Summary

• Confidential is a strategy-focused, results-driven manager with demonstrated creative problem solving skills. He has extensive organizational change management and information system design, development and implementation experience. He is a veteran leader with broad strategy formulation capabilities, work-group collaboration, risk recognition and mitigation skills, a wide-ranging process methodology practice applied over a broad range of businesses and industries and extensive capability maturity model CMMi experience.
• Expert in business process re-engineering, information technology application and program management, Mr. Preble rapidly grasps diverse and complex business requirements and thrives in detail-oriented and rapidly changing environments. He is effective as a senior manager and possesses excellent communication and presentation skills.
• Confidential has extensive data warehousing experience. While working under contract with the Centers for Medicare and Medicaid Systems CMS , Mr. Preble was responsible for the integrity of the national Medicare/Medicaid claims data warehouse. Using his extensive ETL experience and familiarity with the vendor data warehouse product, Mr. Preble performed various complex data extractions in order to create, on demand, data marts for investigation by the CMS analysts.
• Confidential also serves as an Adjunct Professor at the Florida Atlantic University FAU Graduate School of Business in Boca Raton, Florida. From 1998 to the present, he has taught and continues to teach courses in Internal Auditing, Information System Design, Development and Implementation, System Design Concepts and Facilities, Agile Methodology, Security, Organizational Change Management and Risk Identification, Management and Mitigation.

Areas of Expertise

Professional Skills

• Constraint Analysis and Management

• Confidential is an experienced and knowledgeable Subject Matter Expert in the use of Critical Chain Project Management methods, CA Clarity Project Management and Earned Value Project Management. He lead the West Virginia MMIS DDI team in the adoption of CCPM, Clarity PM and Earned Value. He also introduced the use of Clarity and CCPM to manage the several Premier Governance ICD9 to ICD10 conversion projects in order to comply with PPACA legislation.
• He acts as a liaison between customers and other support groups to identify business processes, systems and functional requirements.
• Develops work-flow diagrams to verify and validate operating procedures, identify, verify and validate business rules, discover opportunities to introduce automation in order to reduce cycle times, error rates, duplication of effort and other inefficiencies.
• Documents customer specifications and interacts with other support groups to obtain a complete and objective understanding of customer business needs.
• Responsible for articulating client high-level requirements for information technology systems and transforming these into appropriate solutions to be considered for inclusion within the scope of a DDI project.
• Develops technology-neutral models that represent the client's business organization, processes, data and applications and which are in alignment with industry standards, frameworks and blueprints.
• Applies the Concept of Operations methodology As-Is, To-Be and Gap Analysis to develop a comprehensive change management plan for client organizations.
• Acquires an advanced level of knowledge, skill and expertise specific to the particular industry or client.
• Supports all aspects of the business cycle, including feasibility studies, proposals, procurements, contract negotiations, solution implementation and testing.

Employment History

Confidential

Senior Project Manager and Senior Business Analyst

Senior Auditor for the International Institute of Internal Auditors, Mr. Preble is responsible for developing, implementing and conducting the technology training program for the Florida Atlantic University Internal Auditor certification examination. He works closely with the university and the IIA to develop a comprehensive and effective training program for the very rigorous and demanding certification exam. Mr. Preble has one of the highest success rates for student achievement on the examination in the United States.

Confidential

Senior Project Manager and Senior Business Analyst

Senior IV V Analyst for the Illinois-Michigan Program Alliance for Core Technologies IMPACT project where the Michigan MMIS product CHAMPS designed, developed and implemented by Client Network Services, Inc. CNSI would be shared with the State of Illinois for Provider and Claims processing, resulting is a dramatic saving in implementation cost and time compared to a traditional MMIS DDI project. Because of Mr. Preble's prior experience with CNSI in Lansing during the original CHAMPS implementation and other CNSI MMIS proposals and implementations Washington State, Nebraska, Utah, Louisiana and West Virginia and his experience with the State of Illinois in the development and presentation of the Illinois State Medicaid Health Plan SMHP , he is uniquely suited to identify the strengths, weakness, opportunities and threats that challenge Illinois and Michigan in this landmark effort to provide Medicaid as a service MaaS which could easily become the future Medicaid solution for other States planning an MMIS re-procurement.

