Summary

A qualified Project Manager and Business Analystwith significant experience in Information Technology, Finance, and Consulting. Industries include: Banking, Higher Education, Justice Systems, Law Enforcement, Manufacturing, Pharmaceutical, Transportation, Utilities, and Municipal /State/Federal Government.

• Competencies
• Project Management Business Analysis Business Process Re-engineering Business proposals
• Data Warehouse Design Dashboard Solutions Imaging/Workflow Process Improvement
• RFP Development System Design/Analysis Project Turnaround/Rescue User Requirements
• Selected Accomplishments

Confidential

Project Manager/Sr. Business Analyst

Reviewed and analyzed requirements for electronic replacement of paper patrol activity reports for large municipal police departments. Developed technical specifications of envisioned automated paperless solution and detailed hardware and network support. Assisted the Business Development Group BDG in packaging the Electronic Officer Patrol Reporting OPR solution to obtain development and implementation funding. Made presentations to venture capital firms, which included ROI highlights, prototype demonstrations, user and technical documentation. The presentation were working sessions to determine amount of funding and timeframe required to begin staffing, and complete prototype software and hardware testing prior to marketing OPR.

Confidential

PM/Sr. Business Analyst BPR

Returned at client request to jumpstart stalled original projects of 11/08. These NYPD projects included re-engineering, process improvements, along with new types of hardware and software deployments. Worked directly in the field NYC streets with Agents, Traffic Supervisors, Traffic Managers and NYPD Inspectors to insure compliance with the re-engineered use of the updated traffic systems. Drafted two new Request For Proposal RFPs for the NYPD contracts department, reviewed drafts with senior NYPD Inspectors and Chiefs to gain approvals and take next steps. Assisted with the documentation and training of Agents Managers and Directors. Estimated value of new RFP's: 35 to 42 million.

Confidential

Sr. Business Analyst

Developed a comprehensive analysis of New York City's environmental review process. Made recommendations to improve the organizational efficiency of the City's practices to comply with City Environmental Quality Review CEQR . Reviewed SQL script based on provided technical documentation for conversion of departmental data.Tasks included primary research, interviews, and analysis to map current intra- and inter-agency review processes and identify constraints and roadblocks to efficient management of the environmental review process. Developed short and long-term initiatives that helped streamline the City's management of the environmental review process and reduce costs for applicants. Produced detailed work plans to implement short and long-term initiatives, including the cost of implementation and additional resources.

Confidential

Interim Director/Project Manager

Acted as interim Director and Subject Matter Expert to implement a complete change from a legacy Imaging and workflow system to the new SunGard HE Banner ERP solution. Completed the first stage Finance, on time and under budget, which included the conversion of over five 5 million images and Meta data from Feith FDD to EMC's Documentum Image capture and Banner Workflow.The workflow conversion included over 60 complex business processes that had to be re-engineered from Feith to EMC and Banner without impacting the cost or departmental headcounts. Worked directly with the VP-Controller and the VP-CIO throughout the implementation of this 35 million project. Visited other schools and colleges that had, or were about to implementa Banner solution.

Confidential

Sr. Business Analyst SME

Follow-on contract to implement the Assessment and Re-Engineering Process Improvements for the use of the Motorola Handheld 2800 and 9090 units. Worked with the prime contractor for the handheld solution and NYPD Traffic staff to deploy over twelve identified improvements business and technical to the handheld units, the most important of which was the elimination of paper and redundant steps from the Traffic Agent up to the Traffic Manager level. Worked directly in the field NYC streets with Agents, Traffic Supervisors, Traffic Managers and NYPD Inspectors to insure compliance with the re-engineer use of the traffic ticketing.Assisted with the documentation and training of Agents, Managers,and Directors.Estimated annual increase in new city revenue between 12 million to 18 million.

