SUMMARY:

• PMP certified Senior Program Manager with over 25 years’ experience planning, organizing directing and controlling information technology projects and programs.
• Extensive experience with financial and budget management for contracts in excess of twenty million dollars.
• PMO experience with large multiyear programs. Proven track record in problem avoidance and resolution.
• Excellent customer relationship skills working with all levels from administrative to C - level staff.
• Over 20 years’ experience managing employees, starting and managing IPT’s and mentoring people.
• Drove year after year cost savings using various business process improvement techniques.
• Responsible for developing and managing multi-year IT strategic plans and implementing the use of a Balanced Scorecard framework for IT investment management.
• Managed IT capital plans. Significant experience in governance, policy and procedure and organizational management.
• Strong technical background with extensive experience in use of many tools for project management, data analysis, metrics, asset tracking, and quality control.

PROFESSIONAL EXPERIENCE:

Confidential, Maryland, DC

Project Manager

Responsibilities:

• Project manager and system analyst for Microsoft SharePoint Architecture Pilot.
• SharePoint infrastructure; information architecture; governance model and recommend near term and long term strategies; to-be - governance, infrastructure, taxonomy; evaluate business objectives and SharePoint capabilities; Project Plan. Responsible for project cost, schedule, scope, and work products.
• Conducted extensive interviews and analyzed existing OJP information artifacts.

Confidential, Baltimore/Maryland/DC

Sr. Program Manager/Account Manager

Responsibilities:

• Negotiated the Customer Agreements and ensured commitments were met within cost and schedule.
• Confidential dollar value ranged from $10-$30M.
• Provided functional representation for Business Area requirements. This entailed both requirement collection and analysis. Confidential . In development of RFP for remote access project the identification of must haves and evaluation criteria were too high and would have resulted in no selection.
• Account Manager for business functions and companies within IS&GS Business Area. Responsible for customer satisfaction and interface between CIO organization and customers. Notable accomplishments include: Identification of alternate solution for utilization of enterprise help desk service resulting in annual savings and increased employee satisfaction; resolved several significant customer problems relating to business development environment; administrative online scheduling function; and email services.
• Provided Risk Management oversight for Business areas on enterprise programs. Kept CIO and executive staff informed on risk and mitigation plans presented by programs and risk I identified.
• Managed the development and implementation of a new asset management capability. Current processes and system did not yield usable information. The end result was a base lined inventory, manageable procedures, quality function and system that provided usable information.
• Initiated and lead two business process improvement projects to 1) provide critical IT experts for large multi-million dollar new business capture efforts and existing programs with critical needs and 2) Create reference account and supporting process information for use by new business capture teams and technical leads.
• Provided oversight for Enterprise Program projects in the areas of Information Security, Collaboration, Remote Access, Desktop and Infrastructure Program, Financial, Business Development, and HR applications. The oversight included the full project and system engineering life cycles. The typical artifacts included business case, con-ops, functional requirements, system requirements, system architecture, proposed solutions and selections criteria, plans (project, communications, test, risk management, staffing, QA). Was a voting member of oversight team on go/no go milestones. The number of projects for this time period are in excess of 100. Typically providing oversight for 10+ at a time. A small selection of program/projects to highlight are:
• Lead or provided significant leadership to several large system/application conversions. The conversion included employee portal, payroll system, asset management system, collaboration systems, and HR system.
• Proficient in the use of project management tools and approaches - Microsoft Project Manager, requirements traceability matrix, risk management, cost analysis, resource planning tools, EVM, scope management, and change management.
• Managed multi-year project to rebuild network, development process, lab environment, active directory infrastructure to meet information security policies and guidelines. The legacy as-is environment was a business unit network with both US and International employees with shared access. The to-be environment required open access to company intranet with restricted network access between international and US.
• Proposed process improvement projects. On average one or two projects were accepted annually for implementation.
• Developed and implemented new budget planning and management process for corporate Confidential IT. Existing process did not allow for effective execution of small projects and minor modifications. Resulting process significantly decreased request for additional budget, improved approval cycle time and increased customer satisfaction.
• Provider key leadership in three large reorganizations for internal IT function.
• CIO representative for senior level IPT consisting of facilities, site security, human resources, and business development. The IPT developed business processes to improve the quality of proposals and reduce number of issues upon award. Examples are funding of direct or overhead assets; site selection, availability and fit up; IT resources and capabilities available at start-up.
• Served as CIO office C-level interface for all functional organizations within one of four Confidential Business Areas. Responsibilities included alignment of CIO products, services and strategies, IT program oversight, ITSM Advocate, monthly performance reports on specific program and projects and performance to annual Service Level Agreement.
• Led a 100+ person team delivering information technology services for the Washington Metropolitan Area.
• Provided leadership in development of business case and implementation of ITIL incident, problem and change management for Business Area. Results include increase customer satisfaction ratings, reduced repeat incidents and improved IT service provider satisfaction.
• Identified information security vulnerabilities within enterprise general business applications and identity management solution, implemented temporary risk mitigation and developed proposal for long term fix.
• Member of Business Systems Governance Board. Responsible for Disaster Recovery Plan.
• Responsible for DR Plan and provided oversight for engineering change requests.
• Led several cross functional teams consisting of senior level leads from IT areas including: Applications Development, Information Security, Infrastructure Management, Systems Engineering, Networking/Telecommunications, and Resource Managers. Responsible for site planning, sustaining engineering efforts and project management.
• Established the role of Internal Account Manager for newly acquired company. Gained the customers trust by challenging the product and services management team to change their established support model. Results included, implementation of enterprise Help Desk services, and viability of use of other product and services.
• Developed the Business Case and led the team in the creation and use of an IT balanced score card process to better manage IT investments and alignment with customers. Results included: improved return to service, greater impact of project selection to the business and employees, improved technology refresh.
• Contributed to multi-million dollar savings through the identification and adoption of IT best practices, common IT strategies and opportunities. Lead several enterprise level cross functions working groups in the areas of extranet/remote access, desktop platforms, and collaboration capabilities. Developed business cases to implement business wide IT solutions and processes.
• Implemented a work load management process working with resource managers, service delivery managers, and staff which significantly improved the quality of schedules and cost estimates for projects.
• Drove cost savings and the creation of new products and services through an effective IT strategic planning process. Previous efforts had limited success in both the consolidation/leveraging of IT efforts across multiple businesses and the creation of a living document that was executed.
• Implemented a much improved engineering discipline for all IT projects as Co-lead with customer of an IT engineering review board. Improvements included a defined, repeatable, and understood process; improved business cases; quality of artifacts through engineering life cycle; and significantly reduced rework.

Program Manager

Confidential

Responsibilities:

• Represented Corporate Confidential on the Enterprise Information Architecture Board. The board was responsible for the development and maintenance of the Confidential IT architecture framework.
• Served as IT interface to executive leadership. Functions included Contracts, Global Supply Chain Management, Finance and Business Operations, Human Resources, Washington Operations, Legal, International Operations, Engineering and Technology, and Program Performances.
• Team lead for function area in planning potential outsources of IT function. Performed organization analysis and development of Service Level Agreement.
• Spear headed the creation and evolution of the Corporate Infrastructure Technology Council ( Confidential ). The council members consisted of director and VP level Headquarter representatives focused on making the best use IT resources within the construct of a multi-year IT strategic plan.