SUMMARY:

Project Manager Professional, Certified Manager of Quality/Organizational Excellence; Certified Six Sigma Green Belt, ITILv3; Certified Quality Improvement Associate; Business Process Engineer; Strategic Planner; ISO 9001 Auditor ; IT Project Manager

TECHNICAL SKILLS:

• MS Office (Word, Power Point, Excel, Visio, Project, Outlook, OneNote, SharePoint)
• Google OneDrive
• Project Management Information Systems (Clarity, IPWC, Houston, Innotas)
• HP Open View, Remedy; VDI
• Salesforce

RELEVANT EMPLOYMENT HISTORY:

Business System Analyst/Process Engineer

Confidential, McLean and Richmond, VA

Responsibilities:

• Used both waterfall and agile techniques.
• Facilitated the development of the Confidential Team’s Well - Managed Documents.
• Developed the initial operating procedures for the Confidential operations teams in accordance to the Commercial Business Risk Office’s (CBRO) requirements.
• Developed and provided timely status reports to both the Confidential Product Owner and Project Manager, keeping them aware of the status of key deliverables and any additional required resources.
• Provided assistance to the core team during the development of training materials for the Confidential Frontline Confidential Lines of Business ( Confidential ) due to his process management expertise.
• Provided updated instructions across multiple levels (Executive Sponsors to team members).
• Communicates technical issues to non-technical individuals regarding the functionality of Salesforce, the selected software for the Confidential as its System of Record (SOR).
• Process Confidential (Failure Mode Effects Analysis; an essential component of a preventive action program)
• Confidential Customer Onboarding Procedure
• Front Line Confidential Refresh
• Enterprise Confidential Update

Sr Project Manager

Confidential

Responsibilities:

• Lead and managed the project teams using a Waterfall and Daimler proprietary PMI-like approach through the validation of requirements, stakeholder management, Confidential development, and all PMI knowledge areas.
• Confidential conducted several meetings each week, as needed, with either the customer, his internal team, his prime vendor PM, the Confidential Project Coordinator, the Confidential Contracting Coordinator, the Technical Director, fellow PMs, his PM mentor, the Confidential, and stakeholders. Thus, adding to his experience as a cross-functional project manager across all 5 (five) PMI Process Groups.
• Confidential was also initially the Senior Project Manager for the Confidential (Cleveland, NC) leading his team by working closely with the Cleveland TMP IT Manager and Confidential to meet deliverables within scope, cost and time and pass quality gates on time.
• His vast experience as a leader across both Project Management and Quality Management established him as the “process guy” within the Daimler Confidential .
• As a result of Confidential ’ PM and demonstrated leadership with his fellow PMs, 6 months into this period
• Confidential was selected as the initial Secure Truck Network ( Confidential ) Program Deployment Project Manager at the Confidential in Portland, OR.

Project Manager

Confidential, Richmond, VA

Responsibilities:

• Assumed the Project Manager role to assist the Conference Coordinator seek and utilize conference volunteers.
• Confidential utilized his experience as a Project Manager across all 5 (five) PMI Process Groups and project management principles to gather stakeholder requirements for the Registration Process, Room Moderators, and Marshalls.
• His PM skills led to a successful joint conference by the Confidential Stats Division, allowing the conference planners to focus on other critical conference quality issues by attendees.
• After gathering stakeholder requirements, Confidential worked with the Conference Planner to sequence and resource the Critical to Quality activities, schedule conference calls with the local Confidential Richmond Section to coordinate volunteer resources, identify risks, develop a risk plan, and even participate as a volunteer.

IT Project Manager

Confidential, Richmond, VA

Responsibilities:

• Assumed the Project Manager role for two (2) in-fight Application Development capitalization improvement projects, using an SLDC approach within a Waterfall project.
• Lead the two Cross Functional Services ( Confidential ) IT Teams, resynchronizing MS Project Plans and scheduled events that promoted cross-functional integration of assigned tasks moving each of the two projects from a Red status to Green and a Yellow.
• Worked closely with the IT Manager assigned for each project, the Business Services Center, Treasury, CFO, Business Analysts, IT Architects, stakeholders, subcontractors, and EPMO to drive deliverables within scope, cost and time.