Confidential

Senior Project Manager and Senior Business Analyst

• Confidential functioned as Senior PMO Project Analyst for the Confidential. West Virginia Medicaid Design, Development and Implementation project where Mr. Preble was responsible for managing and scheduling the activities of the more than 135 project subcontractors using the Oracle Primavera P6 Project management system. Confidential introduced the Earned Value Project Management system to provide superior management information regarding project status, resource utilization and budget performance.
• Because of Confidential vast prior experience with other MMIS DDI projects, he was uniquely suited to assume a significant PMO role in providing guidance to the Senior Level Project Management team in identifying the strengths, weakness, opportunities and threats that challenge Molina Healthcare and the State of West Virginia in their ground-breaking effort to provide a definitive Medicaid solution for the State. Confidential was responsible for Organizational Change Management project for the West Virginia Medicaid Implementation where he worked closely with the State Department of Health and Human Resources to map out a strategy to transform West Virginia from one of the states with lowest ranked healthcare performance to a ranking more in-line with the rest of the nation.

Confidential

Deputy Project Manager and Senior Business Analyst

• As Deputy Project manager, Confidential was responsible for developing the project business case, the work breakdown structure, project time and cost estimates, the original risk analysis and the Earned Value Management System for a 40 million State of Maryland MMIS re-procurement project.
• After organizing and training the 44 business analysts engaged in the project, Mr. Preble actively participated in the validation and certification of the 1,428 State business requirements. These were subsequently aligned with the functional and technical capabilities of the CNSI transfer system product, guaranteeing comprehensive implementation of the desired system functionality. His project management skills laid the groundwork for the successful configuration and customization of the transfer system, the extensive testing of the resulting production system, the groundwork for the ETL necessary to support the transition to the client data warehouse and the large scale and comprehensive conversion of seven years of historical data, thus preparing the system for Federal certification.
• Confidential was instrumental in the conversion of the State of Maryland from the International Statistical Classification of Diseases and Related Health Problems ICD 9 to the required ICD 10 standard. This project consisted of extensive planning and training for the State of Maryland Department of Health and Mental Hygiene DHMH and a carefully executed project that resulting in a seamless and highly successful transition for the State of Maryland. Mr. Preble was instrumental in establishing and maintaining timely, fluid and unequivocal communications among the major stakeholders, client, contractor and subcontractors ensuring that project objectives were met, in a timely manner, to the client's complete satisfaction.
• Ever mindful of the importance of the human element, team cohesiveness and professional excellence, Mr. Preble participated actively in the recruitment, selection, training and mentoring of many of the 175 project team members.

Confidential

Project Manager and Senior Business Analyst

• This involved developing the project business case and the work breakdown structure, estimating project times and costs, performing the initial risk analysis and developing the Earned Value Management System for the project. He participated in developing and publishing the Request for Proposals for the system, assisted the State in the evaluation of the proposals, the selection of the successful vendor and the negotiation of the DDI contract.
• Confidential was responsible for designing, developing and implementing the Agency Project Management Office PMO and for structuring, organizing and executing the procurement of Design, Development and Implementation DDI services for the new State of Michigan Unemployment Insurance System.
• Confidential was instrumental in bridging the gap between the Waterfall DDI methodology used by the State of Michigan Department of Technology, Management and Budget DTMB and the Agile system development methodology used by the successful bidder on the project. He managed the project's 23 million budget, successfully evaluating, selecting and scheduling the 125 technical resources engaged in the project in order to meet critical milestones and deliver results that exceeded client expectations.
• Ever concerned with the professional development of technical resources and acting as Mentor and Trainer for the 27 State business analysts, Mr. Preble was responsible for their instruction in the use of RequisitePro, the IBM Rational Requirements Management System, for the compilation, verification and validation of the 1,081 functional requirements and 7,093 business rules that comprised the system requirements.
• Confidential was responsible for the development and presentation of the requirements traceability matrix which was used throughout the DDI activities to ensure that the resulting system met client expectations.
• Confidential supervised the development of the work flow diagrams for all of the client Business Processes, the development of the As Is, To Be, and Gap Analysis deliverables for the UIA-IS Business Processes, ensuring alignment with and attainment of the MITA CMMi level improvements for the Agency as described in the State MITA Self-Assessment.
• Confidential was responsible for the recruitment and management of all technical resources on the project, preparing and presenting all Earned Value Management reports, Resource Change Requests, Budget Tracking and Schedule Management.
• Confidential instituted a comprehensive deliverable management system for the project that ensured a No Surprises deliverable preparation, client review, client sign-off and payment authorization process.

