SUMMARY:

• me is a senior PMP, Scrum Master, Product Owner, Lean Six Sigma Master Black Belt Certified Project Manager with over 28 years of full lifecycle full stack experience involving every aspect of a project from inception to execution. me possess a unique combination of management, technical and /mentoring skill sets. These skills include project management, software/d Confidential base engineering, DevOps, CI/CD and requirements analysis. They has empowered me to provide a very high level of customer satisfaction within a demanding environment while consistently adhering to PMI Best Practices and CMMI processes, optimizing project cost, schedule, and quality.
• me has been instrumental in proposing, planning and executing large - scale $2 to $30 million Federal, DoD,, Nonprofit, Mortgage, local government, financial, publishing, healthcare and supply chain management projects such as with the Air Force, Marine Corps, Army, Navy, OSD, HHS, CMS, CCIIO, Confidential, FDA, DOL, HUD, SSA, FEMA, DHS, VA, APA, FCC, Freddie Mac, Confidential, etc. These projects were managed using a SAFe (Scaled Agile Framework) or Waterfall with a Rapid Application Development (RAD) prototyping approach ensuring the customer’s voice is always heard. me is also a strong advocate of ATDD (Acceptance Test Driven Development) automating testing as well as distinct and mature DevOps and CI/CD procedures. Involvement in these projects TEMPhas gained me the reputation of being able to quickly satisfy complex requirements for multiple large-scale projects simultaneously, regardless of the environments, technologies required, or time constraints.
• Using Project Management Institute Best Practices to deliver consistency and customer satisfaction throughout the project lifecycle regardless of the framework/methodology (Waterfall, Agile, etc.) used.
• Employing an Agile framework using SAFe (Scaled Agile Framework) 4.5 to halp in corporate DevOps and the Continuous Delivery Pipeline throughout the ART (Agile Release Train) at the appropriate level and methodology (Scrum, Kanban, XP or Lean) as the project and/or supporting organization calls for.
• Employing Acceptance Test Driven Development by the product owner, developer and tester prior to development using Gherkin and Ruby with Cucumber or Java with Selenium.
• Utilizing experience to walk-the-walk with technical team members, mentoring them on technical solutions for a successful outcome.
• Employing Earned Value Management to measure technical performance, schedule performance, cost performance and their associated risks.
• Combining CMMI, Lean Six Sigma and PMI’s process improvement approaches to halp organizations, projects and business customers reach desired levels of maturity and productivity throughout their domains.
• Using ITIL for change management and halp desk support on customer service projects.
• Working as a strong advocate of the customer, ensuring product and communication expectations are reached.
• Employing various Risk Management and mitigation tools and techniques to resolve potential issues and ensure transparency throughout the project.
• Mentoring managers and functional/technical team members by providing detailed methodologies, standards, and direction while maintaining an atmosphere of individual learning and creativity.
• Assisting Federal Customers with OMB 300, CPIC, C&A, RFP, SOW, and Project Charter efforts.
• Winner of the Congressional Lead On presented at Capitol Hill for supporting employment of individuals with disabilities.
• Project Management Institute (PMI) Subject Matter Expert evaluating new standard practices prior to publication.
• Instructor, coach and mentor for PMP, Agile (Scrum, Lean, Kanban, TDD, ATDD, BDD), Lean Six Sigma, Business Analysis/Requirements Engineering (CBAP and PMI-PBA).
• National Lecturer for federal agencies, conventions and online webinars.
• Author of workbooks and eLearning classes.

