SUMMARY:

• 15+ years of experience, specializing in information technology program/project management support, to include Capital Planning and Investment Control (CPIC), enterprise and integrated governance, IT strategic planning, IT security, and system development.
• 12+ years program management experience in accordance with the Project Management Institute’s (PMI) Project Management Body of Knowledge (PMBOK), to include managing, designing, implementing, and executing IT governance activities. A trusted CIO services advisor within Confidential and Confidential supporting the ITIM, FISMA, NIST and Capital Planning processes.
• In depth knowledge of the Clinger - Cohen Act, Title III of the E-Government Act of 2002, and FISMA.
• Successful IT program and project manager, IT portfolio manager, and strategic planner with 14+ years of IT management consulting, capital planning, strategic planning, project management, cyber security, and systems life cycle engineering experience working for both the Federal Government and private industry clients. Ms. Emperado has in-depth Information Technology Investment Management (ITIM) and IT Governance knowledge and expertise in all aspects of the capital planning and investment control framework (select, control, evaluate), EVM, IT security, and risk management processes. She has extensive hands-on PMO operational experience ensuring the ITIM, performance management, and cyber security alignment of major IT programs/projects.
• Provides program and project management support services, including the development and tracking of all program and portfolio support documentation as defined by the Confidential IT and Confidential IITGF governance frameworks and OMB, to include: Capital Planning, System Development Life Cycle (SDLC) Methodology, Enterprise Architecture (EA), and Information Security. Drives strategic portfolio changes, implementing governance, metrics, process, and procedures utilized across the program and allowing program outcomes to clearly align with business strategies.
• Provides leadership on continuous improvement efforts such as streamlining and improved coordination of Agency IT Portfolio Summary (ITPS) and Major IT Business Cases (MITBC)s investment reviews and current portfolio management processes. Provides and develops investment management guidance and best practices to investment stakeholders and executive OCIO leadership with emphasis on improving risk management and performance measurement.
• Initiated IITGF requirements analysis of Confidential, researching existing maturity and assisting with developing roadmap for next steps.
• Provider of IT strategic business management support services for Confidential and Confidential to deliver on the goals to enhance the alignment between Agency strategic business goals, operating plans, and Department-wide goals and initiatives.
• Provided strategic management support in the development and implementation of centers of excellence at Confidential Cyber Security Compliance Division.

PROFESSIONAL WORK HISTORY:

Confidential

Program Manager

Responsibilities:

• Provides program and project management support services, including the development and tracking of all program support documentation and policies as defined by the Confidential IT governance framework and OMB, to include: System Development Life Cycle (SDLC) Methodology, Capital Planning Guide, IT Investment Management Requirements Guide, Enterprise Architecture (EA), and Cyber Security and Information Assurance.
• Leads and directs 10 contract consultants supporting the Confidential Enterprise IT Governance Division IT Investment Management Program responsible for providing oversight and management to maintain a disciplined approach to monitoring and funding of over 140 IT investments, totaling over 700 Million annually.
• Facilitate monthly independent investment review meetings to ensure that the Confidential Major IT investments’ goals, milestones, and objectives are aligned with key metric requirements prior to CIO evaluation.
• Interfaces with Confidential executives such as the Chief Information Officer and management to review program investment’s monthly and annual financial reporting, budget planning and formulation activities, and rating evaluation for IT Major investment reporting to the Federal CIO IT Dashboard.
• Promotes effective and efficient utilization of the investment decision-making process through collaboration with CIO, budget and program management offices, procurement and acquisition council, senior program officials, and other external stakeholders at the Departmental level.
• Provides IT strategic business management support services for Confidential to deliver on its goals to enhance the alignment between Agency strategic business goals and operating plans, and Department-wide goals and initiatives.
• Supports CPIC services in the areas of IT portfolio management and OMB ITPS and MITBC submissions, IT investment analysis and control, Earned Value Management, IT investment management process improvement, and eCPIC (electronic Capital Planning and Investment Control) System support and operations.
• Leads the coordination, preparation, review, and evaluation of Confidential IT Investment data, technology proposals, and business cases for Confidential annual budget requests and submissions to OMB.
• Collaborate with executive stakeholders from the OCFO and CIO for concurrence and signoff on IT resource statement to ensure that CIO Authority over IT budget accounts are in alignment with responsibilities and authorities outlined in FITARA.
• Governance Support - Assists in the development, production, and execution management of Confidential ’s IT investment management governance framework, to include the Confidential SDLC Manual, Capital Planning guidelines and directives, IT Security guidelines and directives, and Enterprise Architecture guidelines and directives to ensure alignment with OMB Circulars A-11, A-127, and A130. Leads the development of the Confidential Strategic Plan goals/objectives, and the Confidential Information Resources Management Strategic Plan goal/objectives. This includes all necessary documentation, facilitation, and coordination of governance activities. Ensures that Confidential investments link performance data with budget resources, enabling CIO in implementing the authorities within FITARA.
• Information Compliance Management Support - Supports Confidential management of public information collections needing Office of Management and Budget approval under the Paperwork Reduction Act (PRA) and internal collections necessary to meet Departmental business requirements.