Confidential

IT Technical Director and Enterprise Architect

• Project Manager, Six Sigma Master Black Belt, and Scrum Master for a strategic Proof of Concept and Project Business Case for a consortium of South Florida MCOs to implement an enterprise-wide EHR project funded with Federal ARRA stimulus monies. Responsible for the overall leadership, organizational change management, project management and development of the architectural artifacts necessary for the execution of business process management, organizational and cultural change activities associated with the implementation of a comprehensive, integrated, enterprise-wide electronic health records system. Responsible for all phases of the Define, Measure, Analyze, Improve and Control DMAIC model for the business process management phase of the project. Working with a team of 6 project managers, 13 business analysts and an EHR subject matter expert to assess the As-Is and develop the To-Be business processes, organizational structures, and client staff knowledge, skills and abilities KSA training requirements. Provided governance leadership for the development and preparation of project business cases, feasibility studies, project governance, project risk assessments, configuration management and issue resolution.
• Confidentialwas responsible for developing the project business case, the work breakdown structure, project time and cost estimates, and risk analysis and management. He was the Technical Director on the consulting team responsible for the development and presentation of the State of Illinois State Medicaid Health Plan SMHP . He supervised the As Is, To Be and Gap Analysis deliverables for the business processes, information and technical areas that describe how the Illinois Department of Healthcare and Family Services HFS , the State Medicaid agency, will administer the Electronic Health Record EHR Provider Incentive Payment PIP Program and the specific actions necessary to implement the program, including the organizational structure, communications plan covering internal and external communications, and an overview of the results of regulatory and policy assessments, as well as descriptions of the program eligibility, payment, and monitoring activities. Mr. Preble was also engaged in the design, preparation and presentation of the SMHP for the States of Massachusetts, New Jersey and Illinois.
• Led joint application requirement JAR sessions for business product owners to define business requirements, business rules, and business processes to develop the business case and populate Agile project and product backlogs. Used the UML Use Case to develop and document business requirements. Established performance level goals, error rate objectives and process quality objectives for all business processes. All DDI activities relied upon Agile development methodologies, provided Scrum Master leadership for a team of 7 experienced SCRUM practitioners. Mr. Preble is experienced at managing Scrum Sprints, anticipating, identifying and eliminating critical obstacles and impediments on an ongoing basis. Reduced process cycle times from 12 days to 3 hours and errors to within 4 sigma with introduction of COTS EDM systems and the supporting business process re-design.
• Also during this period, provided specialized risk analysis, business continuity planning, audit and IT professional services to public and private sector clients. Mr. Preble also serves as Adjunct Professor for Florida Atlantic University, College of Business and Office of Executive Programs and as a certification instructor for the International Institute of Internal Auditors.
• Project architect responsible for developing project business cases, the work breakdown structures, project time and cost estimates, risk analysis, and risk management. Mr. Preble served as the Project Manager for the MITA State Self-Assessment for the State of Illinois.
• Confidential served as the Project Manager for the development of the As Is, To Be, and Gap Analysis deliverables for the business processes, information, and technical areas that describe how the Illinois Department of Healthcare and Family Services HFS , the State Medicaid agency, will administer the Electronic Health Record EHR Provider Incentive Payment PIP Program and the specific actions necessary to implement the program.
• Developed the business case ROI and EVA for the federally sponsored Provider Incentive Program, which is designed to encourage the adoption of information technology by the medical practitioner community. Architect for the development of the HIPAA 5010 and ICD 10 implementation projects.
• Confidential was the Project Manager for the architectural design, the joint performance requirement analysis sessions and the preparation of the project work plan to develop current-state business process models at various levels of detail to reflect the business functions that comprise a business unit and their desired, optimized state. He has defined business processes and business rules anticipated transaction volumes, service level agreements, and fiscal agent fee structures and participated in the design, preparation, and presentation of the SMHP for the States of Massachusetts and New Jersey.

