement ensuring just-in-time delivery, reducing inventory and warehousing costs.

• Applied my background in networking and data communications to assist with the analysis and design of a new network strategy and topology with a goal of “Five Nines” uptime for 17 remote sites.

Client: State of Maryland Department of Public Safety and Correction Services (DPSCS), Annapolis, MD – March 2008 – May 2008

Project Manager

The Maryland Commission on Correctional Standards was established by the General Assembly to advise the Secretary regarding standards for state, local and privately-operated correctional facilities. The Commission staff audits correctional facilities and private home detention monitoring agencies to determine levels of compliance, develop audit reports and provide technical assistance to correct areas of noncompliance. Trained volunteers are used extensively to accomplish the inspection process. Final audit reports of correctional facilities are reviewed by Commission Members, who are appointed by the Governor for a term of three years. The Commission's work is forwarded to the Secretary of the Department for final review and comment.

• Project manager for a Joint Application Design (JAD)/Rapid Application Development (RAD), Oracle Business Intelligence Enterprise Edition (BI) prototype implementation.

• Identified key stakeholders, determined requirements, created cost estimates, and obtained project sponsor approval to proceed.

• Based on the agreed scope, developed an integrated project plan, schedule and resource assignment matrix to ensure all of the implementation partners understood primary and secondary roles and responsibilities.

• Created a central document repository to ensure that all project artifacts were readily available to all of the project team.

• Created a SharePoint repository to provide his was a multi-vendor development effort, and I was responsible integrating technical and functional plans into a consolidated project plan.

• Implemented Earned Value Management (EVM) to identify and report variances in cost, schedule, and scope, and make appropriate changes to the project management plan.

• Worked with the sponsor, functional, and technical project managers to incorporate any approved project changes into the project management plan.

• Developed lessons learned throughout the project, and final lessons learned document was developed by the team to evaluate vendor performance against contract line items, and provided them to the prime contractor for future reference.

• Validated all contract requirements were met and conducted contract closeout.

PeopleSoft, USA - June 2001 – January - 2003

Client Executive/Project Manager

Client: Department of the Navy Space and Naval Warfare Command (SPAWAR), San Diego, California

SPAWAR provides the vehicle for fielding the Defense Integrated Human Resource System (DIMHRS). DIMHRS has been designed to field and resource a fully integrated human resources system. while simultaneously supporting reengineered business processes, replacing failing systems, reducing data collection burdens, enhancing readiness, and connecting Soldiers, Sailors, Airmen and Marines directly to their personnel and pay system.

• Practice/program manager working directly with the Navy program management office, and military service branch functional managers.

• Integral team member that supported the development of requirements to support a $350M PeopleSoft HRMS implementation for a shared-service Human Resource and Payroll system to standardize processes and procedures across all four active and reserve military services.

• Facilitated requirements workshops with executive and end-users, and assisted in gaining consensus from the four military branches.

• Participated in the revalidation/analysis of the business case, build or buy and software version determination and impact.

• In concert with the Navy PMO, our team prioritized module and service implementation schedules, and impacts on existing projects and processes.

• Key team member in the RFP development process, prime contractor selection, independent verification and validation (IVV), and contract oversight.

• Coordinated resourcing for both on- and off-site support services.

Client: eArmy University, Arlington, VA - 2002

eArmyU provides Soldiers access to over one hundred degree plans at regionally-accredited colleges and universities. Through eArmyU, eligible Soldiers have the opportunity to earn a certificate or an associate, bachelor’s, or master’s degree from a home college while taking classes from multiple colleges.

• Managed a group of consultants providing functional and technical support to the US Army’s first deployment of eArmy University.

• Responsible for ensuring client satisfaction, contract support, budget and schedule remained within acceptable tolerances.

Oracle Corporation – Redwood Shores, CA – 1997 – 1998

Product Development Manager

• Product manager for Oracle’s Public Sector Financial and Human Capital Management solutions.

• Managed a multi-national techo-functional product development team focused on integrating both applications, while ensuring compliance with newly implemented Federal regulatory requirements. The

• Prototype manager for Oracle’s Grants Management and Student Administration solution sets.

• Managed and coordinated work efforts for consultants working both in Redwood Shores, and India. He also managed the deployment of HIPAA-compliant solutions for the healthcare market, translating new regulatory and compliance requirements into functional product requirements.

Oracle Corporation – Reston, VA – 1998 – 2001

Practice/Project Manager

Client: National Institutes of Health, Bethesda, Maryland – 2000 – 2001

Practice/Project Manager

The National Institutes of Health (NIH), a part of the U.S. Department of Health and Human Services, is the primary Federal agency for conducting and supporting medical research. NIH scientists investigate ways to prevent disease as well as the causes, treatments, and even cure for common and rare diseases. Composed of 27 Institutes and Centers, the NIH provides leadership and financial support to researchers in every state and throughout the world.

