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Sr. Project Manager Resume

Mclean, VA

SUMMARY

Influencing all levels of complex, global organizations. Collaborative, participative leader driven by a holistic vision and understanding of strategic and operational impacts as well as behavior changes to achieve objectives.Deep experience in leading enterprise - level services, programs, and operations with a keen focus on cultivating teams and accelerating their strengths. Consistently seeks out innovative solutions to increase productivity, enhance service, and optimize budgets. Exemplary writing and dynamic facilitation and public speaking skills

Expertise:

  • Engaging stakeholders and managing stakeholder engagement and readiness; developing strategies and tactics to align, equip, and sustain behavior and culture changes in multiple, enterprise-wide transformation initiatives
  • Applying a common-sense, controlled approach in using Six Sigma, DMAIC, PMBoK, CMMI, Prosci, ADKAR, ADDIE frameworks in root cause and gap analysis, product and solution development, and successful project delivery
  • Assessing and designing business processes including Business Process Management (BPM) -- current and future state process diagramming; developing re-engineering opportunity assessment, business case, and return on investment analyses; creating project & operational data-driven business scorecards and metrics programs
  • Driving behavior changes through innovative training, communications, coaching, and adoption programs
  • Standing up and leading Program Management Offices and Centers of Excellence; budgeting, controlling costs, and forecasting of projects, programs, and portfolios; managing vendor engagements & results
  • Regulatory Compliance, Quality Assurance, Quality Control Programs; internal control development and rationalization; remediation of risk gaps and findings

CAREER HISTORY

Confidential 

Position: Sr. Change Manager

Remote Consulting Engagement: Bank of America

  • Reduced cycle time from ~45 days to 3 days for a key process within Home Loans Servicing / Loss Mitigation to comply with Consumer Financial Protection Bureau (CFPB) regulations.
  • Facilitated Kaizen events across multiple Lines of Business (LOBs) as well as Legal, Risk, and Compliance partners using Cause and Effect Diagrams, Value Stream Mapping, SIPOC, Current and Future State diagrams to identify process gaps and form solutions.
  • Applied DMAIC framework for project delivery: Define (scope, current state, requirements); Measure (Critical to Quality-CTQ parameters, primary and secondary metrics); Analyze (future state, people-process-technology design); Improve (build & test people-process-technology solutions); and Control (implement CTQ and metric reporting).
  • Developed Behavior Change Communications and monitored and captured six consecutive, successful cycles of metric reporting to ensure behavior performance was achieved. Worked directly with LOBs to remediate out-of-control conditions. Operationalized CTQ parameters and metric reporting to reinforce and sustain the change objectives.

Confidential

Position: Enterprise Program Manager

Lead, Enterprise Project Management Center of Excellence

  • Established enterprise baseline of project scheduling capabilities.
  • Created project schedule assessment criteria and framework; authored project management standards and best practices.
  • Developed and delivered Behavior Change Communications, training, and coaching programs to achieve project schedule capability objectives.

Confidential 

Position: Sr. Project Manager

  • Consulting Engagement: Navy Federal Credit Union
  • Created a roadmap of innovations to improve members’ branch experience through facilitating SWOT analysis work sessions to identify quick wins, mid and long-term strategies.

Confidential 

Position: Sr. Change Manager

  • Remote Consulting Engagement: Bank of America
  • Following DMAIC process, led a risk assessment related to cross-product channel issues from a customer experience perspective. Developed multi-generational roadmap recommending tactical and strategic communications, business process, and technology solutions.

Confidential 

Position: Sr. Change Manager

  • Conducted research, validation, and maintenance of relationships and delineation among Rules, Policies, Program Procedures, Process Maps, Desktop Procedures, and Controls.
  • Applied DMAIC framework for project delivery: Define (scope, current state, requirements); Measure (Critical to Quality-CTQ parameters, primary and secondary metrics); Analyze (future state, people-process-technology design); Improve (build & test people-process-technology solutions); and Control (implement CTQ and metric reporting).
  • Led Associate Readiness and transition planning to Lines of Business. Developed Behavior Change Communications and monitored and captured six consecutive, successful cycles of metric reporting to ensure behavior performance was achieved. Worked directly with LOBs to remediate out-of-control conditions. Operationalized CTQ parameters and metric reporting to reinforce and sustain the change objectives.

