SUMMARY:

• Demonstrated success as an accomplished, proactive and progressive Information Technology (IT) professional and manager, directing and managing extensive major programs and projects both commercial and domestic, with as many as 4 Functional IT Units with 5 direct reports (e.g. Program/Project/Unit Managers) and a diverse staff of 75+ IT professionals.
• Responsible for numerous programs and projects simultaneously, including serving as Senior Program Manager in support of the DoD/VA Interagency Program Office (IPO) - Program Executive Office (PEO), Defense Health Medical Systems (DHMS) Defense Medical Information Exchange (DMIX) PMO and VLER Health Programs. Directed and managed a Strategic Operations PMO Program for one of the nation's largest health care insurer/provider, with yearly budget responsibilities exceeding $25+ million dollars. Negotiated IT contracts for consulting, software maintenance, outsourcing, operations support, Service Level Agreements (SLA's), and hardware/software purchases.
• Effectively grew multiple IT development functional teams and staff through new hires, college recruiting, strategic use of consultants, and negotiating short-term development contracts.
• Successfully re-engineered development staff into an effect support group, while consistently maintained high team morale through coaching, timely reviews, recognition, training/seminars, and certifications

TECHNICAL SKILLS:

• Delivered and implemented enterprise Web Application(s) using C++, VB, .Net, HTML/HTML Help, ASP, PHP, and Cold Fusion Technology with Oracle 8/8i, 9i, 11i, 10g, 11g Database. Java/J2EE, SharePoint 2007/2010, SalesForce.com, PowerBuilder, Adobe FLEX, Financial Modeling (SAS), Enterprise Data Warehouse, and Micro-Strategy Business Intelligence (BI) solutions applications development/integration/migration and best practices
• Delivered prototypes utilizing emerging GIS Mapping Technology
• Streamlined the Management of Construction Contracts by incorporating Knowledge and Document Management Technology
• Incorporated and implemented Program/Project Management (PM) and technology Best Practices, by incorporating SEI CMMI Level Methodology and Rational Unified Process (RUP), ITIL processes, DoD (BCL) and VA (PMAS) methodology, Change Management, Problem Management, Risk Management. Infrastructure, PMO/Management/Support, Configuration Management (CM), Software Development Life Cycle (SDLC) Waterfall and Agile Methodology (Scrum/Sprints), (Sigma Six/Kaizen) Process Improvement, PMI PMBOK Process, IT Reengineering, Systems Integration/Migration, Systems/Data Architecture Optimization/Process Reengineering and Analysis, ISO 9001, and ANSI standards, reducing project risks and failures by 30-40%. Incorporated and implemented RAD/JAD global requirements management standards. Managed and utilized program/project, resource and time management software tools such as CA’s Clarity (PMAT) and Deltek.
• Delivered, managed and supported CRM, ERP products(e.g. Oracle/PeopleSoft)
• Creative problem solver with broad-based technical knowledge, not adverse to managed risk taking:
• Turned around an "antiquated" Help Desk function to a model Enterprise Call Center Facility, implementing Peregrine/Remedy Enterprise Management Software solutions. Response time to inquiries was reduced by 40%
• Led effort in Streamlining Information Technology (IT) Contract staffing and its processes, without reducing customer end user support, with initial savings of $2+ million dollarsDeveloped first corporate-wide Information Technology (IT) Strategic Plan. Plan served as “Blue Print/Road Map” model for the corporate strategy & technology plan through collaboration with executives, chiefs, group managers, customers/end users, key technology partners/stakeholders, and vendors
• Delivered Business Plans, Program/Project Plans, Program/Project Charters, RACI Matrix(s). Stood-up Change Control Boards (CCB) and processes Change Management, and Integrated Project Team (IPT) governance, standards and procedures

PROFESSIONAL EXPERIENCE:

Confidential, Reston, VA

Program Manager/Principal Consultant

• Provided PMO and Program Manager support to the government Program Manager and Deputy Program Manager in support of the IPO PEO DHMS DMIX Virtual Lifetime Electronic Record (VLER) Health - Department of Defense (DoD) Direct and Exchange Health (IT) Programs (A secure, nationwide, enterprise interoperable health information infrastructure network that will connect across the Military Health System (MHS)/Military Treatment Facility (MTF) and approved Healthcare providers, consumers, and others involved in supporting DoD’s healthcare through a secure network known as eHealth Exchange using the DoD Direct and Exchange (IT) Products
• Facilitated and conducted daily/weekly Scrum meetings as required
• Worked to ensure adherence to Agile/Scrum/Sprint, DoD (BCL) and VA (PMAS) methodology and processes
• Ensured adherence to global “Best Practices”, methodology and standards (e.g. SEI CMMI, ISO9001 etc.)
• Coordinated Information Assurance (IA) POAM and C&A documentation/analysis
• Worked with DoD Direct and Exchange (IT) Product Teams to ensure adherence to IPO/PEO VLER Health HEC/JEC objectives and Meaningful Use (MU) criteria for DoD Direct (IT) Stage 1 and 2 (DHSS TOL/Blue Button)
• Provided guidance and strategy for the development and deployment of technical and business improvements for DoD Direct and Exchange (IT) Product lines for health data interoperability for eHealth Exchange
• Provided Program Management support to government VLER Health Program Manager and Deputy Program Manager in the development of Program’s Fiscal Year Budget, Life Cycle Cost Estimate (LLCE )and Spend Plan
• Provided management and oversight the Program’s CA Clarity’s Program Management Account System (PMAT) site (e.g. Schedule, Risks, Action Items, Issues and Collaboration)
• Monitored, assessed, and reported on program and project health/progress, to include Program briefings (e.g. IPR’s and PowerPoint briefs etc.).
• Monitored and evaluated the progress and alignment of a cross-functional group of projects and related activities.
• Leveraged detail understanding of the business objectives for the Direct and Exchange (IT) Product lines, to include DoD IT Health dependency and independency initiatives
• Led in the assessment of program and project risks that might jeopardize successful achievement of product delivery for the DoD Direct and Exchange (IT) Programs
• Directed and provide oversight of risk mitigation strategies and tactics, and risk burn down/mitigation plans.
• Assisted in the oversight and management of CAT 3 Vendors (developers), Requirements Management, Engineers, Sustainment, Information Assurance, Scheduler, Business Analyst, Risk and Quality Management and etc.
• Delivered Enterprise Data Warehouse (EDW) and Business Intelligence (BI) Micro-Strategy solutions, including ensuring the delivery and implementation of complex integrated software analytics and dashboard/management reporting solutions across the enterprise
• Worked in support of DoD HEC, JEC, MOG and Health Information Exchange (HIE) governance directives and processes
• Served as Direct and Exchange (IT) liaison to DoD Direct and Exchange Stakeholders, Business and Functional user community
• Conducted weekly DoD Direct and Exchange Program Reviews (IPRs) and monthly briefs with government Program Manager and Deputy Program Manager
• Conducted, facilitated and participated in PEO DHMS DMIX VLER Health Program briefings and meetings as required
• Managed and led in development of Program Business Case and Business Impact Assessment (BIA), Charter, Information Assurance (IA), Performance Measurements, Joint Business Technical Requirements (JBTR), Strategy Plan, Relationship Mapping, Enterprise RACI Charts/Matrix, Partner Integration and Test Plan documentation

Confidential, Camp Hill, PA

Program Manager/Sr. Consultant

• Managed and directed a 35+ million dollar Strategic Operations PMO Health Care Program (identified as one of the top three initiatives for the corporation) for Confidential Confidential, one of the nation's largest health insurers and provider serving more than 24+ million people.
• Managed contractor, matrix, project manager employees who served on the Sales to Enrollment project teams and within departmental work groups, including Information Technology (IT)
• Managed cross-functional interdependencies between group of corporate projects and related activities within the constraint of scope, quality, time, and cost, and delivered specific requirements in an Agile (Sprint/Scrum).
• Managed and delivered complex corporate programs/projects and product lines such as Salesforce. These programs required broad cross-functional collaboration which serve as a baseline and springboard for delivering complex solutions, defining program integration points
• Managed program’s external vendors.
• Managed multiple priorities as required to deliver Corporate, Strategic Operations and PMO strategy.
• Assembled and organized company-wide teams and delivered results as outline by executive, senior management and stakeholders for the Sales to Enrollment program
• Participated and contributed to the "Stage-Gating" process flow and implementation.
• Developed and delivered Program Business Case; Program/Project Charters, Project scope and definition; Program/Project Vision documents; Program/Project Road Maps and the Program Integrated Master Plan
• Gathered and documented cross-functional impacts and requirements (JAD and RAD sessions), including oversight the Program's Release Management process. Worked in defining requirements for Private and Public (State Health-Care) exchanges mandated by the Affordable Care Act (ACA).
• Planning, scheduling, and resource leveling - Utilizing resource management and time management tools, such as CA Clarity (Demand).
• Established Communication Channels, including the development and delivery of Program/Project Communication Plans - Established and implemented Program’s Governance process and guidelines
• Organized, directed and coordinated cross-functional activities to focus corporate/program/project resources on the successful delivery of milestones and products for Sales to Enrollment program.
• Worked with management and stakeholders to assemble project teams and work groups to produce milestones and deliverables required to achieve the goals and strategic objectives of the Sales to Enrollment program.
• Worked with the executive sponsor (VP and higher), management and stakeholders as required
• Leveraged detailed understanding of the business objectives for the Sales to Enrollments program, to include corporate dependency and independency initiatives
• Led in the assessment of program and project risks that might jeopardize successful achievement of product delivery for the program. Developed risk mitigation strategies and tactics, and implemented risk mitigation plans.

