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Project Manager Resume Profile

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Profile

  • 20 years of management experience in the IT industry.
  • PMP certified since 2002.
  • Established and operated Project Management Organization PMO and Quality Assurance organizations.
  • Managed projects for various Government agencies such as DOD, DOJ, HUD, HHS, INS, VA and others.
  • Managed projects from small MCI, InterImage, IntelliDyne, and QSSI to large GEICO, ExxonMobil, EDS, and IntelliDyne .
  • Managed project portfolios InterImage, IntelliDyne, Fannie Mae, and QSSI .
  • Completed projects following SDLC of several Government organizations and mapped them to PMI PMBOK Guide phases Initiation, Planning, Execution, Control and Closing.
  • Developed policies, processes and procedures related to project and program management during the implementation of CMMI Level 2 3.
  • Expert in Capital Planning and Investment Control CPIC process, from business case development to OMB Exhibit 300.
  • Developed business proposals and performed oral presentations during the selection process.
  • Established Earned Value Management System EVMS from basic, to fully ANSI 748 compliant system with all 32 criteria and DOD certification.
  • Coached and mentored junior PMs within the PMO group to improve and enrich their skill-sets and contribute to the continual maturity of PMO resources.

Work History

ActioNet DOE

Program Manager

  • Responsible to manage the support to DOE's Corporate PMO including managing 8 enterprise projects ICAM, PKI, IT Sustainability, DOEGRIT system, IPv6 implementation, Mobility, TIC alternative Analysis, PM Framework . Developed CPMO vision and concept developed program management approach, developed innovative Rolling Wave management methodology based on PMBOK Guide and suited for OCIO projects developed program management plan approved project management plans for all projects developed a wide variety of templates and tools related to the contract, program and project management submitted weekly and monthly status reports coordinated and collaborated with other contracts/organizations to identify synergy opportunities and offer customer added value. Specific management duties include:
  • Financial Management: responsible for P L financial tracking, projection and reporting budget development review funding needs and sources with Government TM estimated labor, ODCs including travel, licenses and materials approved subcontractor invoices developed and maintained financial budget model
  • Staffing and staff management: define staffing and organizational structure define staffing skill requirements and position description approve staffing acquisition requests posted job announcements review resumes and conduct interviews made hiring decisions reviewed and accepted staff's weekly status reports ensured staff charge code assignment verified and approved staff timesheets managed staff's time off assessed staff training needs and authorized training approved staff time off conducted staff's yearly evaluation recommended staff for company awards and recognition recommended staff for yearly bonuses promoted staff on management positions and delegated authority assigned roles and responsibilities
  • Subcontractor management managed 4 subcontractors concurrently: Kemtha, Edgewater, Apex, KForce identified subcontracting needs prepared subcontracting solicitation including: SOW, RFP, Selection Criteria, Pre-Bid Conference, Award notifications, etc. negotiated and developed SOW and subcontracting terms subcontractor/partner identification and selection approved sub-contracting modifications review and approved purchase orders review and approved invoices managing subcontractor work including tasking, reporting and financial management
  • Contract Management: reviewed and evaluated Client's Statement of Work SOW reviewed and negotiated contract terms reviewed and negotiated contract modifications identified scope and developed scope definitions identified proposal assumptions wrote customer proposals including staff and cost estimate, delivery schedule, level of effort assessment, deliverables definitions, proposed methodology and other components conducted contract negotiations.
  • Managed the implementation of the Crowdsourcing solution for the DOE Secretary.