Temple University Health Systems,

Responsibilities included the review and improvement of the Accounts Payable AP solution that interfaced into PeopleSoft V8.4 and Oracle. Budget constraints, staffing problems and scope of work had hindered the project prior to my assignment. The Accounts Payable Department prepared and distributed approximately 12,000 14,000 checks monthly through a combination of AP PeopleSoft application, back end document scanning and general ledger interface. Managed a project team thatconsisted of in-house staff, two vendors, one business analyst, one technical staff and one documentation person. This was twelve-month project reporting up to the CIO for IT, with the CFO's office as the end user. Carried out enterprise wide assessment and delivered recommendations to cut the time and cost to implement a series of IT and business process improvements. Project was successfully completed after two delays stemming from budget constraints.

Project Manager

Project Manager for the development and implementation of an advanced paperless Document Management Solution integrated into a legacy mainframe application for the Admissions Division. The Admissions Division was 100 paper based and required a total paperless solution to be implemented during the critical student review and acceptance period,and which impacted and involved all 40 internal staff positions. This project was divided into two parts: initial assessment, then implementation of recommendations, which entailed anew imaging system. The workflow process included over 38 main and sub workflows that controlled the entire student application approval/denial process, about 30,000 applications and supporting student records. The solution included all new workstations, monitors, imaging servers, new DMS software, large scale wall mounted dashboard monitors to track the workflow process and volume counts, and a new interface from the DMS and legacy mainframe application. Managed the technical design, the approval process, all vendor payments, etc., reporting to the VP of Admissions and the COO Office. The team consisted of internal IT staff, User staff, and several vendors/consulting teams. From start to finish the project took seven 7 months, with the planned ROI on the project realized in the first year.

Project Manager

Designed and implemented a rescue of a failed Document Management System installation. Within two weeks developed recommendations to salvage part of the prior install and complete the Hospital's Office of Counsel OOC business requirements Legal Office and Office of the Corporate Secretary . Lead a team of three business/technical consultants in re-designing and implementing an improved technical solution that fit OOC and IT Division requirements. The technical solution worked within the Hospitals three-tier architecture and security environment.

Business Analyst

Phase 1 included the Assessment and Recommendation to improve the controls and processing of the Accounts Payable Department Financial Division . The Accounts Payable Department prepared and disbursed approximately 17,000 20,000 payments monthly.The Project team consisted of one-business analyst, one technical staff and one PT documentation/training person. Phase 2 included a full review of the Imaging Department for the IT Division and the tools used to support the University. This involved staff analysis and recommendations on document management products, including two types of Workflows Ultimus and Feith FDD Workflow iQ . This was a three-month project with deliverables to two separate organizations within the University that sometimes were at odds with each other. Completed project on time and on budget, received follow on projects as a result of initial work.

Confidential

Responsible for review and development of Process and Management Efficiency Improvement for the New York City Police Department Traffic Division.The NYPD had recently implemented a 20 million new method to issue parking tickets with the approximately 2,700 Traffic Enforcement Agents in the nineteen sites throughout the city. The 20 million implementation included the use of the Symbol hand held MC 2800 Parking Ticket Devise PTD and portable printer. This was a four-month assignment that included creating new design/functional specifications and obtaining approvals prior to presentation to the NYPD. The summary recommendation, which the Traffic Division approved, included new revenue generation each year of an estimated 10 million at a one-time cost of 513,000. This was a Symbol MC 2800 process that required the hand held devises to download the PTD data daily to a multiple client server architecture 19 site's Headquarters and to interface with a legacy mainframe system.

Confidential

Developed recommendations for an advanced Document Management Solution integrated into a major justice application ACS . Solution was to be implemented throughout 12 courts with 1,200 users. Developed workflow and models in a mixed mainframe environment with database server support. Lead a team of four business/technical consultants in creating a 108-page assessment and recommendations report in three weeks. Presented report and recommendations to the Executive of Palm Beach County.Palm Beach used same document to create a ten page RFP for bid invitations. The planned ROI on this project would be realized in less a one year.

