SUMMARY:

• Senior level leader with multi - industry program/project management experience managing large-scale software application, business reengineering, and infrastructure projects with regional, national, and international focus as well as department, division and staff management experience including budget and P/L responsibility.
• IT division to align with service delivery and SOA through application of ITIL and CoBIT; increased delivery speed and alignment with business needs and reduced UAT rejection rate by 85% through technical requirements management and extended business participation; implemented and improved agile practices including scrum and Kanban; negotiated vendor contracts and managed insourcing and outsourcing initiatives and maintained vendor relationships; established and managed project and operational budgets
• Established PMO and PM standards; developed KPI reporting and tools to improve leadership visibility into project and portfolio status; selected, installed and configured tools including Planview, Clarity, MS Project, Project Server, SharePoint, and TFS; aligned portfolio management with strategic planning; led strategic planning exercises and improvement efforts; improved on time delivery and executive visibility and governance; developed capacity management and scheduling process to support global resource management; developed reporting tools and processes for project review and remediation; established standards for lifecycle roadmaps including sunset targets for projects; established project request standards for financial analysis, ROI models, strategic alignment; developed executive dashboard
• Delivered $60M portfolio of sales, marketing, and customer facing product introductions, updates, and changes 95% on time and budget through staff of 24 PMs; developed portfolio reporting and management tools and report extensions for existing tools; led remediation tracking and reporting, including weekly review meetings with executive leadership; grew team capacity 50% to support additional PM capacity for increased portfolio demand; promoted recruiting tracking tools and process for PMO hiring throughout IT area; performed portfolio alignment and analysis; teamed with business to complete project funding requests including financial analysis, and ROI measures
• Coordinated business and technology teams across multiple countries and technical and business areas to deliver $53M platform uplift; developed roadmap and detailed integrated schedule to support conflicting projects and initiatives and system retirement objectives; communicated with stakeholders including internal business users, end users and customers, technical leaders, executive leadership, state and local government leaders including mayors, council members, governor and legislators; managed program coordination across internal and external efforts including Internal and External User Acceptance Testing and focus groups; developed SharePoint and TFS tracking tools; developed consolidated budget and schedule management tools; managed program turnaround through refactoring and re-baselining and delivered program goals with zero audit findings during internal audit and third party review; Coordinated business and onshore, offshore, and vendor technology teams; developed roadmap and detailed integrated schedule to support conflicting projects and initiatives and system retirement objectives; established and monitored program budget and spend in alignment with CAP/Non-Cap and encumbrance rules, and P/L responsibility
• Managed project inception, business alignment, scope and acceptance criteria negotiation; identification of project board and stakeholders; planning, resource identification, scheduling, budget development; risk identification and planning, issue management, project change control, program change management, stage containment using phase gates and equivalents, governance review and adherence, stakeholder and executive leadership communication, dashboard and critical factor reporting
• Performed research through focus groups, surveys, benchmarking; worked with marketing, sales, and leadership to establish product goals; developed product vision, roadmap; managed product backlog; led development using iterative and incremental approaches including scrum; developed continuous improvement process; established product stability and sunset KPIs; managed infrastructure stabilization and virtualization
• Recruited and managed performance analysis team to meet performance testing, failure analysis, and system simulation requirements; developed tools for detailed web traffic analysis including full trip analysis; provided guidance on CMMI certification
• Managed IT operations and incident management in call centers and data centers achieving record availability; built multiple internal and vendor operated call centers; performed data center moves, reorganizations, and builds; designed and managed integrated data and voice networks including IVR, high availability systems, shared storage, data and compute clusters
• Managed program definition, strategic alignment, definition of success criteria, identification of steering committee / sponsor, portfolio alignment and analysis.
• Developed cross-functional relationships as liaison between business and technology areas; provided guidance to align projects with business strategy and tactical objectives; ensured end-to-end traceability between requirements and solutions. Managed RFP, RFQ, and customer responses; developed business cases; led requirements gathering, negotiated acceptance criteria; established quality criteria; and provided project status and progress information to internal and external stakeholders and executive leadership.
• Identified skill requirements and promoted long and short-term skill development; developed integrated cross-functional teams of on, near, and off shore personnel, contractors, and suppliers; promoted methodology-oriented approach, and promoted and facilitated vertical and horizontal communication through multiple channels.
• Developed Six Sigma and ISO aligned standards for business cases, change requests and change documentation; developed ITIL compliant release management integrated master scheduling practices for project delivery; developed budget models and tools for integrating the project portfolio with the budget management process. Consulted on CMMI level 3 audits to resolve audit issues. Developed PMO integrated master planning / scheduling processes, reporting, and monitoring tools subsequently recognized as best practices and adopted by other organizational areas. Managed integration and application development projects using Waterfall, Spiral, Small Spiral, RUP, Agile, and Scrum approaches with various project management methodologies including Scrum, Agile, RUP, PRINCE2, Method/1, PMBOK, and derivatives. Practiced and adhered to industry and project management best practices including product based planning, EVM, PERT, CPM, and full lifecycle ROI and business value measurement. Managed project, program, and portfolio risk using continuous risk management and risk identification techniques including objectives-based risk identification, and adhered to internal risk analysis requirements.

