SUCCESS RECOVERY AND DELIVERY PROGRAM MANAGER

Organizational Change Business Architecture Process Improvement

• Proven end-to-end strategic program manager with a history of leadership on large transformational IT programs. Drives improvement and organizational change through operational excellence and customer intimacy to recover and deliver program success and elevate the business performance of diverse commercial and government organizations.
• Ten years experience on large transformational programs in leadership roles primarily in the Commercial Sector able to bring these skills to bear on implementation of organizational goals.
• Three years experience as Executive Program Director with CSC executive level presence and demeanor.
• Management expert able to stand-up IT PMO project and program management, vision and strategy through deployment, service delivery, and offshore processes able to grasp relevant client business, management, and SDLC concepts quickly.
• Proven track record of using organizational change techniques to implement best practices including outsourcing transition, ERP implementation, and implementation of new processes and procedures to achieve CMMI certification.
• Drives long term, resonating vision, three to five year strategic goals, and shorter term implementable plans able to ignore political noise and pick out relevant strategic alliances to implement vision.
• Experienced public speaker comfortable working in highly political environments calm approach to difficult situations.

Areas of expertise include:

• Business Transformation and Architecture Strategic Planning Organizational Change, Design Development
• Enterprise Risk Management Project and Program Management Processes SDLC Processes including ERP Startups
• Continuous Process Improvement Resource Management Cross-Functional, Matrix Virtual Team Leadership

PROFESSIONAL WORK HISTORY

Confidential

Managing Director

Confidential Program and Project Management Consulting including virtual IT project management, improvement of project management practices, large IT program management, Enterprise Risk Management ERM , and other management practices.

Selected Achievements:

• PMO Deputy Program Manager for Fortune 1000 supplementary health insurance provider located in Indianapolis, implementing new benefits enrollment and admin servicing platform. Includes end-to-end health insurance operations solution, technical strategy and roadmap, vendor selection, and delivery of short term and long term IT projects over a three year period using Agile development techniques.
• PMO Senior Project Manager for a Fortune 100 health insurance provider located in Louisville, KY. Recovered multiple Agile projects in context of large Health Care Reform HCR Waterfall program resulting from sudden and unexpected departure of previous manager. Leveraged the Affordable Care Act Act to improve individual insurance market share.
• In total accountability with no authority roles, managed entirely through influence to deliver end-to-end IT PMO shared services execution and stand up of missing management and SDLC processes.
• Kept 100 virtual, matrixed teams focused on delivery by utilizing strong but collaborative communication techniques.

Confidential

Operations Manager

Established relationships with customers and supply chain vendors and sustainable results four months from business startup. Stood up operational processes including receivables, payables, supplier management, marketing, and training.

Confidential

PMO Executive Director Senior Program Manager

Championed process improvement, risk management, and governance for the Expeditionary Combat Support System, a 1B ERP logistics transformation effort for the USAF. Managed 30M budget to deliver all PMO and ERP delivery functions including annual budget planning and forecasting, monthly financials, analytics and reporting to USAF, complete SDLC life cycle, and LMS.

Selected Achievements:

• Facilitated development of the ECSS governance model including establishment of the necessary boards and working groups to support the rollout of the entire operating model
• Delivered monthly program status reviews to senior DoD and USAF personnel was one of the few who received positive feedback on content, precision and delivery in this high pressure environment similar to congressional testimony
• Achieved two CMMI Level 3 Staged Certifications within an aggressive time period certification plans incorporated these event types: Class C, Health Check, PIID Check, Class B, Readiness Review, and Class A appraisals.
• Improved management and ERP processes, SDLC product and process quality, and training applied improvement techniques over 5 years towards 10 productivity gain used CMMI process audits to measure compliance.
• Reduced risk for the ECSS program by 50M transitioned the ECSS risk management function from an internal CSC function to an Enterprise Risk Management ERM function
• Improved ERP Oracle methodology and associated briefing materials to incorporate lessons learned from two pilots
• Moved the ECSS program culture from railing against the implementation of CMMI process improvement to a culture that embraced the benefits of CMMI in three years using targeted metrics reporting to senior management.

Delivery Assurance Senior Program Manager

Recovered program success on three major technical infrastructure outsourcing engagements 10-20M each . Provided delivery assurance services for over 90 projects. Transformed project management performance for CSC's largest business unit by developing the Global Transformation Management Framework GTMF framework subsequently adopted by CSC as the project management standard.

Senior Project Manager

Led application development team of 20 in successful implementation of 2 million project for Cinergy now Duke Energy commodities trading function. Assisted in win of 71 million offshore application outsourcing services contract to CSC and delivered transition processes to support outsourcing implementation.

Senior Business Architect PMO Manager Program Manager

Integral member of the program recovery team for high profile 600M Medicaid system replacement for the State of New York, eMedNY. Managed business architecture for 24X7 Pharmacy operations during current/future state identification. Moved to the PMO to manage requirements and program change control functions.

Corporate Knowledge Program CKP Manager and SME Program Manager

• Managed the global organizational change program to develop account, program, and project management capabilities as part of a virtual, matrixed CSC organization. This program was a component of CSC's enterprise-wide solution for Knowledge Management and consisted of methodology, learning, tools, communication, deployment, measurement, and field support components. Developed the five-day learning program simulation: Catalyst Business Area Architecture BAA . Improved the Project Management Development Program PMDP , a CSC-wide learning program for project managers and became certified in the capstone learning event, the Project Management Orientation Simulation PMOS .
• Developed and implemented the Project Management Improvement Program PMIP for CSC's largest operating group at the time. This was a multi-year transformation effort for the 8000 person GIS organization. The PMIP trained 2000 team leaders and project managers over two years and resulted in a significant improvement in customer satisfaction.

Catalyst Senior Manager and SME Project Manager

• Developed the PES and SDL sections of Catalyst Book 5 PBD. Developed the five-day learning program simulation: Catalyst Package-Based Development PBD consisting of two components Package Evaluation and Selection PES and Solution Demonstration Lab SDL . Streamlined the development cycle by 50 and improved the quality and sophistication of learning deliverables.
• Provided subject matter expertise for the Catalyst Facilitation course upgrade and delivered the material during piloting.

Project Manager and Business Analyst

• Led the business process redesign team for the order fulfillment business function for Standard Register. This effort was the foundation of a 12M custom application development for a unique engineer-to-order business. Also performed the quality assurance and quality control functions for the effort.
• Participated in a process model-driven PES effort for US Shoe.
• Led the development of the business process models for a large SAP implementation for James River. Used the models to develop business scenarios as the project manager for system integration testing.
• Managed Unit Testing for a major enhancement to the Customer Service System CSS for CG E now Duke Energy .
• Managed a business process redesign engagement for AT T.
• Performed business analysis and programming in COBOL II as the project lead for CSS Order Management.
• In summary, held strategic and leadership positions at CSC across a broad base of industries including telecommunications, manufacturing, healthcare, utilities, and government. Not all positions described herein. Available on request.