SUMMARY:

• Project Director with 20 years of progressive experience and consistent high performance. Excels at establishing the Project Management Office PMO , coaching Project Managers to deliver projects successfully budget 100K- 3B and streamlining processes for greater efficiency. Achieves positive outcomes in matrixed environments in a variety of industries.
• In various PMO Director/Lead positions, was responsible for the successful completion of over 200 projects.
• Expertise in PMO Leadership, Program Management, Process Reengineering, Customer Relationship Management.
• Project Management Professional PMP IT Infrastructure Library ITIL v3 Six Sigma Green Belt.
• Skills include MS Outlook, Word, Excel, PowerPoint, Project, SharePoint, Visio SDLC and Agile methodologies.

QUALITIES:

Positive, proactive, trustworthy, collaborative, strong work ethic, flexible, strategic, influential, hands-on, loyal.

PROFESSIONAL EXPERIENCE:

Confidential

Project Director

• Primary challenge: To ensure projects hit target dates in a business with little project governance and few existing processes.
• Responsible for the successful delivery of 70 State Government client Medicaid, Clinical, CMS Regulatory and IT Infrastructure projects in a PBM-accredited environment. Managed the 50M project portfolio budget and the 2M PMO administrative budget.
• Designed and instituted the PMO, which resulted in standardized and repeatable project management for the first time. The BU President was impressed with the positive outcomes and replicated the model throughout the enterprise.
• Increased projects hitting their delivery dates from 60 to 98 after instituting metrics reporting and formal change management, resource allocation and milestone duration estimation processes.
• Wrote responses to state government client RFPs and increased the win rate to 7 out of 10 contracts. Won the Tennessee and Arkansas contracts, achieving the BU President's Top 2 Strategic Goals for the year.
• Led the Project Review Meetings. Established a positive culture where the PMs could report project health and proactively mitigate risk. Efforts resulted in 8 out of 9 projects moving from red to green status in just 3 weeks.
• Built a strong team of 10 Sr. Project Managers and provided developmental feedback. Received a positive response from stakeholders, who noted the significant improvement in performance.
• Designed the Demand Forecast, Project Initiation Request and Project Prioritization processes. Data depicted an accurate cost of the entire project portfolio and resulted in immediate funding from Magellan corporate executives.

Confidential

PMO Lead.

• Primary challenges: To communicate the PMO value proposition and obtain funding from key stakeholders.
• Established the Project Management Office for the IT organization of 100 employees and 25M in projects.
• Developed the Project Initiation Request PIR process, which included the estimated cost and ROI for each project.
• Coached 24 Managers and ensured the successful delivery of 50 nurse staffing, patient engagement and IT projects.
• Established metrics, project status reports and technology roadmaps for use during the Project Review Meetings.
• Led Business Analysts to develop the Business Requirements template and establish it as the enterprise standard.
• Implemented the Innotas SAAS PPM tool, yielding a 50 reduction in project management cycle time.

Confidential

PMO Program Manager

• Primary challenge: To change the reputation of the PMO from a monitoring organization to a value-add organization.
• PMO Liaison to the CIO and 500 employees. Coached IT Project Directors to lead 120 projects with a portfolio budget of 125M.
• Designed an onboarding program for new Project Managers entitled, What Quality Looks Like at CareFirst , which depicts how an actual project moves through each phase of the SDLC.
• Eliminated redundant status reports and streamlined templates Project Estimation, Project Charter, Change Request, Project Closure . Reduced project management administration time by 50 .
• Produced Schedule Performance Index SPI and Cost Performance Index CPI metrics in the Portfolio Earned Value Management EVM Roadmap as early warning indicators of project health.
• Led centralized Project Schedulers and Business Analysts and decentralized Project Managers to work cohesively and deliver projects on time.
• Held accountable for projects including HIPAA 5010, ICD-10, Primary Care Medical Home, Information Security, Data Masking, Phreesia, Electronic Health Records EHR and the Provider, Broker and Member portals.
• Functioned as the SharePoint Administrator for the PMO site. Housed all project status reports, meeting minutes, presentations and lessons learned documents for easy access by project team members.

Confidential

Director PMO Project Management Consultant.

