Enterprise software technology professional with experience managing enterprise implementations of healthcare, financial, insurance, government and regulatory/compliance projects involving Java-based web development projects. My style of project management is quite different, since I am more of a hands-on project manager that works directly with my development team to make sure project requirements are clearly defined and understood by both stakeholders and developers. I am able to do this by transitioning my MS Project 2010 Project Plans into Visio 2010 Process Maps, for each phase, to clearly define what is being done and when. To make sure requirements are secured properly, I require all requirements' eliciting to be done via email for all questions, since there are language barriers, at times, that can impede face to face discussions. My projects are usually highly technical projects that involve a deep understanding of all current technology resources available in the current and future markets. I stay abreast of all technology affecting the application development industry, and really bring a wealth of knowledge to the table. In IVR projects, my focus is securing the call center's previous call metrics to really design a phone tree that will easily be accepted by existing and new users. I thoroughly test all call center proposals, and weigh the effects of the current situation against the newly proposed solution. I pay special attention to making sure all proposed solutions actually increase efficiencies, by placing the solutions through several Visio 2010 logical maps, so any defect resolution tasks are easily defined by both shareholders and developers alike. If the message is technical, I find it best to display visually than through words. In addition, I am both comfortable in both Agile and SDLC waterfall project management environments. I also have experience with a major PMO transitioning from Agile, Scrum-based methodology to SDLC methodology. So I do understand some of the potentials pitfalls this scenario can have. I am a wel-rounded technology management professional with real world experience, not book and classroom experience alone. I've yet to run into a project that works like they told me it would in college. Experience is the deciding factor when your project risks seem to exceed its benefits. That's where I come in.

Expertise Highlights

Accomplishments

• Served on multi-state project team for 132 million DoD project to redesign the HCRA, which required
• acquiring both facility and personnel-level SDRI Top Secret clearances for facility and staff alike.
• Founded 3 very lucrative companies, 2 of which were sold for over 100K, and one business yielding
• 278,000 profit first year from scratch
• Documented entire application/enrollment/Medicare validation process for Annual Enrollment Period with visual links from business process to application server to data storage area.
• Provided project management for capital investment projects overseeing all remote site installations and system implementation, which included vendor selection, approving site work, etc.
• Developed UAT, Load Testing and System Integrations Testing Plans at Harbortouch, Computer Task Group, Inspiritec and AChrin Consulting
• Proposed and gain executive committee acceptance at Harbortouch for onsite installation technician business and application process improvement project, that once implemented, saved company over 500,000 first year. I oversaw project from concept to completion, and it was implemented with a great success within two months.
• Managed projects within the following business segments within these industries:

Industry experience:

Business Analyst

Medical Management Utilization Management Enrollment Department Membership Sales Medicare Product Order Process Regulatory Requirements for all business departments Medicare Medicaid Authorization Approvals/Denials Accounts Receivables Paperless Billing 834 Process

Ambulatory

Behavioral Health

• Critical Care
• Skilled Nursing
• Outpatient
• Inpatient
• Rehabilitation
• Home Health

Financial Services Industry: Order Administration Integrations POS Hardware Installations Training Sales - Channel Distribution, Direct and Web-based Marketing - Internal and External Customer Marketing Onsite Installation Deployment Payment Processing Merchant Services Point of Sale/Point of Service Application DevelopmentGovernment Industry Experience: Facility Security Clearance Process for Secret and Top Secret Level Personnel Security Clearance Process for Secret and Top Secret Level JPAS CA Service Manager Call Center Deployment Ticketing System Documentation IVR Phone Tree Development Government Internet Protocols Facility Design Development

Technology Summary

Professional Experience

Confidential

Program Manager

This company was developed to offer business services and IT solutions for nano-small scale projects. This company doesn't maintain an active web presence, since we choose our clients carefully. We use Sharepoint based web development sites with Sharepoint 2007, then migrated to Sharepoint 2010, and we now use Sharepoint 2013. We utilize both Agile, Scrum-based project management principles, as well as SDLC waterfall project management philosophy. We have served several companies over the years, and as CEO, I oversaw the following projects a sampling :

• 32K budgeted contract to facilitate Marketing DVDs
• Budget: 32K Team Members: 10 Finished: On Time, On Budget
• Business Furniture and system integrations project
• Budget: 100K Team Members: 15 Finished: On Time, On Budget
• Application Deployment Project
• Budget: 48K Team Members: 15 Finished: On Time, On Budget
• Technical Document Production project Budget: 5K Team Members: 2 Finished: On Time, On Budget
• Strategic Planning Projects - New Business Line Design
• Budget: 500K Team Members: 25 Finished: One Month Early, 100K under budget
• New Business Line yielded a gross sales totaling 1.5 million first year

