Summary:

• Results-driven project management consultant with over 20 years experience in managing full life cycle system integration. CMMI, ISO 9001 based initiatives utilizing industry standard QMS methodologies.
• Strong track record of leading, mentoring and motivating multidisciplinary teams to deliver substantial benefits.
• Ability to manage multiple concurrent projects, lead and influence in a cross-functional team environment.
• Strong Business Analysis experience.
• Excellent communication and presentation abilities at all staff levels - team members, clients, end-users and corporate management.
• Extensive experience in developing, communicating and implementing processes, policies and procedures.
• Ability to collaborate with peers in both, business, and technical areas, to deliver optimal business process solutions, in line with corporate priorities.
• Develop project plans specifying scope of work, deliverables, and schedule and resource allocation.
• Have strong background in business process re-engineering.
• Extensive experience in offshore development and the localization of project deliverables and applications.
• Senior Information Technology Project and Quality Assurance Professional with over 25 years of expedient experience including ISO 9001:2000, CMMI, Project Management.

• Capability Maturity Model Integration (CMMI), Project Management, Total Quality Management, ISO 9001:2000 Quality Management Systems, Independent Verification and Validation

• MBA
• ISO 9001 SME
• CMMI Lead Auditor
• ISO 9001-2000 Lead Quality Auditor
• ISO 29001 Lead Auditor

PROFESSIONAL EXPERIENCE

Confidential
July 2010 - October 2011
Senior Project Manager

• Functioned as a part of the team that consisted of Subject Matter Experts to review the SDLC policies and procedures and enhance these areas for the IT department of Confidential.
• This entailed reviewing all of the policies and procedures that had evolved over a number of years as well as the external business processes that were utilizing the SDLC as remediation tool / framework.
• As a SME I was tasked with helping to develop a new SDLC framework utilizing best practices from the financial industry and my expertise in ISO9001 and CMMI.
• Developed a rollout and training schedule for all of the Business units that would be affected by the new SDLC methodology.
• Developed and presented to senior management a roadmap how they should proceed to achieve Level

Confidential
November 2007 - April 2010
Senior Quality consultant

• Led the three year assessment task force to ensure that the company was in compliance with the ISO 9001:2000 Standard. This entailed the review of all internal processes both business and engineering that would audited by an independent organization that has been licensed by the International Standard Organization to conduct such audits. Engagement also required the training of teams in the concepts of Internal Auditing for ISO 9001:2000 compliance. And the review of the results the internal audit reports.
• As part of this engagement I was asked to lend my expertise in the preparation of the Quarterly Management Review Report to senior management. This review noted the company's adherence to the standards and what corrective actions needed to be taken to be in compliance with the overall standard and GDAMS internal processes.
• As part of this assignment I was asked to develop a plan to have the organization successfully under go a SEI CMMI level 3 assessment. This project entailed the hiring of outside consultants who are familiar with the specific and generic practices required by the Level 3 capability model.
• This team was first tasked with the discovery process of identifying processes internal to the organization that were after review deemed CMMI compliant. After this was accomplished the next task was to develop, implement new processes along with the training of personnel in these new processes. The successful completion of this project would allow the company to move forward to be reviewed by an independent organization that would recommended to the SEI that the organization has adopted and implemented the specific goals and practices needed to be certified by the SEI as a CMMI Level 3 organization.
• Participated in Scampi assessments for B and C reviews. Developed an internal program for self assessment prior to the A, B, and C assessments. Prior to reviews a PPQA audit was done by me to determine if projects were in compliance with GP 2.9 of the CMMI module. I was also the processes coordinator and liaison for all projects using the US Navy guidelines for EVMS.

Confidential
July 2005 - November 2007
Senior Manager

• Responsible for the successful implementation of a Project Management System, and the registration of GMRI as a fully compliant ISO 9001:2000 registered organization.
• This project was a company wide program that included all the senior stakeholders of the organization and offshore contractors. It was mandated by the stakeholders that all projects would be under my domain for review and approval prior to moving to the next development gate. Projects over $250,000.00 were to be directed by me or a direct report of the project office. I was also responsible for developing and leading Project Management office and sub contractor management
• Developed and implemented an ongoing quality management system, which is reviewed biannually by an ISO Registrar.
• Tasked with project management process model program development and implementation.
• As part of responsibilities I was also extensively involved in Vendor management and allocation of resources for numerous projects. These activities included the negotiation of Vendor milestones per the contraction and review of QA and project management activities per the contract and reporting of status of the project to senior management and relevant stakeholders and management of all stakeholder concerns.
• Mentor and assure the proper utilization of resources on projects.