Confidential

Director Organizational Change Management

• Confidential was the business architect and business transformation director for a major system integrator EDS, Inc. and responsible for overall leadership, management, and execution of business process management, change management and cultural change activities associated with the implementation of a comprehensive, integrated, enterprise-wide 65 Million Case Management Information System for the State of Ohio. He managed a team of seven project managers, eight business analysts, and subject matter experts to assess the As-Is and develop the To-Be business processes, organizational structures, and client staff KSA requirements and the Ohio State Self-Assessment. He prepared the organizational assessment and gap analysis and developed and executed the business transformation plan.
• Led Joint Application Requirement and Joint Application Design sessions to define business processes and business rules.
• Incorporated business process management methodologies necessary to capture the As-Is business processes, develop the To-Be processes and perform business process management integration and consolidation.
• Designed, developed, and conducted executive level workshops on organizational restructuring, business intelligence, IT opportunities and current and future enterprise-wide business strategies.
• Working with a small, tightly knit and highly skilled team, designed, developed, and conducted a series of business integration and leadership workshops to develop PMO procedures and roadmaps for CMMI initiatives, enterprise-wide business process integration, and re-use of service artifacts using SOAP and similar technologies.
• Managed the Self-Assessment project for the State of Ohio and managed a team of seven project managers, eight business analysts, and subject matter experts to assess the As-Is and develop the To-Be business processes, organizational structures and determine client staff KSA requirements. Prepared the organizational assessment and gap analysis and developed and executed the business transformation plan. Led joint performance requirement analysis sessions to define business processes, business rules, anticipated transaction volumes, service level agreements and fiscal agent fee structures.

Confidential

Consultant, Project Manager and Internal Auditor

Confidential provided business development, project design, planning and management, business process reviews, internal control audits, risk assessments, corporate valuations and Sarbanes-Oxley consulting services to financial services, real estate, commercial and industrial concerns. He conducted internal audits to document and to evaluate business procedures and internal controls and identify business risks and risk mitigation strategies.

Confidential

Project Manager

Confidential was the Project Manager for the State of Nebraska re-procurement proposal and provided project design, planning, and management services for the implementation of the CNSI COTS transfer system. He conducted internal audits to develop work flow diagrams to document and evaluate business procedures and internal controls and identify business risks for project design and planning purposes. In addition, Mr. Preble provided management guidance and support for State of Michigan project start-up, supporting the initial activities as an expert reviewer and worked with the Michigan project management team to develop PMO methodologies and processes.

Confidential

Project Manager, Internal Auditor and Management Consultant

Confidential provided business development, project design, planning and management, business process reviews, internal controls audit, risk assessment, corporate valuations and Sarbanes-Oxley consulting services to financial services, real estate, commercial, and industrial concerns. He conducted internal audits to develop business process flow diagrams in order to document and evaluate business procedures and internal controls and identify business risks and risk mitigation strategies.

Confidential

Project Manager, Internal Auditor and Management Consultant

• Confidential was responsible for providing project management, business consulting, system design, and construction management services for the design and construction of a statewide Eligibility Determination, CRM, and Case Management system for the State of Minnesota. These services included over 23,000 business requirements and interface verification, review and verification of design specifications, and preparation and performance of gap analysis. All deliverables were produced and managed using the Rational Unified Process RUP toolset.
• Confidential supervised the system development performed by an offshore development staff of 75 CMM Level 5 certified analysts and programmers. Mr. Preble had managerial and technical responsibility to work with designers and developers to transfer business knowledge and business intent that would assist with the technical process design, development, testing, and implementation efforts. Further, he was responsible for the preparation of the Minnesota State Self-Assessment and Proof of Concept, and programming the Eligibility Rules Engine with eligibility business rules.

