SUMMARY:

• Experienced Project Manager with over 30 years successfully leading teams to deliver a wide range of complex projects within budget, time and resource constraints.
• Expert at leveraging the techniques, tactics and leadership skills required to transform failing projects into successful endeavors that deliver value to an organization.
• An articulate communicator with a proven ability to build positive, collaborative relationships across an organization.

PROFESSIONAL EXPERIENCE:

Confidential, Portland, OR

Senior Project Manager

• Report to the Senior Director of Finance, Chief of Staff and Chief Financial Officer on various projects and executive level assignments.
• Successfully implemented Agile Scrum framework for Clinician Availability System (CAS) replacement project that integrates with the Clinician Scheduling System to allow full view of on - call, clinical staff schedules and contact information.
• Worked with Agile training vendor to design and deliver 2-day Scrum training for 20 participants from various departments within NWP. This training established the foundation for Scrum within the organization.
• Deployed JIRA management software for Scrum story management and dashboard reporting for the CAS project.
• Managed the development, release and vendor selection for a Request for Proposal (RFP) to implement a Recruiting and Onboarding System. Applied structured evaluation approach to ensure system could meet over 228 functional requirements.
• Responsible for managing the implementation of iCIMS Recruiting and Onboarding System to replace existing Recruiting System. This system provides recruiting staff an improved tool set to compete effectively and efficiently in the highly competitive clinician recruiting environment.
• Responsible for development and implementation of Executive and Operational Key Performance Indicators (KPI’s), for the Recruiting and Human Resources Operations departments to show progress toward NWP organizational goals and objectives.
• Successfully managed the delivery of a recovery project to replace aging legacy Payroll and Time and Attendance systems with Cloud based systems. System was implemented on 1/1/2017 without any errors or issues. Project scope included the integration of Clinician scheduling, Payroll, OneLink General Ledger and Time/Attendance across the Enterprise serving more than 576,000 medical and 244,000 dental members.
• Successfully implemented structured Project Management methodology where none existed before. Focused attention on organizational and project change management, requirements gathering, and team building to ensure successful implementation of payroll project.
• Developed project performance metrics to communicate project progress to both the project team and management levels.
• As test lead, instituted structured testing strategy to ensure quality system implementation. A combination of over 4,000 system and functional tests were executed to ensure low probability of payroll errors at go-live.
• Payroll project delivered over 60 business processes, 58 business reports, 32 ETL programs, 2 dozen outreach communications to employees such as departmental presentations, home mailers, and e-mail campaigns.

Confidential

Senior Project Manager

• Reported to Department of Motor Vehicles (DMV) Administrator, ITD Deputy Director, ITD Chief Administrative Officer, Deputy Attorney General and Highway Division Chief Engineer on a wide range of efforts within the organization.
• Responsible for managing a recovery project to develop software to modernize critical DMV transaction processing systems. Core team included 8 developers, 3 testers, 2 scrum masters, 2 product owners, 3 Business Analysts and a Release manager.
• Instrumental in successfully implementing Scrum framework, with scope, schedule and budget controls in an organization that previously leveraged waterfall methodology.
• Responsible for creation of metrics to identify and manage actual versus planned performance for budget, development team story velocity, defect management and backlog planning.
• Successfully used combination of technical, leadership and mentoring skills to create a culture of empowered development teams.
• Responsible for managing the creation and implementation of a technical architecture team to guide the long-term software architecture and design of DMV modernization system.
• Consistently identified and mitigated project risks that jeopardized successful design, development and implementation of DMV System.
• Worked with Software Development Manager to implement Software Development Life Cycle (SDLC) in a Scrum framework.
• Key participant on the team responsible for defining DMVs' compliance to Section 508 of the Federal Rehabilitation Act of 1973 for software development projects.
• Successfully implemented Release Management structure for all product releases.
• Worked directly with a combination of business and technical professionals to plan a recovery project as part of the overall DMV modernization program.
• Working member of the team responsible for negotiations with 3M Traffic Safety and Security Division on a settlement that allowed ITD to purchase 3M DMV system source code for internal ITD development.
• Worked directly with ITD and 3M executive level management to re-engage DMV Modernization contract after initial termination.
• Member of the ITD re-engagement team that presented contract negotiation recommendations to the ITD Board of Directors. Contract settlement was valued at $12 million.
• As a contractor, reported to ITD Highway Division Chief Engineer, State Construction Engineer, and Highways Automated Systems Manager.
• Responsible for planning, design, and implementation of AASHTOWare Site manager for construction management within Highways Division. Project came in $152,187 under the $1.5 million budget and was implemented a month ahead of schedule.
• Responsible for all aspects of project management to implement an integrated Linear Reference System (LRS) which replaced a legacy mainframe system. Successfully delivered project within baseline budget of $1.7 million.
• Responsible for leading a business centered project team (District Shop Superintendents, District Shop Foremen, and Headquarters Equipment Manager) to implement Fleet Management System to manage fleet of 4200 pieces valued at over $205 million. Successfully implemented system within the baseline budget of $830,000.
• Successfully managed a core business team in the delivery of multiple projects (i.e. Maintenance Management System and Fuel Management System) that adhered to departmental guidelines for scope, schedule and budget.
• Responsible for leading the effort to develop the “current state” and “to be state” business processes for multiple projects (i.e. Maintenance Management System, Fuel Management System and Fleet Management System and Network Manager Linear Referencing System).
• Successfully managed all aspects of the testing (i.e. Feature/Function, Interface, and User Acceptance) for the Maintenance Management System and Fleet Management System.

