SUMMARY:

• Successful track record of 20 years as Senior Project Manager for Hospitality, Information Technology (IT), Telecom and Mortgage industries in both private and government sectors.
• Demonstrated acumen in project management for cross - functional, multi-divisional projects by delivering them successfully on time, within budget and scope every time.
• Led and managed various project resources, sponsors and stakeholders with excellent leadership, organization, communication skills.

TECHNICAL SKILLS:

Project Management Lifecycles and Governance: SDLC, SELC, Waterfall, Agile and PMLC Portfolio, Program and Project, Scope, Risk, Quality, Communication, Configuration, Cost, Budget, Integration, Procurement, Resource and Time Management Plans Gap Analysis, Business Process Reengineering, Strategic Workshop Presentation Project Assessment & Prioritization, Requirement Traceability Matrix, Technical and Functional Requirements, Business Case, Project and PMO Charter, Master Project Schedule, Operations & Maintenance, Change Management, Closing and Lessons Learned documents Reports: Status, In - Progress Review (IPR), Integrated Baseline Report (IBR), After Action, Earned Value Management (EVM); CMMI; Statistical and Measurement Analysis Reports, OPEX/CAPEX Awareness, Training, Job Evaluation and Performance documents Project team management team, employee performance Customer and stakeholder management and communications at all levels Status reports, Project schedule, Risks, Project Management presentations

PROFESSIONAL EXPERIENCES:

Confidential

PMO (EIMO) deputy Technical team lead PM

Responsibilities:

• Deputy Technical Management Team Lead providing Information Technology (IT) Project Management support in the planning, implementing, managing, and tracking of Technical Management Team projects, as well as for projects as assigned.
• Executing and maintaining the standards of project management and processes in accordance with Project Management Institute (PMI), DHS System Engineering Lifecycle (SELC) implementation, and System Development Lifecycle (SDLC) processes.

Confidential

Lead and Project / Program Manager 

Responsibilities:

• Obtained current state of the Organization, IT Investments, systems, sub-systems, review existing documentation, standards, tools and validate with stakeholders
• Provided As Is Project Management Plans and Processes and PMO SharePoint state
• Provided to be recommendations for Project Management (SELC, SDLC, Agile) methodologies, Integrated PMO governance, tools and templates
• Provided Requirement gathering, Scope, Schedule, Requirement, Risk, Quality, Communication, Acquisition, Procurement, Vendor, Contract, Configuration, Change and Training Plans.
• Provided PMO status reports to the CIO and developed PMO metrics and KPIs
• Managed Project resources and supported Mt. Weather PMO offices and leads, and GMM, PHOENIX, FIFA, FIPS programs.

Confidential

PMO/ Sr. Project Management Lead

Responsibilities:

• Managed a Program of 23 projects in the PMO Matrix organization to reduce Cost of Sales by process improvement and standardizing methodologies.
• Conducted portfolio definition process: prioritized projects; developed solution definition and Implementation of cross functional projects: HR, IT, Marketing, Commercial and Operations.
• Cost Optimization Program: Structured the Cost Matrix program as well as individual projects based on the PMI methodology of project management. As a Program Manager executed the road map for top 14 branches. Enabled the team to effectively manage their inventory, using myInventory efficiently:
• Reduced the total variance by .5 points with a savings of $976K in 2015
• Reduced COS by over $1M through our Supply Chain Initiatives
• Developed presentations for Road shows and Core Meetings
• Completed four Cost programs, which are in the Monitoring & Control phase
• Managed a systems conversion project that converted the Purchase Order (PO) process in Constructware to PeopleSoft (9.1, 9.0) environment in order to facilitate faster PO approvals with appropriate controls.
• Managed Cash Recycler machine implementation project that will increase efficiency in the Cash room process. To eliminate manual counting of cash, allow the cashier to enter the funds into the machine and allow the funds to be deposited on the same day with no lag time. Conducted site surveys and implemented cash machines in different travel plazas and airports.
• Vendor Management: Floated RFI and completed RFF to different vendor (Glory, Recycler and Dunbar). Analyzed size, capabilities, features, functions and pricing with different vendors.
• ChowNow App Implementation: Developed and implemented a successful “Go live” of “Chow Now” online ordering at the Frontera restaurants at the two terminals of the Chicago O’Hare airports, per Chef Rick Bayless’s request. "ChowNow" had been implemented at Xoco Restaurant in Chicago by Rick Bayless and received a success; currently it generated additional $1,700/day through this App.
• Brand reporting reengineering - Completed requirements, designed and developed Mocks 1, 2, 3 and 4 standardized reports for brands. Completed Development and Testing. Sent out communication to brands about the new standardized reports, along with the new reports. Brands were given about 4 weeks to transition from the “old” reports to the new.
• Canada T&L HRMS Transition - Launched SMSI locations, Travel plazas and Airports in 2015.
• Capital Reengineering PO Process: Requirements gathering completed.