Confidential

Systems Director and Engagement Manager

• Confidential provided engagement, project management, and consulting services for the design and construction of a large, web-based CRM and Case Management System for the State of Utah. These services included MMIS requirements and interface verification, review, and verification of design specifications and design conformity to client specifications preparation and performance of gap analyses specified and developed test scenarios and assisted the State with preparing for Federal certification.
• Under a 3M IDB-funded project, worked with Brazilian partners as an engagement manager, project manager, and senior consultant to the Brazilian Federal Government in a three-tiered IT planning and re-engineering project strategic IT planning at Federal level for DataSUS, the Brazilian Federal data processing organization the re-engineering of two State Health Secretariats Par and Tocant ns , and the creation of three municipal reference hospitals in Alagoas, Bahia, and Sergipe.

Confidential

General Manager - South American Regional Business Area

• As the General Manager, Confidential participated fully in major projects funded by the World Bank and the Inter-American Development Bank. After securing 174M in contract awards, he assumed responsibility as Engagement Manager to re-engineer four HMOs 2.5 million beneficiaries in the Argentine National Health System under the auspices of the World Bank PROS Proyecto de Reconvers n de las Obras Sociales Project.
• Leading a team of 450 analysts, programmers, subject matter experts, testers, trainers and technical writers, Mr. Preble was responsible for the design, development and implementation of an innovative healthcare information system for the Health and Human Services Secretariat for one of the country's provincial governments. This same system was successfully converted into a transfer system which was configured, customized and adapted for the four target HMOs.
• All of these projects successfully met World Bank goals of financial solvency and per capita monthly managed care costs. Mr. Preble successfully applied his organizational and cultural change management methodology to the PROS project, the re-engineering of the Argentine Health System for which he received special recognition for Project Management Excellence from the World Bank In-Country Execution Unit. Since his return to the United States in 2000, he has successfully applied his methodology in several re-Procurement engagements as well as in numerous Sarbanes-Oxley-related projects.

Confidential

Management Consultant and Business Transformation Manager

Based in S o Paulo, Brazil, Mr. Preble provided specialized technology and fraud detection services in support of audit projects in the healthcare, retail, banking, insurance, and entertainment industries throughout South America. He was responsible for the development and implementation of business models, financing and venture capital assessments, corporate valuations, organizational assessments, and organizational and staffing transformation plans

Confidential

Director of Marketing and DDI Project Manager

• Director of Marketing for a computer service bureau formed by a consortium of academic institutions in the Philadelphia, Pennsylvania metropolitan area. The base computer system was an IBM 360/75 running under MFT at the time with CICS and TSO services. Mr. Preble was responsible for developing healthcare administrative applications in COBOL, using CICS for local hospitals such as the Scheie Eye Institute, Hanneman Hospital, and others. Starting with ISAM, he migrated the development efforts to IBM's IMS database manager and later to VSAM to provide native support for CICS. Equipment upgrades to a 4341 under MVT with more memory and a drum gave Uni-Col powerful processing and throughput capability.
• Created programming standards for the coders, established a standard copy library where COBOL code could be stored and shared by the team and implemented a structured walk-through methodology where coders could develop their programs and then formally walk through the code in a group session for peer review and comment.
• Confidential formed development teams around coders who had demonstrated potential for becoming successful Business and Systems Analysts. These individuals received additional training and were the resource used to develop the application data models and the functional decompositions of the application systems. The analyst team gave coding assignments to the programmers, supervised their performance and performed the basic QA and mentoring function over their work products. As the programs became larger and more sophisticated the Computer Center started developing and unit testing individual modules by programmer. Once they were satisfied that their code not only complied clean, but was also good to go, the development staff would do a build and the testing team would see if they could break the resulting system based upon the functional requirements upon which the system had been developed.
• Confidential implemented a centralized source library, which was a very important development in that management was able to control application system source code and implement basic change control procedures to document who was doing what to the application systems.