SUMMARY:

• An innovative problem solving, project manager with over 12 years of government experience, with a successful track record in applying a mix of business practices to meet organizational needs while minimizing risks.
• A motivated trusted - advisor and business strategist, experienced in managing multimillion-dollar projects; and aligning business goals to technology solutions.
• Proficient in: project management, coordinating requirements, communicating information, leading highly skilled IT professionals to meet needs, and ensuring the delivery of efficient products.
• An excellent communicator, who can leverage technical and business acumen to communicate effectively with clients, high ranking executives, and teams.
• Confidential in utilizing agile methodologies while managing cross-functional teams who are developing applications, providing system enhancements, analyzing business processes for improvement, implementing the right solutions, and solving redundant problems.

AREAS OF EXPERTISE:

• Business Analysis Project Management Client Relations
• Branding Strategy SDLC Root Cause Analysis
• Business Development Stakeholder Management Strategic Planning
• Contracts Analysis Requirements Gathering Marketing Strategy
• Change Management Problem Solving Governance
• Business Process Management Organizational Development Project Planning

TECHNICAL SKILLS:

• Proficient in Microsoft Word
• Excel
• PowerPoint
• Access
• MS Project
• Adobe Illustrator
• Internet
• Oracle
• RADIUS
• FCPSS
• People Soft
• Deltek
• Cost-Point
• Outlook
• Federal Procurement Data System-Next Generation (FPDS-NG)
• Procurement Desktop-Defense (PD2)
• TeamPlain
• Remedy
• Google Plus
• Microsoft Outlook and PRISM.

PROFESSIONAL EXPERIENCE:

Confidential, Alexandria, VA

SR. BUSINESS CONSULTANT

Responsibilities:

• F acilitated and managed stakeholder engagements throughout the life- cycle of the projects, programs, and SDLC .
• Managed project schedules, while providing program review reports and training to system users and stakeholders.
• Communicated directly with Senior Executive Service members, and C-level executives; administering program updates and presentations to 2 S tar Senior Executive Service officials.
• Mitigated risk factors and managed change effectively in a contingent, rapid, and global business environment.
• Identified DLA’s programs’ problems, conducted root cause analysis’, and provided factual recommendation for the resolution of DLA and industry related problems.
• Strategized, developed and implemented new standardization processes for programs within the DLA portfolio.
• Developed gap analysis, scenarios, and requirements.
• Served as a liaison between DLA’s portfolio, PMO, program offices, external and internal stakeholders, application developers, architecture developers, data scientists, business analysts, knowledge management, and SMEs.
• Authored project plans, business requirements, test plans, communication plans, functional specifications, cost assessments, and program charters.
• Evaluated DLA’s portfolio projects, technologies, governance processes, contracts, operations, culture, and strategic alignment.
• Utilized industry’s best practices for collecting data, application development, governance, communication, project management, and influencing decision makers.
• Used creative ability to analyze customer data and transform it into a business solutions.
• Taught new DLA clients and contractors business acumen, related to the Federal Government and U.S. Military environment.
• Managed business development for the Joint Contingency & Contracting Services (JCCS) program.
• Created a marketing plan for the JCCS program and represented the organization at trade shows.
• Coached and developed plans to train colleagues on new business practices and applications.
• Collaborated, aided, edited, and peer reviewed the creation of Request for Proposals.
• Conducted analysis of financial and project issues.
• Developed narrative justification statements for budget and portfolio requests.
• Created budget plans for projects and IT applications’ development.
• Used mathematical formulas to determine a project’s cost, budget, and labor for application and project support.
• Provided budgetary recommendations to senior management, based on analysis and assessments of data, project details, and project estimates.
• Collaborated with government officials to create and launch a project management office (PMO) within a portfolio.
• Reviewed, anayzed, and researched the success of various complex programs and project’s best practices to determine industry best practices and tools for DLA’s program managers.
• Analyzed and reviewed program management offices’ processes and methodologies; recommending process improvement strategies.
• Participated in the hiring and acquisition of talent.
• Mentored and coached DLA’s program managers and deputy program managers.
• Collaborated with the Knowledge Management team to create a knowledge management repository and qualifications; accessible to program managers, project managers, and PMO staff.
• Implemented uniformed procedures for all programs within a DLA Portfolio Management Office to follow.
• Facilitated weekly reviews and quality assurance of program statuses via the DBSCOE dashboard.
• Conducted program and project reviews to ensure programs were operating according to a portfolio’s policies.
• Conducted weekly risk reviews of a portfolio’s programs and projects.
• Monitored all contracts within a DLA’s portfolio management office, by collaborating with assigned contract specialists and contract officers.
• Slashed costs to the Department of Defense by saving $2.7 million dollars, by leading the creation, development, and deployment of a global GOTS application.
• Streamlined business processes to create an effective application for all users and stakeholders. Due to this action; stakeholder and customer productivity within the program were increased.
• Increased staff productivity by implementing an IT governance processes for 10 projects (applications) within a DoD Portfolio.
• Created successful and significant stakeholder relationships with fortune 500 companies and inter- agency Federal organizations.