• Reduced escalated calls by 90 at a 450 member call center by creating process maps, streamlining processes, developing RACI charts and instituting online training for the customer service representatives.
• Led technical and quality teams to fix and redesign a 3M Open Enrollment portal for the Northrop Grumman client.
• Designed and implemented the PMO for the Supply Chain organization. Established Stage Gate governance, which enabled Senior Leadership to make Go/No Go decisions at the end of certain phases of the SDLC.
• Led global IT and Supply Chain teams to transition 10,000 employees and migrate data from legacy systems in 121 countries and 6 plants during the 3B divestiture of Pfizer's Consumer Healthcare Division to J J.
• Lead Process Improvement and Project Management consultant. Led teams of 3 to 30 indirect reports.
• Primary challenges: To establish credibility quickly and resolve issues related to divestiture, acquisitions and restructuring.
• Trained 5 PMs to manage the EEO Audit Project in just three weeks. The audit yielded no compliance issues.

Director

• Primary challenges: To institute programs with reduced budgets and to retain key employees during a business downsizing.
• Business Partner to the Business Unit President and the IT, Marketing, Operations and Finance VPs. Functioned as the Human Resources and PMO subject matter expert for this 400 person site.
• Designed project and process management training for the IT and Supply Chain Leads on the Transition Team.
• Led the internet redesign project. Increased order accuracy from 70 to 99 and decreased fulfillment time by 50 .
• Analyzed salaries and found that high-performers were not paid competitively. Presented findings to the CEO, who granted off-cycle salary increases based upon my recommendations.
• Identified the need for a Sr. Director of Marketing. Wrote the job description and filled the position in 8 weeks. Initiative redistributed work among the staff, improved morale and aided the return of a key employee from a leave of absence.
• Directed the monthly HR Advisory Board and listened to feedback from hourly employees. Launched On-boarding and Recognition programs in response to that feedback and reduced employee turnover from 20 to 3 .
• Partnered with the Chief Legal Officer and persuaded two non-exempt employees to drop EEOC cases, saving 160K.

CHRISTINE M. HORVATH

Confidential

Consultant

• Primary challenges: To identify operational improvements and to establish credibility very quickly.
• Functioned as a process change agent and as a project management subject matter expert.
• Led a project team to finish the development of a 500K sales proposal and resource data warehouse.
• Developed PMO governance materials, including red, yellow and green criteria for schedule, scope and budget.
• Authored methods and procedures for the migration to the SAP system and wrote the employee training materials.
• Analyzed the hundreds of calls made by employees and retirees to the Benefits Call Center. Automated the paper-intensive intake process and implemented a simple, self-serve web portal. Reduced calls by 50 in just four weeks.
• Researched the attrition in the IT organization. Corrected compensation imbalances and retained 8 key employees.
• Reduced the hiring process of IT personnel from 12 weeks to 6 weeks. Saved 130K in recruiting costs.

Project Manager Process Manager

Promoted throughout tenure to manage assignments of increased scope and complexity. Chosen for the AT T Leadership Continuity Program a program to promote the advancement of highly capable employees .

Selected Accomplishments:

• Chosen by Lucent's Chief Quality Officer to chair three mission-critical, enterprise-wide task forces of process improvement experts HR, Sales and Supply Chain who identified 2B in expense reductions in 6 months while under Wall Street scrutiny.
• Chosen for the Project Transition Team during the AT T Computer Systems merger with the NCR Corporation. Personally decreased write-offs by 15M, reduced shipped/not billed accounts by 60M and achieved an 85 collection rate on old accounts receivables. Results prompted an overhaul of the Business Unit's balance sheet. Received a congratulatory letter from the Operations VP.
• Promoted into AT T's HR organization. Analyzed hundreds of complaints and determined that employees did not understand their medical benefits. Instituted a hotline, developed a self-serve web portal and partnered with Mercer to rewrite employee communications. Efforts yielded a 50 decrease in complaints in 8 weeks and saved millions of dollars in litigation fees.

PARTNERSHIPS:

• Early to mid career, I hired, managed the MM contracts of and partnered with these consulting groups:
• Accenture, AT Kearney, Deloitte, EDS, IBM, KPMG, Mercer, PwC and Towers Perrin.