Confidential

Program Manager

Responsibilities:

• Collaborated and worked diligently with contractors on the development, implementation and for Investment owners and Project Managers on Capital Planning and Investment Control processes to include workflow process diagrams outlining the approaches, tasks, and project entry and exit criteria to successfully complete the various CPIC and System Development Life Cycle (SDLC) milestones.
• Provided business analysis for the Department’s cyber security efforts and projects of up to $150-million that included requirements, success criteria, milestones, Key Performance indicators (KPIs), and Work Breakdown Structures.
• Partnered with stakeholders internally and externally to establish, implement, and maintain a Governance, Risk Management, and Compliance program; resulting in mitigating risks and improving Confidential ’s cyber posture.
• In order to comply with Federal Information Security Management Act provided team oversight on performance of audit reviews, IT Security policies, standards and actions, development and review of system security plans, plan of actions and milestones, vulnerability scans and information security policy for IT investments supporting the security operations center cyber security infrastructure.
• Developed and implemented information security policies and standards, mapped to industry standards such as NIST and FISMA.
• Provided comprehensive risk mitigation strategies for the Confidential Enterprise, in the areas of Information Assurance and Security (Management, Operational, Internal Controls), that will protect classified information, information systems and prevent espionage.
• Co-led the development of the Confidential Insider Threat Defense Program Inspection Checklist covering CI, Security and IA. Conduct comprehensive audits of Confidential organizations for compliance with various Confidential directives, instructions, policies. Brief Senior Confidential Leadership on Insider Threat risks, recent threat cases, events and emerging trends.
• Worked with various risk and information security teams in presenting recommendations for improvement to Department’s cyber security risk posture, subject matter experts and management.
• Drove the Exhibit 300 and Exhibit 53 annual reporting to the Office of Management and Budget; Analyzed, remitted, and reconciled activities for the IT Investment Portfolio.
• Conducted bi-monthly reporting on Major IT investment; analyze investment data, schedule/cost variances to assess projects associated with investments' performance and recommend corrective measures to improve project progress.
• Developed roadmaps applied to federal government enterprise wide systems solutions using the Federal Enterprise Architecture (FEA PMO) Framework models.
• Assisted in developing internal presentations and briefed various members of IT Investment Council, (ITIC) and Investment Review Board (IRB) councils. Developed and implement portfolio management standards to include scoring, performance criteria, and scorecard and monthly dashboard metrics and reporting.
• Coordinated and participated in IT portfolio management selection, prioritization, and evaluation. Established performance metrics and assisted in the design of a digital dashboard for IT portfolio management of all investments.
• Conducted IT Investment Maturity (ITIM) assessments, performing analysis, including briefing senior management and government executives on findings regarding compliance. Developed future strategies for continuous improvement. Oversaw the design of the risk scorecard for graphical visualization of risk portfolio for quarterly briefings to Steering Councils.
• Identified Key Performance Indicators (KPIs) and cross coordinated security program divisional efforts across the entire security operations center program.
• Recovered all troubled projects for implementation with budget over $60M. Effort included an initial four month plan to reconstruct fourteen schedules into a master schedule; fast track deliverables and created dashboard for the project management tool to improve client project metric reporting.
• Provided PMO, PPM, and Project Management solution strategy, consulting, best practices, and creative solutions to meet Chief Information Security Officer needs leading to greater sales and product adoption. Integrated outcomes of lessons learned and best practices from all program level security projects and operational efforts and documented changes into PPM/PMO corporate solution.
• Prepared strategy and plans; created and managed deployment and cut-over plans for technology (e.g. SIEM tool - front and back-end) and business projects (e.g. new help desk center)
• Performed as the instrumental role for planning the move of core enterprise cyber security technologies to shared services model. Developed Cyber Security Services catalog and cost model.
• Created a change management plan to identify monitoring and analysis segments for security and event management (SIEM) rollout (impact, timing, change vehicle and risk mitigation) and charge back payments.
• Conducted surveys, working groups, and focus groups with field staff and management to gather process improvement needs.
• Prepared process improvement program scorecards in collaboration with project managers and communicated to business sponsor.
• Sustained program and project performance by developing and leading business process re-engineering effort. Effort included a six-month plan to re-write program level policies and procedures to include revision of recognition and rewards for smooth transition and endorsement of new policies and procedures. Policies and procedures included program change management, program risk management, and program communications management.
• Led and provided oversight over the execution of a security program Initiative to mitigate Office of Inspector General (OIG) Audit Findings; identified and addressed root causes of three critical issues and incorporated items into program level work plans. Project outcome resulted in strengthened policies, and internal controls within a six-month timeframe and full closure of findings.
• Provided ongoing support to include policy development, and process improvements standards that impact all lifecycle phases of an IT project. From concept and exploration (C&E), initiation, planning, acquisition, operations & maintenance (O&M) to retirement, sustainability, succession, and disposition planning.
• Led the design, implementation of Cyber Security Risk Management Framework. Led the design of risk scorecard for graphical visualization of risk portfolio for quarterly briefings to steering council.