Confidential

Program Manager

• Directed and managed 30+ IT Professionals (staff included 4 Project Managers) in support of a multi-million dollar Environmental Protection Agency (EPA) Program with a user base of 20,000+ users
• Served as the main point of contact for 39+ systems/applications (CMS, FMS, EMS, Web applications, Budget/Financial Systems/Applications etc.), OASIS Support/Application Training, Enterprise Data Warehouse (EDW), Business Intelligence (BI) Micro-Strategy, and the LAN/WAN Administration Support across the Agency, including ensuring the delivery and implementation of complex integrated software solutions across EPA's departments and divisions, as well as all management issues related to this Program
• Managed relationships and served as liaison between functional teams, business unit leadership, and other stakeholders throughout the program lifecycle; as well as organizing, planning, directing, and managing a diverse IT Team of professionals and subcontractor staff
• Conducted JAD sessions, Program Reviews (IPRs); Bi-Weekly/Monthly Customer/Client Stand-up status briefings; formulating program/project goals, deliverables, milestones and objectives; provided problem resolution approach, ensured adherence to PMI PMBOK processes, SEI CMMI and ITIL global standards and methodology; including ISO9001 industry standards. oversight and adherence to contractual commitments
• Monitored and managed all phases of the Software Development Life Cycle (SDLC) process. Including Product delivery and implementation
• Utilized lifecycle global techniques such as Agile, Scrum/Sprint, and Waterfall
• Directed and managed the Quality Management (QM), Quality Assurance (QA) process and User Acceptance Testing (UAT)
• Ensuring adherence to contractual PMO standards Project Charter(s), Project Plan(s), Risk and Issue Management, Problem Management, Change Management, Requirements Management, Quality, Information Assurance, Configuration Management (CM) and Configuration Item (CI) standards
• Established and managed financial infrastructure - supporting estimating, forecasting, and budget/cost management, Financial Modeling, utilizing Earned Value Management (EVM) principles and guidelines, tracking control; and ensure adherence to EPA's SDM and program/project standards
• Monitored and managed project schedule; weekly and monthly report(s), as well as bi-annual and yearly trend analysis reports and deliverables; ensure effective communication with the customer, the Office of Administrative and Resources Management (OARM), Office of Administration (OA), and the OARM/OA Information Technology Support Team; its Sponsors and other Stakeholders
• Served as the Lead in coordinating the development of the Program’s Security Documentation requirements (i.e., Security, Risk Management/Assessment, and Contingency Plans) required by the Agency
• Developed and delivered Technical and Cost Proposals, ROMS, including responses to RFPs/RFQs. Serve as mentor and coach to the project team and IT staff in the development of Program/Project Charter(s), Project Plan(s), Application development/integration/migration, Customer business needs, RAD/JAD sessions, Functional Requirements Documents (FRD(s)), Work Breakdown Structures (WBS), Microsoft Project Plans (MPP), and Program PowerPoint presentations