Confidential

Program Manager / Agile Project Manager

Responsibilities:

• Provided the business analysis and validity of the products/systems
• Analysis of current and future state Architecture
• Gaps and solutions
• Integration plan and course of action to fill the gaps
• Provided analysis of the timeline, cost and performance of the solution.
• Provided Oversight to the following six management areas:
• Services Management - Managed Services Agreements, MOU, SLA etc., Metrics / Measures, Dispute Resolution, Services Catalog, Cost Management, Architecture Version Control, Training
• CPIC - Investment Management and Investment Strategies; ensuring OMB 300 submission
• Contracts Management - Contract Deliverables, POP, Amount, Contract/ Task Orders underway, Contract Action Backlog, including Vendor and Procurement management support. Included tracking Licenses and tools contracts.
• Integrated Master Schedule - Projects, Major Deliverables, Customer Engagements and Systems
• Project Management & Support - Oversight of SDLC / Project Lifecycle which are Project Backlog, Due Diligence, Requirements, Design, Development, 508 Testing, UAT and Change management.
• Risk Management - Risk Registry/ Reporting and Mitigation.
• Project Management and oversight of the following major programs:

Confidential

Senior Project and ePMO

Responsibilities:

• Experienced with Enterprise Project Management Office (ePMO) Center of Excellence (COE) and EPMO Repository for Technology division of the mortgage industry ( Confidential ).
• Project managed the software application release management process from concept, initiation, planning, analysis, design, construct, testing, acceptance, implementation and closing.
• Supported the development of Factory Operations Management process.
• Some of the deliverables: Business Resilience management to ensure Business and Technology continuance in case of business operation or technical asset or application failure.
• Updated Business Continuity and Technology Contingency Plans using SUNGARD tool to ensure assets and applications are up to date for the organization.
• Demand Management Operations center project was a subproject of ePMO project: I was tasked to track factory Demand Management process, its implementation and its progress, track factory resource and budget, weekly approvals and provide status reports.
• RequisitePro and ERPP training - Received training on a tool RequisitePro for Business and Requirements leads and ERPP (Enterprise Resource Supply/ Demand Management).

Confidential

Sr. Project Manager/ PMO Lead

Responsibilities:

• Led the Project Management Office (PMO) effort at Confidential for the Office of the Chief Information Officer (OCIO) and reporting to the CIO
• Utilized PMI best practices and procedures, managed a team of 10 core project members
• Program Performance, security performance, project metrics, Timeline and budget reporting
• PM Framework/ templates, Governance and Concepts of Operations for ASOC security portfolio
• Developed Training materials and handbook in order to train Control Account Managers (CAM)
• Prepared ASOC’s division director’s Strategy and Goal workshop presentation
• SharePoint Administration - creation of site, user accounts
• Created and managed Operations & Maintenance plan, Requirements, Work Plans, Resource plans, Program/ Project Management plan, Risk Management plan, Project Financial management plan and other documents.
• Managed Projects: Enterprise Network Security (ENS), Security Architecture, Enterprise Security Operations (ESO), Security Sensor Array (SSA), Enterprise Vulnerability Scanning (EVS), Continuous Monitoring and Risk Management.
• Transition of the existing distributed systems and operations for critical network security functions to an Enterprise approach that delivers an integrated method for delivering systems and operations for the Unified Telecom Network (UTN).
• Deployment of a vulnerability scanner; where the scanning equipment will be based on the network topology in order to ensure agency wide security posture
• Optimized the ASOC security operations program as it continued to fine tune its security presence across the Department.
• Foreign Agricultural Services (FAS) Security initiative – Requirement gathering
• Prioritized Enterprise Security activities; Identified Planning targets and CIO council inputs
• Adjust the SSA monitoring state from passive to inline for the Washington DC commence center location. The four SSA tools were Bluecoat, Sourcefire, FireEye and Fidelis.
• Established an Enterprise continuous monitoring program. It correlated to actions listed in NIST and OMB guidance
• Supported the OCIO who formed an IPT to define the requirements for Enterprise contracts for standardized security products and services. Identified the current state and developed Plans of Action and milestones (POA&M).
• Develop an Issues Log tracking tool to replace Remedy.