Confidential, Alexandria, VA

PROJECT Manager

Responsibilities:

• Oversaw design and global roll- out of critical, robust, and secure electronic data interchange, application, and common operating environment.
• Managed OCONUS and CONUS team members in the development and sustainment of applications.
• Ensured the completion of product development timelines, delivery, quality, and required business metrics by organizing and streamlining all integrated activities.
• Gathered, analyzed, and executed system requirements.
• Created system and program documents such as: function requirements documents, memorandum of understanding, program and project charters, work breakdown structure, project, testing, strategic communications, deployment, and training plans.
• After identifying a problem within a PMO, creatively recommended and implemented a solution which saved the Federal Government over $200,000 a year by providing facts and recommendations, eliminating the use of an out-of-date system; and creating a new efficient help desk application.
• Increased a program’s productivity by reducing 2000 hours of data entry and minimizing the amount of time to resolve help desk incidents, by leading the development and deployment of a new help desk application.
• Improved a program’s efficiencies by implementing an IT governance processes for 10 projects (applications) within a DoD PMO .
• Streamlined the contingency contract closeout process for the U.S. Army by analyzing all processes and customizing a system meet the identified business needs
• As a business analyst, was promoted to Project Lead.

Confidential, Arlington, VA

PROJECT MANAGER

Responsibilities:

• Managed and led a team on various projects within the Federal Procurement Data System (FPDS), ARRA, and data quality reviews initiatives.
• Traveled to GSA’s CONUS locations; reviewing and auditing each contract office’s contracts, processes, procedures, data, and documents.
• Analyzed, reviewed, and developed requirements for FPDS and System for Award Management (SAM).
• Led, prepared, and submitted data call request from the Office of Management & Budget (OMB).
• Improved the CONUS contracting offices’ data quality.
• As a program specialist, was elevated to project manager.

Confidential, Washington, D.C.

CONTRACT SPECIALIST

Responsibilities:

• Negotiated technical and cost issues by using procurement requirements set by the Federal Acquisition Regulations (FAR), Defense Acquisition Regulations (DFAR), and Air Force District Washington (AFDW) Acquisition Division policy.
• Analyzed RFQs, RFPs, solicitations, and other bids received from vendors, and bidding on a contracts, while monitoring budgets of Air Force programs, up to $9 million dollars.
• Prepared budget documentation for AFDW’s program offices.

Confidential Washington, D.C.

CONTRACT SPECIALIST

Responsibilities:

• Analyzed requirements and determined the appropriate acquisition methods and contract methods to use such as: Purchasing Order, Inter- agency Agreement, Multiple Contract Awards, GSA, and BPA Contracts with options years; obtaining necessary approvals and clearances.
• Coordinated DOE’s program offices’ operating budget through sponsored contracts.

Confidential, Greenbelt, MD

PURCHASING CLERK

Responsibilities:

• Created and solicited Request for Quotes (RFQ) to BPA Vendors to procure services and raw materials.