SUMMARY

• Expert in System and Software Development Lifecycles SDLC having worked with and managed Agile, Iterative, and Waterfall development methodologies.
• Experienced with hardware, software, and facility implementation and upgrades.
• Experienced with Identity and Security management for healthcare and government.
• Experience includes Project and Program Management for the Regional Energy Electric and Gas , Pharmaceutical, Healthcare, Medical Appliance, Transportation, Civil Engineering, Construction, Super Market, Investment Banking, Financial Management, Publishing, and Insurance industries as well as Federal, State, and Provincial governments.
• Expert in preventing Project failure, Troubleshooting, and Project Recovery.
• More than 20 years' experience as Senior Project Manager, Project Manager, Senior Software Engineer, Construction and Design Engineer, and Technical Team Leader in United States and Canada.
• Managed relationships with senior and operational level executives and supervisors.
• Managed vendors, contractors, financials, budgets, resources, schedules, and relationships.
• Managed RFI, RFP, and RFQ preparation and evaluation.
• Effective negotiator with customers, vendors, and company leaders.
• business analysis to identify business needs and determine solutions to business problems.
• preparation of business cases needs, resources, capital expenditures, budgets, etc. for projects.
• analysis of organizational and financial feasibility of projects.
• monitoring progress and success of projects and programs.
• performing risk analyses.
• defining governance structure.
• creating and implementing PMBOK project management methodologies and training programs.
• managing quality management methodologies including TQM, CMMI, ISO 9000, SIX SIGMA, and RUP.
• Conducted site reviews for determination of facility requirements, designs, and plans for infrastructure space, heating, air conditioning, and power needed to support new and improved hardware and locations.
• Experienced in sales, marketing, delivery, security, and operations.
• Experienced with Clarity, ITG, MS Project, MS Project Server, ProChain, and Open Workbench.
• Experienced with custom software development and COTS implementation and modification.
• Experienced working in environments that included SharePoint, Oracle, SQL Server, .Net Framework, IBM DB2, Informix, and SAP Sybase.
• Personally programmed and reviewed software created in Java , C, C , C , FORTRAN, COBOL, RPG, BASIC, dBase IV, Windows SDK, Visual Basic, OpenGL, MATLAB, and Mathematica.
• Extensive experience with MS products including Office Suite 2000 to 2013, Performance Point 2007, Project 1984 to 2010, SharePoint 2007, and others.

EXPERIENCE

NOTE: I have been unemployed since November 2013 and will share the reason by phone if needed. During this time, I have attended project management webinars, shared experiences and best practices with project management experts and peers, and remained active in pursuing knowledge and maintaining skills through the training and education resources of the Project Management Institute PMI . I am now actively looking for opportunities where I can apply my skills and experience.

Confidential

Project Manager

• Engagement at as Project Manager, reporting to a Division Director of the business unit. Responsible for creating a Project Management Methodology for the business unit. Based at USAA Headquarters in San Antonio, TX. Deliverables included standards and templates for Project Charter, Project Justification, and Project planning and scheduling.
• Engagement at The Hartford Insurance Company, Hartford, CT reporting to a Senior Division Director responsible for Shared IT Services within The Hartford. Acting as Project/Program Manager managing pre-planning for a portfolio of IT and Business projects. All projects and programs were managed using The Hartford's documented Software and System Development Lifecycle SDLC .

Contract Project Manager

Confidential . as Project Manager, reporting to a Program Manager of the Oncology business unit. Responsible for monitoring progress on clinical trials in the Confidential. and France. Based at Lilly Corporate Center in IConfidential.

Contract PMO Senior Project Manager

Engagement at CMS Energy, Michigan's Power Company, as PMO Senior Project Manager, reporting to the Director of the PMO and the Director of the Business Unit for 1 full life cycle requirements through implementation using Agile and Iterative project management methodologies of 50 million hardware and software projects for the 70 million Field Mobility Program, 2 creating psychological change management approach for reducing user resistance, and 3 creating expert-level procedures and documents for a new CMS Energy PMO. This PMO was formed as part of an organizational transformation which included achieving CMMI Level III. Based at the Jackson, Michigan headquarters. Responsible for project planning, business analysis, business management, change control management, risk management, and quality assurance of deliverables produced by the project teams. Earned Value Analysis was one of the methods used for evaluating project progress. All projects and programs were managed using CMS Energy's documented Software and System Development Lifecycle SDLC . . Software was hosted on CMS servers and available to users as a service SAAS .