Confidential

Program Manager

• Directed and managed 15+ IT professionals (staff included Technical Project Managers, Project Management leads) in support of a multi-million dollar Department of Housing and Urban Development (HUD) Admin/OCIO Enterprise System and Legacy Program with a user base of 15,000+ users.
• Served as the main point of contact for 33+ systems and applications (Web applications, Enterprise Data Warehouse (EDW), Business Intelligence, (BI), Reporting & Analytics, PeopleSoft Module, CRM applications, CMS applications, FMS systems, Asset Management system and Budget/Financial applications, and etc.) across the Enterprise and Department, and all management issues related to this program; including budget preparation/management, organizing, planning, directing, and managing a diverse team of IT professionals, subcontractor staff, Help Desk Management/Operations, and Tier 1, 2, and 3 support
• Conducted JAD sessions, Business Process Re-engineering (BPR) for Legacy Systems, Enterprise Applications and Functional Business Units. Mainframe Applications, HR applications (including support of the employee Health Care Benefits.
• Conducted Program Reviews (IPRs); Bi-Weekly/Monthly Customer/Client Stand-up status briefings
• Developed and delivered Technical and Cost Proposals, ROMS, including responses to RFPs/RFQs. Serve as mentor and coach to the project team and IT staff in the development of Program/Project Charter(s), Project Plan(s), Application development/integration/migration
• Developed program/project goals and objectives
• Provided problem resolution approach. Ensured adherence to PMI PMBOK processes, SEI CMMI global standards and methodology, and contractual commitments. Incorporated Sigma Six Kaizen Methodology - Continuous Process Improvement
• Monitor and manage all phases of the Software Development Life Cycle (SDLC) process, including Quality Control/ Quality Assurance (QA), Product Delivery, Release and Implementation
• Utilized lifecycle global techniques such as Agile, Scrum/Sprint, and Waterfall
• Ensured adherence to contractual PMO requirements, Program/Project Charter(s), Project Plan(s), Risk Management Plan, ITIL standards, Problem Management, Change Management, Requirements Management, Quality Assurance, User Acceptance Testing (UAT), Configuration Management (CM) and Configuration Item (CI) standards; SDM and project standards; monitored and managed project schedule; weekly and monthly report(s), as well as semi-annual and yearly trend analysis reports and deliverables
• Ensured effective communication with customer, the Administrative Services Division, Office of Systems Integration and Efficiency, Office of the Chief Information Officer, and the Admin Legacy Maintenance Support Staff; its Sponsors and other Stakeholders.
• Served as Subject Matter Expert (SME) on technology transfer/migration to Oracle 10g, 11g, Java/J2EE, SharePoint 2007/2010, SQL Server, .NET, COTS/GOTS, and Micro-Strategy- Business Intelligence Solutions
• Served as lead Program Manager within the NCI ‘s organization MITS Division in obtaining its SEI CMMI Level 3 certification
• Led in coordinating the development of the Program’s Security Documentation requirements (i.e., Security, Risk Management/Assessment, Contingency Plans, and Business Impact Analysis (BIA) etc.)) as mandated by HUD’s OCIO’s Security Office. Developed and delivered Technical and Cost Proposals and ROMs; including responses to RFI’s/RFPs/RFQs.

Confidential

Senior Independent Consultant, IT Director

• Led development of several technical proposals resulting in over $7 million+ in new business.
• Served as Director, Information Technology and Program/Project Manager on several diverse cutting-edge technology projects, including object-oriented analysis, design and development techniques for use on client's project. Led and managed a team of 15+ IT Professionals in the Implementation of PeopleSoft HR/Finance Enterprise Software (COTS) for the Department of Commerce Office of Patent and Trademark (PTO). Product delivery include employee health care module (Claims, provider, and adhering to HIPPA mandate/requirements).
• Provided Business Process Re-engineering (BPR) for the Patient and Trademark Office (PTO) and led in-house committee in re-assessing technology marketing requirements; leveraging the existing plan through the formation of several creative solutions, while realigning initiatives and consolidating several delivery components into a single comprehensive Information Technology strategic/marketing plan; resulting in an increase of 40% in potential new business.
• Led in strategically moving the organization to SEI Capability Maturity Model (CMMI) Level 2

Confidential

Group Leader, Director Information Technology (IT) User Services

• Directed and managed a team of 75+ highly talented Information Technology (IT) Professionals and five (5) direct reports (e.g. Project Managers/Unit Mangers) in support of 1,800 hundred+ users corporate- wide
• Was responsible for 4 functional IT Units; Corporate Systems Unit, Client/Server Applications Unit, Help Desk Enterprise Services Unit, and IT Asset Management/Inventory Control Unit.
• Incorporated universal global methodologies and processes such as CMMI and ITIL. Developed department IT strategy and technology plan through collaboration with executive and group management, end users, key technology stakeholders/partners and vendors.
• Led Joint Application Development (JAD) sessions, research, analysis and implementation of new technology and prototypes. Presented solutions to targeted and strategic partners.
• Directed, developed Visual Basic, Oracle, and Intranet/Internet applications built on emerging three-tier client/server technology. Systems Development using VB, Oracle 8i, 9i, Access, Crystal Reports, VB Script. SQL, ASP, Java Script, Flash, running on Unix systems, (including Sun Solaris) and Microsoft Windows NT. Project Management Tools used included Microsoft Project, ManagePro, RequistePro, Visual SourceSafe, PowerPoint, Visio and Harvard Graphics.
• Was responsible for a development budget in excess of 7+ million dollars.