TECHNICAL SKILLS:

• Java
• Scala
• Spring
• Microservices
• Junit
• WS-Soap
• RESTful API
• ORM
• JPA
• Hibernate
• JSON
• JSP
• AngularJS
• Continuous Integration & Continuous Deployment
• Gherkin
• Amazon Web Services
• SQL
• SQR
• PL/SQL
• XML
• HTML
• DHTML
• XHTML
• DOM
• WDDX
• W3C WCAG
• Section 508
• C++
• PERL
• PHP
• Ruby
• UML
• BPMN
• JavaScript
• Jscript
• CSS
• Crystal Basic Syntax
• Crystal Syntax
• ASP
• .NET
• VB
• C#
• VBScript
• Flash Script
• ColdFusion
• Software/Tools:
• Eclipse
• RubyMine
• Gherkin
• Selenium
• Cucumber
• HP QTP (Quick Test Professional)
• CloudBees
• Jenkins
• Docker
• Chef
• Ansible
• AWS (Amazon Web Services)
• Microsoft Azure
• MS Project
• VPMi
• SharePoint
• Doors
• Synergy
• Dimensions
• AllFusion Harvest
• STAT
• PVCS Version Manager
• PVCS Tracker
• Subversion
• Apache Hadoop
• Apache Hive
• Apache Spark
• Apache Kafka
• Apache Maven
• Apache Cassandra
• Informatica
• Microsoft Office
• Microsoft Visual Studio
• DB2
• SQL Server
• DynamoDB
• Redshift
• PostgreSQL
• MongoDB
• Oracle D Confidential base

PROFESSIONAL EXPERIENCE:

Confidential, Wilmington DE

Senior Program/Project Manager

Responsibilities:

• Responsible for managing and leading the HealthCare.gov backend migration to AWS and maturing DevOps processes to include automation of CI/CD, IaC(Infrastructure as Code) and automation testing.
• Responsible for managing and performing as an SME the HealthCare.gov backend architectural redesign of all environments for migration to AWS.
• Responsible for managing and leading implementation of SAFe 4.5, ScrumXP, Acceptance Test Driven Development and Continuous Integration/Continuous Deployment into HealthCare.gov backend development lifecycle.
• Responsible for leading teams of Front-End, Back-End and full-stack developers in the implementation of new enhancements and module production support which directly drive value for our customers/issuers.
• Responsible for collaborating with our Business Users and Project Management teams to design & deliver production support and enhancements that improve our customers' businesses.
• Responsible for contributing to architecture, instrumentation, & performance decisions.
• Responsible for requesting intake, demand prioritization and sequencing, development/testing, and release planning.
• Responsible for communication of milestones, status, priorities, risks, issues to the project stakeholders.
• Responsible for managing and leading multiple simultaneous complex IT projects and business functions with multiple teams (1 - 9) consisting of 6 - 8 people in each.
• Responsible for managing and leading business transformation initiatives at an enterprise level through IT modernization.
• Developed and implement TEMPeffective business visions, strategies, plans and associated metrics that meet IT and progressive business priorities.
• Demonstrated exceptional interpersonal, communication, presentation and negotiation skills at all levels of leadership
• Responsible for managing and leading complex cross-functional business process improvement initiatives using defined Lean Six Sigma and Business Process Reengineering tools.
• Directly managed, trained and mentored Java software engineers in support of Confidential Card Technology and Enterprise Case Management employing technologies such as Core Java, Rest, Soap, Microservices, Hibernate, JSON, Spring and XML along with relational and NoSQL d Confidential bases such as Oracle, MongoDB, etc..
• Directly managed, trained and mentored ATDD quality and DevOps engineers in support of Confidential Card Technology and Enterprise Case Management.
• Led and architected scalable, maintainable and reliable big d Confidential processing and analytical services using MongoDB, Hadoop, Informatica, Spark, Kafka and Cassandra.
• Functioned as a technical expert and DevOps manager ensuring TEMPeffective Continuous Integration (CI)/Continuous Delivery (CD) processes using CloudBees, Jenkins, Cloud Formation Templates, Docker, Chef and Ansible in an AWS environment.
• Functioned as a Product Manager within an Agile/SAFE 4.5 framework responsible for ensuring customer satisfaction, working with product owners, communicating business needs, defining system features and ensuring processes are in place for TEMPeffective and accurate validation of deliverables.
• Directly led Oracle implementation projects which included the establishment a human resource line of business (HRLOB) technical and business enterprise architecture for General Services Administration (GSA) based on the Office of Personnel Management (OPM) HRLOB Business Model (BRM)
• Managed and developed national PMP programs for PMP, Six Sigma, Agile Scrum, business analysis and .
• Managed Federal and commercial procurement and business development efforts to include development of Statement of Work (SOW), RFPs and proposals ranging in size between $2 million and $30 million.
• Responsible for performance management of commercial vendors/subcontractors in various IT projects as large as $30 million.
• Stood up PMO support capabilities for federal, civilian, and internal customers.
• Provided Project Management support for Freddie Mac PeopleSoft Financials 9.2 upgrade project.
• Managed and trained multiple functional and technical Oracle PeopleSoft implementation teams in the US and India for Oracle.
• Performed risk and security control assessments on existing and new implementations to ensure compliance with FISMA (Federal Information Security Modernization Act).
• Directly managed multiple PeopleSoft Financials, HRMS and Supplier Relationship Management Business Process Reengineering and upgrade projects for industry, Federal and DoD agencies that entailed redesigning how it is employed, how d Confidential is managed and interfaces with internal and external systems.
• Directly led the reengineering of Freddie Mac’s financial business and single-family home mortgage administrative processes reducing operating costs by 65% while significantly reducing internal SOX control issues and the IT footprint required to support no longer needed non-value activities. Value Stream Mapping was used to initiate Kaizen events that started the reengineering of the business architecture using UML Activity Diagrams, Use Cases and BPMN.
• Directly led a Lean Six Sigma project to establish improved technical processes for a PeopleSoft HRMS cutover to a new implementation from a legacy system. Previous Oracle cutovers involved customer downtime of over 65 hours. At project completion improved processes, scripts and communications enabled a cutover of 22.5 hours with no adverse conditions. This solution was demonstrated on the Lennar corporation live enterprise HRMS system.