Contract Program Manager

Engagement at CUNA Mutual Group as Program Manager for the scoping, planning, requirements, and analysis phases of the Confidentialrestructuring with global changes to 60 IT systems. Interacted with Project Managers assigned to each of the 60 systems. Based at the Madison Headquarters with additional responsibility for Project Management of changes at the Waverly, Iowa location. Responsible for program planning, business management, business analysis, change control management, risk management, and quality assurance of deliverables produced by the program and project teams using Agile and Iterative project management methodologies. Consulted on Change Management processes and procedures to be used for mitigating uncertainties and anxieties within the departments affected by the organizational and procedural changes resulting from the reorganization. All projects and programs were managed using CUNA Mutual's documented Software and System Development Lifecycle SDLC .

Confidential

Senior Project Manager

Engagement at CVS Mail Order Pharmacies for the initiation Scope, Business Requirements phase of a project to integrate portions of the Mail Order Systems. Interacted with Divisional Managers and Directors, Senior Administrators, Program Managers, Business Analysts, Systems Designers, Software Developers, System Analysts, and Operational Managers to determine business drivers, systems affected, existing process flows, interfaces that needed to be modified, and changes in process flows as well as determination of risks. Results of these discussions were documented in a Scope document and a Business and Non-Functional Requirements document. All projects and programs were managed using CVS's documented Software and System Development Lifecycle SDLC .

Confidential

Contract Project Manager

Engagement at Confidentialas Project Manager for completion of the implementation phase of a project to make changes to document generating systems based on changes in Corporate Branding. Project used Agile and Iterative project management methodologies and involved working with Divisional Managers, Business Analysts, System Analysts, System Administrators, Operational Managers, and Software Programmers to identify artifacts that needed to be changed, systems affected, skills needed for changes, and methods to be employed to make changes. A change log was maintained and tracked to ensure that responsibility was assigned for making the changes, testing against requirements, addressing issues as they were identified, and releasing the changed artifact to production. Responsible for assuring that Nationwide's Release Methodology was being followed to ensure quality of the final results. All projects and programs were managed using Nationwide's documented Software and System Development Lifecycle SDLC .

Confidential

Project Manager III

Engagement at Confidential as Project Program Manager for the Global Business Integration Program GBIP , Intercontinental Region ICR , and Lilly Market Research LMR . Duties include tracking progress against plan and presentations to executives of project status. Conducted business analysis, project planning sessions, risk, security, and issue workshops and sessions, project status meetings, and lessons learned sessions. Project tracking included Earned Value. Ticket creation and tracking were used for coordination with Lilly IT. Managed projects using Lilly's System Engineering Framework LSEF an Agile and Iterative framework based on best practices from Rational Unified Process RUP , ISO 9000, Six Sigma, and CMMI. A change log was maintained and tracked to ensure that responsibility was assigned for making the changes, testing against requirements, addressing issues as they were identified, and releasing the changed artifact to production. Projects included 1 Managing SAP Integration with a recently acquired subsidiary, 2 Planning for implementation of an ITIL V3 worldwide service desk, 3 Design and implementation of an enterprise forecasting model using Microsoft's PerformancePoint COTS application for data analytics, 4 Creation of a data warehouse for product sales history and forecasts, 5 Creation of working sites under SharePoint, 6 Creating a central, secure, searchable document repository, 7 Enabling an enterprise search engine sited at Northern Light for the repository, 8 Document migration to Microsoft's SharePoint environment, 9 Migration of documents from Documentum and other sources to the repository, 10 Enabling secure EDI communications between Northern Light and Lilly, 11 Worked with client departments and Lilly IT to ensure confidentiality of documents and data for enabling secure EDI for transactions with document researchers and vendors. All projects and programs were managed using Lilly's documented Software and System Development Lifecycle SDLC . Software was hosted on Lilly servers and available worldwide to users as a service SAAS .

Confidential

Contract Senior Consultant

Engagement at California Department of Corrections and Rehabilitation CDCR . Acting as Subject Matter Expert for Organizational Change. Project involved interviewing top-level executives, determining decision-making processes, and proposing changes that will improve communication and efficiency.

Confidential

Director of Delivery

Responsible for mentoring project managers and developing a project management methodology. The methodology includes processes as well as papers and presentations. Processes included best practices such as Earned Value Analysis, Rational Unified Process RUP , and CMMI.

Confidential

Program Manager, Consulting

Responsible for managing complex identity and security projects and programs involving business analysis, single sign-on, authentication, secure login, and GroupWise migration from Exchange using Novell's COTS applications and client standards for EDI transactions with client identity systems. Conducted site reviews for determination of physical requirements for infrastructure space, heating, air conditioning, and power needed to support new and improved hardware and locations. Healthcare clients included Confidential and Confidential Other clients included Confidential . Best practices used included principles such as Earned value analysis, Rational Unified Process RUP , ISO 9000, SIX SIGMA and CMMI. All projects and programs were managed using Novell's documented Software and System Development Lifecycle SDLC . Software was hosted on client's servers and available worldwide to users as a service SAAS .

