SUMMARY
PMP certified IT professional with 14 years experience in successfully realizing business needs through effective and efficient technology solutions for government clients and Fortune 500 company. Unique ability to combine strategic vision with technical skills in Enterprise Architecture (EA), Business and Systems Analysis, and Application Development, leading teams towards the achievement of top-priority goals. Personable, dynamic leader with excellent communication, collaboration and negotiation skills.

Skill Areas:

Requirements Management

Facilitation

Strategic Communication

Enterprise Architecture

Team Consensus/Leadership

Project Management

Systems Analysis/Design

Staff Training & Mentoring

Risk Management

Software Lifecycle Management

Confidential,

01/03/11 – present

Program Manager

Successfully performed as Program Manager for the United States Air Force (AF) Enterprise Risk Management System (AFERMS), which is being deployed as the AF’s standard risk management tool. Performed cost analysis to sustain program; then developed and oversaw an annual budget of approximately $550k. Renegotiated annual software licenses sustainment; reduced costs by 50%, while providing for flexibility and future growth in usage. Created outreach strategy to increase awareness and usage of tool, thereby doubling number of users. Briefed key leadership and risk manager population on tool; marketed tool through newsletter articles and website. Implemented an in-house training strategy with in-person and virtual training options.

Currently, leading the planning and implementation of strategic communication and training on the AF Enterprise Information Services program, which provides an enterprise knowledge management environment; developed branding for program’s marketing efforts, along with slick sheets and newsletter. Named AF Program Executive Office Business and Enterprise Systems Program Manager of the Year (FY11) Category II.

Confidential,

09/20/10 – 12/30/10

Consultant lead for the architecture strategy and policy for TRICARE Management Activity, Office of the Chief Information Officer, Enterprise Architecture Office. This work was to define TMA’s high-level operational concept and business requirements for the acquisition of efficient and effective medical systems. Collaborated on the alignment of business and system requirements to the Concept of Operations (CONOPS), along with developing a transition schedule, showing dependencies between systems and future system capabilities.

Confidential,

12/1/08 – 08/30/10

Enterprise Architect

• Oversaw the portfolio management of A2/5 Program Support Division, Headquarters Air Force Materiel Command (HQ AFMC) systems; documented lifecycle cost, performance measurement and risk management requirements and developed architecture products to effectively communicate the current and to-be state of each system. Performed as lead Enterprise Architecture consultant; developed AFMC business architecture, including current and to-be models, focusing on business process improvement through the enablement of information technology. Facilitated requirement gathering sessions with end users to assess their needs. Analyzed requirements to ensure integration and standardization to improve business efficiencies. Prepared briefings and presentations for various levels within the command up to and including HQ AFMC senior-level leadership.

Confidential,

06/18/07-11/26/08

Manager

• Analyzed future system needs for the United States Military Entrance Processing Command’s (USMEPCOM) acquisition of the Virtual Interactive Processing System (VIPS). Spearheaded the development of the business, data and system architecture for the future vision of VIPS to achieve collaboration in a paperless environment.
• Authored the Information Support Plan (ISP) to document the system needs, dependencies and interface requirements for the Block 3 releases of the DoD’s electronic health record system (AHLTA), a multi-billion dollar acquisition. Analyzed the system’s corresponding business and system architecture for consistency and traceability from process to supporting system functionality.

Confidential,

02/28/05– 06/15/07

Team Leader/ Senior Analyst

• Directed a team of nine analysts, in support of the Military Health System (MHS) business and data architecture. Prioritized team workload to ensure that deliverables were met ahead of schedule and exceeded established standards of quality and customer’s expectations. Advised client on future priorities and goals to increase information sharing and to streamline business processes. Analyzed functional requirements for the acquisition of several MHS systems to ensure alignment with the business architecture, to identify gaps in requirements and for integration across MHS systems. Facilitated workgroups and led internal team training efforts.

Confidential,

10/25/04 – 02/25/05

Systems Analyst

Developed enterprise-wide system requirements that provided capabilities to eliminate system redundancy, to save money, and to achieve business efficiencies. This was to meet future strategic planning needs in support of the DoD’s Business Enterprise Architecture.

Confidential,

02/23/04 – 10/22/04

Associate

Documented and analyzed future business functions and information needs necessary to bring 22 disparate agencies together, in a collaborative and efficient manner under the newly-formed Department of Homeland Security (DHS). Co-led a three-month long daily workshop with customers from five DHS agencies. Accurately captured customers’ future needs, performed conflict resolution, and motivated participants towards end goal of department-wide collaboration and information sharing. Excelled as one of the architects on the IT service and application model for DHS.

Confidential,

11/06/00 – 02/20/04

Systems Analyst

Hand-selected to lead high-priority data standardization project involving extensive negotiation and problem-solving activities. Gathered requirements through brainstorming sessions, established project schedule, tracked project milestones, coordinated changes with IT department, and communicated progress to stakeholders. Determined required enhancements to legacy systems to meet future business needs and designed system functionality. Recruited to join FedEx Ground following previously successful work as consultant.
Performed process improvement analysis and implemented a recommended change in file usage that decreased processing time from 5+ hours to 5 minutes per day. Received three Process Improvement Awards for role in IT and company-wide projects.

Confidential,

04/01/98 – 11/03/00

Developer
Designed, programmed and implemented software solutions for FedEx Ground legacy systems.

Professional Development and Certifications

Master of Science, Information Technology

• Relevant Coursework: Project Management for IT, Negotiation, Advanced Database Management, Electronic Commerce, Software Engineering for IT, Telecommunications Management.

Bachelor of Science, Industrial Management

• Relevant Coursework: Marketing, Statistics, Organizational Behavior, Finance, Cost Accounting

Project Management Professional (PMP) Certification