Confidential, McLean, VA

Position: Director

  • Improved project control compliance from 35% to 90+% resulting from behavior and process changes impacting 700+ employees.
  • Collaborated with and influenced Executive Steering Committee, Risk, Compliance, and Internal and External Audit Partners in leading a major overhaul to reduce four discrete project delivery channels (and four sets of business and COBIT controls) into a single, risk-based “core” delivery method with a single set of controls.
  • Reduced the number of Project Management Life Cycle (PMLC) controls by 50%. Reduced the number of Software Delivery Life Cycle (SDLC) COBIT-based controls by 28%. Resulted in annual administrative overhead savings of ~$1.125M.
  • Led the creation of a comprehensive quality control and metric program to support newly established processes; operationalized metric programs to reinforce on-going quality and control objectives.
  • Employed Prosci ADKAR model to develop and deliver change communications, formal training, informal workshops, coaching, and mentoring programs. Worked directly with project teams up through Executives to remediate out-of-control conditions.

Director, Project Services Training, Communications and Adoption

  • Centralized training program management related to project delivery processes and productivity tools.
  • Established enterprise knowledge management tools and authored content including intranet, SharePoint, Wiki, and newsletter articles; best practice guidance; job aids; workshop and formal training content; marketing collateral.
  • Drove and sustained behavior change through Centers of Excellence SDLC release-focused campaigns and on-going delivery of coaching services and knowledge sharing; role-based training curriculums; instructor-led training, informal forums and workshops.

Director, Project Management Center of Excellence

  • Contributed to remediating a Material Weakness that threatened to shut down all department work ($200M budget). Led the creation and delivery of an intense, five-day Project Management Boot Camp. Delivered training to hundreds of employees including Sr. Program Directors and Vice Presidents.
  • Conducted pre-audit control and quality compliance assessments of project artifacts. Provided coaching and mentoring to Project Managers and teams up through Executives in project delivery best practices and to successfully pass control and quality reviews.

Confidential

Progressively accountable roles including PMO Lead; Project Management Advisor; Operational Risk Consultant; Business and Process Analyst; Technical, Proposal, and Business Writer

Confidential

Position: Sr. Risk Consultant; Consulting Engagement - Spring Nextel (Reston, VA)

Achieved the objective of no interruptions to the production of 10K / 10Q reports following the merger / General Ledger consolidation of the two business entities. Worked directly with CFO and COO Executives to identify areas at risk and successfully implement mitigation strategies, contingency alternatives, and back-up procedures.

Confidential 

Position: Sr. Consultant

Consulting Engagement 

As Sr. Project Manager and based on results of the consulting engagement below, was requested by name by the CIO to deliver a strategic initiative through a process re-engineering and Commercial-Off-the-Shelf (COTS) data integration project to support EPA National Pollutant Discharge Elimination System (NPDES) permits.

Consulting Engagement 

As Sr. Process Consultant, collaborated with legal teams and Subject Matter Experts to research policy for accurate interpretation and translation of the newly passed Act 90 legislation. Developed comprehensive current and future-state process models including business case with alternative solution ROI analysis as well as strategic and tactical business transformation planning.

Consulting Engagement

As Project Management Advisor, delivered a comprehensive project management governance framework based on PMBOK and the organization’s Operational Concept Design (OCD) in this CMMI Level 4, $90M-budget organization . Developed and executed strategic and tactical-level organizational change management and communications programs. Created training content and delivered adoption workshops for 90+ project and senior functional managers, as well as Department Directors.

Delivered a formal Continuous Improvement Strategy with recommendations to maintain and advance the PMM product and to sustain behavior changes. 

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