SUMMARY:

• Over 17 years’ experience managing and leading IT and Business Projects.
• Managing Enterprise Systems’ IT Projects through the SDLC.
• Manage large - scale, complex projects with technology and operational components, holding resources accountable for timeline, and escalating issues as needed. Team resources include business analysts, developers, technical architects, DBA administrators, operations managers, and testing analysts.
• Leverage project resources to create deliverables through all project phases, including requirements gathering, design, development, and implementation using the SDLC.
• Work closely with business owners and senior leadership to ensure technologies developed support or solve the business need; work closely with technology team to ensure that business priorities, goals and objectives are clear.
• Moved between agile and waterfall approaches depending on project specifics and client goals, creating detailed project road maps, plans, schedules and work breakdown structures.
• Ensure that tasks are completed as scheduled using MS Project and reports results to management, sponsors and senior management.
• Responsible for carrying out established work plan using organizational PMO guidelines and PMI rules for each phase of the project.
• Define and understands the technical scope and objectives of the project.
• Assist in the preparation of project deliverables, milestones, and required tasks; review the content and presentation prior to publishing.
• Complete assigned tasks within project to ensure project is delivered within appropriate schedule and budget constraints.
• Prepare status reports for project team and sponsors; identifying significant wins, losses, risks, issues and opportunities.
• Adhere to and assists in the development of standards and procedures for project reporting and documentation.
• Monitor resources required to complete project such as task assignments, resource loading and scheduling.
• Ability to deliver high quality IT products and services on schedule and under budget.
• Excellent interpersonal skills in communications, client relations, and negotiation.
• In-depth knowledge and experience in cost management, time management, risk management, and integration management.

CORE COMPETENCIES:

• Project Lifecycle Management
• RFI/RFP Development
• Contract Management & Evaluation
• Change Management
• Outsourcing Strategies
• Vendor Evaluation & Selection
• Budgeting/Forecasting
• Business Process/Workflow Definitions
• Data Analysis/Data Migration
• Strategic Planning
• Systems Integration

EXPERIENCE:

Confidential, Frederick, MD

CEO

Responsibilities:

• Confidential - Corp filing
• Real estate development

Confidential, Hanover, MD

Project Manager

Responsibilities:

• Coordinate internal resources and third party/vendors for successful project execution ensuring projects are delivered within budget, scope and on-time using WATERSCRUM (combination of Waterfall and Agile methodologies)
• Work closely with stakeholders and internal technical teams to manage implementation, customizations and product deployments
• Schedule and led stakeholder, developer and end user meetings
• Develop detailed project plans to monitor and track progress, ensuring resource availability and allocation.
• Measure and track project using Enterprise MS Project, Project Server and SharePoint.
• Successfully managed client and stakeholder relationships and maintaining relationships with third parties/vendors.
• Manage and coordinate User Acceptance Testing
• Led the project team (Finance, IT, and Ariba) that implemented the Ariba Supplier Information and Performance Management (SIPM) module and established criteria for each milestone within the product roadmap to measure developmental progress
• Identified, documented, and managed project risks and issues and reported status to senior management
• Led weekly and bi-weekly team status and planning meetings to develop team strategies and define area goals
• Developed project plans, charters, project governance planning and execution roadmaps, organizational change management plans
• Developed high level and detailed program and project Work Breakdown Structures (WBS, project schedules with business and technical resources to each line item within the WBS and schedule plus assured that all schedule structures conform to PMO standards
• Developed project budgets, budget analysis reports and plans for the next phases of project execution and assured accurate financial reporting for all programs and projects under areas of responsibility
• Met regularly with PMO and senior leadership to review approved budget, forecasted spending, expenditures, reclassifications, and accruals
• Established and managed project risks, issues, and mitigation strategies and held leadership meetings to discuss project risks in terms of their impact on the project schedule, budget, resources, and business
• Developed test plans, use cases, test data, testing checklists and continually performed quality control activities to insure accuracy of deliverables
• Developed program and project communications plans and established regular reporting mechanisms on project activities to leadership
• Collaborated with business teams to drive development and messaging
• Developed and managed the implementation and maintaining of SharePoint structures for programs and projects
• Reviewed supplier/vendor contracts/agreements and incorporated milestones, provided feedback and risk analysis to senior business and IT leadership

Confidential, Columbia, SC

Project Manager

Responsibilities:

• Established the Confidential project roadmap and foundation for the Confidential National Transportation Database RFP Development project
• Led the project team to enhance Confidential reporting to the NTD on grant spending
• Establishing criteria for each milestone within the project roadmap to measure developmental progress
• Identifying, documenting, and managing project risks and issues and reporting on status for each to senior management
• Led leadership and team status and planning meetings to develop team strategies and refine area goals
• Developing project plans and organizational structure charts
• Developing high level and detailed project Work Breakdown Structures (WBS), high level and detailed project schedules identifying business and technical resources to for each line item within the schedule
• Established procedures for managing the project risks, issues, and mitigation strategies and communicated project risks in terms of their impact on the business senior leadership and project team members
• Developed project communications plan and tracking mechanisms for reporting progress to senior leadership and project team members
• Developed comprehensive sets of as-is and to-be business process models for the NTD grant reporting process plus gap analysis reports between process models
• Managing functional and technical requirements gathering processes, conducting JAD sessions with various groups of users (Accounting, Finance, Procurement, and Legal)
• Gathering detailed use cases and requirements through regular on-site visits and virtual meetings
• Developed functional and technical requirements that were specific (must have and optional), measurable, prioritized, achievable, connected, and signed off by the business groups for in corporation into a core RFP and documented detailed requirements and use cases through regular on-site visits and virtual meetings
• Began supplier/vendor RFI and RFP contracts/agreements roadmaps incorporating milestones, providing feedback and risk analysis to senior legal, business, and IT leadership

Confidential, Baltimore, MD

Project Manager

Responsibilities:

• Established the Marketing Asset Project (MAP) project roadmap and foundation
• Led the project teams (Accounting, Finance, Procurement, and Legal) to enhance Under Armour’s Ariba & SAP application, web portals, and dashboards for UA’s contract management and procurement applications areas
• Collaborated with the business support teams to launch products on time and within budget
• Established criteria for each milestone within the project roadmap to measure developmental progress
• Identified, documented, and managed project risks and issues and reported on status for each to senior management
• Led daily and weekly senior leadership and project team status and planning meetings to develop team strategies and define area goals
• Developed project and organizational change management plans and organizational structure charts
• Developed high level and detailed project Work Breakdown Structures (WBS), high level and detailed project schedules, identified business and technical resources to for each line item within the WBS and schedule, plus assured that all schedule structures conform to PMI standards and all items contained within the schedules are linked to the proper financial accounting codes
• Developed product development activity Lists
• Established procedures for managing the project risks, issues, and mitigation strategies
• Communicated project risks in terms of their impact on the business
• Communicated project risks, issues, and mitigation status to senior leadership and project team members
• Developed project communications plan and tracking mechanisms for reporting progress to senior leadership and project team members collaborated with senior leadership and business/technical teams to drive development and messaging
• Developed comprehensive sets of as-is and to-be business and workflow process models for the Marketing Asset Project (MAP) with gap analysis reports between defined Ariba and SAP to-be processes and legacy business processes
• Led functional and technical requirements gathering processes, conducting JAD sessions with various groups of users (Accounting, Finance, Procurement, and Legal) and documented detailed use cases and requirements through regular on-site visits and virtual meetings
• Developed functional and technical requirements that are be specific (must have and optional), measurable, prioritized, achievable, connected, and signed off by the business groups and translated technical specifications into detailed product requirements
• Reviewed current supplier/vendor contracts/agreements business processes and incorporated milestones, provided feedback and risk analysis to senior legal, business, and IT leadership

Confidential, Baltimore, MD

Director of Operations

Responsibilities:

• Full organization start-up for medical product distribution and establish the Confidential medical startup roadmap and foundation
• Led the status reporting meetings with Confidential senior leadership and team members
• Collaborated with the business support team members to launch products selection and distribution networks
• Established criteria for each milestone within the roadmap to measure startup progress
• Identified, documented, and managed company risks and issues and reporting on status for each to business partners and led daily and weekly senior leadership and team status and planning meetings to develop team strategies and define area goals
• Evaluated business product contracts in terms of contract impacts on business for resource demands and cost to Confidential
• Developed business and product execution plans, organizational structure charts, high and detailed level Work Breakdown Structures (WBS), high and detailed level business schedules and identified business and technical resources to for each line item within the schedule and product development activity Lists
• Established procedures for managing the risks, issues, and mitigation strategies and communicated business and contractual risks in terms of their impact on the business
• Collaborated with business and technical teams to drive development and messaging

Confidential, Baltimore, MD

Quality Assurance & Testing Lead

Responsibilities:

• Led the Quality Assurance (QA) and Testing efforts for the Statewide Personnel System (SPS) project (Workday HCM implementation) project that implemented the Workday HCM product for the SoM
• Collaborated with the business and technical teams to complete project tasks and deliverables on time and to specifications
• Established criteria for each QA and Testing milestone within the project roadmap to measure QA and Testing progress
• Identified, documented, and managed QA and Testing risks and issues and reported status to senior management
• Led QA and Testing status and planning meetings to develop team strategies and define area goals
• Implementation and execution of QA and Testing project plans, procedures, and tools
• Developed position descriptions for posting jobs, execution of the hiring process, and coached and mentored new staff members
• Developed program and project charters, QA and Testing project plans and provided governance planning and execution of all project deliverables
• Established procedures for and managed the program and project risks, issues, and mitigation strategies for communicating project risks in terms of their impact on the business
• Communicated program and project risks, issues, and mitigation status to senior leadership
• Developed quality management, quality assurance, and quality control plans, quality metrics and checklists, test plans, plan templates and testing checklists and continually performed quality control activities to insure accuracy of deliverables, milestones, and other program and project documentation
• Used Kainos to load, track, and report testing progress and defects
• Conducted quality gate reviews in accordance with SoM PMO standards
• Developed detailed functional and technical test cases and test scripts against defined requirements that were specific (must have and optional), measurable, prioritized, achievable, connected, and signed off by the project management team for the Workday HCM configuration
• Translated business goals, feature concepts, and customer needs into prioritized enterprise requirements and use cases and technical specifications into detailed product requirements

Confidential, Washington, DC

Project and Program Manager

Responsibilities:

• Led the program/project teams (Human Capital Management, Finance, Procurement, and Materials Management) that enhanced Confidential ’s Labor Management System (LMS), Ariba, SAP applications, web portals, and interfaces for the entire Confidential enterprise applications areas
• Collaborated with the business support teams to launch products on time and within budget
• Established criteria for each milestone within the product roadmap to measure developmental progress
• Identified, documented, and managed program and project risks and issues and reported status to senior management
• Led weekly and bi-weekly senior leadership and team status meetings to develop team strategies and define area goals
• Developed position descriptions for posting jobs; managed the hiring process; coached and mentored new staff members; conducted performance reviews
• Developed the RFI and RFP for the LMS replacement solution working with Confidential ’s Procurement for technical solutions RFP development and publishing plus Confidential Legal in the wording of the Service Integration Agreement (SIA) contract for the LMS replacement program; conducted bidders conference; developed multiple SOWs for procuring vendor resources for project work; procured hardware/software, contract management and the billing approval process using the Ariba software
• Developed program and project plans, charters, governance planning and execution; organizational change management plans; organizational structure charts; technical transition plans
• Developed high level and detailed program and project Work Breakdown Structures (WBS), high level and detailed program and project schedules, identified business and technical resources to for each line item within the schedule, insured that all line items contained within the schedules are linked to the proper financial accounting codes, product development activity lists, and assured that all schedule structures conformed to Confidential PMO standards,
• Developed program and project budgets (initial and detailed) based on the WBS, work cost estimates, schedule, and resource needs; program and project budget analysis reports and plans for the next phases of program and project execution and maintained/confirmed accurate financial reporting for all programs and projects under areas of responsibility
• Met regularly with Finance senior leadership to review approved budget, forecasted spending, expenditures, reclassifications, and accruals
• Established procedures for and managed the program and project risks, issues, and mitigation strategies; communicated program and project risks in terms of their impact on the business; communicated program and project risks, issues, and mitigation status to senior leadership and program and project team members
• Developed quality management, quality assurance, and quality control plans, quality metrics and checklists, test plans, plan templates and testing checklists
• Continually performed quality control activities to insure accuracy of deliverables, budget, milestones, and other program and project documentation and led quality gate reviews
• Developed program and project communications plans, tracking mechanisms for reporting progress to senior leadership and program and project team members
• Led communication with stakeholders regarding product goals and progress status plus Federal Railroad Administration Policy Governance Reporting
• Collaborated with business teams to drive development and messaging
• Developed and managed the implementation and maintaining of SharePoint structures for programs and projects
• Developed comprehensive sets of as-is and to-be business process models for the Labor Management System (LMS) replacement program plus gap analysis reports between defined to-be processes and legacy business processes for the LMS replacement program
• Managed functional and technical requirements gathering processes, conducted JAD sessions with various groups of users (HR, Legal, Procurement, Payroll, Crew Management, Finance, SAP Implementation Management).
• Documented detailed use cases and requirements through regular on-site visits, virtual meetings, and customer advisory board sessions with functional and technical requirements that were specific (must have and optional), measurable, prioritized, achievable, connected, and signed off by the business groups
• Developed comprehensive set of requirements to meet new Federal Railroad Administration (FRA) 49 CFR Part 228 Passenger Hours of Service regulations, which came into effect in October 2011
• Developed Requirements Traceability Matrix (RTM) for the LMS replacement program; Functional and Technical Requirements Documentation; Use Cases complete with the flowcharts, primary and alternate flows, and data requirements definitions; business goals, feature concepts, and customer needs into prioritized enterprise requirements and use cases; translated technical specifications into detailed product requirements