Confidential

Portfolio Manager

  • Responsible for the support of the CPIC, Enterprise Architecture, IT Governance and Portfolio Management for the Department of Energy DOE , Environmental Management EM . Performed the following duties:
  • Application Portfolio Management APM : DOE/EM portfolio is valued at over 280M. Responsibilities included development of portfolio policies and guidance development of portfolio processes and tools conducting data calls, analysis, investment assessments and ranking, prioritizations and investment recommendations. The worked required the development of numerous presentations, training materials, coordination between various stakeholders and communicating portfolio status information.
  • CPIC: Responsible for the support of the CPIC process using eCPIC. This includes supporting the preparation and submission of OMB Exhibit 300 53, maintaining input to the Federal IT Dashboard, review and analyze investments, responding to OCIO and OMB comments, review and analyze PIPs and other activities.
  • Code of Accounts CoA Developed the first EM IT Code of Accounts CoA for the organization compliant with OMB and DOE CIO requirements. The work included CoA definition examples and scenarios presenting the use of CoA supporting CoA implementation for various sites advice and support site managers on use of CoA and its relationship to OMB requirements preparing guidance and presentation support the policy development integrating CoA with the Corporate Work Breakdown Structure CWBS . The CoA supports all the sites and the HQ of the EM Program with combined budget of 280M a year.
  • IT Governance: Developed a complete investment initiation, monitoring and control process for EM IT investments new projects, DME and Steady State . Defined and developed processes and tools such as IT SDLC Tailoring Guidelines, Request forms, Assessment worksheets for project proposal evaluations, project tracking forms and project registry facilitated Governance process and the work of the EM IT Council. Developed Project Book template for micro-projects and project feasibility worksheets.
  • Return on Investment ROI : Developed a methodology to be used by DOE HQ for assessing the Return on Investment for proposed IT projects. The work included developing taxonomy of benefits definitions in the Federal project arena, developed worksheet for estimating expenses and calculating ROI. Developed a step-by-step methodology for ROI applicable to small and medium projects.
  • Investment Risk Management: Developed methodology for assessing IT investment risk and overall portfolio risk. The work included a step-by-step guidance, taxonomy of possible risks, risk identification, evaluation and categorization methodology. Developed all necessary tools, such as spreadsheets, diagrams and calculation formulas to address risk on investment level.
  • Supporting Enterprise Architecture: Supporting the development of EA business layer and its relationship to the CWBS. Defined the connection and relationship between EA, IT Governance and Portfolio processes. Supported the definition of EA metamodel and business capabilities identification.
  • Confidential

PMO Director

  • Managed and lead the team Project Managers, Business Developers and Quality Managers in activities that support current contractual obligations. Participated in the establishment of a strategic direction for the organization, and facilitated its implementation. Recommended, developed, and ensured compliance with project management methodologies, procedures, and standards.
  • The portfolio of projects included contracts with various agencies such as HUD projects: FHA Subsidiary Ledger, PHA Plans, PIH, RASS, HITS, PASS and others HHS-CMS projects: HIGLAS, PHR, IACS, RAC Data warehouse, and others DOT projects: FTA Team Web, Cabling BPA, Security Radios, and others .
  • Established DoD certifiable EVM system, compliant with ANSI/EIA 748-A standard and its criterions, Lead the restructuring of schedule, budget and planning to produce necessary artifacts for EVM tracking and standard compliance. Prepared EVM Plan and worked on the CPR 81466, CFSR and CSS to establish reporting structure.
  • Worked closely with Government and Vendor's staff alike to collect and analyze data for the purpose of developing business cases and OMB300 reports under CPIC process. Produced OMB300 reports for HHS/CMS and HUD. Advised Clients on the opportunities and risks associated with each investment.
  • Guided the departments' needs analyses to establish priorities, processes and Standard Operating Procedures SOP considering best practice solutions and coordinated implementation.

Confidential

PMO Contractor

  • Responsible for a portfolio of 17 projects related to the Restatement. The projects were part of the multibillion Restating initiatives designed to create the IT systems necessary to re-state Fannie Mae's General Ledger Provided oversight of project execution, compliance with Fannie Mae's PMO SDLC. Mentored and guided PMs on the requirements and procedures to be followed as well as efficient implementation of the processes and artifact creation. Ensured project compliance to organization's policy and procedures, providing performance reports including EVM reports, and coordinated the efforts of various stakeholders to identify policies, build the IT systems, certify the data and ensure accurate and timely results. Guided, verified and supported the development of Risk Plans, Schedule, Work Breakdown Structure, Project Plans, Requirements and other necessary activities. All projects were later audited by Deloitte.
  • Tools used to conduct the work included MS Project Server, MS SharePoint portal, MS Office and others.