Confidential, Boise, ID

Senior Project Manager

• Reported to several Executive management levels within the organization.
• Project Manager and Test Lead for $6.2 million Mobile Workforce Management project. Implemented a 7/24 mission critical real-time system, which successfully integrated field resources and route assignments with legacy Customer Information and Outage Management systems. Successful implementation delivered 13% under baseline budget.
• Directly responsible for managing a $250,000 Information Lifecycle Management study, commissioned by the Confidential CIO. Direct management of IBM Consultants resulted in reduction of $169,000 in consulting over charges.
• Successfully managed the upgrade of ADP payroll system, which included the modification and testing of over 130 external and internal automated ETL scripts/programs.
• Project Manager during the planning and requirements definition phases of VMWare upgrade project consisting of over 430 guest operating systems on 43 ESXHosts.
• Provided Project Management for a Private Key Infrastructure (PKI) and wireless upgrade that deployed to 2500 workstations, laptops and internal facing servers.
• Responsible for managing the CISCO switch implementation that replaced legacy technology in the Hell’s Canyon Dam complex. Project was implemented within budget, resource and time constraints.
• Successfully managed several Information Technology projects with cross departmental impacts within the Confidential environment. These projects were completed well within internal Confidential project success measurements related to schedule, budget and resources.
• Responsible for all aspects of successful project communication to project team, stakeholders, and management.
• Successfully followed internal Confidential project methodology, while in some cases improving document form and function.

Confidential, Atlanta, GA

Director of Network Engineering

• Reported to Georgia State Chief Network Officer (CNO).
• Successfully managed staff of 12 engineers to architect, plan and implement multi-million dollar infrastructure projects for the State of Georgia.
• Built positive win/win relationships with State Agencies in a politically charged environment where Confidential controlled technology purchases.
• Key member of Confidential management team responsible for monthly presentations to Agency CIO Council on key Confidential technology initiatives. Significantly improved overall Agency-to-Agency and Confidential -to-Agency communications.
• Member of the Confidential management team responsible for developing, evaluating and awarding the RFP for the MPLS network as a replacement for aging Frame Relay network. The contract was valued at $60 million.
• Responsible for working closely with BellSouth project team to develop realistic implementation plan for statewide (1,800 site) rollout of MPLS network. Positioned the State for priority based voice, video and data across one integrated network
• Developed, promoted and obtained executive sponsorship for comprehensive security strategy to protect centralized State data and network resources from unauthorized internal and external access.
• Worked closely with Georgia Bureau of Investigation (GBI) on VPN implementation to protect confidential and sensitive statewide law enforcement data.
• Managed the development of a strategic data center design to support hundreds of Intel/Unix based platforms.
• Implemented standardized design requirements and approval processes which drastically improved the quality, timeliness and productivity of engineers deploying technology-based projects in operational environments.

Confidential, Atlanta, GA

Manager of Network Services

• Reported to Chief Information Officer (CIO).
• Effectively managed 35 employees responsible for distributed systems infrastructure (LAN/WAN, Servers, Workstations, Helpdesk), which consisted of 117+ sites with 4000 employees.
• Forecasted and successfully managed $6.1 million operational budget within departmental guidelines.
• Integrated four disparate departments into one cohesive unit, which improved overall availability of distributed services to over 95% across the State.
• Successfully led effort to improve relationships between IT and the business organizations, resulting in Customer satisfaction ratings consistently in the upper 95% range across the State.
• Responsible for defining and implementing strategic initiatives, which leveraged technology to improve Confidential ’s service delivery of distributed systems.