SUMMARY:

Technical Project Manager with 20 years of experience directing cross - functional teams to analyze systems and processes and implement information systems projects. Provided leadership in the Department of Defense (DoD) acquisition environment for 8 years. Recognized for expertise in planning, defining scope, scheduling, and risk management for infrastructure and large scale projects. Adept at using detailed analytical and strong communication skills to navigate through complex issues. Proven record developing solutions that improve efficiency and reduce costs of information technology (IT) and business operations. Served 8 years as Navy nuclear submarine officer leading highly trained technicians in demanding and dynamic environments.

EXPERTISE:

• Project Management
• Research & Analysis Skills
• DoD Acquisition
• Business Strategy & Direction
• Cross Competency Team Building/Leadership
• Problem Identification & Resolution
• Business Process Improvement
• Quality Assurance

PROFESSIONAL EXPERIENCE:

Confidential

Technical Project Manager Consultant

Responsibilities:

• Led project teams consisting of telecommunications engineers, data analysts, contract, and pricing specialists to transition DoD from the Confidential 3 ( Confidential 3) and Networx contracts to the new multiple award task order contract.
• Developed the Source Selection Package.
• Used Scrum management techniques in the development of program deliverables, including inventory validation, requirements identification and analysis, market research, independent Government cost estimates ( Confidential ), and Performance Work Statements ( Confidential ). Developed site FO project schedules, managed and tracked issues and risks.

Confidential

Project Manager Consultant

Responsibilities:

• Led the Confidential Operations Integrated Product Team (IPT) to provide cross competency support for the transition of services, tools, and processes in order to meet the Marine Corps requirements under Confidential . Produced a gap analysis to meet new contract requirements. Led the creation of business process SharePoint portal for Contract Data Requirement List ( Confidential ) submission. Provided program management of project activities, including task scheduling and tracking using MS Project. Managed the identification, analysis, and response to risks and issues.
• Facilitated the planning, execution, and tracking of the acquisition functions to award many of the highly visible Contract Line Item Number ( Confidential ) task orders. These activities involved funding requests, requirement validations, and technical evaluations. Awarding of these task orders supported the Confidential ’s transition to a Government-owned, Government-operated ( Confidential ) environment.
• Coordinated activities of the Finance, SOM, and Contracts teams in support of the Annual Service Order Rollovers and Period of Performance Extensions.
• Resulted in the successful service order rollovers and extensions to ensure Confidential network service was available to the Confidential .
• Planned and managed the Confidential Quality Assurance Surveillance Program ( Confidential ). Defined the monitoring approach, business rules, metrics, and coordinated executive reporting.
• Supported the development of requirement templates for Statements of Objectives (SOO), Performance Work Statements ( Confidential ), and Statements of Work (SOW). Enabled the MCNIS teams to use consistent formats in their requirement documentation.
• Coordinated among cross-functional teams the execution of a business process analysis to understand current business processes and advised areas for business process improvement. Successful business process implementation effort recognized at Commander's Honorary Awards during Marine Corps Acquisition Excellence Day.

Confidential

Technical Project Manager

Responsibilities:

• Lead Project Manager for 11 different Enterprise releases, each consisting of 60 to 100 application upgrades. Managed team of technical release planners to build complex software implementation and staffing plans using MS Project. Reconciled production installation/testing dependencies and led Contingency Planning for all applications. During the Main Event implementation, served as Event Manager supervising all deployment activities with final Go/No-Go decision authority.
• Initiated identification of Key Performance Indicators (KPIs) in release deployments to compare R2P performance which led to improvement of individual project plans for future releases.
• Led the deployment planning for significant infrastructure upgrades, including the transition to latest Oracle and ADABAS versions. The Oracle upgrade provided a cost savings of over $8 million in incremental support fees. The ADABAS upgrade included coordinating the post-deployment testing for over 20 applications. All software successfully deployed with focus on continuity of operations within a 24/7 business environment.
• During Spring-Nextel merger, appointed as the primary Nextel R2P project manager for the first three production deployments. Key to planning and coordinating resources to ensure successful deployments.

Technical Project Manager

Confidential

Responsibilities:

• Led 10 major releases for the Wireless Applications and Common Services ( Confidential ) and Confidential applications. Managed scoped changes, costs, schedules, issues, and risks.
• Selected to direct the multi-phase Confidential Lightweight Directory Access Protocol (LDAP) 5.2 Upgrade project. Upgrade incorporated hardware refresh and load balancing architecture to support anticipated post-merger activity.
• Led Oracle upgrade project. Due to test environment constraints, included fast-track effort to build new test database. Directed team’s efforts to define requirements, assess cost, build, connect interfaces, and test in three weeks. Completed major corporate initiative that had been previously rescheduled twice.
• In eCare Wireless Access Protocol (WAP) project communicated across Engineering, Network, Datacenter, and impacted applications to define and implement system interface connections. Success avoided negative financial impact of $574K in asset write-off and provided operational cost savings to subscribers.