TECHNICAL SKILLS:

Tools: Project management and office automation tools technical experience including administration, configuration, development, training of Lotus Notes, Microsoft Project, Office, Sharepoint, and Visio, PlanView; experience with Intellisys Project Desktop, Primavera P3, P6, Pertmaster, and ProSight, CA Clarity. Analytical tools technical experience including administration, development, training of Business Objects, Crystal Reports, Crystal Decisions, IBM DB2, Intersystems Cache, Microsoft SQL Server, MicroStrategy, Oracle R9 and R10, RS/1, RS/Discover, RS/QCA II; SAS; Siebel; SPSS; Teradata. Modeling and development management tools technical experience including administration, configuration, training of Casewise Corporate Modeler, Rational RequisitePro, Rose, and XDE; experience with Metastorm BPM Suite, ProVision, and ProVisionBPA.

EXPERIENCE:

Confidential, Phoenix, AZ

Program Manager

Responsibilities:

• Liaison between business users, business leadership, and technical delivery to establish product delivery roadmap and strategic alignment.
• Manage products, resources and service delivery to shape achievable solutions to evolving business demands as approved within the context of the program and portfolio.
• Provide effective and appropriate technology solutions and capabilities to support business goals through collaboration with Business Managers, Customer Engagement Managers, IT leaders, and stakeholders to define operational objectives and implement new IT initiatives.
• Serve as the trusted advisor and expert on program products, services, service levels, costs, budgets, escalation procedures, and fulfillment processes.
• Develop and cultivate relationships with key users, leaders, and stakeholders to help articulate critical business requirements identifying the direction and impact on system and programs, synthesizing input from key stakeholders coupled with research and analysis findings, and developing and executing detailed implementation strategies.
• Conducts regular strategic reviews on customer satisfaction, service needs and usage trends, analyzes and evaluates program effectiveness, and develops reports for senior management with recommendations aligned with the Strategic Plan and program / portfolio budget.
• Establish Program Management standards and practices, develop and improve project management process and policies to expand role of existing IT PMO. Monitor and report KPIs and perform corrective action.
• Improve Program and Project Management Maturity throughout organization through focus on risk analysis and control.
• Support executive leadership in monitoring, understanding, and managing project portfolio.
• Perform and support analysis of and improvement of application development activities.
• Develop and manage schedules and monitor and report progress for execution of program across multiple years.
• Communicate with internal and external stakeholders.
• Integrated scrum into SDLC for software projects. Provided training and coaching on Agile methods and integration with existing waterfall SDLC.
• Manage delivery of high visibility business project with complex IT requirements
• Developed stakeholder reporting to support internal business users, technical leaders, executive leadership, governor’s office, participating city government representatives and candidate city government representatives
• Managed infrastructure survey and virtualization work streams to support environment stabilization and improvement using VMWare and SDDC design principles
• Managed program coordination across internal and external efforts including Internal and External User Acceptance Testing and focus groups
• Develop execution and reporting standards and processes to improve program and project delivery
• Developed program tracking and reporting tools including SharePoint and TFS dashboard and reports, consolidated program schedule and monitoring tools
• Implemented scrum approach for Agile development
• Implemented Kanban approach for development of new functionality and remediation and tracking of prioritized defects
• Align portfolio management to CoBIT and governance best practices

