Technical Project Manager Resume
Norfolk, VA
SUMMARY:
- Highly motivated professional who thrives on solving problems and delivering solutions.
- Career success leading units that deliver projects, programs, and services which generate value and positively impact the bottom line.
- Experienced at steering an organization through uncharted territory and ambiguity with leadership, action, and influence.
- Successful at building and leading cross - functional teams.
- Committed to transparency, partnerships, and communication.
MY SKILL SET INCLUDES EXPERTISE IN:
- Agile Development/Scrum
- Business Analysis
- Change Management
- Client Relationship Management
- Content Management Systems
- Cross-Functional Team Leadership
- Data Analytics and Visibility
- Process Improvement and Implementation
- Project Management
- SharePoint 2010
- Software Development Lifecycle
- Web 2.0 Capabilities
- Web Solutions
TECHNICAL SKILLS:
Software/Tools: Microsoft Office (Word, Excel, PowerPoint, Visio), Microsoft Project, CMS (SharePoint 2010, Appian), BPM (Appian), BI (Cognos), Web 2.0/Collaboration (Confluence, Jive, Twitter), Programming Languages (.Net, Java, Open Source), Source Code Repository (Software Forge, Visual Source Safe, JIRA), ESRI (ArcGIS Desktop and Online, ArcGIS Server, ArcMap).
PROFESSIONAL EXPERIENCE:
Confidential, Norfolk, VA
Technical Project Manager
Responsibilities:
- Responsible for managing health plan Mega Reg Coordination of Benefits ( Confidential ) Agreement rollouts, as well as technical Mega Reg rollouts (e.g. Provider Enrollment, Provider Directory upgrades) for the Government Business Division’s Planning and Execution team.
Technical Project Manager
Confidential
Responsibilities:
- Confidential Easter Seals Autism Health Home Program
- Cost Containment
- Health Care Management (Behavioral Health, Care Management, Utilization Management)
- Pharmacy
- Quality Management
- Vendor and Value-Added Benefits Management
Confidential, Washington, DC
Project Manager
Responsibilities:
- Development of a release requirements matrix that provides transparency into the details of requirements release planning, configuration management capabilities, and earned value management (EVM) capabilities.
- Delivery of a standard methodology and process, which focus on value-added activities, to produce requirements, artifacts, and turnover packages that provide consistent and understandable deliverables.
- Guiding government client through the development and delivery of a complete, concise, professional, and repeatable Requirements Release Turnover Package for consumption by Agile development teams.
Confidential, Richmond, VA
Consultant
Responsibilities:
- Re-wrote existing requirements document (initial phase) so that it could be used for application development.
- Created templates for requirements gathering and documentation for use across the entire project.
Confidential, Alexandria, VA
Technical Project Manager
Responsibilities:
- Served as Scrum Master and held daily sessions with team.
- Monitored projects’ health and progress daily.
- Provided oversight, guidance, direction, and feedback during all phases of all projects.
- Conducted weekly technical review meetings for client transparency and input.
- Delivered all projects on or under budget and within estimated time frames.
- Worked across entire organization to bring team capabilities to bear on client initiatives.
- Delivered briefings on team capabilities to a wide variety of cross-organizational audiences on behalf of the CTO and Director.
- Met with tiers of client leadership daily/weekly to conduct status checks, review risks, and address and resolve issues.
- Provided contractual reporting, financial status reporting, and additional documentation as needed.
- Managed and tracked subcontractor engagements, relationships, and documentation.
- Led team to 43 on-time agile project sprints in Fiscal Year 2011.
- Co-led team to 30 on-time agile project sprints in Fiscal Year 2010.
- Content Management Systems projects include:
- Migrating client to an Enterprise Content Management System.
- Evaluated pricing, time, effort, and training involved in transitioning organization from content management on shared drives, laptops, and PCs to a DoD enterprise solution, and getting approval from leadership to make the transition.
- Developed organization templates, training, and rollout plan to enable the transition.
- Delivered the transition at the higher levels of the organization with staff training for section areas, in addition to hands-on Help Desk capabilities to staff.
- Built and launched a SharePoint 2010 Portal in Fiscal Year 2012.
- Initial offering consisted of landing page and 20 sub-pages, including human resource and benefits information.
- Delivery plan included distributed end-user administration and maintenance.
- Delivered in 45 days.
- Provided training - virtual and in-person - for users.
- Web 2.0 collaboration projects include:
- Initial transition of organization from MS Office products to DoD enterprise Web 2.0 capabilities, which reduced document collaboration from two to three weeks to one day.
- Evolution of Web 2.0 capabilities that resulted in enhanced communication, collaboration, and knowledge transfer capabilities; increased organizational management; increased security; project management capabilities; and task management capabilities.
- Web Solutions projects include:
- Conversion of annual interoperability roadmap from a manually generated paper document available to a select audience to a fully interactive online product available to American public. Data from six sources delivered in six open source gadgets.
- Secure online solution that delivers on-demand business system information for investment decision makers. Solution reported on 400-plus systems in eight portfolios using four data sources. Reduced data collection time from 160-man hours to a mouse click.
- Business Process Management projects include:
- Automation of organization’s acquisition and certification process. Delivered a full end-end automated process to all investment review boards. One hundred eighty-plus systems successfully processed in first two years. Staff processing time reduced from 21 work days to seven. Named organization’s best enterprise BPM application for 2011.
- Automated solution to support the collection of 80 critical performance metrics across the organization. Quarterly process cycle time reduced 30 to 50 percent.
- A re-useable single point of entry widget/gadget and automated workflow for gaining access to all solutions delivered by the team (navigational reuse of available capabilities for training and access, document or form completion, and governance). Created streamlined process for access to tools, as well as visibility across the directorate and agency of available capabilities.
- As the PM, worked with the BPM developers to gather requirements and business rules during multiple requirements elicitation sessions. From those sessions, identified final requirements and project schedules; reviewed process flows created by the developers, including proposed decision points at which rules would be utilized; reviewed the list of business and how and when those rules would be utilized; and oversaw the delivery of overall and sprint requirements discussion sessions
- Reviewed development status, issues and decisions with each developer no less than twice weekly throughout each project, in addition to weekly development reviews with the government lead. Also, oversaw the delivery of development demonstrations with the clients, as well rollout decisions with the government leadership.
- Data Analytics and Visibility projects include delivery of an IT Investment Data Model and Standard for communication, sharing, and use by all investment management stakeholders across the enterprise. Benefit: Enterprise about data fields and their meaning and use.
Confidential, Washington, DC
Project Manager
Responsibilities:
- Directing delivery of a project which converted the process of evaluating and approving unmanned aircraft flights from a paper-based system to a web-based system.
- Leading inclusion of Wind Turbine cases and Long Range Radar facilities into the case management program. This project gave personnel the ability to efficiently evaluate wind turbine cases for their impact on national airspace and vital radar frequencies.
- Leading development of Confidential Waivers project, which automated the process of applying for a flight authorization or waiver of a flight restriction into or out of Ronald Reagan Washington National Airport or other applicable flight restricted airspace. Capabilities included evaluating and processing those requests, and coordinating efforts between Confidential and the Confidential . Delivered through a secure web site.