SUMMARY

PROFESSIONAL EXPERIENCE

Confidential

Project Manager

Manages a 20 member PMO team 17M contract that provides project management support services for all IT projects within the M/CIO portfolio. Reviews staffing LOEs and, as necessary, modifies plans to accommodate unexpected assignments or to respond to changing workloads, agency priorities, or deadlines. Serves as the primary client POC on all contract issues, including staff management, task order funding, and invoice review. Developed and implemented an approach to realign the Program Management Branch from a project-centric focus to a portfolio-centric focus. The approach was very well received by M/CIO Senior Leadership and has proven effective in streamlining communications around project delivery and identifying dependencies that exist between projects and stakeholders. Provides general leadership to subordinates or team members and chairing meetings to make assignments, discuss projects, or other day-to-day issues.

Program Manager

Managed two high profile projects within M/CIO that were identified as key initiatives for senior leadership. Prepared all planning and management documentation required to complete the stage gate reviews defined within the IT system development lifecycle SDLC . Developed and maintained the project cost baselines, work breakdown structures, and integrated master schedules, and used the outputs to track performance against milestones. If project scope, cost, or delivery milestones deviated from plan, then performed analysis to identify corrective actions. Afterwards, updated the necessary project planning documents and presented change requests to the Project Review Board for approval. oManaged a multidisciplinary team consisting of staff across M/CIO and other external units that used a formal SDLC in performing an ongoing project that lasted longer more than 14 months. The focus was to configure two COTS applications towards implementing a secure internal communication medium to replace USAID's current intranet. Once complete, MyUSAID will provide capabilities for internal communication and collaboration, locating subject matter experts, enterprise search for institutional knowledge. MyUSAID will be deployed to approximately 12,000 users from within USAID bureaus, offices, and missions. oProvided project management support on the Development Information System DIS project that was chartered to identify the business requirements for a management solution that would enable the strategic planning, design, budgeting, procurement, implementation, monitoring, and evaluation, of USAID's portfolio of projects, activities, and supporting management functions. DIS would support the agency's operational needs and the full USAID Program Cycle. The DIS project resulted in a business case that successfully justified the business value for a full system development and deployment effort. Lead Associate Provided overall project management consulting services to support the relocation effort of the FAMS NJ data center to the TSA enclave. This project directly supported the Disaster Recovery DR data center consolidation goal of reducing the number of OLE-FAMS data centers from 2 to 1 at the end of calendar year 2012. Implemented enhancements to various processes: Schedule Management developed and maintained an integrated master schedule to better define, plan, and monitor work activities Project Planning supported task leads in planning and monitoring the work activities detailed within the Construction phase Communications and Status Reporting defined and developed artifacts to communicate project status to senior leadership and stakeholders

Lead Associate

Led a program management office 18 member team chartered to oversee the development and worldwide deployment of the Global Acquisition and Assistance System GLAAS , a web-based tool that supports USAID procurement management activities. The 100M project was a critical investment within the agency and was tracked on the Federal IT dashboard. The PMO team provided project management, requirement management, change management, and business process improvement. Implemented process improvements to increase the PMO's effectiveness in managing the activities of the five vendor teams providing development, training, maintenance, and help desk support. Developed programs to promote establishing effective working relationships with managers, supervisors, or co-workers. Process improvements focused on the risk, schedule, release management, communications, and budget activities. Provided strategy and management support to USAID PM on program execution, and supported briefings to USAID senior executives. PMO team coordinated regular Investment Baseline Reviews IBR to plan project execution and effectively manage changes in project scope and costs. Utilized Booz Allen's internal financial systems to manage project financials and execute subcontractor invoices. Submitted management work authorizations MWAs as necessary to address temporary delays in project funding.

Associate

Managed the stand-up and daily operations of the Patent File Wrapper program management office PMO within the Chief Information Office, United States Patent and Trademark Office. The effort was to transition the patent intake process from a primarily paper-based environment to one in which the majority of applications are submitted, handled, and reviewed electronically. Imaging File Wrapper IFW , the primary USPTO database, is the world's largest Oracle database and continues to grow by multiple terabytes per year. Developed and implemented processes to manage, collect, and report program status, issues and risks. Developed executive-level presentations to brief the OCIO and project teams on program status. Drafted program governance to define the PMO's methodology and practices. Analyzed the integrated master schedule and developed strategies to address variances from the baseline.