Confidential

Sr. Manager

  • Managing a program staffed with 35 people under a contract for services to Department of Justice, Executive Office for US Attorney, Case Management Staff. Supervises and directs Operations, Project and QA/QC managers to support and improve current applications. Interfaces with the client. Responsible for scope, budget and delivery of the program services. Interfaces with Executive Management and senior Client staff.
  • Previously worked as a Sr. Manager on IntelliDyne DOD Health Affairs and TRICARE Management HA/TMA contract. Managed over 14 projects, many of them concurrently to deliver:
  • Developed EVM Plan approved by the Client POC, prepared budget, schedule, WBS and other components to establish EVMS compliant with ANSI EIA 748-A. Prepared reports and analysis of the project progress and submitted them for review and approval by the Client.
  • The first migration to MS Exchange 2003 in DOD
  • Implementation of CAC Cards and PKI/PKE
  • Integration of TMA regional offices TRO South, TRO North and TRO West
  • As part of IntelliDyne PMO helped develop Project Management policies, practices and procedures.
  • Led multi-site teams Falls Church, VA Aurora, CO
  • Helped IntelliDyne achieve CMMI Level 3
  • Trained and mentored Project Management staff.
  • Supported Client's CPIC process.
  • Performed EVM analysis and reporting
  • Conducted IRB meetings EVM with Government Clients
  • As a result IntelliDyne continued to rank among the Fastest Growing companies in Washington DC area through organic growth.

Confidential

Director of Software Development

InterImage is an innovative web development company focused on delivering high quality and high usability web sites for clients in the Government and Commercial sector. The portfolio of projects at InterImage is diverse and encompasses the work for numerous clients including Web portal for the Government of District of Columbia, performance tracking application for Qwest communications, numerous projects for IRS, systems developed for Department of Veteran Affairs, and others.

Responsibilities:

  • Establish and operate a portfolio EVM system
  • Managed portfolio of 18 unrelated projects
  • Developed high-level strategic relationships with clients
  • Implemented new development standards
  • Implemented Configuration Management processes procedures
  • Managed training and team building activities with the software developers
  • Directed network administrators in the streamlining of servers and procedures used for software development
  • As a result of my leadership and management skills the company's operations have been elevated to a new higher level allowing the company to acquire larger contracts and successfully execute them.

Confidential

Architecture Manager

  • EDS had a large contract with NASD National Association of Stock Dealers , owner of NASDAQ, to develop a suit of applications supporting the auditing and monitoring of activities on the stock market.
  • Changing business procedures and regulations had created an environment of uncertainty and high pressure to the team. Communications with subcontractors among geographically dispersed team of over 70 members, made decision-making and team buy-in difficult. As a result a delay of 10 months in the schedule was present at my joining the team.
  • Improved communications with the client resulted in improving relationship and better understanding of the requirements and change drivers. Visits to remote parts of the team in Pennsylvania, regular brainstorm meetings and follow up task execution, dramatically raised the team cohesion and designing decisions. Through constant motivation, mentoring and openness I helped the team as a whole to acquire ownership of the project and finished successfully. Established an EVMS that clearly demonstrated the level of performance and degree of responsibilities through issuing EVM reports on a monthly basis.
  • These actions prevented further slippage in cost and schedule, made the team proud if its achievement and delivered an industrial strength, mission critical application, which together with the business procedures fended off the treat of revoking the self-regulation status of NASD by the government body SEC.

Confidential

Project Manager

  • Exxon Mobil is a truly global company with integrated operations in different countries and teams assembled by experts from around the world. Exxon Mobil sells fuels to the civilian airlines at most of the airports in the world, which makes it very difficult to generate an invoice for the purchase. The difficulty is in the fact that purchases are made in local currencies, under the local government regulations and taxation, but the invoice is prepared in accordance to the local currencies, taxation and regulation of the purchaser. To compound the problem, the reporting and accounting has to be converted in US currency and US regulations applied.
  • A complex system needed to be developing that will meet the needs of the local fuel seller for example Malaysia , the local purchaser for example British Air and the Accounting department in US.
  • I directed the team to develop a solid understanding of the problem, conducted multiple brainstorming sessions to design an overall architecture. Conducted teambuilding events and cultural awareness. The design of the individual modules was discussed among the team members and incremental approach was applied. The key to success was constant coordination, collection and distribution of relevant information, as well as developing a team mentality.

Confidential

Project Manager

  • Project ECF is GEICO's flagship system for processing insurance claims. The system interfaces with various internal and external systems to provide one place where all necessary information can be found. It also helped claims processing officers to interact with service provider companies to get price quotas, book rental cars and procure other services on behalf of the customer.
  • The system was functioning, but its performance was inadequate. I directed a team of specialist who identified bottlenecks and redundancies in the system implementation and then coordinated and integrated the efforts to resolve these issues.
  • The performance of the system improved dramatically and was deployed to GEICO's call centers to process insurance claims resulting in improved operational efficiencies saving time and money.

Confidential

Project Manager

Confidential

Project Lead

Confidential

Application Architect/Project Lead

Confidential

Application Developer

Confidential

Application Developer

Confidential

Sr. Developer

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