Confidential

Contract PMO Project Manager

Engagement at Mylan Pharmaceuticals responsible for 1 acting as PMO Project Manager for the SAP Integration Program to integrate Mylan's Supply Chain and 2 project plan development, development and execution of PMO standards, mentoring PMs, development of curriculum and instructor for PM training courses, and conducting training and providing support for PMs on Mercury Interactive's IT Governance ITG portfolio management product. Curriculum included quality best practices such as Earned Value, Rational Unified Process RUP , ISO 9000, SIX SIGMA, and CMMI.

Contract Senior Project Manager

• Engagements included creating IT Strategy for enhanced adherence to FDA regulations, acting as delivery manager, creating Quality Assurance Plans, and advising on the creation of enterprise Compliance Management Offices at Big Pharma Companies. These offices were responsible for ensuring conformance with 21 CFR Part 11 for electronic records and electronic signatures as well as compliance with HIPAA requirements for managing personal information during market research and clinical trials.
• Responsible to the President for portfolio management and reports as well as project and program management methodologies, processes, and tools. Also responsible for defining, implementing, and managing Program Management Offices for clients. Responsible to the Regional Vice President for business development in Indianapolis, Indiana and oversight and delivery management of projects in the Midwest and West regions. Responsible for improving Project Management processes through best principles of quality management including Agile and Iterative project management methodologies, Earned Value Analysis, Rational Unified Process RUP , ISO 9000, SIX SIGMA and CMMI.
• Director, Program Management Office
• Engagement at Roche Diagnostics Corporation responsible for managing several simultaneous quality control, FDA Part 11, validation, and manufacturing custom software projects. Engagement included acting as Project Management and process improvement consultant to the CEO of the software development company prime contractor using SEI Capability Maturity Model CMM and PMI PMBOK. Projects included custom software development using Agile and Iterative project management methodologies. Conducted project planning sessions, business analysis, risk and issue workshops and sessions, project status meetings, and lessons learned sessions, Instrumental in introducing and teaching best practices such as Earned value analysis, Rational Unified Process RUP , ISO 9000, SIX SIGMA and CMMI.
• Responsible for initiation, planning, execution, control, and closure of strategic IT and business projects designed to enhance the company's profitability and competitive position in the marketplace. Conducted project planning sessions, risk and issue workshops and sessions, project status meetings, and lessons learned sessions,
• Acted as Portfolio Manager for all projects at Johnson Johnson Pharmaceuticals, Mead Johnson Nutritionals, Pfizer Pharmaceuticals, Pioneer Hi-Bred, and others. Portfolio management included analyzing progress, risks, issues, and changes in scope for each project and program and making resource and budget reassignments as needed to meet changing events.
• Developed Change Management processes and procedures to be used for mitigating uncertainties and anxieties within the client organizations affected by the organizational and procedural changes resulting from the engagements.
• Conducted remote and on-site project and program planning sessions business analysis, risk and issue workshops and sessions project status meetings, and lessons learned sessions.
• Conducted remote and on-site troubleshooting sessions with staff and clients.

Director, Project Program Management

Acted as Portfolio Manager for all projects and programs in the Midwest Region. Responsibilities included consolidating budgets and resources across the portfolio. Portfolio included 80 million of projects and programs with hardware, software, infrastructure, and facility improvements. Staff included 27 project and program managers and 200 analysts, architects, writers, developers, and testers. Clients in the portfolio included A.G. Edwards, AAL, American Express, DraftWorldWide, First Data Resources, GMAC, Hewlett Packard, JM Family, Lucent Technologies, Michigan National Bank, NYK Line, Publix, Ryder, and others.

• Portfolio management included analyzing progress, risks, issues, and changes in scope for each project and program and making resource and budget reassignments as needed to meet changing events.
• Directly managed multi-million dollar systems integration programs involving related projects at AAL, AG Edwards, Ryder Trucking, UBS, and others.
• Created PMO's and PM Methodologies for NYK Line, Publix Supermarkets, and Cambridge Technology Partners.
• Performed client engagements for assessment of organization, projects, and processes at ABN AMRO, Lucent Technologies, RR Donnelley, and others.
• Engagements included custom software development and COTS implementation and modification as well as business analysis, database design and implementation, design and implementation of data analytics, design and implementation of EDI transactions, data warehouse design and implementation, and physical and data security design, processes and procedures.
• Supported sales and marketing staffs by creating solution definitions, preparing proposals, maintaining and nurturing client relationships, and assisting in the development of account strategies and account plans.
• Developed Change Management processes and procedures to be used for mitigating uncertainties and anxieties within the client organizations affected by the organizational and procedural changes resulting from the engagements.
• All projects and programs were managed using Cambridge's documented Software and System Development Lifecycle SDLC .
• Software was hosted on client's servers and available worldwide to users as a service SAAS .
• All developed software applications were the property of the client hosted on the client's servers, and available to users at their workstations using a SAAS model.
• Conducted site reviews for determination of physical requirements for infrastructure space, heating, air conditioning, and power needed to support new and improved hardware and locations.
• Successfully recovered multi-million dollar custom software projects that had fallen behind schedule. Recovery resulted in completion of the projects and prevention of litigation.
• Responsible for improving Project Management processes through best principles such as Agile and Iterative project management methodologies as well as Earned Value Analysis, Rational Unified Process RUP , ISO 9000, SIX SIGMA and CMMI.

Senior Project Manager Technology Team Leader

• Senior Project Manager and Technology Team Leader for the business analysis, feasibility, requirements, specification, design, build planning, and implementation planning phases of the 40 million Diagnostic Services Information Network DSIN portion of the 100 millionConfidential designed to improve healthcare by connecting 1,300 physicians, 70 public and private laboratories and imaging facilities, 78 hospitals and numerous other health care providers to a central clinical database. Engagement included custom software development and COTS implementation and modification, physical and security design of databases and data warehouses for storage of patient data, design of EDI high availability transactions, and design of data analytics to support patient health initiatives as well as government performance and funding efforts. Used best practices such as Iterative and Agile project management methodologies, earned value analysis, Rational Unified Process RUP , ISO 9000, SIX SIGMA and CMMI. Emphasis on Change Management best practices to mitigate uncertainties and anxieties within the public and private sectors affected by the organizational and procedural changes of the project. All projects and programs were managed using SmartHealth's documented Software and System Development Lifecycle SDLC
• Designated as Executive Project Director for the proposal to the Province of Saskatchewan for design and implementation of the 120 million Saskatchewan Health Information Network.
• Responsible for compliance with Federal and Provincial rules and regulations regarding confidentiality of personal healthcare information and maintenance of electronic records. The Canadian and Provincial rules are similar to United States laws and regulations such as HIPAA and 21 CFR Part 11.

Contract Senior Software Engineer

One year contract as Software Engineer and Scientific Programmer to Endocardial Solutions Inc. ECSI , a start-up electro-physiology medical appliance company. The first clinical trial of ECSI's product resulted in stopping cardiac arrhythmia in a heart patient.

• Developed math and graphical algorithms for mapping of the heart.
• Performed scientific programming, quality control, and documentation.
• Used best practices in Quality Software Engineering such as ISO 9000, SIX SIGMA.
• Created an innovative application that tested algorithms.
• Created a software platform for performance and accuracy measurements.
• All projects and programs were managed using ECSI's documented Software and System Development Lifecycle SDLC .

Director, Computer and Information Systems CIO

• Confidential is an engineering, planning, and financial management firm serving cities, towns, counties, and special districts, as well as state and federal agencies. Willdan has offices throughout California, Arizona, and Nevada that serve more than 400 public sector clients.
• Responsible to the President for creating and implementing company-wide IT strategy and policy and determining ways that computer technology could be used to create advantages for the company. The thrust was threefold: 1 to save money by maximizing the use of computer technology in the firm, 2 to produce high-quality economical designs in a manner that showed clients that Willdan used the best tools for the job and 3 to advertise, through the sales force, that Willdan was better equipped and more advanced in the use of technology than our competitors.
• Created an information technology vision, planned to achieve that vision, and implemented all computer and information activities for corporate and ten branch offices in California, Arizona, and Nevada. The result was a transformation of IT from a decentralized office-oriented organization to a coordinated, well designed and accepted corporate entity that saved money, improved quality, and supported management, financials, human resources, sales, operations and delivery and was recognized as a vast improvement by office and corporate management.

Responsible for security of databases and communications throughout the company.

• Conducted site reviews for determination of physical requirements for infrastructure space, heating, air conditioning, and power needed to support new and improved hardware and locations.
• Created and managed plans for facility and infrastructure changes and improvements.
• Developed physical and logical security for data, facilities, and internal and external communications.
• Initiated and directed a corporate-wide digitalization initiative. As part of the initiative, created a Project Computerization Team, which acted as proactive internal consultants to the project engineers on the best methods for doing their work. Publicizing the effort to clients resulted in additional contracts.
• Created career paths that defined roles, responsibilities, years of experience, relationship to the paths of other disciplines, and training that resulted in improved morale and increased success with more profitable projects.
• All projects and programs were managed using Willdan's documented Software and System Development Lifecycle SDLC .