Associate

Led an enterprise program management team 18 staff members that supported a 1.8B program within the Chief Information Office, Department of Homeland Security to consolidation all organizations onto shared infrastructure i.e., Email, Voice, Data Center, Network . Developed executive level reports and briefings to communicate the program's schedule and scope performance to the DHS CIO and senior management. Facilitated SDLC and CRB activities and processes in alignment with established program governance. Developed and executed strategies to implement and manage an integrated master schedule IMS that includes resource-loaded schedules and task dependencies for each project team executing a portion of the infrastructure transformation. Program Manager Managed a team of five senior-level staff that provided program management support to the newly launched Strategic Preparedness Division located within the Office of Process and Technology OPT , Transportation Security Administration TSA . Supported the TSA Director in defining and documenting the division's mission, vision, and organizational structure. Developed processes and procedures necessary to support all program management office PMO activities. Assisted in developing the program's FY09-FY12 strategic goals and performance targets. Developed numerous presentations for TSA senior leadership to report on program activities. Drafted the program's weekly status report to outline accomplishments and issues. Created project schedules to effectively outline and manage activities and resources. Using Sharepoint, created an online repository which allowed the team to store and collaborate more effectively on project documentation. As the primary customer contact for program activities, led program review sessions with client and Contracting Officer to discuss cost, schedule, and technical performance. Program Manager Managed a 16 member team that provided program management support to the Joint Automated Booking System JABS Program Management Office PMO , an 85M program that automated the criminal booking process and allowed DOJ law enforcement agencies to share criminal data electronically using the workstations deployed at more than 850 US locations. The PMO team provided oversight in the following areas: project management, budget tracking, configuration management, project scheduling and cost reporting EVMS , software requirements management, software testing, and risk management. In addition, served as the JABS liaison to the Department of Homeland Security DHS and the Alcohol Tobacco and Firearms ATF division of DOJ. Monitored booking station usage within the respective environments via analysis of metrics data and help desk support calls to determine trends and identify potential issues. As needed, initiated software change requests or additional training measures to resolve issues and improve usage. Prepared statements of work SOWs for procurement of labor and equipment needed to support additional deployments, software development, or operation and maintenance O M activities. Managed the resource planning, scheduling, and execution of an effort to deploy and train JABS workstations for 106 ATF sites throughout the United States. Coordinated the PMO's resources in support DHS' software upgrade of more than 500 booking stations within their Customs and Border Patrol CBP and Immigration and Customs Enforcement ICE facilities. Practiced earned value management EVM , by evaluating the weekly earned value and cost performance reports to determine the status of deployment efforts versus the planned schedule and budget, and initiated corrective action as necessary to resolve any issues. Developed metric reports to measure and report ATF-generated booking transactions as a means of determining the cost effectiveness of maintaining the equipment at each location. Drafted the JABS PMO Staffing Plan, which outlined the labor and skill sets required to effectively operate the PMO over a five-year period. Oversaw the customization and implementation of the TeamTrack and Version Manager applications to automate the PMO's tracking of software change requests and project deliverables. Actively participated in the program's configuration control board CCB and risk management meetings. Project Manager Managed an effort to configure and deploy a web-based matter tracking system within the 19 district offices of the Office of General Counsel OGC , Department of Health and Human Services HHS . Developed a project schedule and work breakdown structure WBS to track and coordinate all project delivery activities. Identified and addressed any deviations within the project schedule or status to ensure project remained on target for full deployment. Drafted the certification and accreditation documentation, which was the basis for the Office of Information Resources Management granting the system an authority to operate ATO . Managed client relationships and deliverables. Actively tracked and managed all risk issues and action items

Project Manager

Served as the Program Support Manager for the ADCM project overseeing the operations of four teams 22 staff supporting the Collection Litigation Automated Support System CLASS , a debt management application scheduled for implementation within all 94 United States Attorney Offices USAO and their associated private counsel. Managed a two-tier Help Desk that fielded support calls related to the CLASS application, the Documentation team with responsibility for developing and maintaining all operations and procedural material for the project, the Configuration Management team that facilitated the review and tracking of all changes made to the application, and the Training team that developed and conducted training sessions for all users of the CLASS application. Supported the effort to implement SEI/CMM Level I/II/III processes throughout the program. Directly responsible for leading activities outlined within the Training Program key process area KPA . Led an effort to define and report relevant metrics for each project team in order to measure and improve their performance in key areas. Led integration of Remedy and Crystal Reports applications into the project's business processes for tracking help desk support tickets, action items, project assets, and system change requests. Expanded the program's training program by incorporating WebEx as an online training option. The approach proved successful in reducing client training costs and improving customer outreach, and was later adopted as a corporate resource and promoted to other programs.

Confidential

Project Manager

Served as a Financial Operations Project Manager with direct responsibility of monitoring all existing and upcoming company products and initiatives within MCIOne Marketing, Base Marketing, and Industry Mandates. Supported the effort to convert more than 340K WorldCom residential dial-1 and card customers to MCI's calling platform. Conversion represented more than 4.5M in annual billings.