PROFESSIONAL SUMMARY:

• Senior Project Manager/PMO Manager and MBA with over 20 years of significant, progressive expertise in IT project management and governance.
• Proven history of diverse IT Project Management with the ability to manage multiple projects that include application development, 3rd party vendor management, infrastructure, technology refresh, compliance, and cybersecurity.
• Working knowledge of security concepts and methods such as vulnerability assessments, privacy assessments, intrusion detection, incident response, security policy creation, enterprise security strategies, and risk management.
• Developed tools and processes using PMBOK - based project management methodologies to effectively manage onsite resources, global teams (including off-shore), and external vendors.
• Experience in Agile/Scrum, Rational, and Waterfall software development life cycles (SDLC) including prototyping, feasibility studies, requirements analysis, system specifications, data modeling, quality assurance, testing,, roll-out, and post implementation evaluation and production support.
• Well-respected by business users and stakeholders for being able to work closely with them to obtain a thorough understanding of their business needs and present alternative solutions in an objective framework for cost/benefit analysis.
• Excellent oral and verbal communications skills designed to ensure that all stakeholders clearly understand current status, risks, as well as what is expected of them throughout the project lifecycle.
• Resourceful, creative problem-solver who can think “out-of-the-box” to identify and recommend solutions from minor issues to complex business needs. Similarly, proactive and innovative at mitigating risks and resolving impediments.
• Management of both direct report staff and cross-functional teams with hands-on experience spanning a variety of technical environments.
• Industry experience in: Healthcare, Cybersecurity, Finance, Government, Automotive, Supply Chain, Aerospace, and Law Enforcement.

PROFESSIONAL EXPERIENCE:

Confidential

Senior Project Manager

Responsibilities:

• Provided PM leadership to five sub-project teams to develop strategies for closing gaps/deficiencies for those security control areas that were identified as being not fully compliant with Defense Federal Acquisition Regulation Supplement (DFARS) and NIST .
• Responsible for all phases of project including: POAM (Plan of Action and Milestone) development, environment assessment, remediation planning and scope definition, blueprint, and remediation execution.
• Risk identification, tracking, and monitoring while evaluating current security measures and any existing remediation efforts. Measured and documented adherence to the security controls from a policy, governance, and risk standpoint.
• Utilized background in both IT Security and IT Infrastructure and worked closely with System Engineers to gather requirements from multiple stakeholders (including lab owners, procurement, facilities, business management, schedulers and network engineering) and determine optimal remediation actions for each specific area.
• Familiar with unique security issues for Industrial Control Systems. Performed third party supplier risk assessments by reviewing their compliance with security policies, standards, and practices. Identified security gaps were included in remediation recommendations.
• Ensured compliance with Internal Audit, Information Security, and Supplier Management using the Confidential Integrated Engineering Process Guide (IEPG).
• Assisted with tailoring security policies, standards, and guidelines based on the individual lab environment’s requirements, maturity level, and compliance objectives.
• Performed with a high degree of efficiency utilizing problem solving skills in a fast paced, high pressure, dynamic environment while maintaining a strong commitment to results, leadership, teamwork, and process improvement.
• Managed and tracked status of projects, financial budgets, and EACs to ensure project business value delivery and stabilization goals were met.Included maintenance of risk register and risk management framework.
• Maintained project schedules using Microsoft Project while managing the scope, performance, and execution aspects of all ongoing projects using Agile and Team Center Foundation.
• Assisted with keeping SharePoint sites, intranet sites, and Archer GRC (Governance, Compliance, Risk) repositories current for appropriate audiences.
• Developed and delivered presentations for executive management and customer reviews at key milestones.

Confidential

Senior Project Manager

Responsibilities:

• Developed strategy for closing gaps identified in a Controlled Unclassified Information (CUI) Compliance Assessment based on the CUI basic and derived security requirements established by NIST SP . This strategy established a framework for enhancing foundational security and a platform to evaluate data protection practices.
• Worked with SME’s to identify “best-fit” remediations for all control areas that were not fully compliant with Defense Federal Acquisition Regulation Supplement (DFARS) and NIST . Created and tracked POAM.
• Remediation activities included SIEM vendor selection and implementation, implementation of multi-factor authentication (MFA), development of IT policies and procedures (including Configuration Management, Audit and Accountability, and Incidence Response), and development of corporate Security Awareness .
• Project required extensive coordination in a short timeframe since government contractors (such as Southland) have only until the end of 2017 to implement the necessary cybersecurity safeguards to meet DFARS compliance rules and avoid loss of current or future government contracts.