Confidential
January 2001 - July 2005
Director Program Manager

• Directed all programs utilizing guidelines for adherence to the SEI level 2 standards.
• Acted as the program manager for all offshore development and deliverables. In this capacity I was responsible for the all third party contractors for project deliverables. My responsibilities also included the mentoring of project managers both offshore and in the United States.
• I was in charge of all projects over $250,000.00 with deliverable time frames of 6 months or longer and acted as the stakeholders contact point for project deliverables and concerns.
• Tasked with implementing a full compliant project management system for all small and mid size companies that wanted to be assessed as a fully compliant level 2 organization. These responsibilities required me to develop a standard project management system for numerous companies that were under the DCMA and DOD directives.
• Responsible for the overall development of CMM level 2 and 3 plans and procedures for subcontractors doing work in the IT field for the DOD. These subcontractors, under their contract with TCI Communications, were level 1 and in order to keep and bid on future contacts a program was required to be in place to achieve level 2 and 3 within the next two years. Managed the process to assist these subcontractors get to level 2 and planning the process to achieve level 3.
• Tasked with implementing a full compliant project management system for all small and mid size companies that wanted to be assessed as a fully compliant level 2 organization. These responsibilities required me to develop a standard project management system for numerous companies that were under the DCMA and DOD directives.
• Responsible for the overall development of CMM level 2 and 3 plans and procedures for subcontractors doing work in the IT field for the DOD. These subcontractors, under their contract with TCI Communications, were level 1 and in order to keep and bid on future contacts a program was required to be in place to achieve level 2 and 3 within the next two years. Managed the process to assist these subcontractors get to level 2 and planning the process to achieve level 3.

Confidential
February 2001 - November 2001
Senior Project Manager

• Duties included setting goals, interviewing, hiring staff, reviewing project plans, mentoring project managers, maintaining staff technical proficiency, training and setting direction for mainframe and web-based projects.
• Create the Technology Scoping Document, Project Schedule, Communications Plan, Risk Management Plan, Cost Benefit Analysis, Procurement Plan, Configuration Management Plan, Project Budget Estimate, and the Post Implementation Review conforming to the Project Quality Assurance criteria.
• Ensure that all stakeholders agreed to the project commitments and that the project plan was approved and base lined.

• Responsible for the overall development of a web based billing and ordering application.
• Assignment entailed using CMM as the project management tool for all the development life cycle and methods.
• Acted as the senior project manager for financial reporting for the project and as an instructor for new team project managers
• Regularly review project deliverables, comparing budgeted to actual work completed.
• Ensured that the Project Plan was updated as needed. Made changes to budgets, schedules, and presented recommendations. Reviewed the results of quality assurance reviews.
• Participate in the Change Control process to approve product/project changes.
• Review project risks and establish mitigation procedures. Obtain business partner and management approval of completed product.
• Was assigned to direct and implement ISO 9000 standards for different parts of Confidential

Confidential
April 1998 - November 1998
Software Quality Assurance (SQA) Director/Manager Consultant

• Implemented the CMM quality plan for Confidential division of Confidential.
• Assignment entailed the building of a quality infrastructure and helps set the quality goals for all the business divisions.
• Worked directly with Management and Systems Managers to recognize and activate New Business Initiatives (NBI) - facilitate and schedule Project Launch, identify and coordinate all areas.
• Maintained all documentation in Electronic Project Folder, distribute Project Definition Document and Project Projection Worksheet - maintain funding and budget to completion of Project and post-implementation review.
• Accountable for delegation of duties to responsible areas using negotiation skills and influence that results in successful completion of Project on time with high customer acceptance level.
• Maintained, identified and prioritized issues and concerns relating to project completion and escalate as required.
• Acting as the Director of the SQA Minnesota Office, was responsible for reviewing project plans, conducting classes in the CMM processes for internal managers and outside Vendors such as IGS of IBM.
• Coordinated team tasks, priorities and workload to ensure team meets project goals as well as quality deliverables are produced.

Confidential
February 1996 - November 1998
Senior Project Manager

• Facilitated the development of the Project Management standards practice
• Responsible for the rollout of LBMS Process Engineer to be used as the standard System Development Life Cycle Methodology.
• Required extensive interface with internal project managers and client end users of Beechwood\'s Total Quality Management services utilizing CMM as the core tool set.
• Established offshore software facility in the Russian Republic, for Y2K projects and telephony software development.
• Negotiated office space leases, recruited personnel & acted as liaison between the companies, U.S. Department of State & Russian Federation office of multi national companies.

Confidential
1989 -1996
Computer-Aided Software Engineering (CASE)

• Director Developed implementation strategy for Confidential Case Tools.
• Developed training manuals and taught division senior staff CASE systems development methodology.
• Responsible for implementation of Information technology planning, enterprise wide CASE Repository, maintenance and administration, using Andersen's Foundation CASE Methods.
• Project planning, scheduling, attending/tracking meetings, tracking project issues, and acting as a liaison and key contact point for the project clients, sponsors, and for other groups including Marketing, Legal, Development, Controllers, and Vendor Management.
• Organized & headed Implementation Advisory Committee

PRIOR ASSIGNMENTS

• Confidential
  Senior Management Consultant (Information Technology Group)
• Confidential
  Project Management & Quality Assurance
• Confidential
  Project Manager