Confidential

Head of the Corporate Project & Program Management Office (CPMO)

Responsibilities:

• Served as a main Point of contact (POC) for corporate management/ clients
• Assisted the company to align company Strategies, Scope and Objectives
• Served as a tool for communication and managed customer and sponsor expectations
• Developed Business Case and obtain approval from Investment Committee (IC)
• Implemented Project Governance by developing PMO Charter, which lead to enhanced visibility of the strategic investments and helped the stakeholders to properly plan key investments.
• Established Project Governance through Awareness, Training and Communication (SharePoint)
• Portfolio and Project Assessment & Prioritization by ensuring Strategic alignment
• Program/ Project Implementation, Oversight and Monitoring
• Competence development, Mentoring, Hiring, Coaching & Assessment of Project resources
• Developed Training materials and provided necessary internal trainings of project resources
• Employed external vendors to provide training for certification programs
• Provided Centralized view of Project Status and Executive dashboard
• Shared PM Tools, Techniques and Templates via SharePoint site.
• IT Project Financial Management by using the financial management system.
• P&L and high proficiency financial reporting and analysis.
• Until late 2009, there were 40 applications to manage customer interactions, billing, and campaign management functions for its cell phone subscribers. These applications were not integrated, which meant it took too long for the contact center staff—that had to switch between multiple screens—to handle customer calls. The customer churn rate (the proportion of subscribers who leave during a given time period) was related to product offers not being targeted enough to subscribers. The Siebel CRM and communication system enabled fast and effective order management, reduced call handling times and subscriber churn rates, increased the number of targeted marketing campaigns that can be created each month, and helped convert more leads into paying customers. Customer data such as names, addresses and transaction information are stored in the Oracle Database 11g

Confidential

Senior Manager of Project Mgmt. & Planning II

Responsibilities:

• Developed, Implemented, Tracked and Monitored this $8 million program
• Coordinated the effort of PeopleSoft HRMS 9.0 and People tools and COTS application development for this information systems project
• Provided leadership and managed a team consisting of Business Analyst, System Architect, System Analyst, Configuration Manager, Testers, Quality Assurance and other Technical leads.
• Developed Requirement Traceability matrix to map functional requirements to the design component
• Developed Work Plans, Resource plans, Program/ Project Management plan, Risk Management plan, Financial management plan
• Managed stakeholder expectations through communications and facilitation of status meetings like the In-Progress Review (IPR) meeting.
• Provided project progress, in terms of schedule, budget, quality and scope using Earned Value Management (EVM)
• Submitted Contract Monthly Status, Personnel Status, Systems Backup and After Action Reports
• Developed Master project plans, schedule and Integrated Baseline Reviews (IBR)
• Delivered Metrics Report which included Registration rates and calculations for Treasury and non-treasury customers and Statistical evaluation for Employee and Manager Self Services
• Identified and mitigated Risk using RMA tool and maintain Issues log.
• Actively took part in CMMI Level 3 and 5 processes and in SCAMPI 2007 and 2008 auditing
• Reported CMMI process areas which included the Quantitative Project Management (QPM) and Causal Analysis Resolution (CAR) plans
• Statistical Analysis and submission of Measurement data into the Measurement Collection Tool (MCT) for process improvement.

Confidential

Project Manager (Computer Sciences Corporation CSC)

Responsibilities:

• Managed the Project for EPA to set up Emergency Operations Centers (EOC) for Disaster Recovery throughout various regions of USA including the headquarter (HQ) in Washington DC. This was an effort to support operations for hurricanes like the Katrina.
• Managed projects worth about $3 million for the EPA EOC designed to serve as the operational focal point in HQ and to increase data management and coordination capabilities.
• Held weekly status, internal and external stakeholder meetings to identify and mitigate Issues and Risks and escalated as appropriate to ensure total Customer Satisfaction and compliance with Scope, Time & Cost Budgets.
• Developed a comprehensive project plan for Regional Operation Readiness (ROR) and End user Support for all the regions of America with the help of Technical Leads and Engineers
• Developed a plan that is intended to support Duty Officers, On-Scene Coordinators and Regional Response Center (RRC) personnel with computer, communication, and video/audio needs.