Relevant Employment History

IT Project Manager

Confidential

Luis functioned as an experienced project manager within the Enterprise Project Management Office EPMO for Performance Food Group through a talent placement firm Apex Systems, Inc. for the IT Project Management team. Specifically, he assumed the Project Manager role for two 2 Application Development capitalization improvement projects that were underway, using a Waterfall approach. Throughout this period, Luis lead two Cross Functional Services CFS IT Teams and worked closely with the IT Manager assigned for each project, the Business Services Center, Treasury, CFO, Business Analysts, IT Architects, stakeholders, subcontractors, and EPMO to drive deliverables within scope, cost and time. He resynchronized project plans and scheduled events that promoted cross-functional integration of assigned tasks evaluated and converted MS Project Plans into standard formats for reports through analysis in MS Excel and then with presentations in MS PowerPoint as needed and coordinated with effected service areas and stakeholders to evaluate new initiatives or practices. Thus, Luis adding to his experience as a Project Manager across all 5 five PMI Process Groups Initiating, Planning, Executing, Monitoring / Controlling and Closing and project management principles.

Major Achievements:

Luis worked with the two CFS project teams and his IT Manager to move each of the two projects from a Red status to Green and a Yellow, status respectively using a Waterfall Agile approach within the PMI framework. While each project received supplemental funding, Luis reinforced the benefits of Planning, Executing, Monitoring Controlling, leveraging those approaches within an SDLC and Waterfall project, and the use of Innotas, similar to Clarity, a project portfolio management tool.

Technical Services Project Manager 4

Confidential

Luis functioned as an experienced project manager within the Project Management Office PMO for the NG/VITA program having worked in various roles on the VITA Program since 2007 on the management of IT Infrastructure projects involving Networking, Server Storage, Security, Voice, Desktop, and Messaging. For example, he was a member of the Triage Team to receive and review Commonwealth of Virginia Agency customers' requirements for sufficiency and acceptance prior to provide a solution to their Custom Work Requests. He also partnered with the Proposal Managers to review and provide timely and accurate Solutions to Proposals for Custom Work Requests. He was also an Implementation Integration Project Manager for approved Statements for Work SOW upon receipt of Notice to Proceed NTP leading Cross Functional Services CFS IT and End User Services Teams. Throughout this period, Luis worked closely with Contracts, Business Management, PMO, stakeholders and the customer to ensure deliverables were met within scope, cost and time. Luis synchronized plans and scheduled activities that promoted cross-functional integration of assigned tasks routinely evaluated and converted MS Project Plans into standard formats for reports through analysis in MS Excel and then with presentations in MS PowerPoint as needed coordinated with effected service areas and stakeholders to implement new initiatives or practices recommended and developed processes/guidelines to support projects and initiatives. He assessed and adapted technology projects and environments to meet NG/VITA objectives provided constructive feedback to management, recommending process improvements for identified gaps. He also identified, remediated, and escalated risks with associated new processes or those yet undefined proposed recommendations and solutions, and provided timely escalation as needed. Thus, Luis had a vast array of experience as a Project Manager across all 5 five PMI Process Groups Initiating, Planning, Executing, Monitoring / Controlling and Closing and project management principles.

Major Achievements:

Luis worked with a PMO team member to improve the Work Instructions from the receipt of a Custom Work Request through its Closing in an effort to both reduce waste and improve efficiencies. His experience as a Project Manager, Certified Six Sigma Green Belt, and a Certified Manager of Quality enabled them to help redefine process flow and the sequence of process steps leading them to streamlined PMO effectiveness and throughputs. Process improvement tools used included Lean Work Flow Analysis, Going to Gemba direct observations, Brainstorming, SIPOC, Flowcharting, Process Mapping, and use of Swim Lanes for a Kaizen improvement effort, and even Agile methodologies of a change-driven project.

