• Program Project Management

• Agile/Scrum Project Management

• Coaching and Mentoring

• Program Project Planning

• Tactical Strategic Planning

• Performance Metrics Tracking

• Budget Planning Cost Control

• Enterprise Roll-Out Planning

• Process Improvement Development

• Schedule Development Tracking

• Business Process Reengineering

• Cross-functional Team Building

• Resource Planning

• Quality Assurance Control

• Proposal Development

• Scope Change Management

• Stakeholder Management

• Software Database Development

• Risk Issue Management
• PM Best Practices

• Staff/Client/Vendor Management
• Financial Management Reporting

• Application Development Design
• Training Development

Senior Program/Project Manager

Confidential

• The Dodd-Frank Wall Street Reform and Consumer Protection Act 2010 amended the Sarbanes-Oxley Act of 2002 t authorize the PCAOB t oversee the audit of the financial statements of public companies that are registered with the Securities and Exchange Commission SEC . Managing the Funding program that is consisted of several inflight projects t deliver concurrent releases of a highly and time critical Funding system. It is through this internally developed Funding system that PCAOB obtains funding for its operations by collecting the accounting support fee from equity issuers, investment company issuers, and securities brokers and dealers that are registered with the Securities and Exchange Commission SEC .
• Managing all aspects of a strategic project t increase Business adoption of SharePoint 2010 for a division of over 200 users. Overall project responsibility includes overseeing the introduction of new governance and support procedures as well as working with technical and business teams t ensure high degree of adoption rates.
• Managing an initiative t enhance PCAOB's Program Management Office PM capabilities by developing project management best practices, guidelines, templates, and metrics.
• Managing enhancements t the PeopleSoft application based on requirements initiated from Finance, Benefits, and HR departments.
• Responsible for all aspects of Program and Project Management Life Cycle PMLC including such activities as: vendor contract negotiation and onboarding, budgeting and schedule creation, cost estimating, cross-functional resource planning, project championing, project reporting, stakeholders management, and customer interfacing.
• Responsible for resolving all program level risks/issues, acting as the point-of-contact for all sponsor related activities, and communicating the program scope and purpose t stakeholders and senior management.

Confidential

Senior Program Manager Consultant

• Managed a highly complex enterprise-wide, multi-million dollar program t upgrade the law firm's Document Management System DMS t the latest suite of Autonomy iManage products. This entailed program and matrix management of various cross-functional teams promoting and coordinating stakeholder involvement coordination of day-to-day program activities and communications monitoring program schedule and budget management status reporting and vendor selection and contract negotiation/on-boarding/vendor staff management.
• Applied Project Management best practices by using the law firm's defined Project Management Life Cycle PMLC as well as PMI best practices t plan, direct and manage project t ensure that program goals are accomplished within defined scope, time frame and funding parameters.
• Coordinated logistics of projects and resources towards meeting deadlines and maintained high level of quality as expected by senior management and key stakeholders. Conducted quality control and assurance on deliverables submitted by Vendor team and provided required feedback.

Confidential

Senior Project Manager Consultant

• Managed a range of concurrent IT projects at the Federal Aviation Administration with regard t plans, specifications, contract compliance, budget, schedule, deliverables, and project issues/risks.
• As a member of the Program Management Office PM team, developed project management standards, performance metrics, templates and coordinated process improvements for a division of 60 employees.
• Collaborated with multiple cross-functional business units, technical teams, and 3rd party vendors t build consensus, define project priorities, scope, approach, resource requirements, and timing of project deliverables.
• Utilized technical expertise, planning and organizational skills t prioritize and manage the daily activities of the projects. Ensured that the right processes and tools were in place t facilitate effective communication and collaboration between mutually dependent teams and stakeholders.
• Monitored project progress against the work plan and provided required internal/external progress reporting and performance metrics.
• Worked with internal teams and external auditor t obtain ML2 appraisal for the corporate.
• Collaborated with Internal Controls division t ensure that their internal financial controls adhered t OMB Circular A-123 as part of the Department of Transportation's DOT department wide compliance initiative. This resulted in an implementation of a COTS product Oracle GRC solution t effectively plan, model, report and analyze Governance, Risk, and Compliance activities.

Confidential

Senior Program Manager

• Managed the TAX Document Management program that was consisted of several concurrent inflight projects t deliver different releases of a highly complex and time critical global web-based electronic document management system DMS . This critical application for the Tax practice was the sole repository for all tax engagement documents. I was required t exercise many of my leadership and management skills, such as engagement/scope control, project estimation, staff management and issue resolution, client relationship building and satisfaction, general administration i.e. budget, resource allocation, etc. , as well as motivational and coaching techniques t ensure an effective team environment. This entailed program and matrix management of various cross-functional teams across divisions, offshore vendor management IBM Australia and PwC India , program assignment allocations, monitoring and controlling project plans, and promoting and coordinating stakeholder involvement.
• Utilized company's Project Management Life Cycle PMLC methodology t plan, direct and manage designated projects t ensure that project goals were accomplished within defined scope, time frame and funding parameters. Involved in all phases of program/project management life cycle from initiation through closeout. Managed major concurrent projects and responsible for multi-million dollar budgets.
• Collaborated with multiple business units, technical organizations, and 3rd party vendors t build consensus, defined program priorities, scope, approach, resource requirements, and timing of project deliverables.
• Managed internal/external teams utilizing strong interpersonal, mentoring, problem solving, decision-making and conflict resolution skills. Provided counseling, coaching and mentoring t junior project managers.
• Implemented IT project management governance, processes, standards, and tools t enhance PMO's capabilities and maturity.
• Coordinated logistics of projects and resources towards meeting deadlines and maintained high level of quality as defined/expected by project stakeholders. Managed project activities t ensure continuous control over materials and products produced by team members.

Confidential

Technical Project Manager

• Utilized the full Project Management Life Cycle PMLC t manage multiple concurrent cross-divisional projects in a matrix environment t deliver solutions in support of internal customers by utilizing company's Software Development Life Cycle SDLC . Involved in all phases of project management life cycle from initiation through closeout.
• Managed Business Technology Initiatives BTI from point of resource estimation through t systems implementation by utilizing leadership, scope, time, cost, quality, human resource, communications, and issue/risk management skills.
• Planed, defined and developed project plans, project status and forecast reports for project budget allocation and staffing purposes and maintained technical budget reports actual t budget .
• As a member of the Sarbanes-Oxley SOX Program Management Office PM team, developed project management standards, resource scheduling processes, metrics, and coordinated process improvements for a division of 100 employees. Collaborated with business process owners and Production Support teams within Finance, Enterprise Technology Services, Investments Capital Markets, and Single Family divisions t ensure remediation or mitigation of identified deficiencies in the corporate financial applications and ensured that all components of Sarbanes-Oxley SOX compliance were accommodated.
• Utilized the full Project Management Life Cycle PMLC t manage a large cross-functional, multi-departmental, multi-vendor team local and offshore India t implement a customized Reverse-Engineering methodology for the Single Family Legacy Elimination Analysis and Planning initiative at Freddie Mac. This initiative provided funding t migrate several legacy systems t a new web-based Object Oriented Project Enterprise system. Developed and monitored a quality control program for deliverables received from the offshore team t ensure completeness and alignment with Freddie Mac's established SDLC and delivery standards.
• Monitored User Expectations through user involvement and communication throughout the lifecycle of the project and worked closely with user groups, senior management team and the development staff t facilitate, track, and ensure that proper system documentation were created through usage of the implemented Reverse-Engineering methodology.
• Collaborated with business units, technical teams, and executive management t build consensus, define project priorities and plans, scope, approach, resource requirements, and timing of project deliverables.
• Participated in marketing efforts and cultivated existing relationships t identify new opportunities within Freddie Mac for generation of additional revenue.

Confidential

Technical Project Manager/Senior Software Engineer

• Utilized the full Project Management Life Cycle PMLC and Software Development Life Cycle SDLC t manage, develop, and deploy several Object Oriented application/system for several government agencies. Partnered with client's business and technical teams, key stakeholders, and senior management t deliver several key projects such as:
• The multi-tiered and Object Oriented Budget Preparation System t assist Military Sealift Command MSC in budget planning and forecasting.
• The web-based and Object Oriented Integrated Booking System t assist Military Traffic Management Command MTMC t streamline the process of carrier payments, transportation bills and inter-government agencies billing.
• The database and an application interface t import and manipulate data from the Job Order Cost Accounting System and the Managerial Cost Accounting eTools System int a central Oracle database for the Financial Management System of the United States Air Force USAF .

Confidential

Senior Information Technology Consultant

Utilized the full Software Development Life Cycle SDLC t design and develop various Client/Server and Object Oriented Financial and Investments Tracking applications for Finance division of IADB. Partnered with business and technical teams, senior management and stakeholders t implement and integrate multiple technologies, systems and software solutions in a complex multi-platform Unix and Mainframe environments.

Confidential

Lead Software Engineer

Utilized the full Software Development Life Cycle SDLC t design and develop the real time Advanced Automation System AAS and DB2 databases for the Federal Aviation Administration FAA t modernize nation's Air Traffic Control ATC system.