Technical Services Project Manager

Confidential, Chester, Va

Responsibilities:

• Was a member of the Triage Team to receive and review Commonwealth of Virginia agency customers’ requirements for sufficiency and acceptance prior to providing a solution to their Custom Work Requests.
• Was an Implementation & Integration Project Manager for approved Statements for Work (SOW) upon receipt of Notice to Proceed (NTP) leading Cross Functional Services ( Confidential ) IT and End User Services (EUS) Teams.
• Partnered with the Proposal Managers to review and provide timely and accurate Solutions to Proposals for Custom Work Requests.
• Worked closely with Contracts, Business Management, Confidential, stakeholders and the customer to ensure deliverables were met within scope, cost and time.
• Coordinated with effected service areas and stakeholders to implement new initiatives or practices.
• Recommended and developed processes/guidelines to support projects and initiatives.
• Assessed and adapted technology projects and environments to meet Confidential objectives.
• Provided constructive feedback to management, recommending process improvements for identified gaps.
• Identified, remediated, and escalated risks with associated new processes or those yet undefined.
• Confidential worked with a Confidential team member to improve the Work Instructions from the receipt of a Custom Work Request through its closing in an effort to both reduce waste and improve efficiencies.
• His experience as a Project Manager, Certified Six Sigma Green Belt, and a Certified Manager of Quality enabled them to help redefine process flow and the sequence of process steps leading them to streamlined Confidential effectiveness and throughputs.
• Process improvement tools used included Lean Work Flow Analysis, “Going to Gemba” direct observations, Brainstorming, SIPOC, Flowcharting, Process Mapping, and use of Swim Lanes for a Kaizen improvement effort, and even Agile methodologies of a change-driven project.

Portfolio Manager

Confidential

Responsibilities:

• Effectively managed work requests and projects to meet defined customer expectations in alignment with Partnership goals on the Confidential program.
• Brokered and managed EUS efforts and resources as it related to enterprise projects and activities defined by related program Managed Service Areas (Networks, Server, VoIP, and Desktop) and Work Requests projects.
• Coordinated and controlled the delivery of projects with the goal of maintaining contractual service levels, controlling budgetary impacts, and ensuring process compliance and improvement.
• Routinely evaluated and converted MS Project Plans into standard formats for reports through analysis in MS Excel and then with presentations in MS PowerPoint as needed.
• Worked closely with Contracts, Business Management, Confidential, stakeholders and the customer to ensure deliverables were met within scope, cost and time.
• Coordinated with effected service areas and stakeholders to implement new initiatives or practices.
• Recommended and developed processes/guidelines to support projects and initiatives.
• Assessed and adapted technology projects and environments to meet Confidential objectives.
• Provided constructive feedback to management, recommending process improvements for identified gaps.
• Identified, remediated, and escalated risks with associated new processes or those yet undefined.
• Confidential refocused the EUS Directorate on an outcomes-focused process for the brokerage of End User Services field services across the enterprise and their support to either scheduled activities or Work Request projects. Not only were Field Technicians assigned for each engagement, but right skills were being matched more effectively. Technicians arrived with the proper tools more often and were able to join the conference bridge earlier enough to make an impact.
• This effort included a re-education effort with the Agency Operations Managers (AOMs) and the requesting Project Managers from other service areas clarifying customer expectations and delivery requirements, which lead to process improvements by the affected EUS teams.
• Confidential also served as a Confidential Mentor and an influential leader with all the District Managers, their Technical Leads, the EUS Desktop Support Teams and EUS management to reach program goals and objectives. He introduced common process improvement tools to fellow PMs, such as PDCA, Voice of the Customer (VoC), Outputs vs. Outcomes, SIPOC and DMAIC, again increasing their effectiveness as a process-driven, customer-focused team; all part of the PMI Quality Management Knowledge Area.
• Served as a coach for newly assigned PMs on the program, assisting them with establishing their rhythm, learning and adopting local processes.
• Confidential has also lead several projects of all sizes successful, proving his PM skills and the use of both PM and Continual Quality Improvement tools and techniques.

IT Continual Service Improvement (CSI) Manager

Confidential, Chester, Va

Responsibilities:

• Worked with the IT Infrastructure Library (ITIL) Process Owners and Service Area Managers to identify and prioritize improvement opportunities, continuing the work initiated by the Process Integration Manager within the Cross Functional Services ( Confidential ) team on ITIL deployment and improvement activities for ITILv3 (version 3).
• Ensured that monitoring requirements are defined, and with the Service Level Manager (SLM), developed Service Improvement Plans (SIPs) as necessary.
• Worked with the Procedures Manual Team to ensure Work Instructions were being reviewed, collaborated, edited, used, posted, and accessible via the appropriate Share Point sites, a version of Data Warehousing.
• Ensured that monitoring tools were in place to gather data and that metrics were captured and reviewed to measure their improvement.
• As the Problem Management Service Owner, Confidential worked diligently to improve the Managed Service Areas’ performances within the Problem Management Process, to improve compliance to the Service Level Agreement (SLA) through a SIP and the resulting Root Cause Analysis ( Confidential ) sub process.
• Had oversight of the Audit Compliance - Coordination ( Confidential ) team, responsible for the compliance and coordination of SAS70 (Statement of Audit Standard 70), Financial, and Operational Audits of Confidential Corporation as part of the Confidential Project and the Commonwealth agencies.
• Was also a member of the Rapid Response Team (RRT), which was organized to provide timely and knowledgeable support resources to agencies upon issuance of critical support request through the Confidential Customer Care Center ( Confidential ) - the help desk.
• Conducted regular team meetings with both the Reports and Audit teams, setting priorities of efforts and work assignment against work goals leading to the timely completion of Service Level Agreement (SLA) reports being completed on time and the SAS70 High Risk Remediation Plan completed on time.
• Participated in the Service Delivery Leadership Partnership Team, the Service Desk IPT, and the Change Advisory Board (CAB) providing technical support on ITIL implementation issues, Problem Management/RCAs, and facilitating compliance with approved procedures and instructions whenever appropriate, such as the CAB.
• Influenced the progress of SIPs through participation in Service Level Management (SLM) management meetings with the Functional SLMs from the Managed Services Area/Tower Leads and the customer.
• Co-redesigned the Rapid Response Team (RRT) process which continues to be the basis for development of the team’s procedures, rules and criteria for success as part of the NGIS Organizational Improvement Plan. The Six Sigma model of DMAIC was used to improve the existing method to recall of the essential on-call members of the Service Delivery Management staff members.
• Continued to leverage monitoring tools to improve the performance of SLAs 1.16 and 1.25 Confidential - Initial Findings within 24 Business Hours of Incident Resolution by working with the Service Areas’ Problem Management Coordination teams to reduce the cycle time for both SLAs from over 420 business hours to less than 12.
• Lead the process improvement effort to meet the goals of Problem Management through an increase in outputs of Problem Management (Known Errors, Corrective Actions Plans, and Change Requests when appropriate).
• Improved the quality of Root Cause Analysis (RCAs) to prevent the reoccurrence of priority and urgent Incidents. This later became the Management Review Confidential process, which was approved by both NGIS and Confidential leadership, as the approach to reducing the high volume of RCAs that are reviewed each week and to review just those problems that provide the best return on the cost of quality. This process is now known as the Management Review Service Improvement Plan (SIP).
• Redesigned the Root Cause Analysis ( Confidential ) review process that includes peer review activities by the Service Areas for technical review and Program Level for cross-functional impact review, compounding the culture of both performance improvement and customer service. These peer reviews include participants from the Service Area leadership, impacted SLM teams, and the Incident Process Owner so an evaluation on the Cost of Quality can be made.
• Throughout these efforts, Confidential implemented the ITILv3 Continual Service Improvement Approach of: “What is the Vision? Where are we now? Where do we need to be? How do we get there? Did we get there? How do we keep the momentum going?” Similar to that of Six Sigma’s DMAIC and Deming’s PDCA.

IT Continual Service Improvement (CSI) Manager

Confidential, Chester, Va

Responsibilities:

• Worked with the ITIL Process Owners and Service Tower Leads to identify and prioritize improvement opportunities.
• Worked with the Process Integration Manager within the Cross Functional Services ( Confidential ) team on improvement implementation activities.
• Ensured that monitoring tools were in place to gather data and that metrics were captured and reviewed to measure their improvement.
• As the Problem Management Service Owner, Confidential worked diligently to improve the Managed Service Areas’ performances within the Problem Management Process, to improve compliance to the Service Level Agreement (SLA) through a SIP and the resulting Root Cause Analysis ( Confidential ) sub process.
• Had oversight of the Audit Compliance - Coordination ( Confidential ) team, responsible for the compliance and coordination of SAS70 (Statement of Audit Standard 70), Financial, and Operational Audits of Confidential Corporation as part of the Confidential Project and the Commonwealth agencies.and the Reports Lead to use Statistical Process Control (SPC), Peer Review, and Process Mapping to reduce the cycle time for both SLAs from 422 hours to 22 hours in just 3 months.
• Helped create a cycle of critical review of Key Performance Indicators (KPIs) of all deployed ITIL Processes with the TR053 (ITIL Optimization) Project Manager), to determine what were the leading indicators of performance versus the lagging indicators of past performance so that leaders could make predictive forecasts of performance on a recurring basis.
• Lead the 1st peer review session of the Reports Team, creating a culture of both performance improvement and customer service. This peer review session included participants from the Problem Management team, the SLM team, as well as the Reports Lead, the Reports Assistant.
• Conducted regular team meetings with both the Reports and Audit teams, setting priorities of efforts and work assignment against work goals leading to the completion of SLA reports being completed on time and the SAS70 High Risk Remediation Plan completed on time.
• Participated in the Service Delivery Leadership Partnership Team (SDLPT) influencing the support to Service Improvement Plans (SIPs).
• Influenced the progress of SIPs through participation in Service Level Management (SLM) management meetings with the Functional SLMs from the Service Area Tower Leads.
• Influenced the creation of a pilot team for Operational Level Agreements (OLAs) within the Server Tower to serve as a test for the rest of the Confidential /NG program.
• Presented for adoption an ITILv3 training awareness and improvement program for Incident, Problem, Change, and Configuration Management processes, as well as SLA awareness for the general population.