Project Leadership

A Dynamic, success - driven and self-motivated professional who delivers exceptional performance within Project Management Offices, Brian has the proven ability to lead teams to stated organizational objectives. Being equipped with an excellent work ethic and possessing a strong sense of responsibility and providing leadership through training, Brian not only has the tools but the ability to teach them in many types of HealthCare organizations. Since being recognized for professional resilience, positive mental attitude, and commitment to excellence, Brian remains a thought leader within companies he serves.

CORE COMPETENCIES

Project Management: Exceptional at developing comprehensive, formal implementation project plans that account for scope, schedule, risk, communication, and change control. At times, multiple HealthCare projects are managed by utilizing shared tools and techniques.

Exceptional organizational skills: Consistently follows established processes allowing for continued progress on simultaneous projects using SharePoint to provide visual project deliverables and statuses. By creating learning forums, lunch and learns/ power hour sessions that focus on project management the entire organization can be guided towards the use of both good and best practices.

Strong sense of responsibility: Solid professional standards excellent track record of dependability. Maintains focus on achieving results while implementing business solutions to meet diverse business needs.

PMO EXPERIENCE

Confidential Division of Healthcare Strategies and Technologies

• Organized a project to reconcile member financial data going back 5 years prior in order to prepare for the Healthy Indiana Plan 2.0 release. Re-base lined the schedule, managed the scope, created business work groups to review Healthcare provider information, drafted executive letter requesting issue resolutions for specific compliance matters. This effort coordinated Anthem, MDwise, and MHS insurance provider with the HP acting as the financial instrument with the FSSA Operations and FSSA Data and Analytics department.
• Planned a large scale Security Initiative for the Division of Family Resources DFR that would keep the eligibility system compliant with the new Security standards imposed by the Patient Protection and Affordable Care Act PPACA . The project disseminated security findings from a recent independent security assessment to the eight Information Systems that make up the complete eligibility system. The findings are gaps or weaknesses in security policies and procedures that require compensating controls in order to meet MARS-E vulnerable protections for Personal Identifiable Information PII and Personal Health Information PHI . This project coordinated Infrastructure changes with application changes and the creation of new and improved Security Policies, and Memorandums Of Understanding MOU for State Agencies. The project established a governance group that institutionalized DFR Security policies that enact security standards required by the Centers for Medicare Medicaid Services CMS . Timelines were created in order to meet goals and regular standing work group sessions between technical advisors and application teams were managed. In addition, I managed letters to and from the CMS security officers as well.
• This position is also coordinating 2nd tier vendors by leading and participating in regular meetings were issues and related projects are discussed. These vendors support business functions such as Medicaid Correspondences sending and receiving mass mailings, the Help Desk NetFor, and a Task Management application SMART . Duties also include review of SLA's, change control boards and trending system issues. I also facilitate twice a week operational meetings.
• Inside the PMO of FSSA, I worked with a small team to create a central project site that links Major Initiatives, Productions Systems, and other FSSA Office in one location. The SharePoint site had status web parts for projects and links to Project Lists for Production Systems. In addition, this PMO team worked to create a Finger Print that is placed on all existing sites that have standard documents such as standard PM tools, templates, and guidance are found more readily. The site was considered a great success in that the PMO's competencies were marketed successfully.

Recent successes include:

• Active member of a PMO that implemented Indiana's response to the Patient Privacy and Affordable Care Act PPACA, or ACA . My primary responsibility was the reception and reporting of the Account Transfer flat file. The report conveyed the volume and demographics of persons seeking healthcare from new program. Managed a project that met the CMS requirements for Medicaid Program Performance Indicators. The indicators are used to track eligibility changes in Indiana's Medicaid system due to the implementation of PPACA to legacy systems. As part of a new PMO I participated in a work group that is establishing standard reports. The reports will provide the executive leadership a quick view of pertinent information on major projects.