Sharepoint Java

For Java projects, I work directly with the developers to head off concerns regarding requirements' issues. All questions and answers are emailed, then transferred to centralized project collaboration tools that are accessed by developers and project management team. A translated format is also stored for stakeholder input and collaboration.Application Deployment: 16 yrs Application Deployment, System Analysis, Business Process Improvement, New Product Launches, Packaging Design, Strategic Planning Projects, Search Engine Optimization SEO , Social Media, Marketing, Business Development Projects

• Maintained project schedule with MS Project, and used baselines, critical paths, as well sub-project plans to maintain an overview of all the projects going on at any such time. I also used Sharepoint-based Project Management Collaboration software. I supported multiple projects simultaneously, and also integrate pieces from one project into another project-very similar to TCOE method.
• Ran JAD sessions for all projects with client to make sure all requirements for the project were identified as needed and to make sure all parties understood the project scope effectively.

• Assisted on special projects that required database mapping to another authorization system which required knowledge and understanding of how a lack of documentation in this arena can dramatically affect the project's success.
• Provide some assistance on my lessons learned throughout the implementation process, on both the health plan and the software vendor side.
• Documented all current state business processes for Medical Management, Utilization Management, Case/Health Management, Claim Approvals, Claims Processing, Appeals Process, Medical Director Review Processes, and Pharmacy processes.
• Additional responsibilities: Developing implementation plan for the future purchase of Cite Auto Authorization, an auto-approval system for claims processing.
• Junior Project Manager responsible for both the Milliman Care Guidelines, and the implementation of the CareWebQI system for group health insurance, and employer based group health for both direct plans and Medicare plans. The following packages were implemented:
• Required to document all system architecture related to project, as well as all business processes related to the project's success.
• Documented and proposed all project issues/risks associated with process inefficiencies and decreases in system effectiveness.
• Performed downstream analysis for all proposed IT solutions.
• Worked with all project resources and stakeholders for requirements gathering and issues management.

Key Results:

• Documented entire application/enrollment/CMS validation process for AEP
• Worked directly with developers to secure current state vs proposed development changes, as well as documented where efficiencies increased, as well as in one case where efficiency was decreased.
• Interviewed web and java developers to see their take on some of the decreased efficiencies that were being documented, which allowed for solutions to common web service calls and web application errors to be corrected.
• After several attempts to utilize developers for requirements gathering, we changed the way to handle this by allowing email as the only method for question gathering. It allowed for minimal language barriers, as when developers and business analysts received unfamiliar answers, I was able to translate the answer for them in a working manner. We also used a Sharepoint-based collaboration system that allowed real-time access to questions asked, and information answered.
• Provided project management for capital investment projects overseeing all remote site installations and system implementation, which included vendor selection, approving site work, etc.
• Introduced knowledgebase method for tracking non-standard business processes
• This was maintained as a Excel spreadsheet that was management in pmPoint, a Sharepoint based project collaboration tool.
• Documented the following business segments:
• Medical Management
• Utilization Management
• Enrollment Department
• Membership Sales Medicare
• Product Order Process
• Regulatory Requirements for all business departments
• Identified areas for process improvement, as well as identified defects within project's processes
• Gathered and assessed needs from internal business units created custom solutions to resolve issues e.g., system slowdowns, virus outbreaks and process bottlenecks and developed functional specifications for IT group.
• Developed UAT, Load Testing and System Integrations Testing Plans
• To create testing plans, I utilized the TCOE Testing Center of Excellence project team to make sure all test plans made sense to them, then secured buy-in from stakeholders regarding the effectiveness of what was being tested.
• Automated previously manual, time-consuming processes to drive gains in data tracking/accuracy, workgroup efficiency and profitability.
• Updated proposed solutions to include newly changed regulatory/compliance issues that were previously not accounted for within the solution.
• Most solutions to these issues were facilitated through Java scripts, web applications, web service calls, and virtual server optimization.
• Documented increased efficiencies utilizing time studies
• Created SDLC Project schedules, WBS, Project Process Maps, Project Timelines by Phase, RTM, and created sub-project schedules for task management for external project members
• All project plans made in MS Project 2010 were converted to the following reports:
• Project Timeline Visio 2010 Displayed Gantt style calendar of primary and secondary outputs for the project, and each report was separated by SDLC phase.
• Phase Process Map Visio 2010 Cross-functional map of all project tasks by phase, so it clearly showed how each deliverable affects the task list for each role. It also clear defined who did what task, so minimized project task redundancy.
• Created standard workflows, network topography diagrams, touchpoint diagrams, application server maps, system server configuration maps, etc.
• Change Control Process Creation, Management and Tracking
• Worked through the PMO change from Agile, Scrum-based methodology into a new SDLC based project management philosophy
• Ran JAD sessions for multiple projects that I was working on.