Resource Integration Manager RIM Technical, Project Manager 4 effective 07/12 as

Confidential

Luis functioned as a Senior Project Manager and Portfolio Manager within End User Services EUS for the NG/VITA program. EUS was responsible for developing constructive and cooperative working relationships with EUS program stakeholders and external customers to meet their needs and support organizational objectives. As a Portfolio Manager, Luis effectively managed work requests and projects to meet defined customer expectations in alignment with Partnership goals on the VITA program. Specifically, he brokered and managed EUS efforts as it related to enterprise projects and activities defined by related program Managed Service Areas Networks, Server, VoIP, and Desktop and Work Requests projects. Luis coordinating the delivery of projects with the goal of maintaining contractual service levels, controlling budgetary impacts, and ensuring process compliance and improvement. He routinely evaluated and converted MS Project Plans into standard formats for reports through analysis in MS Excel and then with presentations in MS PowerPoint as needed coordinated and planed activities that promoted cross-functional integration of assigned tasks coordinated with effected service areas and stakeholders to implement new initiatives or practices recommended and developed processes/guidelines to support projects and initiatives. He assessed and adapted technology projects and environments to meet NG/VITA objectives provided constructive feedback to management, recommending improvements for identified gaps. Identified, remediated, and escalated risks with associated new processes or those yet undefined propose recommendations and solutions, and provided timely escalation. Thus, Luis had a vast array of experience as a Project Manager across all 5 five PMI Process Groups Initiating, Planning, Executing, Monitoring / Controlling and Closing and project management principles.

Major Achievements:

Luis refocused the EUS Directorate on an outcomes-focused process for the brokerage of field services across the enterprise and their support to either scheduled activities or Work Request projects. Not only were Field Technicians assigned for each engagement, but then right skills were being matched more effectively. They arrived with the proper tools more often and are able to join the conference bridge earlier enough to make an impact. This effort included a re-education effort with the Agency Operations Managers AOMs and the tasking Project Managers from other service areas to clarify customer expectations and delivery requirements, which lead to process improvements by the affected EUS teams. Continual Quality Improvement tools and techniques used included Work Flow Analysis from Lean and SIPOC from Six Sigma, Agile methodologies, increasing their effectiveness as a customer-focused team.

Luis also served as a NG Mentor and an influential leader with all the District Managers, their Technical Leads, the EUS Desktop Support Teams and EUS management to reach program goals and objectives. He has introduced common process improvement tools to the RIM and the EUS Support Reports Team, such as PDCA, Voice of the Customer VoC , Outputs vs. Outcomes, SIPOC and DMAIC, again increasing their effectiveness as a process-driven, customer-focused team all part of Lean and Six Sigma efforts.

As a seasoned project manager PM , Luis set the bar for management and leadership skills from Planning through the Closing Process Group Initiating was completed through a separate team and their Knowledge Areas through his daily interactions with assigned Project Managers and fellow Integration Managers. He also served as a coach for newly assigned PMs on the program, assisting them with establishing their rhythm and learning and adopting local processes. Luis has also lead several projects of all sizes successful, proving his PM skills and the use of both PM and Continual Quality Improvement tools and techniques.

IT Continual Service Improvement CSI Manager Manager, Process Improvement 2

Confidential

Luis served as the VITA/NG Program IT Continual Service Improvement CSI Manager, Was responsible for the ongoing development of the Program CSI domain and communication of the initial vision of CSI across the IT organization and was the Problem Management Service Owner. Luis worked with the IT Infrastructure Library ITIL Process Owners and Service Area Managers to identify and prioritize improvement opportunities, continues the work initiated by the Process Integration Manager within the Cross Functional Services CFS team on ITIL deployment and improvement activities for ITILv3 version 3 to ensure that monitoring requirements are defined, and with the Service Level Manager SLM to develop Service Improvement Plans SIPs as necessary. Luis ensured that monitoring tools are in place to gather data and that metrics are captured and reviewed to measure their improvement. As the Problem Management Service Owner, Luis worked diligently to improve the Managed Service Areas' performances within the Problem Management Process, to improve compliance to the Service Level Agreement SLA through a SIP and the resulting Root Cause Analysis RCA sub process. Luis has had oversight of the Audit Compliance Coordination ACC team, responsible for the compliance and coordination of SAS70 Statement of Audit Standard 70 , Financial, and Operational Audits of Northrop Grumman Corporation as part of the VITA/NG IT Project and the Commonwealth agencies. Luis was also a member of the Rapid Response Team RRT , which was organized to provide timely and knowledgeable support resources to agencies upon issuance of critical support request through the VITA Customer Care Center VCCC the help desk.