Confidential

• As part of a contract re-negotiation, I Worked with the PMO Director to establish 4 defined PMO roles within a Co-Sourced PMO. The roles were progressive in nature and allowed for overlapping of responsibilities so PM's could get the experience needed to define their career Paths. In addition, as the Corporate PMO advisor, I worked with the PMO training manager to define and facilitate the training maps and educational services the PMO would need to further develop and enhance the PMO's ability to deliver success through its operation.
• During new contract start-up, I completed Schedule Analysis for a Large 3 year State of Indiana HealthCare program change. The master schedule contained incentive devices and control measures in the form of milestones based of varying levels of summary tasks. A Master Schedule Guide in PowerPoint was created in order to educate the PMO PMO Manager, Sr. PM, PC, and 9 functional PMs on the devices and control measures that were operating in the schedule.
• The State Guardian project was a EDI project were the project team cross mapped a complete database of information with the vendors reporting system and implemented the reporting approval distribution process. I Served as Project Manager for the team by running the schedule build process, tracked risk and issues, maintained the charter where scope was defined and maintained. The solution was implemented an externally hosted platform that managed report creation, validation, and distribution for all 50 state and local governments. The solution was externally hosted by a preferred vendor. Required to become complaint with the Corporate Integrity Agreement, I managed the project from propose phase through testing, execution and implementation.
• Large Project Name: Served as the Project Manager for the redesign of an Electronic Note Book system that supported the execution and recording of laboratory experiments for a Pharmaceutical Corporation Product Research and Development area. We upgraded a 900 gig Oracle database with schemas for 2 critical systems. The database was moved from Sun Solaris to a Red Hat Linux platform to save operating costs. Also upgraded were 3 interrelated client application packages whose roll-out had to be coordinated 3 categories of 700 end users. The software products were owned by titles included: Electronic Notebook formerly branded Vision Publisher, Empower, NuGenesis 8 aka SDMS . Specifically I worked with the business team and IT to develop the schedule draft and maintain the risk/ Issues list submitted weekly executive and separate team reports, and coordinated Vendor visits as well.
• Medium size projects were typically managed with at the same time as 1 other small projects. The SocNet project was a medium size project with a budget under 2 million for startup. Served as Project Manager for the implementation of an enterprise wide a Pharmaceutical Corporation's Social Media Network. The network used the Jive platform as the foundation. With SharePoint operating horizontally for departments, the Social Media platform focused on building support vertically across the functional areas such as quality, regulation, and leadership. The solution is externally hosted and completely outsourced to a third party organization. The implementation approach used the Agile methodology.

TEAM LEADER

Confidential

• The team was comprised of resources with expertise in multiple platforms. Main Frame, Client server, and web services were all represented. Weekly we would review current projects and discuss capacity constraints and their affect on the projects. Summary reports were written and delivered in management meetings that were held as needed.
• Oversaw contractors and developers who operated in both Oracle applications development and Unix support roles
• Chaired a process improvement subcommittee in an effort to facilitate change management control

Confidential

• This position was responsible for transition of application support to off shore resources. The team had members both here in the US and overseas in India. All the resources under my management had expertise in Client server applications that utilized Oracle as the database. Weekly transition plans were reviewed for progress and each change request was scrutinized on accuracy, timely completion and customer satisfaction.
• Managed a staff of support personnel of Supply Chain applications within Capgemini for Thomson, Inc.
• Performed semi-annual performance reviews, weekly time sheet approval and distribution of corporate related information
• Supported Oracle Application and Unix reporting tasks while adhering to written change management policies and procedures

SYSTEMS LEADER

Confidential

• Served as a project leader, technical advisor, analyst, and on occasion taught classes on Unix and Autosys
• Worked on an application development staff that provided solutions and testing support for Client Server applications in the Supply Chain Management systems.

Confidential

• Developed, unit tested and migrated solutions for Unix based systems.
• Supported testing and provided application level support for Supply Chain systems utilizing skills with Oracle stored procedures, Data Definition Language, Unix script writing, and development with the Autosys batch facilitator

Confidential

• Supported the analyst staff working for the Indiana Medicaid accounts using the reporting tool called GQL
• Coordinated information between EDS and the State for special reports that required adhoc queries