Confidential

Program Manager

Responsibilities:

• Responsible for Capital Planning and Investment Control (CPIC) activities including preparation and updating Exhibit 300s business case for quarterly control review to Office of Management and Budget (OMB). Managed and developed FEA required documents and artifacts, to include performance metrics, quarterly control forms, baseline change requests, acquisition strategy plans, risk management plans, and lifecycle budgets.
• Monitored deliverables and completion of all projects and tasks for 6 vendors and 4 project managers responsible for the success of the HSPD12 program.
• Determined client requirements, develop scope of work, and solicited qualified contractor vendor proposals.
• Negotiated and executed contractor/vendor agreements, and managed cost/scope variations throughout duration of work.
• Developed operational and financial proposals for long and short term HSPD12 goals and objectives which include the outline of the HSPD12 program, estimation of the financial needs of the program, and proposed funding initiatives to meet current program needs.
• Examined budget, past budgets and researched financial developments that affect the HSPD12 program, performed cost benefit analysis to review financial requests, assess program tradeoffs, and alternative funding methods.
• Identified costs for providing IT security in alignment with agency’s investment life cycle as well as IT security costs for supporting crosscutting or infrastructure related investments under the Federal Information Security Management Act (FISMA).
• Employed effective risk management, change management, and configuration management process that resulted in improvement in product quality by allowing quality improvements early in the product lifecycle, reductions in product cost savings by allowing vendors to plan and prepare for effective changes.
• Co-led teams that created Plan of Actions and Milestones to ensure that all vulnerabilities are patched and a plan for actions regarding vulnerabilities that require additional methods.
• Ensured the guarantee of rigorous application of information security/information security policies, principles, and practices in the delivery of the entire deployment, implementation, and operations of the HSPD12 effort.
• Established and maintained appropriate work processes, controls, and reporting functions to keep federal program manager apprised of the HPSD12 program progress.
• Defined, plans, and provided vendor and task order management oversight ensuring completion of various work effort and deliverables throughout the program.
• Reviewed /approved project plans for conformance to program strategy and program plan and schedule.