Major Achievements:

• Conducted regular team meetings with both the Reports and Audit teams, setting priorities of efforts and work assignment against work goals leading to the timely completion of Service Level Agreement SLA reports being completed on time and the SAS70 High Risk Remediation Plan completed on time.
• Participated in the Service Delivery Leadership Partnership Team, the Service Desk IPT, and the Change Advisory Board CAB providing technical support on ITIL implementation issues, Problem Management/RCAs, and facilitating compliance with approved procedures and instructions whenever appropriate, such as the CAB.
• Influenced the progress of SIPs through participation in Service Level Management SLM management meetings with the Functional SLMs from the Managed Services Area/Tower Leads and the customer.
• Co-redesigned the Rapid Response Team RRT process which continues to be the basis for development of the team's procedures, rules and criteria for success as part of the NGIS Organizational Improvement Plan. The Six Sigma model of DMAIC was used to improve the existing method to recall of the essential on-call members of the Service Delivery Management staff members.
• Continued to leverage monitoring tools to improve the performance of SLAs 1.16 and 1.25 RCA Initial Findings within 24 Business Hours of Incident Resolution by working with the Service Areas' Problem Management Coordination teams to reduce the cycle time for both SLAs from over 420 business hours to less than 12.
• Lead the process improvement effort to meet the goals of Problem Management through an increase in outputs of Problem Management Known Errors, Corrective Actions Plans, and Change Requests when appropriate , and in the quality of RCAs to prevent the reoccurrence of priority and urgent Incidents. This later became the Management Review RCA process, which was approved by both NGIS and VITA leadership, as the approach to reducing the high volume of RCAs that are reviewed each week and to review just those problems that provide the best return on the cost of quality. This process is now known as the Management Review Service Improvement Plan SIP .
• Redesigned the Root Cause Analysis RCA review process that includes peer review activities by the Service Areas for technical review and Program Level for cross-functional impact review, compounding the culture of both performance improvement and customer service. These peer reviews include participants from the Service Area leadership, impacted SLM teams, and the Incident Process Owner so an evaluation on the Cost of Quality can be made.
• Throughout these efforts, Luis implemented the ITILv3 Continual Service Improvement Approach of: What is the Vision Where are we now Where do we need to be How do we get there Did we get there How do we keep the momentum going Similar to that of Six Sigma's DMAIC and Deming's PDCA.

IT Continual Service Improvement CSI Manager for Northrop Grumman IS

Confidential

Luis served as the VITA/NG Program CSI Manager through a supplier firm Leading Edge Systems Richmond responsible for the initial development of the Program CSI domain and communication of the initial vision of CSI across the IT organization. Luis worked with the ITIL Process Owners and Service Tower Leads to identify and prioritize improvement opportunities, works with the Process Integration Manager within the Cross Functional Services CFS team on improvement implementation activities, and the Service Level Manager SLM to ensure that monitoring requirements were defined and to identity Service Improvement Plans SIPs . Luis ensured that monitoring tools were in place to gather data and that baseline data is captured to measure their improvement. Luis had oversight of the Audit Compliance Coordination ACC team, responsible for the compliance and coordination of SAS70 Statement of Audit Standard 70 , Financial, and Operational Audits of Northrop Grumman Corporation as part of the VITA/NG IT Project and the Commonwealth agencies.

Major Achievements:

• Lead improvement of the performance of Service Level Agreements SLAs 1.16 and 1.25 RCA Initial Findings within 24 Business Hours of Incident Resolution by working with the Problem Management PM Process Owner, PM Process Manager, and the Reports Lead to use Statistical Process Control SPC , Peer Review, and Process Mapping to reduce the cycle time for both SLAs from 422 hours to 22 hours in just three months.
• Helped create a cycle of critical review of Key Performance Indicators KPIs of all deployed ITIL Processes with the TR053 ITIL Optimization Project Manager , to determine what were the leading indicators of performance versus the lagging indicators of past performance so that leaders can make predictive forecasts of performance on a recurring basis.
• Lead the first peer review session of the Reports Team, creating a culture of both performance improvement and customer service. This peer review session including participants from the Problem Management team, the SLM team, as well as the Reports Lead, the Reports Assistant.
• Conducted regular team meetings with both the Reports and Audit teams, setting priorities of efforts and work assignment against work goals leading to the completion of SLA reports being completed on time and the SAS70 High Risk Remediation Plan completed on time.
• Participated in the Service Delivery Leadership Partnership Team SDLPT influencing the support to Service Improvement Plans SIPs .
• Influenced the progress of SIPs through participation in Service Level Management SLM management meetings with the Functional SLMs from the Service Area Tower Leads.
• Influenced the creation of a pilot team for Operational Level Agreements OLAs within the Server Tower to serve as a test for the rest of the VITA/NG program.
• Presented for adoption an ITIL training awareness and improvement program for Incident, Problem, Change, and Configuration Management processes, as well as SLA awareness for the general population.

Business Process Reengineering Associate

Confidential

Responsible for working with senior and mid-level leadership with Organizational Change Management and communications to the Northrop Grumman team to achieve new desired performance levels and service level agreements SLAs using the Five Stages of Change Adoption. This was accomplished by assessing the initial activity, identifying audience impacts, developing a plan or schedule, developing appropriate activities or tools, deploying these activities or tools, and monitoring these requirements and tools with the Director, Enterprise Services Delivery, the Manager for Strategy and Planning, the Manager for Cross Functional Services CFS , various Service Area Towers Leads, and the acting Service Level Manager and then adjusting as necessary much like Deming's and Shewart's continuous cycle of improvement PDCA . Luis was also responsible for assisting the Cross Functional Services CFS Manager drive deployment of the partnership's ITIL IT Infrastructure Library Optimization Program by designing an integrated communications plan for IT service improvement with ITIL Process Owners and Service Area Tower Leads. This was done through the identification and prioritization of improvement opportunities with these owners and leads, and the mutual development of both tactical and operational service improvement plans SIPs within the communications tools and activities that include monitoring tools. Luis also supported the Manager of the Service Desk Services and the Manager for Strategy and Quality Planning providing them both with change management and communications recommendations that drive the vision of the partnership, the various projects, a customer focus, and the integration of CSI as business as usual. One CSI effort Luis also stressed with both of these leaders had been the increased use of Knowledge Base articles by the help desk analysts and the movement to a more formal process to capture the brain-drain of departing employees. Both of these are essential elements of Knowledge Management for any IT Service Management organization.

Major Achievements:

• Created a subculture of continuous improvement through the ITIL Optimization Communications Plan and the use of organizational change management and its five stages of adoption.
• Created the NG/VITA Program Enterprise Training Process.
• Designed and deployed the ITIL Web portal which serves as the all things ITIL for the NG/VITA Program.
• Managed the 2008 Employee Satisfaction Survey for the Northrop Grumman and VITA Managed employees.
• Produced the 2007 IT Partnership Assessment of People-Related Changes with its trended data and analyses across leaders, customers, and employees from multiple sources.
• Authored and recommended new or modified change management communications for the End User Services Transformation IT Partnership as change triggers would evolve or disappear.

Business Change Manager

Confidential

Responsible for working with senior business unit management to identify implement varied projects, programs and plans that support achievement of business unit and corporate goals. Assist in identifying potential issues, project charge, scope through routinely evaluating and converted MS Project Plans into standard formats for reports through analysis in MS Excel and then with presentations in MS PowerPoint as needed. Lead efforts to identify best practices. Identify impacted parties, business partners, and resources required. Develop and design processes and systems that support business need. Design methods for integrating function and process. Conduct cost/benefit analyses. Build support for business change throughout the business unit. Develop and design process metrics and flows.

Major Achievements:

• Development of the Draft HMC Quality Improvement Program QIP and Annual Work Plan in response to a request by the former Quality Manager, which served as the basis for the revised 2005 HMC QIP and Annual Work Plan. These drafts were considered as the model for the 2006 QIP and Annual Work Plan.
• Served upon request by the incumbent Quality Improvement Director on 3 of her 5 improvement teams Quality Improvement, Complaints and Compliance, and Satisfaction , and as a principle advisor for quality improvement techniques and tools.
• Redesigned work flow processes in the Maternity Management Department resulting in a more efficient operation for the Keystone Healthier Babies Initiative upon my second week of employment using Six Sigma DMAIC principles.
• Served as the Integration Training Project Manager determining the requirements for student throughput and asset positioning at each of the designated training locations resulting in a synchronized Work Plan that was used as the model for other HMC integration teams such as IT, IS, and other Project Managers.
• Director of Performance Excellence Director, Corporate Compliance and Internal Quality Control Internal Quality Control Administrator

Confidential

• Lead the corporate quality improvement program with the collaboration of the 10 staff and clinical operations directors. Principle advisor to the CEO and COO for strategic planning and leadership development. Coordinated the integration and alignment of departmental tasks to the overall company strategic goals. Successfully led the cross-organizational preparations for two 2 external federal contract site visits/evaluations and the U.S. Senate Productivity and Quality Awards SPQA Site Visit. Responsible for the development and implementation of a comprehensive, integrated strategic planning process that included input and accountability from all layers of leadership and management.
• Achievements:
• Was the principle architect of the design of an Executive Information System EIS using existing software and manpower leading to implementation of an integrated series of Dashboards. These Dashboards displayed real time status of a series of cascaded, supportive performance measures based on internal and external sources of data in either trended or tabulated formats for operational, clinical outcomes, product performance, customer satisfaction, financial, process, and strategic measures. This included the routine evaluation and conversion of MS Project Plans into standard formats for reports through analysis in MS Excel and then presentations in MS PowerPoint as needed.
• Successfully influenced the change in planning horizon time line and strategic goal setting model for VHQC, recognized as a Best Practice by the Commonwealth's SPQA examiners. Led the corporate strategic planning process for two years 2003, 2004 .
• Improved the template for Internal Quality Control IQC Work Plans, which was recognized as an industry model and Best Practice. Created executive measures dashboard, corporate scorecard and other analysis tools.
• Assisted with the employee training plan revision by incorporating expected behaviors, via the Kirkpatrick model transfer of learning techniques and strategic results focus. Planning team member for leadership development program. Efforts resulted in company receiving Richmond Chamber of Commerce and the Richmond Human Resource Association All-Star Award for Employee Professional Development.
• Lead VHQC's 2003 2004 entry into the U.S. Senate Productivity and Quality Awards SPQA resulting in the receipt of a site visit and Certificate for Achievement.

Managing Principal

Confidential

• Provided strategic and operational direction for a Hispanic Disabled-Veteran-Owned management consulting small business. Represented company at exhibits and expositions. Scanned the market for emerging opportunities. Prepared proposals and quotes. Managed contracts with clients.
• Achievements:
• Taught over 50 senior executives performance improvement and assessing/auditing organizational performance via the Malcolm Baldrige Criteria for Performance Excellence Business .
• Taught over 90 examiners for the Baldrige-based Department of Veterans Affairs Carey Awards.
• Principal, Operations Officer, and Facility Security Officer

Confidential

• Mentored and coached senior executives in strategic planning, measurement, benchmarking, and performance improvement and assessing organizational performance via the Malcolm Baldrige Criteria for Performance Excellence Health, Education, and Business . Managed contracts with clients. Managed the Corporate Security Clearance Program with Department of Defense.
• Lead consultant for five 5 award recipients of their state or appropriate Baldrige-based quality award.
• Taught over 200 senior executives performance improvement techniques and how to assess/audit organizational performance via the Malcolm Baldrige Criteria for Performance Excellence Business/Health Care .
• Taught over 600 examiners criteria for the Baldrige-based awards programs.

Program Manager ,

Confidential

Developed and managed the US Army Communities of Excellence ACOE Awards Program a Malcolm Baldrige-derivative for the Army National Guard ARNG , the 54 States/Territories and Possessions Mentored and Coached Army senior executives in strategic planning, measurement, benchmarking, performance improvement, and assessing/ auditing organizational performance via the Malcolm Baldrige Criteria for Performance Excellence Business . Provided technical, financial, and contractual oversight for both the ARNG and Headquarters Department of the Army Program Office Served as a Contracting Officer Technical Representative COTR , conducting Post Investment Audits for the Minuteman Productivity Investment Program.