SUMMARY

• Highly valued Program, Portfolio, PMO, Project and Delivery Manager seeking a leadership position where I can leverage my extensive IT management experience.
• Successful career leading PMOs, programs, portfolios, and transformational initiatives.
• Deep understanding of PPM, IT strategy, scope and governance, solution delivery, application development, process improvements, metrics & reporting, change management, architecture, security, SDLC, Agile/SCRUM, vendor management (on - site and off-shore), and compliance.
• C-level, business and financial acumen.
• Demonstrated success leading efforts through improving best practices & process improvement, innovation, collaboration, time to market, and customer focus.
• Experience aligning IT objectives with business priorities.
• Demonstrated ability to deliver high profile initiatives.

TECHNICAL SKILLS

• Portfolio, PMO, PPM
• Program Management
• Solution Delivery Management
• Application Development
• Resource Management
• Architecture
• Governance
• Resource Planning
• Infrastructure
• Executive Reporting Dashboards, KPI’s
• Vendor Management
• Globally Sourced Delivery
• SDLC, Agile, Scrum,
• Methodologies
• Planning, Budgets
• Forecasting
• Change Management

PROFESSIONAL EXPERIENCE

Program Manager

Confidential

Responsibilities:

• This marketing and migration project has two major implementations.
• Then, transition the existing policyholders to Confidential while implementing a PR campaign announcing the change.
• Lead daily SCRUMs with the leadership in Confidential Insurance, including the GM, COO and directors of Marketing, Operations, IT, Legal and Finance.
• Ensure on-time delivery, monitor costs, and help prioritize future portal enhancements and data automation.

Program Manager

Confidential

Responsibilities:

• Therefore, data verification/balancing and reconciliation were a major part of the project beginning with the daily transaction source files and reconciling the source files to the registers, data warehouse, bordereau, and to the General Ledger.
• The primary objective of this role was to implement process improvements for the overall transformation and migration effort using DMAIC methods to improve: Agile planning, backlog management, status reporting and for the overall transformation and migration effort.
• Roadmaps, dashboards and status reports were redesigned to better showcase progress for each migration effort. Collaboration was improved.
• Risk management was improved. I led regular presentations for executives and stakeholders. I facilitated daily SCRUM meetings and coordinated with multiple vendors including Insurity.
• I planned and led a 2-day off-site process improvement effort that culminated in efficiencies to the overall migration effort, accounting execution, reviews and approvals, and schedule improvements with more clear detail and hand-offs.

Sr. Project Manager

Confidential

Responsibilities:

• Led the Identity Access Management project (IAM, or IDM) that implemented CA’s Identity Management (IDM) product to automate processes and replace an aged, manually intensive system.
• This team designed and built new interfaces between IDM the HR system (Workday), Vendor Management system, and the Agency system to manage the complete life cycle of a person’s identity, including the provisioning, updates and de-provisioning of user-IDs and user accounts. It used Informatica to collect security transactions from each system and pass them to IDM for processing.
• IDM became the new system of record with built-in interfaces to the Active Directory and LDAP.
• It also interfaced with the mainframe security process to manage RACF security accounts and access.
• Managed issues and risks. Developed organizational change plans for process changes.

Program Manager

Confidential

Responsibilities:

• Program Manager for the Commercial Lines portfolio at Confidential . Responsible for managing the Commercial Lines portfolio with nine active projects and the pipeline.
• Managed several PM’s and diverse project teams comprised of internal and vendor resources. Led the largest .NET project ever attempted by Confidential, Deluxe BOP (Business Owners Policy), which introduced 95 new coverages in the Commercial Lines portfolio using .NET in a SaaS environment. Implemented the use of Experian scores for predictive modeling.
• The BOP project introduced Agile, sprints and SCRUM methods to Pekin. Maintained the program backlog and balanced scorecard.
• Contributed organization and planning to an unstructured, evolving PMO and program management environment.
• Provided coaching and mentoring for the new PMO Director and project managers.
• Developed PMO processes and tools, including issue and risk management now used for all projects and releases.
• Led projects through the full Change Management process.

Program Manager

Confidential

Responsibilities:

• Performed a complete assessment of the current security environment.
• Led the security team to implement a new NAC system and to replace the MDM software tool and processes to directly reduce vulnerability and improve intrusion detection.
• The new tools assessed network access by person, device and configuration, applications and content, and location. It included requirements for authentication, health checks, remediation, provisioning, content management, policy enforcement, administration and usability. Worked with network and mobile security teams to write the security requirements, create the RFPs, evaluate and rank vendor responses, and recommend the best solutions to management.
• The team members were new to PMO, requirements and RFP processes so I guided and demonstrated the benefits to them as we worked through the project.

EPMO Director

Confidential

Responsibilities:

• Director of the Enterprise Program Management Office (EPMO) for the State of Arkansas’ implementation of the Eligibility and Enrollment Framework (EEF) project in compliance with Affordable Care Act (Obamacare).
• Reported directly to the State CIO; provided clear, unbiased visibility of program and project performance to the Governance Board. Maintained the balanced scorecard and Kanban board.
• Responsible for the strategic direction of the EPMO and managed tactical day-to-day priorities.
• Facilitated weekly Governance Committee meetings; implemented a new executive dashboard that better informed the Governance Committee of progress, issues and risks. Designed the EPMO organization, presented to the CIO and gained immediate approval.
• Led all functions of the PMO including direct reports, development of standards for project controls, planning, dashboards, metrics and status reporting, issue and risk management, etc. Single point of contact to the Governance Board and stakeholders for program status, risks, issues and Change Management, etc.
• Met regularly with the Federal Centers for Medicare and Medicaid Services (CMS) to report on Arkansas’ overall implementation readiness and provided written responses to formal CMS inquiries and stage-gate requirements.
• Informed the Governance Committee that Arkansas would not meet the Federal milestones, and initiated immediate contingency planning for Arkansas to remain compliant.

Program Manager

Confidential

Responsibilities:

• The Annual Operating Plan focused on HD Smith’s nine major profit initiatives, each sponsored by a VP or C-Level executive.
• Portfolio initiatives included all aspects of the business: market strategy, sales, IT efficiency, accounting (A/R), finance and debt, purchasing, overhead productivity, as well as operations efficiency in warehousing and distribution.
• All initiatives were successful, and HD Smith exceeded its profit goal.
• Responsible for overall planning and monitoring of the multi-million dollar portfolio.
• Facilitated the monthly Chief Operating Officer (COO) meetings attended by all vice presidents. Met regularly with senior executives to discuss strategy, budgeting, plans, issues, etc.

Program Manager

Confidential

Responsibilities:

• Led the 2-year $7.5M program to upgrade the WIC system to .NET technology and electronic signature capability in a SaaS environment.
• Responsible for the on-time delivery of 132 paid deliverables over two years with a staff of 40 resources, both internal and external direct reports, geographically dispersed.
• Implemented very close scope management. All 132 deliverables were delivered on-time over 9 Sprints, enabling Confidential to continue as a viable entity in the WIC marketplace.
• WIC was implemented iteratively using Agile and SCRUM with retrospectives for each Sprint, and standard PMO practices. Closely managed the program budget.
• Managed all program staff, including resource allocations, performance feedback, etc.
• Provided coaching and mentoring for PM’s, QA Director and Manager, BA’s and team leads. Managed consultant vendor relationships, change control, negotiations, contracts, and hiring/firing.
• Reported executive level status, KPI metrics, etc. to the Confidential CEO and three state WIC Directors.
• Planned product and marketing strategy with C-level executives. Provided estimates, contract language and warranty terms for RFP’s.

Program & Sr. Project Manager, Delivery Leader

Confidential

Responsibilities:

• Greatly increased State Farm’s eCommerce sales and Internet visibility. Implemented Auto Rate Quotes in twelve new states. The Internet Application & Purchase Project enabled eCommerce competition with other Auto insurance companies in 5 new states. Managed large off-shore testing.
• Managed efforts in the enterprise software package implementation of PeopleSoft.
• Managed a password reset audit project that enhanced the ability to protect and audit Internet / Portal password resets.
• Managed the creation of a new Active Directory forest structure to support centralized management of software distribution, systems monitoring and management, and security auditing. This included the migration of administrative IDs and Intrust services to the new forest, and implementation of IPSec rules for approved cross-forest traffic.
• Managed two projects for the Customer Relationship Management (CRM) program. Led the effort to improve the Customer Contact application.
• Chosen over a strong field of managers to be a member of the Future Microsoft Environment Program. Saved $250,000 in annual support costs by converting several environment management tools (e.g. Web Content Management system) to .NET with an AGILE/SCRUM team. Managed the user stories and backlog, Sprint planning and velocity, and Sprint retrospectives.
• Managed the JAVA development of a multi-year project for the new release of the J2EE architecture for deployment of WebSphere components.
• Co-authored three research White Papers, each evaluations of new technology: TCP/IP; evaluation of the test center windows environment; and the analysis of what platform the DB2 databases should reside on within the new J2EE/WebSphere architecture, UNIX servers or Z/OS.
• Led process improvements using Six Sigma DMAIC principles that improved the time it took to provision new WebSphere environments (for the J2EE migration) from two months to two weeks. These environments were critical to maintaining systems stability and availability. Led organizational change (OCM) including improved workflow and SLA’s.
• Managed an enterprise-wide migration of all mid-tier components from SNA to industry standard TCP/IP with an AGILE team in 7 Sprints. The project affected all Internet and Intranet traffic at State Farm and required heavy coordination with all active IT programs.
• Managed 5 Storage projects through the RFP and implementation of new TSM backup and recovery servers and LTO storage hardware at multiple facilities including the DR center.
• Implemented automation for complicated Life policy and Life Quote changes.