• Managed a profit and loss cost center, for a team of consultants engaged to develop a custom grants management solution to automate the management and control of grants awarded by the National Institutes of Health designed to support the multi-discipline research sponsors and principal investigators manage funds allocated across multiple highly visible research activities.

• Primary duties included managing a team of 15+ consultants, ensuring project timelines and contract deliverables were met, while maintaining revenue and profit margins were in accordance with corporate objectives.

• Managed subcontractor efforts, determined performance against contract, and ensured their task orders supported organization goals and objectives.

• Reviewed and approved changes to the scope, cost, or schedule and updated the baseline project plan.

• Managed issue/risk analysis and response process, project communications management, resource allocation, and procurement management.

• Provided weekly updates to the project sponsor, and monthly reviews to the entire stakeholder team. Quarterly updates were open to all NIH functional managers.

Client: Georgetown University, Washington, D.C. - 1999 – 2000

Practice/Project Manager

Founded in 1789, the same year the U.S. Constitution took effect, Georgetown is the nation's oldest Catholic university. What began as Georgetown College, a small gathering of 12 students and a handful of professors, has grown into a major international university that includes four undergraduate schools, respected graduate programs, a law school and a medical school. Georgetown University is the home to over 11,000 students.

• Managed a profit and loss cost center, for a team of consultants engaged to develop a implement a student administration solution across multiple campuses.

• Worked directly with the client’s project management office, monitoring the development of business requirements, business case analysis, deliverables, resource estimates and allocation, metrics, and project cost management.

• Responsible for managing cost, assessing project risks and reviewing mitigation strategies, and performing periodic quality reviews to ensure all milestones and deliverables were being met according to the contract and project plan.

Client: Tulane University, New Orleans, Louisiana

Practice/Project Manager

Founded in 1834 in New Orleans, Tulane University is one of the nation's leading educational and research institutions, offering degrees in architecture, business, law, liberal arts, medicine, public health and tropical medicine, the sciences and engineering, and social work to over 11,000 students.

• Provided operations and management support that included contract management, schedule and cost estimates, resource planning, identification of project constraints, monitoring of risks and mitigation strategies, development of change requests, conduct of periodic quality management reviews, and project phase closeout.

Client: HealthSouth, Birmingham, Alabama

Practice/Project Manager

HealthSouth is one of the nation's largest healthcare services providers. Best known for its rehabilitation services, HealthSouth has more than 200 facilities in United States and Puerto Rico. The company operates 100 inpatient rehabilitation hospitals, 15 long-term acute care hospitals, 60 outpatient rehabilitation satellites facilities and 25 home health agencies.

• Provided operations and management support which included schedule and cost estimates, resource planning/acquisition, identification of project constraints, monitoring of risks and mitigation strategies, development of change requests, conduct of periodic quality management reviews, and task signoff.

KPMG Peat Marwick, LLP – Colorado Springs, CO – 1994 - 1997

Manager

Client: U.S. Air Force Space and Missile Systems Center, Los Angeles, California – 1994 – 1995

Manager/Project Manager

The U.S. Air Force Space and Missile Systems Center is Air Force's premier space acquisition center. SMC's mission is to develop, demonstrate, acquire, field and sustain the world's best space and missile capabilities for the joint war fighter. Programs focus on space force enhancements including communications, navigation and tracking satellites; space support including launch systems and satellite control networks; and force application.

• Managed a profit-and-loss cost center consisting of a team of consultants engaged to study the state of the Global Positioning Satellite Constellation for the year 2015. The study included the life-expectancy of the current satellite constellation, a risk analysis of the impact of losing one or more satellites in the current environment and creating strategies for mitigating those risks.

• Using “as is” and “to be” conceptual models, the team researched domestic and foreign technologies to predict the configuration, methods, and cost estimates for deployment of GPS in the year 2015.

• Findings were presented to the Secretary of the Air Force.

Client: U.S. Air Force Space Command, Colorado Springs, Colorado

Manager/Practice Manager

Air Force Space Command, created Sept. 1, 1982, is a major command with headquarters at Peterson Air Force Base, Colo. AFSPC defends North America through its space and intercontinental ballistic missile operations -- vital force elements in projecting global reach and global power. AFSPC's mission is to deliver space and missile capabilities to America and its war fighting commands.

• Managed a profit-and-loss cost center responsible for the development of a Kaizen-like process improvement program known as “Guardian Workout” for the Commander-in-Chief, U.S. Air Force Command.

