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Project Manager Resume Profile

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SYNOPSIS

I have several years of experience as a Program Manager with 25 years of experience in the IT industry with a deep understanding of the process of analysis, design and implementation phases, Product management and business development skilled manager with current, up-to-date technical skills that provide credibility for decisions and recommendations. I have provided leadership and direction in the area of quality assurance and Independent Verification and Validation.

SUMMARY:

  • A PMP and Scrum Master-Certified Program/Project Management professional with 17 years of experience managing application and infrastructure programs and projects according to the SDLC using Waterfall, RUP, and Agile/Scrum.
  • Well-versed in managing projects in the Federal space, including the Department of Agriculture, Department of Homeland Security, FAA, and NASA.
  • Has Current Secret Clearances for NACI-DHS and USDA.
  • Budgets on programs/projects range between 3- 25 million.
  • Managed teams of 10-80 people, including Architects, Developers, and Analysts.
  • Well-versed in using MS Project, MS Excel, and MS Word on projects.
  • Experienced in using MS PowerPoint and MS Visio on presentations comfortable in presenting to Executive Leadership, including C-level Executives, and Vice Presidents.

PROFESSIONAL EXPERIENCE:

Confidential

Project Manager

  • Manage projects for government clients.

Department of Agriculture, Project Manager

  • Provide project oversight and coordinate work effort of a team of Enterprise Architects, Developers, and Analysts for the USDA CIO EA effort.
  • Led the effort to coordinate the tasks into the existing Lifecycle SDLC to ensure that the project met all quality gates and milestones.
  • Created for the USDA CIO an intuitive, user-friendly EA Repository that expedites the collection, analysis, and conveyance of USDA's data and serves to benefit the Business/Architecture communities.
  • Automated the process to generate the OMB IT Asset Inventory Report on a quarterly basis.
  • Integrated with Capital Planning to provide TechStat/PortfolioStat data for each investment.
  • This led to increased OMB scores over the last two years.
  • Following an Agile process, created an Enterprise Architecture repository to meet new OMB reporting requirements in PortfolioStat Guidance memo M-13-09 which were not supported in any USDA repository.
  • Guide the USDA management in the creation of the policies and procedures that govern all USDA projects with a budget of 1 Million.
  • Increased the OMB score for each USDA Roadmap submission.

Department of Homeland Security, Project Manager

  • Responsibilities included the coordination of work effort in support of ICIO customer IT projects with a budget of 7 million.
  • By understanding the nature of the work and issues of the customer, was able to assist the customer beyond the scope of the original requirements.
  • Provided process improvements in the effort of project estimates and was successful in implementing processes in support of management reports.
  • Created a more accurate and timely mechanism for disseminating information to the DHS HQ Management Team and contracting personnel.
  • Developed migration strategy to move the NPPD organization components to the CIO infrastructure.

Confidential

Senior Program Manager / Project Manager

  • Day-to-day responsibilities were to lead in the generation of business cases for technology upgrades and moving to emerging technologies.
  • Provided program oversight in support of the technical infrastructure and NASA CIO organization.
  • Budgets on projects ranged between 500K - 3 Million.
  • Provided the guidance in ISO certification 20K, 9001, and 27K as well as maintained the processes and planned improvements.
  • Day-to-day responsibilities were to lead in the generation of business cases for identified NASA functional gaps.
  • Responsible for the initiation of projects that were elected to move forward.
  • Led NASA Project Managers through the process of initiation following the NASA guideline 1720.00 for creating the PMO.
  • Provided amendments and templates PMO planning templates to the NASA oversight team to create a more fluid process and ease of use.
  • Managed core IT projects from design to implementation for new applications and enhancements of existing applications, following government standards for 508 and 2810 compliancy.
  • Oversaw Task Orders, including schedule, funding and resources utilizing internal Financial Management systems and MS Project.
  • Responsible for technical strategies on proposals.
  • Led the internal PMO for individual programs providing leadership and direction.

Confidential

Senior Program Manager / Project Manager

  • Provided program oversight in support of the FAA ARC IT Infrastructure Services for each ARC region across the nation.
  • Increased contract values on programs/projects from 15 million to 25 million.
  • Responsibilities included the coordination of work effort in support of ARC, AVS, and ATO.
  • The contract grew from 1.5 million per year to 4.5 million per year.
  • Grew the initial support contract to include an Enterprise Architecture group, IT Center of Excellence and support of the budget process increasing the staff from 35 individuals to over 50.
  • Was the driving force in the successful transition of this contract to 6K Systems to get fully staffed in three days.
  • These process improvements have made for a more accurate and timely mechanism for disseminating information to the FAA and contracting personnel.
  • Provided process improvements in the effort of application development and was successful in implementing processes in support of a national workforce.
  • The FAA ARC organization did not follow any System Lifecycle Methodology SDLC was instrumental in creating and implementing a PMO concept as well as the policies and procedures that would govern the projects and identified the corresponding quality controls and milestones.
  • Became a trusted broker for the customer understanding the nature of the work and pain points of the customer was able to assist the customer beyond the scope of the original contract.
  • Guided the EPA management in the creation of the policies and procedures that would govern the project and led the effort to coordinate the PMO into the existing EPA Lifecycle SDLC to ensure that the project met all quality gates and milestones.
  • Responsible for creating the policies and procedures for oversight of all contractors working under the EAS program and ensured they were performing to the EAS expectations and following the EAS processes.
  • Provided the project Risk, configuration, System Lifecycle, communication and configuration plans.
  • The contract was increased from a three year 3 million contract to a five year 12 million contract.
  • Worked closely with the client to determine architectural direction and prioritization of requirements.
  • Implemented the training plan and coordinated the trainers to provide training in a more efficient manner to a wider audience.
  • As a result, 6K Systems was given a 2.5 million Sole Source contract for three years to provide airport obstruction surveillance.
  • Was the Program Lead in standing up the PMO for the EPA Acquisition System EAS .
  • Was responsible for 6K Systems gaining access to contract vehicles as a team member to Northrop Grumman and Harris Corp.
  • Provided project oversight and coordinated the work effort of the team of GIS developers for the FAA CAEG project.
  • Performed many duties for Business Development, including Capture Management, teaming arrangements and IDIQ contract management for a number of contract bids and post-awards.
  • Was the lead for multiple successful bids that led the company in successful ventures with other companies on multiple teams that were awarded contracts.