Confidential

Senior Project Manager

Responsibilities:

• Handled multiple projects simultaneously for both Edward’s Infrastructure/Cybersecurity groups (50%) and Human Resources application deployments (50%).
• Managed $2.5M RFP for the selection of a Managed Security Operations Center (SOC). Managed transition which included setting up the Log Collection Platform (LCP) and Symantec Endpoint Protection Management (SEPM).
• Developed RFI/RFP for selection of a Managed Network Operations Center (NOC).
• Successful implementation of enterprise privileged access management platform (CyberArk) to enable IT administrators and support staff to perform privileged tasks in accordance with the principles of least privilege and separation of duties.
• Supported HR by working with a vendor to plan, develop, and deploy a new application under SharePoint to replace their existing employee recognition system that was being decommissioned. Moved project forward on an aggressive timetable of six weeks from the Idea phase to Project Closeout.
• Successfully implemented eComp+ PeopleSoft Bolt-On, a new compensation and bonus management application that interfaces with existing PeopleSoft environment on schedule and in place for the next bonus review cycle.
• Planned enhancements to move Data Loss Protection (DLP) to the Amazon Web Services (AWS) Cloud environment with implementation of Cloud Access Security Broker (CASB) and comprehensive policies for identifying and protecting confidential or sensitive information.
• Utilized Project Online 2013 for all projects and PMO phase deliverables.

Confidential

Senior Project Manager/PMO Manager

Responsibilities:

• Instrumental in developing Project Management Office (PMO) for a $70 M start-up healthcare company that grew to a $1B company in a little over a year. This included customized methodology, templates, metrics, and governance.
• Planned and managed setup of corporate IT infrastructure at new facilities in Garden Grove and Anaheim that would support five existing business components and two additional acquisitions.
• Successfully managed the design and upgrade of the LAN/WAN network implementing redundancy, and security to comply with HIPAA regulations.
• Vendor management of network and telephony vendors including Time Warner Business, TelePacific, ShoreTel, and L3 Communications.
• Managed applications and data integration of six acquired business components (specialty pharmacies) into corporate environment. Each acquisition was a major project to transition to Citrix cloud and convert pharmacy from their native pharmacy operations software systems (including ComputerRx and QS1) to Enterprise CPR+ with standardized corporate process. Each conversion project involved extensive data remediation of ORTFs and integration into corporate database, process re-engineering, peripheral (label printers, scanners, printers) setup and testing, report conversion, user acceptance testing, user, and operational rollout/go-live.
• Retail pharmacy upgrade of QS1 to NetRx with significant process re-engineering, data remediation, peripheral (label printers, scanners, printers, cash register) setup and testing, report conversion, user acceptance testing, user, and operational rollout.
• Management of various Business Intelligence (BI) initiatives to provide data/reports to pharmaceutical manufacturers.
• Worked with IT management team to achieve compliance with both HIPAA and ISO27002. Identified best courses of action (based on organizational goals and acceptable risk) to remediate gaps identified in external audit, created a project schedule for execution of these plans, and tracked progress.

Confidential

Senior Project Manager

Responsibilities:

• Worked directly with all City directors obtain a thorough understanding of their business needs in order to provide the best solutions (cost/benefit) for their objectives.
• Developed PMO procedures that included a framework for organizing project artifacts, resource demand methodology, project status/metrics templates, and executive program dashboards.
• Enterprise implementation of Symantec Enterprise Vault requiring close coordination with City Managers Office and Human Resources to develop City policy for email archiving. Coordinated the transition of all 1200 City and Public Safety employees in a department-by-department rollout over 3 months.
• Provided security support to Irvine PD that included coordinating the upgrade of security cameras from analog to digital, implementing audio recording and analytics, and handling temporary deployment of surveillance cameras as part of ongoing investigations.
• Vendor management of approximately 150 IT vendors including maintenance/support renewals. Presented quotes and solicited approval for IT purchases from City of Irvine management and issued POs to selected vendors. Identified applications and services that were under utilized or redundant for approximately $30,000 in yearly savings.
• Procured Kratos Learning Management System (LMS) and worked with City staff to develop a computer-based course (in SCORM format) to document that all employees were in compliance with the City’s email archiving policy.
• Major website redesign for Irvine Community Television (ICTV) including interface to the newly implemented Sire Minute Plus system that stores all City Council meeting agendas, minutes, and video recordings.
• Successfully led two major upgrades for the Sire Document Management System with multiple custom interfaces.
• Oversight for implementation of One Solution (Government ERP) Core Finance Suite which included modules for Accounts Payable, Accounts Receivable, Human Resources, Payroll, General Ledger, Budgeting, and Employee Online. Scope included interfaces to IntelliTime timecard management system and Sire Document Management System, conversion/cleanup of existing data from IFAS, and process re-engineering.
• Other projects include vendor evaluation and selection for new Business License and Care Management solutions, redesign of the iShuttle website using the Civica Content Management System (CMS), and implementation of three cloud-based projects (Blackbaud Net Community, Maintenance Connection, ActiveNet).
• As member of the ACS Management Team, responsible for organizing quarterly All-Hands meetings and implemented a new department recognition program “Spotlight ”. Developed team-building activities and facilitated internal workshops to improve department efficiency, reduce conflict between teams, and develop new procedures. Mentored and provided leadership to staff.