Business Project Manager Product Development Team

Researched all potential new software for joint venture partnerships, did business process mapping, project task coordination and management of business tasks, training material documentation, vendor negotiation, RFP development and managed CAD drawings for vendor submission

Key Results:

• Through initial proposal of Onsite Technician Project, I was able to propose a solution, work the project from inception to conclusion, and saved the company 500,000 the first year the project was in production
• Was able to get proposals from top hardware contract manufacturing companies throughout Asia, South America and Europe
• Able to tactfully discuss potential software partnerships with several competitors in the industry, making room for several strategic partnerships to be built.
• Worked directly with SQL developer to create Java scripts to facilitate changes that SQL Management Studio could not effectively yield.
• Agile-based Project Management
• Business Process Documentation:
• Order Administration, System Builds, System Integrations, Installation, Training, Sales Processes
• POS Areas of concentration:
• Retail software, Hospitality software, Salon Software, Consignment Software, Grocery store software, Liquor/Wine software

Program Manager

I started this company with 6 bottles of weight loss pills, and within 4 months, I was ordering 2000 a month. Within 6 months, I had 27 states with distributors located within them. I executed this project from scratch with wonderful results. I devised the initial planning, executed my sales strategy, devised which markets I would seek channel distribution, devised channels, then the states that would be actively pursued. I then handled all marketing through Eloqua, devised my search marketing and email marketing campaigns, executed brilliantly. I then had metrics for all sales, marketing groups, and overall business effectiveness. We did have a severe supply shortage, and used our prior month's sales plus percentage of growth for forecasting initiatives. It helped a lot, and we were able to keep stock rolling. I sold the company to get back into technology project management.

Key Results:

• Through SEO efforts, I was able to establish a national sales channel of distributors within 27 states in 3 months, 50 states within 6 months of over 200 distributors
• Developed all business processes- logistics, sales, accounting, manufacturing and company best practices
• Established National Sales Channel Distribution Chain involving 227 distributors nationwide, in 50 states, with 10 in Europe and South America within the first 6 months.
• Full implementation of ERP software solution, Netsuite
• Web Application Development projects, which included content for 6 websites, with dynamic content
• Vendor management projects
• International Cash management projects
• Agile-based Project Management, though researched changing to SDLC
• Instituted international logistics process for several different types of product shipments
• Devised all custom and import regulatory projects
• Requirements creation, analysis, communication and validation
• I utilized MS Project 2007 and Visio 2007 for both project plan management, as well as to display project tasks effectively to shareholders and users.
• Developed a thriving, national company doing 500 growth per month

Senior Project Manager SALARY AVERAGE: 65K

Confidential was an importer of several lines of products throughout Asia, South America and Europe. Managed all new product development and devised marketing efforts through website creation and design, direct sales program with independent sales agents, and direct retail sales. Developed and implemented strategic plans to market independent sales agents and persuade retailers to purchase products from company's distribution center. Responsible new market identification and penetration, channel management, and small-scale contract negotiations. Monitored operational performance of ISAs to ensure alignment with corporate profit goals.

Key Results:

• Diva - In-Training Jewelry line saw profits margins in excess of 2040 .
• Designed and led Midwest location training and team building seminars later adopted as company-wide standard for franchisees. Impacted business partner revenue by over 200 through continual communications and liaison efforts with both franchisees and sales team members.
• Through procurement projects, I was able to secure all liquation acquisitions after client payment upfront
• Devised web application projects that covered all dynamic and static content for all 13 websites
• I devised all market research, and managed all email and SEO marketing projects. I oversaw 25 sales people, and also managed 3 project managers.
• Agile-based Project Management
• Application development was assisted through the use of Project 2007 and Visio 2007.

Projects:

• Establish national jewelry line with national channel distribution channel, with a focus on direct sales
• Website portal creation with ecommerce
• Procurement sources project establishing areas to secure liquidation sales
• International Logistics Process Definition
• Establish sales department procedures for moving liquidations
• Email marketing campaigns using Eloqua
• Deployment of Eloqua
• Deployment of Microsoft ERP

Confidential

Sales Project Administrator SALARY: 30K

In this position, I served as a project administrator for all sales projects and process improvement projects. This company's primary product was a remote desktop that was Citrix-based. Most projects were developed from my initial project proposal. Project included a sales cycle improvement project, Remedy implementation, Goldmine implementation, Marketing processes, Campaign creation projects and many other sales support projects.

Key Results:

• Was able to fulfill annual quota within 60 days
• Oversaw sales process integration into new Remedy system, converting Goldmine processes over to Remedy
• Established all prospect tracking procedures
• Was able to shorten sales cycle from 18 months to 4 months
• Proposed solutions to operational issues by proposing process improvement projects to gain efficiency and effectiveness