SUMMARY:

• IT Project Management Professional with 25+ years of experience in project management with financial and budgetary accountability, full lifecycle CMMI Level 3 development, and client relationship management.
• Results - driven leader with a track record of delivering high visibility aggressive projects on time and under budget.
• Extensive experience in traditional waterfall and agile methodologies.

PROFESSIONAL EXPERIENCE:

Confidential

Senior Project Manager

Responsibilities:

• Managed/tracked at a PMO level multiple concurrent projects which crossed multiple divisions within Confidential . Rolled up reporting to senior management and “Product Owners” to the appropriate level of detail for those audiences and conducted weekly status meetings with both groups.
• Confidential has Confidential to using SAFe - Secured Agile Framework for Enterprise for Agile development. My team was among the first to employ this methodology. Led a novice team though the training and hands on work to develop with this method.
• Acted as both project manager and SCRUM Master for three teams in India, Ireland, and in St. Louis Missouri.
• SCRUMs were conducted at extreme hours to support the various team timezone differences. Also led SCRUM of SCRUMs to rollup cross team integration
• Also Confidential to Rally (now CA Agile) by CA Technologies and used this software to manage sprints/iterations.
• Led Program Increment Planning sessions (PI Planning per SAFe methodology) to prepare/plan for the program increment and then weekly updated SCRUM planning sessions to refine the Iterations.

Confidential

Senior Project Manager

Responsibilities:

• Managed a phase 2 release for IT Service Management with implementation of ServiceNow Knowledge and Asset Management
• Confidential in to the Project Manager role after phase 1 seamlessly and worked well with the client PM via exclusively remote contact
• Scheduled resources and project milestones with challenging availability with both the client and internal Confidential resources to conduct best practice Process Area workshops to define the “To-Be” functionality within ServiceNow
• Similarly scheduled follow-on technical design workshops and worked closely with client and Confidential management when the scope for requirements grew beyond the initial SOW.
• Created Project Change Requests for increasing scope for both process areas after working closely with the project team to determine the impact to the scope with additional estimates and LOEs.
• Managed shifting resources as internal Confidential needs changed to transition in new resources to the project without impacting budget or schedule. Worked with the client PM to ensure any concerns or risks of these transitions were mitigated.
• Piloted a new implementation of an “Accelerator” implementation of ServiceNow using Confidential defined “Best Practice”
• Worked with very loose guidelines to replace a transitioning project manager to support a complex ServiceNow rollout with minimal contract direction and a complicated organization for the utility company Confidential in St. Louis.
• Coordinated with a challenged Project Management Office with contractor resources with little authority to audit/govern to the process/methods called for by the PMO and helped them overcome internal barriers with team leaders.
• Executed and facilitated meetings to ensure Confidential responsibilities were being fulfilled for system development while encouraging and assisting client resources to meet training and testing obligations.
• Wrote several Project Change Requests to execute tasks which were falling short due to competing resource requirements.
• Successfully introduced a full enterprise wide implementation for Configuration, Incident, and Change Management after having been Confidential into the roll only 2 months earlier.
• Management at Confidential rated the client over a 100% success.
• Continuing to support and develop business opportunities including an ongoing implementation of the Problem Management processes and functions

Confidential

Senior Project Manager

Responsibilities:

• Part of the Enterprise Project Management Office in support of all Confidential system development and maintenance systems
• Collaborated with Federal employees to organize, coordinate, and monitor project progress across multiple vertical silos of systems being supported by multiple contracting organizations.
• Arbitrated and facilitated discussions and meetings between these organizations as needed to break down barriers to success.
• Created and oversaw methodology updates, changes, and improvements to provide Confidential management visibility into budgets, costs, schedules, and resource issues.
• Worked with the security teams to ensure compliance for Confidential and Confidential requirements having been through several Confidential with prior projects
• Worked to refine workflow tracking and management utilizing the workflow software JIRA and created custom reports to support additional levels of detail not available prior to standing up the Enterprise PMO.

