SUMMARY:

• Project and Program Manager and Scrum Master with over 10 years of experience in Information Technology with progressively increasing responsibilities including design, development, quality assurance, business analysis and project management.
• Managed entire lifecycle of projects from initiation to completion and ensured successful completion of the projects comprised of multiple cross functional teams including BAs, Developers, QAs, DBAs and architects.
• Monitor Project budget and resource utilization for all assigned projects.
• As a Scrum Master Managed 3 - 4 Scrum Teams at a time and responsible to ensure that scrum team is accomplishing its sprint goals and objectives.
• As a Scrum Master I act as a team player, remove impediments for the scrum team in accomplishing sprint goals. Conduct ongoing scrum meetings, including sprint planning sessions, sprint review sessions, PI planning sessions, daily standups, retrospective, and provided up to date information on project progress to business stakeholders and IT teams.
• Facilitate project planning sessions with internal stakeholders to determine the scope and objectives of each project. Work with business and IT stakeholders to establish project performance goals.
• Scope Management: Solicit and organize customer requirements, and track the status of project deliverables.
• Use Project Management methodologies or other appropriate scope-defining document, and manage change.
• Schedule Management: Develop and maintain a cross-functional schedule. Develop project plan, timeline, and project milestones. Track the progress against project goals and timelines. Monitor and communicate project status to project team, project sponsor and stakeholders.
• Resource Plan Management: Develop and manage a resource plan for projects.
• Stakeholder & Communication Management: Identify, engage and manage stakeholders on a project or groups of projects. Effectively address stakeholder needs, create and execute communications plans to fit the unique needs of each stakeholder.
• Issue Management: Maintain a cross-functional project issues list, with appropriate prioritization based on the issue's level of importance. Drive appropriate and timely resolution and approval of changes to the project plan.
• Cross-Functional Knowledge: Understand the details of hand-offs between functional areas on a project, and know the detailed work of functional areas.
• Project Risk Management: Lead teams in the development of a project FMEA and/or 9-box project risk summary, and identifies and manages the actions to mitigate the risk.
• Document and share team learnings with other teams; learn from other project team experiences to enhance the success of the project.
• Plan and manage system integration testing cycles and UAT. Coordinate Go-No Go decision and Go-Live activities including migration, transition, training and handoff to support teams.

PROFESSIONAL EXPERIENCE

Confidential, Praire MN

Sr. Project Manager / Program Manager / Scrum Master

Responsibilities:

• Pega Archive: Archival of existing inactive, old and large claim attachments from PEGA Claims Reconsideration database to EDMS (Enterprise Document Management System) for long term storage to reduce the performance & latency issues on PEGA Platform. This project wills Increase Provider satisfaction by giving the ability to view the attachments for the corresponding existing tickets. This Project created ability for providers to increase the file size enhancement upto 25 MB on Claims Management and Claims Recon Databases. Budgeted Cost and Allocated Capital for this project is $510,340.00.
• Performance Test for 270/276 EDI Transactions: This Project initiated to correct the performance latency issues for 270/276 EDI Transactions which are eligibility and enquiry transactions for providers. Currently the Request and Responses were NOT within the acceptable range for providers. As part of this PRJ all the back end systems, traffic including the networks have been monitored and precautionary steps have been put in place to support the volume of transactions. Budgeted Cost and Allocated Capital for this project is $ 650,300.00
• Enhancements to Documentum: To enhance provider experience and to expand Documentum's capabilities to electronically share information with multiple business systems, enhance current functionality to support changing Provider Communication and supporting teams process changes and add new features to support a single source to retain, retrieve and report on System Generated Communications. This Program has a Budgeted Cost and Allocated Capital of $ 450,300.00
• Primary Care Physician Address displaying incorrectly: This Project initiated to correct the inconsistency in PCP Data for providers. Currently Providers were getting incorrect PCP Data which resulted in many complaints. This PRJ will improve provider satisfaction. Budgeted Cost and Allocated Capital for this project is $ 350,510.00
• Pend Claim Status: Provide visibility to provider that claim has been received and is in processing. Currently they lose visibility between the time they submit it and the time it is finalized. Budgeted Cost and Allocated Capital for this project is $ 318,580.00
• Zero Dollar EOB’s: Zero dollar EOBs currently do not display on Claims Adjudicated Engines like TOPS, COSMOS, CSP Facets, PHS Nice and drives phone calls which resulted in increasing call center costs. This project will create visibility of all zero dollar premium plans on provider portal. Budgeted Cost and Allocated Capital for this project is $2,705,298.39. This Project will increase Provider Satisfaction.
• Link Recalibrated App Phased Approach: In order to minimize provider confusion, transitioning from UHCOnline / Pega applications to the recalibrated applications, the business has requested that there be a phased approach. This will include but is not limited to, provider volunteer through forced migration. Budgeted Cost and Allocated Capital for this project is $ 319,380.00
• UHCOnline to Link Transition Phase II: As we continue to migrate providers from UnitedHealthcareOnline.com to the new Link recalibrated applications, business needs to the ability to change the phase 1 exploratory approach to an auto-redirect phase 2 approach. Budgeted Cost and Allocated Capital for this project is $ 280,990.00
• Therapy Accumulators: This Project Ability to view Therapy Accumulators Data / Benefits on Provider Portal i.e. Eligibility Link. Therapies included are Physical, Occupational, Pulmonary Rehab, Cardiac Rehab, Chiropractic and Speech. Budgeted Cost and Allocated Capital for this project is $ 430,510.00

Confidential Minneapolis MN

Project Manager

Responsibilities:

• Mutual Funds: Mutual Fund Processing sub project to ensure successful integration and migration of Trust 3000 Legacy system to SEI SWP Core Platform. This process includes conversion of existing business processes and procedures associated with Mutual Funds including Trading, Income, Corporate Actions and Sweep to SEI SWP Core Platform. Key work efforts include capture of future state business process flows for activities and identify surround development and related requirements as needed. Team is responsible working with SEI to define requirements for gaps and TOG for surround applications which will be retained. Scope of work includes all SWP Implementation activities related to associate business processes.

Confidential Minneapolis MN

Project Manager

Responsibilities:

• Lawson Upgrade: Lawson is a financial application. Upgrade of Lawson technology version 9.0.0 to 10.0.1. Support for version 9.0.0 is ending, and version 10.0.1 provides efficiencies for the business. Upgraded Lawson will move to the new iSeries server for improved performance. Lawson interfaces with CMM, WEB, CSS, DC, TANDEM, FSD and DOCUMENT LIBRARY applications.
• Medical Branch Closings: To help the Medical group manage changes those have occurred due to branch closings in Q4 FY14. This will include re-assigning sales people to a territory and dealing with branch processes. Customers associated to discontinued branches will be rolled out to existing branches system wise. Open documents/open orders/backorders/intercompany orders for all the discontinued branches will be moved to other branches
• DC Enterprise Manifest Project: Implementing Enterprise DC Manifest System which would replace the current shipping system including (SPSS, Accent Send Suite Express).
• PCI Tokenization Project: The Tokenization Project falls under the PCI Compliance Project Charter. Business and IT stakeholders have decided to Tokenize Patterson customer credit card data and store it off-site, eliminating the need to store account data in-house. By tokenizing card data Patterson will be taking a large step towards PCI (Payment Card Industry) Compliance.
• Operations & Maintenance: Operations and Maintenance of Patterson’s Business Units including Medical, Dental and VET business unit’s everyday day to day operations and Maintenance including, IT Change Requests, Build Verifications, Database refreshes for all environments.
• Disaster Recovery: The primary purpose of this project is to test the infrastructure and systems at Patterson’s redundant data center (TW Telecom) for handling critical business functions in the event of a loss of the primary General Office Data Center.
• Change Management: Successful Management of weekly production Review with CAB (Change Advisory Board) for Dental, Medical and VET businesses. This includes Schema Changes, Build Lists and others, for Infrastructure, PDS, FSD, PTC, CSS/IMS, BI, Tandem, and WEB.
• Controlled Substances: Development of a Suspicious Order Monitoring queue, Changes to CSS to support license requirements, PDS Order Routing, Changes to US Dental website to integrate e222 for ordering Schedule 2 items, State required reporting, ARCOS DEA reporting, Changes to IMS to facilitate attribute tracking, Controlled Substance pedigree tracking.
• PVET Auto Apply Delivery Charge: The Veterinary business has requested the implementation of an automated delivery charge process to CSS, eMagine, and Web orders that satisfy a set of business rules in order to recover lost revenue due to shipping costs incurred with some customers and provide an incentive for our customers to do more business with Patterson Veterinary. This document describes the rules and functionality for this new process.
• Level 3 Credit Card Processing: Enhance credit card data processing to Chase Paymentech to move from Level 2 to Level 3. Providing level 3 credit card data to Chase Paymentech we will reduce our corporate processing costs by $1.3 million per year (see attached document from Chase Paymentech). Includes all US and Canada businesses - MasterCard and Visa Level II and Level III are supported for both U.S. and Canadian merchants.
• DEA SOM - Suspicious Order Monitoring: Implement an algorithm based method of identifying suspicious orders per Drug Enforcement Agency guidelines
• Vertex: Taxing application used to store customer exemption certificates, process tax transactions and provide tax reporting for Patterson.
• Accept Credit Cards on EDI Orders: Ability to accept PCI compliant credit card information on EDI Veterans Administration (VA) orders. Currently we receive an average of 750 faxed orders from the VA daily. These are currently being manually entered. This is inefficient and results in keying errors as well as customer complaints regarding order accuracy. The use of EDI will eliminate keying errors, speed up the processing of the order and should result in incremental sales. Add the ability to accept credit card information on EDI orders in the secure PCI segment
• Daily Sales & GL Project: Migration of legacy mainframe COBOL daily sales programs to Patterson Data Services - PDS
• On Base Upgrade Project: Upgrade of On Base version 9 to version 11 to provide efficiencies for the business, including intelligent automated indexing, enhanced capture technology, and automated redaction (PCI benefit).

Confidential Mounds View, MN

BA / Project Coordinator

Responsibilities:

• Document and review the business requirements with various business and stakeholders
• Coordinate with various business groups and technology groups and derive business solutions
• Document Functional requirements including use case scenarios, functional specifications,
• Prepare process mapping artifacts, develop use cases
• Review test plan, test cases for accuracy, completeness and coverage
• Coordinate and perform user acceptance testing and report the progress of UAT
• Ensure testing coverage for all business scenarios and Support training material developments.

Confidential Fridley, MN

BA/ Project Coordinator

Responsibilities:

• Interact with various business stake holders to gather business requirements
• Document and review the business requirements with various business and technology stakeholders
• Coordinate with various business groups and technology groups and derive business solutions
• Document Functional requirements including use case scenarios, functional specifications,
• Prepare process mapping artifacts, develop use cases
• Review test plan, test cases for accuracy, completeness and coverage
• Coordinate and perform user acceptance testing and report the progress of UAT
• Ensure testing coverage for all business scenarios and Support training material developments.
• Oracle ERP R12: Cummins Power Generations is upgrading its entire suite of ERP applications. The upgrade include several applications like order management, inventory management, job processing, financial applications.
• SOLAR: Cummins Power Generation initiated a program for Sales Order Layer for Analytics and Reporting: SOLAR is a global initiative to implement SOLAR worldwide for its power generation business. This program consisted of iStore, Configurator, Order Management, and Pricing modules oracle EBS modules. Business processes such as Order creation and entry, Configuration management process, Pricing, rules, discounting, Item, BOMs, ECOs, Inventory, Purchase Orders, Job processing are part of the program.