Confidential, Scottsdale, AZ

Sr. Manager, IT

Responsibilities:

• Manage products, resources and service delivery to shape achievable solutions to evolving business demands as approved within the context of the program and portfolio.
• Provide effective and appropriate technology solutions and capabilities to support business goals through collaboration with Business Managers, Customer Engagement Managers, IT leaders, and stakeholders to define operational objectives and implement new IT initiatives.
• Serve as the trusted advisor and expert on program products, services, service levels, costs, budgets, escalation procedures, and fulfillment processes.
• Develop and cultivate relationships with key users, leaders, and stakeholders to help articulate critical business requirements identifying the direction and impact on system and programs, synthesizing input from key stakeholders coupled with research and analysis findings, and developing and executing detailed implementation strategies.
• Conducts regular strategic reviews on customer satisfaction, service needs and usage trends, analyzes and evaluates program effectiveness, and develops reports for senior management with recommendations aligned with the Strategic Plan and program / portfolio budget.
• Managed division of 24 employees and contractors in application development project management environment.
• Developed and managed recruiting and hiring of resources, provided team development, mentoring, and coaching.
• Developed and improved project management process and policies as part of consolidated IT PMO.
• Monitored and reported KPIs and performed corrective action. Improved Project Management Maturity throughout organization. Supported executive leadership in monitoring, understanding, and managing project portfolio.
• Performed and supported financial management and analysis of application development activities, developed and managed budgets and monitored spend.
• Developed budget and project master schedule for execution of portfolio across multiple years. Continued Agile implementation in SDLC.
• Provided training and coaching on continuous improvement of SDLC.
• Managed delivery of $60M portfolio of application development and implementation projects including SalesForce.com customization, PEGA implementation, client customization.
• Delivered 95% of projects on time and on budget with < 2% cost variance and < 1 days deviation from milestone delivery
• Delivered capacity management and scheduling process to support area and organization wide resource management
• Grew team capacity 50% to support additional PM capacity for increased portfolio demand
• Promoted recruiting tracking tools and process for PMO hiring throughout IT area
• Improved leadership visibility into project and portfolio status
• Developed reporting tools and processes for project review and remediation
• Led remediation tracking and reporting, including weekly review meetings with executive leadership

Manager, IT PMO

Confidential

Responsibilities:

• Managed team of 15 employee and contract project managers and ensured adherence to appropriate policies and procedures.
• Monitored and reported KPIs and performed corrective action.
• Developed and managed recruiting and hiring of resources, provided team development, mentoring, and coaching.
• Developed and improved project management process and policies as part of IT area PMO.
• Supported executive leadership in monitoring, understanding, and managing project portfolio.
• Performed and supported financial management and analysis of application development activities, developed and managed budgets and monitored spend.
• Integrated scrum into SDLC for software projects.
• Provided training and coaching on Agile methods and integration with existing waterfall SDLC.
• Grew team capacity 50% to support additional PM capacity for increased portfolio demand
• Developed recruiting tracking tools and process for PMO hiring
• Increased PM capacity through training and mentoring PMs in high yield and best practices
• Improved portfolio reporting and visibility
• Developed master schedule reporting and consolidation tools and processes

Advisor, Project

Confidential

Responsibilities:

• Managed adjudication opt-out program to improve member satisfaction and provide product flexibility and competitive offering
• Coordinated business and onshore, offshore, and vendor technology teams
• Managed multiple technical work streams for coordinated delivery of functionality across multiple platforms including member portal, client portal, call center and adjudication systems
• Managed $5M IVR upgrade project to improve authentication and containment and reduce call handling expenses
• Coordinated business and onshore, offshore, and vendor technology teams
• Developed roadmap and detailed integrated schedule to support conflicting projects and initiatives and system retirement objectives
• Managed virtualization review and stabilization as part of overall project including migration from Microsoft to VMWare technology
• Managed resource recruiting, hiring, on boarding and assignment for project and program managers for MCS PMP
• Maintained vendor relationships for PM and BA resources
• Developed tools for SOW management processes and controls for MCS engagements

Confidential, St Louis, MO

Senior Project / Program Manager

Responsibilities:

• Provided consulting on project / program / portfolio management and strategy integration including project / program controls, change management.
• Managed client projects and programs.
• Managed $6M Kaiser Permanente KP.org stabilization project to upgrade platform components to supported configurations to maintain platform viability.
• Coordinated business and technology teams across security, performance, infrastructure, and impacted business areas
• Developed roadmap and detailed integrated schedule to support conflicting projects and initiatives and system retirement objectives
• Recruited and managed performance analysis team to provide project support and ongoing staffing to meet performance testing, failure analysis, and system simulation needs for organization
• Managed internal education offering services upgrade project to implement an education and training catalog and sales support process using IBM Websphere.
• Led agile development using scrum approach
• Managed product backlog

Confidential, Scottsdale, AZ

Independent Consultant

Responsibilities:

• Coordinated business and technology teams across multiple countries and technical and business areas
• Developed roadmap and detailed integrated schedule to support conflicting projects and initiatives and system retirement objectives
• Developed tools for detailed web traffic analysis including full trip analysis, which are being deployed to support additional enterprise users for custom user experience analysis
• Developed PMO reporting tools / procedures to reduce project overhead 15% for Confidential
• Developed integrated schedule presentation and management tool including project milestone reporting, infrastructure implementation calendar generation, slack measurement, weekly status generation, and milestone tracking, which is being deployed as a best practice in technology program management globally
• Implemented executive dashboard and report system to improve management visibility and accelerate decision making regarding project conflicts

Confidential, Scottsdale, AZ

Senior Program Manager, Business Intelligence, BIT

Responsibilities:

• Managed revenue and sales analytics business intelligence program portfolios including system integration, business process analysis, strategic and technical consulting, project management, software development projects, and ITIL production projects including Siebel Analytics and SAP integration and alternative solutions, aligning portfolio and projects with global initiatives.
• Managed data governance improvement work streams to align governance practices and improve stewardship as part of ongoing data quality improvement.
• Managed US component of Master Data Management effort.
• Prepared and presented dashboards and presentations to executive leadership and stakeholders.
• Coached and mentored program and project managers.
• Managed seven consultants, 30-person onshore and offshore project teams, and two project managers.
• Delivered accelerated project to support AR Reporting using Cognos / Teradata 50% below initial estimates
• Established business and technology partnership through onsite technology presence and iterative development / requirements elaboration with business
• Maintained compliance with enterprise and government regulations and controls including DOT regulatory requirements as applicable
• Managed $30M US Revenue Data Warehouse reengineering Architecture and Restructuring projects
• Full budget responsibility - Scope included logical and physical design, ETL development, reverse engineering existing enrichment and enhancement processes, meta-data management, master data management, data governance, data stewardship
• Reduced cost and duration for revenue program portfolio 60%
• Full budget responsibility - Scope included roadmap for data-mart integration and retirement, reconciliation of data sources, life cycle mapping, reporting support, US and global data warehouse integration, product costing support, global impacts
• Improved cooperation and coordination between business and technology teams supporting existing mainframe and data-mart reporting
• Established reporting center of excellence approach to custom report development
• Eliminated project overhead 25% across the board by establishing standards for program and project structures and deliverables
• Developed and documented standard deliverables and milestones based on technology CMMI compliant approach, CobiT, and business portfolio management requirements
• Reduced project duration 20% and improved business acceptance by introducing collaborative approach to development and project management teams based on iterative SDLC
• Provided guidance to project team resulting in achievement of CMMI level 3

Confidential, Scottsdale, AZ

Manager, Project Management

Responsibilities:

• Developed PMO governance and budget models and established standards. Integrated PMO and Operational Excellence in support of standardized Six Sigma project approach.
• Managed PMO initiatives and interacted with business units to provide project and requirements management, and business process re-engineering and SDLC management using iterative and agile approaches including RUP and Scrum.
• Managed projects including CRM replacement, call center upgrades, and Oracle Financials enhancements.
• Managed data governance improvement work streams to align governance practices and improve stewardship as part of ongoing data quality improvement.
• Prepared and presented dashboards, presentations, and project communications and led change management meetings with executive leadership.
• Supervised requirements management and project teams. Coached and mentored project managers, resource managers, and business analysts.
• Delivered incremental improvement projects and reengineering projects on or ahead of schedule to support integrated delivery plan and scheduled release management
• Scope included process reengineering for financial workflows, franchise fee management, application retirement, mainframe system upgrades and updates
• Eliminated project overhead 20% by establishing standards for project structures and deliverables
• Reduced project duration 15% and improved business acceptance by introducing collaborative approach to development and project management teams based on iterative SDLC and release management
• Streamlined and consolidated change and control initiatives into a single enterprise change methodology for all organizational change
• Aligned artifacts with ISO and Six Sigma standards
• Developed CobiT compliant governance and management oversight tools
• Addressed existing audit issues and reduced process complexity

Confidential, Scottsdale, AZ

Independent Consultant

Responsibilities:

• Established and staffed PMO for health care client. Integrated existing PMBOK project management approach with RUP for SDLC quality improvement in claims processing and billing system upgrade including clinical, laboratory and pharmacy systems integration.
• Provided system integration, business process analysis, technical consulting, project management and software development in municipal government and health care organizations.
• Developed presentation standards, dashboard and reporting for C-level communication.
• Managed requirements and development teams for implementation of third party solutions.
• Improved quality 30% and reduced risk management costs 15% by providing third party oversight of project
• Established continuous build / test process and integrated defect tracking and reporting to improve defect visibility and provide early discovery of defects
• Established PMO and associated processes using process tools and industry standards including IEEE 1074-1997, 1540-2001, 1058-998, 1490-1998, ISO 12207, 10006, 15288, PMMM, AS/NZS 4360:2004
• Integrated RUP development process with PMBOK for project life cycle management
• Developed process engineering standards for BPM
• Managed integration of clinical, laboratory, and pharmacy systems with claims management
• Eliminated project overhead 30% by establishing standards for program / project deliverables
• Reduced project duration 20% and improved business acceptance through collaborative development and project management teams based on iterative SDLC
• Used DPM to optimize clinical and laboratory information feeds to billing / claims management system

Confidential, Conshohocken, PA

Project Manager, Technical Lead

Responsibilities:

• Reduced case management costs by 30% and improved governance and management oversight through development of updated status reporting system and management dashboard
• Full budget responsibility - Scope included infrastructure installation, configuration, integration with document management and image management systems, update of document management and document production systems, server virtualization
• Delivered Ramsey County Civil and Child Support case management system ahead of schedule to achieve legacy system retirement cost savings
• Full budget responsibility - Scope included infrastructure installation, configuration, integration with document management system, development of document production and workflow system, training
• Reduced project duration 15% and increased business acceptance by establishing release management