Confidential

Lead Technical Analyst

Responsibilities:

• Created project processes and templates that allowed the project team to operate within an Agile development environment, provided Agile based leadership activities.
• Served as single point of contact for escalated requirements questions from all team members. Resolved issues with the business and documented decisions.
• Assisted Business Analysis project team responsible for implementing web based HIPAA compliant systems.
• Partnered with Technical and Medical teams for requirements management from project initiation through implementation to empower technical teams to produce the best possible solutions.

Confidential

Program/Project Manager

Responsibilities:

• Responsible for hands-on management and leadership of web based systems deployed across five agencies, managed team of 12 developers and consultants.
• Drove organizational agility through agile values, principles, and practices for software delivery by working with the executive, mid-senior management, and development teams.
• Ensured that IT investments improved IM program performance and supported the Department’s Management Agenda.
• Executed, and finalized projects according to strict deadlines and within budget.
• Acquired resources and coordinated the efforts of twelve team members and third-party contractors or consultants in order to deliver projects according to project plan.
• Identified and resolved issues, risks, and conflicts within the project team.
• Planned, schedule, and tracked project timelines and milestones and deliverables.
• Developed and delivered progress reports, proposals, requirements documentation, and presentations.
• Proactively managed changes in project scope, identified potential risks, and devised contingency plans.
• Built, developed, and grew various business relationships vital to the success of the project, which resulted in additional purchases of web based systems in three other internal agencies.
• Responsible for ensuring sound security of federal information systems and appropriate protection of information held in those systems; including FISMA and NIST compliance under the IM Program.
• Instrumental in transitioning the project team into a very effective distributed multi-team Scrum/XP software development teams between Maryland and Washington, DC.
• Managed team relationships, coached and supported the product owner. Identified and resolved impediments, tracked progress, worked with System Owner to groom the product backlog, facilitated release planning, coached teams on XP practices, delivered high quality tested software with Agile teams.
• Consulted with clients about how to improve their build and version management process.
• Acted as a liaison between Information Security Systems Program Managers (ISSPMs), upper management and communicated progress on security findings and progress on resolutions.
• Made recommendations from risk assessment to implement software development best practices by integrating security requirements into the software development lifecycle; this also includes incorporating security requirements into design, architecture, and source code.
• Ensured sound security of federal information systems and appropriate protection of information held in those systems.

Confidential

Software Engineer/Administrator

Responsibilities:

• Developed Java portlets, portlet services, utility applications and web services for the Enterprise Portal.
• Created and implemented development and deployment standards, guidelines, and applications for portlet and web service developers.
• Formed and led the Java Developer's Group meetings, mentored junior java developers, and performed code reviews.

Confidential

Program Analyst

Responsibilities:

• Provided project management support.
• Extensively involved in designing, developing, testing, and implementing Oracle 11i.
• Gathered requirements, modeled processes, performed GAP analysis.
• Supported process decomposition and mapping.

Confidential

Software Engineer

Responsibilities:

• Responsible for all change requests for enhancements and new functionality for the Past Performance Information Retrieval System web business application. This critical application processes delivery and quality performance metric data from all DoD service branches and condenses it into summary and detail analysis reports for both contractors and government administrators.
• Assisted with the design and development of the Federal ee Performance and Integrity Information System, (FAPIIS) application. This application was designated by the DoD to be the sole source for government administrators to obtain adverse performance and debarment information on companies and individuals doing business with the DoD.