Confidential

Developed and implemented a plan to save a failed project that cost Fulton County's IT department 3,000,000. Provided business/technical analysis to develop a solution to interface with a legacy system. Developed workflow and models of 'as is' and 'to be' scenarios. Successfully implemented new solution, including installing and configuring new imaging hardware and software, without service interruption. Managed project team of five consultants: two business analysts, two technical staff and one documentation/training person. Completed project on time and under budget, received follow on projects as a result of initial work.

Confidential

Responsible for the development and delivery of the in-house Juvenile Automated Computer System JACS .Assigned the troubled JACS project in the middle of the life cycle, and had to complete with current internal IT and court staff.Project involved overseeing system design and specification, business workflow and modeling, training, go-live, and post implementation support of 400 court users. The ROI on this project was under nine months.

Confidential

Designed and implementeda document management system for a new Mail Order Pharmacy solution for a service company of AARP. Assessment and analysis of current systems and processes lead to a recommendation to replace all imaging hardware/software, with a build of a new program interface to the current legacy system.This solution was the first in the industry to capture items as small as a prescription without special document preparation. The follow-on work included implementation of the full solution at three locations, including all workflow, modeling, installation, configuration, testing and training. The ROI was under seven months.

Confidential

Created strategic requirements for a major Texas hospital group's near term goals.Reviewed hospital and clinical financials, interviewed staff, created future trends analysis, identified manor and minor problems, made recommendations to senior management. Turned requirements into a contract for high-level professional services using subject matter experts SME . Verbal agreement and signed contract to start took 4 weeks.

Confidential

Responsible for system design and implementation of multiple new mail order pharmacy prescription sites. These were medium size hardware, software, and professional services contracts. Each project spanned 3-9 months from kick-off to system installation. Total contracts exceeded 6,000,000 with additional revenue from maintenance and add-ons.

Confidential

Charged by senior management to investigate and fix a troubled back office Commercial DDA Conversion/Integration project. Oversaw mixed team of 25 full-time employees and outside consultants. Developed and implemented plans to accomplish conversion and training effort within a short timeframe. Performed needs analysis, user identification, training vendor selection and management.

Confidential

Re-engineered business process model to tieinto the latest imaging workflow technology. Developed a phased approach for the document imaging and workflow vendor selection. Created functional specification to build a working document imaging and automated workflow demonstration line to assist in selling the concept to management. Created a detailed internal RPF with all funding requirements.Acted in the capacity of advanced technology consultant for the use of in-line image capture of BAR codes, OCR/ICR/Nestor recognition software. Developed and tested Automated Patient Profile system. The new approach to the mail service Rx filling and processing would save 15 million per year against current cost estimates, and reduce the front end staffing by 30 - 40 . Reported to the CIO end user of the largestmail order Rx filling and processing company. Annual number of Rx's filled: 40 million. Annual volume: 7 Billion total number of employee's: 7,500.

Confidential

Reported to the CIO of the Equities and Derivatives Divisions. This new IS Group supported the back office operations of two divisions' 500 staff members. The initial tasks included acting as the chief of staff to the CIO, developing a flexible IS business structure, and acting as Project Manager for both the Research departments office automation needs, and the operations group new project management and cost control system.The group was responsible for 113 major and minor projects and a conversion from DOS/Clipper to Oracle/PowerBuilder. In addition, the servers were being replaced by HP G50 HP T500's. The IS group was responsible for all domestic and international operations. The CIO's stated needs were to bring some order out of the current chaos that he faced each day.The initial effort centered on bringing structure to the IS development staff and the end user community. Coordinated the project's work efforts and developed a plan to track the project life cycle and the budget/cost controls.

Confidential

Tasked with improving the lack of IS support, correctinga failed implementation of new hardware/new operating systems/new applications, along with leading a corrective conversion effort. Mission was to FIX the problems or go back to the original environment. Eliminated problematic hardware, standardized operating system, improved workflow processes, introduced electronic distribution and capacity and performance tracking. Converted over 4,500 documents and delivered all user training. Approximately 75 end users were seriously affected by LAN outages, application incompatibility problems, plus communication outages in the real time connection to FirstCall for sending of daily notes. Reported to the Director of Research.

Technical Information and Background: