SUMMARY

• Objective: Seeking a leadership position as a Project or Program Manager, to support clients, providing the full spectrum of project management support to include budgeting, program planning, contracts management, scheduling and reporting.
• Summary: Senior IT project management and business process re-engineering experience managing projects using the Project Management Framework PMF process, Agile, waterfall, SDLC and PMBOK based methodologies. Extensive client, stakeholder and vendor management contacts and rapport. Excellent oral and writing skills, creating e.g., business case justifications, all procurement and Statements of Work documents, detailed status reports, project schedules, ERB and CCB reviews, senior leadership briefings and deliverables. Master's Certificate in Government Contracting included thorough study of FAR procurement principles, government contracts law, protest, funding and acquisition strategies, subcontracting agreements.

ACTIVE CLEARANCE: TS/SCI with Full Scope Poly

PROFESSIONAL CREDENTIAL: PMP Certification, good through March 2016

CAREER EXPERIENCE

Technical Project Manager

Confidential

• Technical Project Manager supporting the Defense Information Systems Service DISS Project Management Office PMO Case Adjudication and Tracking System CATS . This system will replace multiple security clearance eligibility and adjudication systems used by agencies throughout the Department of Defense DOD . Responsibilities include:
• Supervising staff of 6 IT engineers to develop 23 data transfer Interface Control Documents, to enable software development vendor to program these interfaces
• Extensive vendor management, to ensure quality and timeliness of performance and deliverables
• Developing business case justification for electronic exchange of security clearance data between DOD organizations to expedite the clearance adjudication process
• Developing and managing System Integration work stream within Integrated Master Schedule
• Identifying external system interfaces to the CATS system and managing their implementation
• Coordinating technical activities with vendor, and tracking the status of all vendor provided deliverables to the DISS PMO, to ensure full contractual compliance
• Managing activities and deliverables of technical engineering staff
• Presenting weekly project status briefings to DISS client

Senior Project Manager

Confidential

Managing a portfolio of over 37M of Service Level Agreements, supporting client's largest, single enterprise-wide contract. Scope of responsibilities include SLA creation, i.e. expenditure oversight, modification and close out , budget planning, and customer service request CSR creation. Extensive interfaces with clients, contracting officers, finance and budget officers to determine SLA funding and resource requirements and resolve billing issues. Extensively used Primavera, SLAMs, Workforce Management System WMS , sponsor's billing system and related finance systems to track workflows and resolve e.g. unapplied expenditures, pending customer service requests and SLA funding amendments. Reduced project over runs by 95 in six months. Led transition effort of 2000 resources from legacy to new contract.

Project Manager

Confidential

Directly supported COTRs in the creation and execution of vendor Statements of Work and budget documents required to support customer mission. Extensive vendor oversight and management, developing Statements of Work, tracking all contract actions from obligation through award. Reviewed all vendor deliverables for quality, contract, cost and schedule compliance, and reported any variances to COTRs for action. Advised COTRs of upcoming vendor contractual actions required, generated minutes of all Technical Exchange Meetings, and closely coordinated with multiple contracts and financial offices.

Project Manager

Confidential

Full Service Project Manager leading the requirements, survey, design, deployment and transition to Operations and Maintenance for a variety of network infrastructure expansion and installation projects. Extensive customer interaction throughout PMF project lifecycle, ensuring well documented requirements definition, business case creation and justification, cost estimation of proposed design, technical board approvals, and successful installation. Extensive vendor interactions, to ensure all products were delivered for on-time installation. Presented bi-weekly PMR briefings to senior leadership and COTR. Provided status and proposed mitigations to any cost, schedule or other identified project impact or issue.

Project Manager

Confidential

Senior Project Manager supporting TSA ITMS transition out, planning, coordination and risk management. Leading technical coordination to ensure productive knowledge transfer and shadowing sessions, to optimize successful transition. Coordinating with Transition Leads, using Microsoft Project to maintain master checklist for Transition Manager, reporting incremental completion percentages each week. Led the update and delivery of 175 TSA technical deliverables to COTR. Developed SDLC templates to synchronize and standardize DHS, TSA and Unisys project management processes and taught project management class to all TSA Project Managers. Extensive COTR interface.

As part of the divestiture of TASC from Northrup Grumman, led the requirements definition for the stand-up of a new network infrastructure and Data Center to support TASC internal business requirements for 20,000 employees. Identified all infrastructure and Data Center requirements to ensure that all requirements were identified and fully satisfied. Defined all managed services SLAs to ensure that operation of Data Center fully satisfied all user requirements.

Program Manager

Confidential

Managed multiple tasks under multiple task order contracts. Managed 13 technical staff to: 1 design and develop the migration of a Learning Management System from older to newest product, using PMBOK methodology, 2 develop requirements and design a training video storyboard using SDLC methodology, 3 develop customized interfaces to the Learning Management System using waterfall methodology, and 4 develop Lotus Notes database and website applications to support new employee orientation course using Agile methodology. Supervised the development of all PMF deliverables required to pass Control Gate reviews. Developed and maintained Microsoft Project master schedule which identified all tasks, dependencies and estimated durations. Developed all Statements of Work, documentation of all technical and operational requirements, test plans and procedures, tracking all project costs labor, subcontractor and ODCs , budget, schedule, risks and technical performance. Primary interface to COTR.

Project Manager

Confidential

Led a pilot project to demonstrate viability of desktop virtualization technology, using VMware to partition a single physical server into multiple virtual components. Developed business case justification to explain to senior management the significant operations and maintenance benefits and cost savings to be realized from adopting this technology. Conducted multiple Technical Exchange Meetings TEMs to re-engineer current business process, and recommend proposed business process. Developed multiple PMF documents e.g. CONOPS, design document, technical and operational requirements specifications to brief client review boards, and control gate stakeholders, to obtain product waiver and authorization to proceed. Extensive, daily coordination with external groups i.e. vendors, procurement, security, network and server operations to achieve technical and programmatic consensus to move forward.

Systems Integrator/Configuration Management

Confidential

Devised a streamlined process to enhance work flow operational efficiency for government processing of classified documents, which were candidates for 25 year declassification, pursuant to Executive Order 13526. Extensive vendor management and coordination, tracking vendor's development of software enhancements to the CADRE system. Briefed government COTR weekly on Operations and Maintenance project status, and Operations and ERB meetings. In depth use of the REMEDY trouble ticket system to generate software development and document pipeline status statistics. In depth use of the PMF lifecycle and waterfall methodology to manage software enhancements. Extensive coordination and interface with Team Leads and government stakeholders to ensure assignments were aligned in accordance with client established priorities. Primary interface to COTR.

Project Manager

Confidential

• Project Manager of a team of 13 IT professionals supporting software development and hardware upgrade of the Marine Corps Recruiting Command's MCRC Data Center and infrastructure in Quantico, VA. National Data Center received recruitment status updates from 242 recruitment centers, nationwide. Created business case to justify migration from manual to electronic means of capturing recruitment pipeline reporting metrics. Conducted capacity planning to right size resources to be procured. Following SDLC methodology, led and supervised developers and analysts to: design new infrastructure architecture, migrate application to .NET, and develop two new modules, while sustaining current operations. Extensive vendor negotiation and management, to ensure timely purchase of all new equipment and professional services required, Developed Statements of Work, gathered requirements, led business process re-engineering analyses, developed full spectrum of SDLC technical and operational documents e.g. design documents, test plans and test procedures . Presented progress briefings to senior level contract and client managers. Primary interface to client.
• Deputy Project Manager for development of new software solution to support USMC promotion selection board. Following SDLC methodology, led staff of 10 IT engineers to develop functional requirements, enterprise architecture, and new system infrastructure design. Supervised all software development, testing and deployment to ensure compliance with stated requirements. Also led requirements analysis for a logistics software solution for USMC global warehousing and shipping operations. Using standard waterfall methodology, conducted business process re-engineering of warehouse supply operations, and recommended process and infrastructure enhancements. Developed CONOPS, Statement of Work, technical and operational requirements, requirements traceability matrix, test plan and test procedures to ensure compliance with project requirements. Also developed project schedules and tracked project status using MS Project. Briefed senior management weekly on project status. Tracked budget and provided Estimate at Completion EAC inputs to Project Manager
• Senior Advisor to Deputy Chief Financial Officer, Federal Highways Administration FHA . Led As Is and To Be business process re-engineering analysis of 40B annual Federal Highway Grants program, using PMBOK methodology. Recommended 50 business process and technical infrastructure enhancements to streamline FHA's work flow interfacing with the Oracle financial system of record. Developed and defended business case to centralize management reporting metrics, compared against multiple, regional and disparate computer systems. Developed Statement of Work and generated follow on task to baseline current system and selectively introduce enhancements. Primary interface to COTR.

Business Unit Director

Confidential

Profit and loss responsibility managing a business unit of 90 professional staff and 12M in Federal Civilian Programs contracts across three states. Responsibilities included oversight of technical service delivery, following SDLC methodology to review all deliverables for quality, conformance to contract requirements, financial project status and new business development. Developed Statements of Work, and served as primary corporate interface to negotiate all follow on tasking with Federal clients.

Deputy Project Manager

Confidential

Supported Program Manager, onsite at Office of the Comptroller of the Currency develop processes, operations handbook, task order Statements of Work, and requirements analyses for new software functionality.

Project Manager

Confidential

• Successfully negotiated 8,000,000 worth of task orders for the Transportation Security Administration TSA ITMS contract value 898M . Following PMBOK methodology, developed Statements of Work, program plans, CONOPS, documented all technical and operational requirements, and coordinated development of SDLC engineering design documents with engineering staff. Extensive vendor management to provide equipment and professional services to support mission success. PM tasks included:
• Stand up of a Data Center to screen and approve airline pilots' requests to attend flight training school. Led procurement of all new Data Center equipment. Supervised all infrastructure equipment installation and integration. Extensive vendor negotiation and management to ensure timely product delivery and integration to support mission needs.
• Integration and deployment of a message alert software system into the TSA Network 1M . Extensive vendor negotiation to procure software and professional services
• Design, acquisition, integration, testing, and deployment of a TSA facility-wide, Storage Array Network SAN backup solution for the TSA Data Center 500K .
• Extension of telecommunication circuits that enhanced network connectivity between Federal Air Marshall satellite offices and the TSA Hosting Center 1.5M . Extensive vendor interface to ensure circuits delivered on time, to meet installation deadlines
• Migration of TSA circuits from the Department of Transportation DOT Internet gateway to TSA s Pentagon City Internet gateway 800K .
• Management of the circuit ordering and deployment scheduling of over 200 circuits, from the current frame relay to MPLS technology 2.5M . Extensive vendor interface.
• Acquisition, integration and deployment of 80 IT components into a production, test and development data center environment 5M .
• Definition of requirements, development and deployment of an online training capability for airport baggage screeners. Managed relationships with multiple lines of business managers, field and client stakeholders, and coordinated the site preparation, design, and deployment of more than 4000 training computers to training rooms at 429 US airports 4M . Extensive vendor management, scheduling engineering site surveys.
• Extensively used full MS Office suite i.e. Word, Outlook, Power Point, Visio, Excel and MS Project to develop all briefings, Statements of Work, business process re-engineering diagrams, design documents, test plans and test procedures.

Project Manager

Confidential

• Using SDLC methodology successfully designed and deployed a 1M Command-wide enterprise architecture solution to support operational IT needs of U.S. Army Military Traffic Management Command MTMC now called SDDC . Designed new Data Center infrastructure architecture, stood up new Data Center, and migrated production system operations from west coast to east coast. Developed Statement of Work to include business process re-engineering, and proposed system design, development and deployment of new enterprise architecture. Primary client interface. Specific tasks included:
• Design and deployment of proposed enterprise infrastructure architecture, business process re-engineering of current production operations, procurement of new system components, CONOPS, development of new business processes, and test plan and test procedures to migrate nine MTMC production systems from a stand-alone environment to an enterprise configuration.
• Created, defined and implemented ERB and CCB processes for MTMC Enterprise Architecture.
• Managed technical personnel, subcontractors, deliverable quality and timeliness.
• Extensively used full MS Office suite i.e. Word, Outlook, Excel, Power Point, Visio and MS Project

Principal Analyst

Confidential

Led business process re-engineering analysis across Department of Defense for the Defense Travel System. Using SDLC methodology developed new, standardized business processes for multiple types of Confidential . Government travel, and interface to the Defense Finance and Accounting Service DFAS systems. Developed transaction set interfaces to all DOD Branch of Service financial systems, to ensure each Service's financial system of record could process traveler obligations and voucher settlements within that Service's financial system of record. As the Requirements Manager, successfully led the BPR analysis to ensure full requirements traceability needed for contract re-structuring. Developed design documents, test plans and test procedures for all new, proposed business processes. Represented DTS Project Management Office during design reviews, and major testing events. Developed multiple Statements of Work, technical and operational requirements, requirements traceability matrices, test plans and test procedures to ensure developed capability satisfied user requirements. Extensive client interface and briefing proposed business process recommendations to senior leadership.

Manager

Confidential

• Successfully performed in management roles as:
• Requirements Manager: Base-lined all contractual, functional and performance requirements of the Defense Travel System, following waterfall methodology. Client go-to authority for all requirements scope issues. Participated in Configuration Control Board, developed SOWs, CLIN structure and program-wide work breakdown structures using MS Office and MS Project.
• Acquisition Manager: Managed the acquisition of over 12M of hardware and software required to stand up an ORACLE based Regional Data Center. Closely coordinated with and managed vendors to ensure all products and services were delivered on time, to support tight scheduling requirements. Worked with project engineers, established process to identify requirements, conducted market research, determined price and availability, drafted sole source justifications and coordinated the procurement, delivery, installation and configuration management of all 12M of procured assets within 3 weeks of contract award.
• Manager, Software Processes: Developed Statement of Work for a 1.5M task order to migrate the Worldwide Port System software development and maintenance activity from government to contractor control for the U.S. Army MTMC. Following SDLC methodology, managed 6 software developers, to build and operate all HP-UX hardware, ORACLE software, communications and configuration management required to support worldwide coding, testing and deployment of new software and maintenance releases to 32 ocean carrier water ports, worldwide. Extensive vendor and subcontractor management to ensure timely delivery of all equipment and quality development of all project deliverables. Primary client interface.

Program Manager

Confidential

• Managed 2.5M ORACLE software development in support of multiple Confidential MTMC Project Management Offices using waterfall methodology. Supervised 30 professional staff and three subcontractors at four sites, nationwide to develop ORACLE SQL software enhancements, and migrate Data Center from government control to contractor control. Developed Statement of Work, all design documentation, operational and technical requirements, test plans and test procedures to ensure that developed functionality fully satisfied all requirements.
• Used SDLC waterfall methodology to provide full spectrum technical and contractual management over all requirements analysis, economic analysis, systems design, ORACLE CASE reverse engineering, software development, configuration management, and IV V testing. Managed the development of SDLC required system documentation to support Major Automated Information System Review Council MAISRC program reviews. Extensive vendor coordination and oversight to ensure all equipment and software was stood up in Data Center in time to support mission requirements.
• Developed Software Engineering Institute Capability Maturity Model SEI CMM Level 2 processes to ensure project compliance with all Key Practice Areas KPAs . Implemented software configuration management and baseline modification processes to ensure full scope impact analysis prior to CCB consideration. Achieved 100 first time client acceptance of all deliverables, with no cost over runs or schedule slippages. Maintained 95 staff retention through a variety of incentive and reward programs. Primary client interface.

Senior Systems Analyst

Confidential

• Supporting the Executive Director, Confidential Aegis Shipbuilding Program, conducted business process re-engineering analysis of the Aegis Configuration Management process flow, to streamline how configuration management and provisioning data could be shared across Aegis ship construction stakeholders. Worked with shipbuilders, Aegis Combat System vendor, and multiple NAVSEA and NAVSUP organizations to develop detailed project scheduling for all Aegis ship construction efforts. Followed SDLC methodology to develop new work flow, briefed Aegis senior leadership, modified contracts and developed Interface Control Documents to ensure configuration data was efficiently exchanged between government and contractor computer systems.
• Developed as is and to be dataflow models for the provisioning of all Confidential ships to undergo overhaul. Led development of an interactive ORACLE based download of a subset of the ship's batch based provisioning system of record. The online download enabled overhaul planning to be based upon most current data available. Demonstrated estimated annual savings of 86M to be realized if NAVSEA would move to and utilize an online and interactive download of the batch based system of record Weapon Systems File to do overhaul planning.