Confidential

Responsibilities:

• Project Manager assigned to the Nike account, responsible for managing a team migrating the current order entry system from the IBM mainframe to a distributed virtual server (VMware) environment. Team resources were located both onsite at the ACS Confidential and remote in Pennsylvania, Michigan, South Africa, and India.
• Brought on board in the eleventh hour to get the project, which was currently in the integration test phase, back on track to meet previously negotiated timelines. Evaluated current project plan and worked with the three project teams to determine if dates were valid, what dependencies were missing, and to assess if the Go-Live dates were viable.
• Implemented daily “touchpoint” meetings with each of the three teams to reconcile project schedule with current status and identify impediments.
• Worked with project stakeholders to develop a plan for User Acceptance Testing and a Go-Live migration plan that included data download and security setup.
• Provided regular communication with stakeholders regarding status and the resolution of any customer-based impediments.

Confidential

Project Manager/ScrumMaster

Responsibilities:

• Project Manager for requirements gathering and technical proof-of-concept for a “next generation” Global Credit Bureau.
• Implemented Agile/Scrum methodology in 2 week sprints with a global team of resources in the U.S., India, Chile, and Monaco.
• Developed Product Backlog, conducted Sprint Planning sessions, and monitored project health through daily scrums/huddles.
• Developed and delivered project status reports and executive program dashboards.
• Team coordination and communication of off-shore resources using Live Meeting, Office Communicator, and conference bridges.

Confidential

Project Manager/ScrumMaster

Responsibilities:

• Project Manager for new product development, which became a key component in the software portfolio for this international company by allowing financial auditors to directly connect risks with procedures.
• Integrated use of Agile/Scrum with Project Management Knowledge Areas to successfully complete the full development life cycle which included requirements definition, development, QA testing, UAT, and roll-out of Phase 1.
• As ScrumMaster, utilized an integrated combination of Visual Studio Team Foundation Server, SharePoint, and Excel to automate Product Backlog tracking, Sprint Planning, and to manage burndown tasks for three major development areas.
• Conducted and documented daily scrums with Scrum teams that consisted of resources across six time-zones (including off-shore).
• Integrated Agile into a PMO environment by developing custom reports which included burn-down and backlog metrics in both graphical and tabular form. Reports were updated daily following a series of Scrums and were presented to management daily.
• Facilitated Retrospectives, after each Sprint, to identify opportunities for streamlining the software development processes and improving inter-group communication. Solutions were identified, discussed, and implemented. A summary of the Retrospective was shared with management. The success of implemented changes was reviewed at beginning of the next Retrospective.
• Coordinated additional team meetings, as necessary, utilizing via Live Meeting, email, and IM.