• Developed a new technique known as “try-storming” to allow every participant to make recommendations that would be performed for the group to determine if the process was improved or met the standards established.

• Managed a multi-faceted and diverse team that was composed of an Air Force Program Office, Contractor(s), and Process Owners. Daily project reviews were conducted with the most senior executive team to brief the immediate improvements that had been realized that day.

• Managed contracts, change requests, consulting and client resources, and was the direct liaison between the Air Force team and any of their contractors involved in the effort. The result of this single effort resulted in a seven (7) day process being reduced to less than 9 hours.

Digital Equipment Corporation, Nashua, NH, Colorado Springs, CO – 1987 - 1992

Finance and Business Systems Public Sector Market Manager

Digital Equipment Corporation is a leading worldwide supplier of networked computer systems, software, and services. Its products serve a variety of applications, such as scientific analysis, industrial control, time-sharing, commercial data processing, graphic arts, word processing, office automation, health care, instrumentation, engineering, and simulation. Digital is noted for its entrepreneurial style of management. For that reason, it was much watched during the 1970s and early 1980s when it experienced its fastest growth. In 1982 the company's management structure was praised in Thomas J. Peters's and Robert H. Waterman's In Search of Excellence, but Digital's success was not without turbulence. After a period of phenomenal growth in the 1970s, Digital began to outgrow the unique entrepreneurial structure that had made it a serious challenger to the industrial computer giants.

• Responsible for a $52M practice focusing on the design and implementation of Public Sector/Federal finance and human resource systems. The practice goal was to develop functional and technical requirements for applications to be developed on DEC’s hardware platforms.

• Our team assessed the leaders in the public sector and selected three vendors to minimize the risks involved.

• Member of the JFMIP industry advisory board as well the EDI X-12 Subcommittee D.

• Monitored and controlled the progress of each vendor, identified risks and developed mitigation strategies for each.

• Identified those companies determined to be Up and comers” in the market. The program was a huge success and made DEC a leader in the public sector finance and business systems mid-tier market.

U.S. Air Force – Multiple locations – 1987

Project: Air Force Manpower and Personnel Center, San Antonio, TX - 1981 – 1985

Project Lead

The Air Force Personnel Center (AFPC) ensures the Air Force has skilled people in the proper grades and specialties to complete its mission. AFPC operates the Air Force Contact Center, where personnel experts provide customer service. The center improves personnel services by developing programs that allow individuals to perform personnel actions through Web-based, self-service applications such as online retirements and virtual enlisted promotion releases. It manages assignments and facilitates the professional development of all enlisted members and officers below the grade of colonel, with the exception of chief master sergeants and members of the staff judge advocate.

• Project Manager and subject matter expert, responsible for a team that performed analysis, design, of a decentralized, integrated shared-service human resource system that would be deployed across the Air Force.

• Conducted requirements workshops with end-users and executives to create consensus on standardized processes and to ensure all stakeholders were involved in the process.

• Consulted with “C” level executives in the hardware and software industry to validate the feasibility of the requirements and develop a multi-vendor proof-of-concept prior to RFP development.

• Performed a build or buy analysis to determine the organization’s participation/commitment to the implementation.

• Translated requirements into contract line items, specifications, deliverables, and other pertinent contract requirements.

• Participated in vendor scoring and source selection for hardware and software evaluation, source selection, independent verification and validation (IVV), and contract oversight.

• Managed on-site as well as remote resources, and created a critical change management plan to overcome the resistance of the individual service program managers. This program decentralized, and replatformed the worldwide human resource system.

INDUSTRY EXPERIENCE

Higher Education Federal Civilian Agencies

State and Local Government Department of Defense

Healthcare Not-for-Profit

EDUCATION

MBA, Business Administration, New Hampshire College, Manchester, NH

BA, Business Administration, Texas Lutheran College, Seguin, TX

AAS, Personnel Management, Community College of the Air Force

AAS, Administrative Management, Community College of the Air Force

AAS, Instructor of Technology, Community College of the Air Force

PROFESSIONAL ACTIVITIES

Professional Affiliations

CIBER Alumni

PeopleSoft Alumni

Oracle Alumni

KPMG Peat Marwick Alumni

Digital Equipment Corporation Alumni

Significant Awards

US Air Force Administrator of the Year: 1979

US Air Force Personnel Center Administrator of the Year (Systems Management): 1983

Key Skills

Operations Management Profit Center Management

Strategic Planning Labor Planning

Service Delivery Management Budget Analysis/Planning

Client Relationship Management Cost Reporting

Earned Value Management Communications

Project Management Contract Management

Quality Control Issue/Risk Management

Fit-Gap Team Building

Linked In: http://www.linkedin.com/in/chiphoulihan

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