Confidential - San Diego, CA

IT Project Manager

Responsibilities:

• Directly managed a real-time global supply chain program tracking the lifecycle of Marine Corps equipment and supplies from cradle-to-grave through IUID 2D matrix barcode scanning. This program encompassed the development of software, d Confidential management and scanning solutions in addition to direct interfacing with the Office of Secretary of Defense Oracle ERP systems, the DLA iRAPT (Invoicing, Receipt, Acceptance and Property Transfer, formally WAWF) ERP and Marine Corps Supply Chain ERPs.Directly managed the custom development of supply chain scanning and d Confidential management software for SOI (School of Infantry) West at Camp Pendleton.
• Managed IUID Program IT Department in support of global USMC IUID marking efforts using technologies such as Siebel CRM, Oracle 10g and 11g, .net and Java.
• Managed multiple teams executing on requirements selected by USMC MCSC.
• Functioned as the lead Program Manager and arbitrator in Confidential /USMC contact negotiations and disputes.
• Wrote supporting USMC documents such as Charters, SOWs, 5x8s, Information Talking Points papers, ECPs
• (Engineering Change Proposals), etc.
• Responsible for establishing lean IUID Program business and technical solutions for ongoing and future efforts to improve the acquisition, traceability and tracking of Marine Corps equipment from cradle-to-grave.
• Provided hands on mentoring to Project Managers, Requirements Analysts, D Confidential base Engineers and .NET Developers.
• Functioned as key SME for the development of USMC CONOPS, USMC Messages, etc.
• Worked closely with USMC me&L, LPV-2, MCSC, and OSD to identify and execute IUID Program requirements and to identify requirements for more efficient d Confidential management processes.
• Managed the development of a USMC D Confidential Dictionary designed to identify required and optional IUID d Confidential elements to be utilized for the development of a USMC IUID D Confidential Repository and interface with the OSD IUID D Confidential Repository.
• Functioned as a key SME in the USMC Serialized Item Management (SIM) effort involving the IUID Program GCSS-MC, SABRES, and USMC legacy systems.
• Functioned as a key SME in identifying USMC equipment qualifying as part of the IUID Program marking effort.
• Functioned as a key SME in the USMC / WAWF interface effort designed to provide QA capabilities for identifying IUID registration of new procurements and establishment of functionality designed to identify

Confidential - Washington, DC

Project Manager

Responsibilities:

• Managed a Lean Six Sigma project to define, engineer and manage new enterprise-wide IT portfolio and project management processes and IT governance standards at all levels of the organization to include acquisition, Software Development Life Cycle (SDLC) and service management.
• Mentored and provided hands on support to project managers and functional / technical team members in multiple projects by providing detailed methodologies, standards, project management plan templates, and direction.
• Introduced PMI Best Practices into new and existing projects.
• Established PMO centralizing all portfolio and project management activities ensuring consistency throughout the organization.
• Executed best practice methodologies, processes and techniques with regard to user and development teams’ responsibilities, roles, and workflows.
• Restructured releases to maximize development results with consideration to user priorities, developer loads, and shared objects.
• Formalized requirements analysis processes to ensure accurate and complete understanding between all parties on new requirements. To this end, creating functional Use Cases and UML diagrams.
• Created functional teams. By utilizing dedicated requirements analysts the efforts of technical team members were focused on technical matters, maximizing team work output.
• Created project plans detailing requirements, their level of effort (LOE) and matching them to project timelines.
• Created Project Management Plans to document scope, staffing, risks, communication needs, and process improvement plans.
• Established a Change Control Board (CCB) to fully manage project scope and priorities.
• Created a Service Level Agreement (SLA) with Service Level Objectives (SLO) and Service Level Commitments (SLC) to set expectations and relationships between ITS and internal clients and to serve as a cornerstone on how ITS sets and maintains commitments.
• Utilized SharePoint to improved stakeholder communications.

Confidential - Washington, DC

Project Manager

Responsibilities:

• Evaluate existing organizational management plan templates such as Project Management Plans, Scope
• Management Plans, Risk Management Plans, Communication Management Plans, Quality Management Plans etc. to halp direct consistency with PMI best practices.
• Assist Government project sponsors with the creation of project Charters and identifying project scope.
• Organize and lead interactive presentations of initial requirement fulfillment, application prototypes, mid - cycle alpha and beta versions as well as user acceptance testing and completed product functional .
• Lead in the design and development of a content management system that included multiple communication modules, HR, and functions.
• Manage application development efforts for company contracts.
• Implement and manage a change control and release management process to force new structure to the project life cycle, cement deliverables and ease release transitions.
• Established PMO centralizing all project management activities including and implementation of Earned Value Management (EVM) ensuring consistency throughout the organization.
• Created a Service Level Agreement (SLA) with Service Level Objectives (SLO) and Service Level Commitments (SLC) to set expectations with external clients and to serve as a cornerstone on how the IT department sets and maintains commitments.

Confidential - Chantilly, VA

Development Manager

Responsibilities:

• Collaborate in strengthening Confidential process areas for the purpose of achieving CMMI level 3 via a CMMI taskforce. Provide hands on noledge regarding the CMMI Support Process area of Configuration Managementand the Engineering Process areas of Technical Solution, Requirements Management, and RequirementsDevelopment.
• Manage project schedules, cost, and quality for multiple large scale projects while maintaining updatedmanagement plans using best practices as described in the PMI PMBOK third.
• Provide additional functionality in existing Pentagon applications not realized through initial requirements.
• Lead in the creation of a user-friendly computer environment that will significantly reduce the complexity of inputing d Confidential and reporting functions. Ensure compliance with Section 508 web accessibility requirements onall newly designed interfaces.
• Organize and lead interactive presentations of initial requirement fulfillment, application prototypes, mid-cycle alpha and beta versions as well as user acceptance testing and completed product functional .
• Review and analyze project requirements for the purpose of creating Function Hierarchy and UML diagrams.
• These diagrams represent the base from which the project designs are created.
• Lead in the creation of development standards including naming conventions, project structures, exception

Confidential - Washington, DC

Development Manager

Responsibilities:

• Organize and supply classroom-setting on development methodologies, requirement analysis and customer satisfaction. Carry detailed instruction into one-on-one environment and mentor developers and analysts.
• Provide Section 508 to all developers and leads. Train in the use of validation software such as
• PageScreamer and usability software such as Jaws. included techniques designed to increase usability for disabled users Confidential Section 508 requirements.
• Manage and track requirements using Dimensions.