Confidential

Principle

  • As Owner, was responsible for the capture and management of all contracts and the day-to-day administration.
  • The following work was performed as a subcontractor to multiple companies and sole source to federal agencies:

Program Manager

  • Managed day-to-day operations for several programs in the federal sector, including technical support and help desk management for the Federal Aviation Agency, Navy flag , and department of Agriculture.
  • Responsible for client interfacing as well as managing personnel, employees, and subcontractors that was required for each program.
  • Responsible for ensuring that all aspects of the ISO-9000 and CMMI process were adhered to in the managing of each program.
  • Provided direct resource oversight of off-site personnel and subcontractors at various government locations.
  • Provided technical approach and quality assurance.
  • Performed complete financial oversight of projects using Earned Value Management EVM when appropriate and burn rate analysis to ensure projects met budget constraints.
  • Provided technical direction for company solutions.
  • Provided IT business solutions and Business Plans.

Senior Enterprise Architect

  • Was Technical Lead for the Department of Education, Department of Transportation PHSMA , and the Department of Interior DOI Enterprise Architecture projects.
  • Responsible for capturing business, application, and technology components of the overall architecture.
  • Produced meta-model based on overall business, system requirements, federal, and department goals.
  • Conducted Gap Analysis and analysis of agency Investments.
  • Developed roadmap for Education for Financial Student Aid that was integral in the development of the business and technology re-engineering plan.
  • Provided the IT and business portfolios for the construction of the agencies' financial decisions and budget requests.
  • Created roadmap that detailed the redundancies and necessary application for PHSMA to follow and create their budgets.
  • Created architecture reports for the bureau of Mineral Management Systems and maintained the architecture for each bureau as well as an aggregate of all models within DOI.
  • Created the configuration plan and developed the DOI roll-out plan for each release through 2006 and 2007.

Project Manager

  • Responsible for the creation and the coordination of the Federal Aviation Agency's FAA national rollout of the Credentials Application.
  • Insured that projects adhered to the organization's System Lifecycle methodology SDLC this included vendor oversight, training, and installation for each FAA site across the nation.

Project Manager

  • Provided leadership for CMMI Certification to team members through development of and all documentation templates required to achieve CMMI Level II certification.
  • Created the corporate policies, engineering processes, and document templates to be used in the engineering process.

Confidential

IT Director

  • Managed the delivery of an Electronic Disease detection application built to the CDC requirements following the HIPPA standard protocols.
  • Created the development lifecycle to be used across the company on the process of application development, QA and project management standards.
  • Provided the leadership to the DC Department of Health that won AMCI an additional two year 2 million contract to deliver NEDSS and other alternative to the CDC requirements.
  • Provided the leadership in the product development of SWIPERS and was responsible for AMCI being awarded a contract with the state of Ohio to implement SWIPERS as their emergency response application 500,000 beta, three year contract to follow at 1.2 million per year .
  • Worked with the Government of China and CDC to coordinate the electronic disease surveillance between the two nations.
  • Primary responsibilities and accomplishments included:
  • Integral in defining the processes for statewide roll-out of Secured Web Immunization Pharmaceutical Emergency Response System SWIPERS product.
  • Established and implemented development processes for the corporate IT department.
  • Performed the oversight of all vendors employed by AMCI.
  • Controlled all IT related costs i.e. phone, ISP, vendors, warranties, etc. .

Confidential

Project Manager IV V

  • As Project Manager, served as Technical Lead for design and integration for US Army's Land Warrior prototype system.
  • Oversaw major Army vendors CSC, Pemstar, and Exponent to ensure design, integration and C code for utilizing various products met Land Warrior program specifications and schedule was being met.
  • Provided technical expertise for the Soldier System Architecture to establish a consistent architecture for use across all Army software projects.
  • Created test lab and testing scripts to thoroughly test the Land Warrior application for security breaches.
  • Created the lab for regression, integration and system testing.

Independent Consultant

  • Served as Project Manager various clients.
  • Worked with European market and product marketers to identify requirements.
  • Provided methodology and guidelines for a software engineering process.
  • Worked with the team to assign job responsibilities and identified tasks of gathering and validating requirements, creating architectural plan, and producing production ready code.
  • Was Architectural Lead on the design for the GPS algorithm that predicted the specified location.
  • Re-architected the International Business Reporting systems.
  • Drafted training session for object-oriented analysis and object-oriented design OOA/OOD based on the UML one week course, including exercises and labs to be taught at client site to provide needed training in the methodology and its application .
  • Prioritized and scheduled use cases for release and met with client to establish the base architecture.
  • Created architectural plan, analysis, and design models.
  • Supervising development team in building a web-enabled, wireless-ready Company website business functionality was to provide access to the website regardless of what hardware was used.
  • Responsibilities and accomplishments included:
  • Provided engineering on a cartography application Image Buffering System using Iona's Orbix implementation of the CORBA 1.0 specification.

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