Confidential

Project Manager/Supervisor

Responsibilities:

• As Project Manager and Lead of Business Analysis Team, provided administrative oversight and technical management of five-person team performing analysis and documenting existing Real Property functionality/processes and legacy mainframe screens.
• Used Agile/Scrum methodology for development of the new web-based application that replaced legacy mainframe system
• Led workshops and shadowed field work to allow business analysts to gather new requirements that were used to develop re-engineered processes.
• Translated system requirements into storyboards and UI mockups that were used during project reviews to validate new business processes.
• As part of re-engineering effort, identified departments whose functions could be fully or partially automated resulting in cost savings and improved efficiency.
• Developed standardized documentation framework based on Rational Unified Process which included: Existing System Summaries, business process flows, use case diagrams, use cases, requirements list, PowerPoint storyboards, and UI mockups.
• Developed software requirements for an Electronic Field Book which would provide OC Probation a means to review key case information and record updates to case activity in the field using a Microsoft CE handheld device.
• Hardware devices were evaluated and a prototype was developed validating proof-of-concept.
• Project Manager responsible for the full life-cycle development of a Risk/Needs system for the OC Probation Department. This three-year effort spanned a complete life-cycle beginning with business requirements analysis and included completion of User Interface design, software development, testing,, and implementation phases.
• This system replaced and integrated several manual processes and provided Deputy Probation Officers (DPOs) with an automated assessment tool which was used to identify for risk of recidivism and the individual’s needs for assistance. It also provided Supervising Probation Officers (SPOs) will a means of accessing the quality of the field supervision the clients were receiving from the DPOs.
• Led workshops for all probation departments to gather requirements and document current business processes.
• Designed interfaces to other external systems that allowed the Risk/Needs database to be a central depository for case management information.
• Developed curriculum and trained all Probation Officers in Orange County.
• Direct report management responsibilities including recruitment, performance evaluation, supervision, and mentoring.
• Special recognition received from the Chief Probation Officer of OC for “making their vision a reality”.

Confidential

Program Manager

Responsibilities:

• Program Manager of multi-team $10M effort to develop a web-based multi-tier Monthly Production Forecasting System providing two divisions of Toyota the ability to place and confirm a monthly production order within the constraints of the current business process.
• Utilized a RUP iterative approach for the full software development life-cycle including: Inception, Elaboration, Construction, and Transition.
• Managed three concurrent sub-projects and their respective project managers. Supervision of onsite team of 30 developers as well as vendor suppliers.
• Worked on initial proposal providing input on proposed RUP methodology and developed a model for project cost estimation based on business use cases. (Project was Time and Materials).
• Developed a methodology to manage project status using Microsoft Project, Niku (Clarity), and Excel to calculate Earned Value metrics and provide a most accurate assessment of project status.
• Coordinated a detailed schedule of requirement workshops that provided the business analysts critical access to key Subject Matter Experts (SMEs). Schedule was designed to maximize the participation of SMEs while minimizing the impact to ongoing operations.
• Chaired and participated in Change Management Board that included key project stakeholders.
• Close coordination with project sponsor to ensure business benefits and schedule were aligned.
• Developed tailored RUP methodology for project proposal which resulted in project . This included developing a model for project cost estimation based on the high-level requirements provided in the RFI.
• Worked closely with business units to define Business Use Cases and Detailed Use Cases for new leasing system for Toyota Financial Services (TFS). Provided a structured approach for evaluating target systems based on gap-analysis. Using a workshop approach, analysis framework focused on documenting and defining: current business environment, best practices in the leasing and finance industries, and next-generation business models.
• Close coordination with multiple business units: Loan/Lease Origination, Credit, Treasury, Discounting, Remarketing, Customer Service, Administration, Wholesale, Accounting, Fleet, and Sales.

Confidential

Senior Project Manager

Responsibilities:

• Managed multiple concurrent implementations of Demand Center Warehouse Management Software (WMS) for large clients (military retailer, semi-conductor manufacturer, retailer, and health care) providing thorough management of customer expectations, risk/issues, and project scope.
• Each implementation was a custom configuration of the Off-the-Shelf WMS product and was executed using a proprietary methodology. This included documenting current business processes, developing new business processes, configuration of software to support new business processes, identifying any gaps that would require customization, developing required interfaces, testing, Go-Live, and transition to support.
• Implementations required developing interfaces to host ERP system and hardware (material handling equipment, RF scanners).
• Basic installation was typically a 6-month effort generating services revenues of about $500K. Complex implementations required custom software modules to be developed and integrated with WMS.
• Earned value analysis and reconciliation of actual hours worked with percent complete.
• Performed billing and collection activities on client’s accounts.

• Technical application development manager responsible for the development of CAD/CAM and Data Delivery software applications.
• Project management of $3M project to develop the Graphical User Interface and Oracle database portions of B-2 Defense Management System.
• Project management for OSMAPS mission planning system including: GUI design, proposal preparation, metrics deployment and tracking, onsite customer support and, and product deployment.