Confidential

Senior Project Manager

Responsibilities:

• Primary functions included managing multiple concurrent projects in support of several Government programs.
• Created transition planning templates for use in business development and both internal and external projects.
• Managing software engineering professionals as a functional/matrix manager to support other programs and provide career mentoring.
• Worked extensively on new business development both in proposal writing for project management but also for developing detailed WBSs for transition and development of the new business.
• Managed migration for multiple programs to new hosting solutions and datacenters twice as a result of acquisition.
• Managed a third migration to new technology platform with limited budget and time due to shifting contract requirements.
• Managed projects using the Confidential 800-53 roadmap to be Confidential compliant and obtained timely Confidential working with security personnel internally and external auditors.
• Managed annual project with a very tight timeline and a small budget to make the annual system changes available to the federal retirees on time. This was done with scattered resources both in terms of geography and also time availability thus requiring excellent coordination. Utilized a combination of Agile and Waterfall SDLC methodologies following the GDIT AIM (All-in-one) CMMI Level 3 methodology.
• For 2013 during the annual project our team was asked to be the first to migrate to a new datacenter. This was done while under the same annual schedule and the project was on time and under budget. Performance testing was also planned and executed prior to start up with much senior management interest due to issues with performance of the Affordable Health Care Act website. This was done in advance and showed that the system was ready for prime time. Worked with security teams to ensure Confidential was given in advance of the go-live date.
• Managed overall software development and production support for the Confidential Program for the Department of Labor. This is a $16M annual contract. Responsibilities included creating and tracking development plans and schedules for multiple concurrent full lifecycle CMM Level 3 projects. Managed resources between various initiatives with a staff of 30 developers at peak.
• Implemented project management and organizational changes to improve production support and to focus project activities in critical areas. These changes improved government and program management satisfaction.
• Reduced necessary development staff by nearly 50% while increasing productivity. Challenged to succeed with a budget of $3M and delivered annual savings of $1M while delivering multiple projects. Recently completed the annual rollover project for one third the cost prior to taking over management of Confidential .
• Enabled program management to move to a fixed price contract structure due to engineering improvements. These improvements have allowed the program to realize over $1M in additional profits this year.
• Responsible for identifying the cost/benefits of various projects while creating proposals for both solicited and unsolicited work. Aggressively encouraged program management and the Government to identify continual improvement opportunities in otherwise untapped areas and to identify new business opportunities.
• Prepared and delivered presentations to the leadership team on project status and new business development activities. Developed close relationships with corporate decision makers to help shape the corporate strategic direction. Leveraged previous Big 4 consulting experience to help upper management shape long term goals for organizational restructuring.
• Created relationships with small business partners for short term technical support. Realized cost savings of $300K while fulfilling the small business requirement for the contract.
• Managed overall software maintenance for the Confidential program at the Lawrence, Kansas Facility. This is a $4M annual contract. Responsibilities include providing management support for maintenance activities as well as identifying risks to aging systems. Managed sharing resources between multiple programs including Confidential (see below).
• Provided oversight for the IT Security audits.
• Planned the migration to a new hardware and software infrastructure for cost savings and modernization.
• Provided engineering estimates and support for the recompete of the contract.
• Oversaw the effort to migrate off of mainframe technology for print operations. This effort included assisting other programs and taking the lead for architecting a new technology to provide ready to print files.

Confidential

Senior Manager

Responsibilities:

• Managed the entire CMM development lifecycle for the Confidential & Confidential project for the Confidential . Confidential & Confidential was designed to plan, schedule, negotiate, and track maintenance for all non-weapon system equipment for all branches of the armed forces. Coordinated and managed the tasks and resources from 3 subcontractors and the prime contractor Confidential . Total resources during scale-up reached over 70 people and included Government employees on the development team.
• Planned and managed the $8M budget annually during development and deployment. Carefully managed scope and arbitrated major expectation differences among the various military branches to ensure staying within budget and on schedule.
• Conducted requirements-gathering sessions with users from each branch of the armed forces both at the development site as well as at various military logistics bases. Evaluated commercial best practices and merged these with current military practices to create faster, cheaper, and more efficient ways to repair and maintain equipment.
• Worked directly with the Confidential project leads at each base to plan and design system changes and enhancements post deployment.
• Generated new business opportunities while working directly with the Government project managers. Completely owned the relationship with the Confidential from scale up through deployment.
• Prepared and conducted monthly IPRs (In Process Reviews) for Confidential senior management, contract representatives, and military personnel detailing project status and financials.
• Managed the full lifecycle CMM level 3 development of a supply chain solution for the Confidential .
• Managed the planning and execution of the development and testing of the COTS product GOLD from Western Pacific Data Systems.
• Coordinated directly with sub-contractors and Confidential personnel on and off site while managing one of the two major initiatives. Planned and tracked activities and budgets for over 100 developers across 4 teams.
• Prepared and presented monthly IPR (In Process Reviews) to Government contract representatives, Key Confidential personnel, and Confidential senior management.
• Planned and executed user acceptance testing after each phase was completed. Completed development phases under budget and ahead of schedule. Changed internal development procedures to reduce errors thus allowing acceptance tests to be completed in half the time required previously.