SUMMARY:

• Accomplished program management leader with 15+ years of experience and achievements in the telecommunications, IT, communications, finance, oil & gas, and education sectors.
• Strong, highly organized team player and leader with a talent for seeing—and uniting—all aspects of a program portfolio as well as driving direction and objectives through effective solutions and strategies.
• PMO Governance
• Portfolio Management
• DevOps
• Continuous Improvement
• Best Practices
• Change Management
• Vendor Management
• Budgeting
• Software Development Lifecycle Management(SDLC)
• Data Integration
• Resource Management
• C - level Reporting

TECHNICAL COMPETENCIES & PROJECT TECHNOLOGY:

• J2EE | DevOps | Java | IP | Six Sigma | SAFe | JIRA | VOIP | Business Objects |
• .NET | Data Warehouse | Siebel | Oracle | SAP | SQL Server | Informatica | SharePoint | Cognos | MS Office |MS Project/Server | Primavera | Clarity | ITIL | ProVision | HP ALM | Planview | Agile |Scrum | Waterfall | ERP | Confluence | Asset Management| Kanban |Amazon AWS |PMBOK (Resource, Scope, Cost, Risk, Time, Quality, Human Resource, and Communications Management)
• “Mia achieves results by exceeding standards, (bringing projects in) on-time or ahead of schedule… a great program manager—smart, articulate, high-energy, and demonstrating commitment to excellence.” (Director, TIAA-CREF)

PROFESSIONAL CAREER HISTORY:

Confidential

Senior Program Manager

• Portfolio Governance: Developed Portfolio Governance Portfolio structure aimed at developing a PMO governance process to support time management reporting, monthly financials, project & program status reporting, quarterly delivery reporting, capacity planning, metrics reporting and change management.
• Project Delivery Best Practices: Drove identification and adoption of enterprise wide Project Delivery Best Practices initiative geared towards implementing improvements to the organization's ability to deliver products in a rapid, repeatable and reliable manner resulting in improvements to overall lean and agile practices (enterprise agility) across all delivery teams (100+).
• Increased project delivery maturity more than 60% over 8 months by implementing the Maturity Model Continuous Improvement Program(MMCIP) which included revamping Product Strategy, Engineering, Quality, Architecture, Planning Economics and Agile Framework disciplines.
• Metrics Reporting: Implemented Global Delivery Metrics project which instituted standard metrics reporting (dashboard reporting, & enterprise data warehouse integration) across all project teams within the product delivery organization (186 teams).
• Provided the ability for tracking and reporting of scrum team predictability, cycle/duration times, ROI and delivery commitment data, providing the organization with the ability to create trending reports aimed at improving overall delivery.
• Environment Strategy: Led team to implement Environment Strategy program providing environment stabilization and improvements to overall DevOps deployment processes (automation, continuous integration/deployment, testing).

Program Management Leader

• Vendor Management: Established and managed MSA (master services agreement) and SOW (statement of work) agreements for software and resource management deliverables within the Product Delivery portfolio($10M+).
• PMO Tools(PPM) and Process: Evaluated and assessed the effectiveness of established project management tools, policies, and procedures to drive continuous improvement for PMO initiatives.

Program Manager

• PMO Governance: Established a common set of practices, principles, templates (communications, risk management change management and software development plan) methodologies for all portfolio projects including Agile and Waterfall projects.
• Project Integration: Drove day-to-day execution of the overall integration process, including coaching cross-functional teams and leading integration team meetings to ensure activity plans were executing according to plan
  • Improved overall implementation timelines by over 8%.
• Leadership: Provided direction, leadership and mentoring to Project Managers to include project assignment, portfolio resource allocation, capacity planning and project status reviews.
• Metrics Reporting: Tracked and measured project progress using metrics and dashboards to report project portfolio status to IT Leadership organization.

Denver, Colorado 

IT PROGRAM MANAGER

• Program Execution: Executed large scale ($12M) ERP/SAP Business Intelligence implementation resulting in improved process standardization, utilization efficiencies and increased business scaling and analytics capabilities for combined companies (Qwest/CenturyLink).
• Implemented multi-million dollar Merger Acquisition($8M) program that combined 7 data marts into 1 enterprise data warehouse.
• Reduced yearly maintenance costs by $350,000.
• Integration Management: Defined and managed program/project scope, plans, timelines, costs, project integration, resources, communication, change management and risk management throughout the project lifecycle for multiple Agile/Scrum and Waterfall projects within my assigned program.
• Improved productivity by over 15%.

Denver, Colorado 

Program Director

• Supported enterprise PMO projects by facilitating delivery of program delivery projects, implementing project management tools, and improving Software Development Life Cycle (SDLC) standards adoption for the entire project management community.
• Developed and maintained Executive Dashboard and monitored portfolio project health by monitoring project scope, schedule, cost and quality variance against designated baselines. Managed 5 Project Managers and over 125 indirect reports.

Program Manager

• PMO Governance: Established a common set of practices, principles, templates (communications, risk management, change management and software development plan) methodologies for all portfolio projects including Agile and Waterfall.
• Portfolio Management: Defined and managed program/project scope, plans, timelines, costs, project integration, resources, communication, change management and risk management throughout the project lifecycle for multiple Agile/Scrum and Waterfall projects within my assigned program.
• Achieved a 98% on-time portfolio ratio by enhancing the project intake process.
• Enhanced project intake process by employing centralized collection and prioritization strategies.
• Project Management Tool Implementation: Implemented a standardized project management tool to govern implementation practices (initiation through post deployment).
• Boosted eff iciencies 20-30 % with creation of consolidated Project Management tracking tool (Clarity), implementation of new governance procedures and oversight of project template implementation
• SDLC Standardization: Improved organization’s quality reputation by creating and implementing SDLC standardization processes, procedures, and metrics measurement techniques.
• Mentored Project Managers in risk mitigation, scheduling, productivity, status reporting, and metrics measurement.
• Cost Benefit Analysis: Formulated and presented business case for strategic/tactical projects to justify project ROI, including 3/5 year goals, projected metrics and budgets, cost-benefit analysis and total cost of ownership.
• Multi-Functional Team Management: Executed big picture vision for complex initiatives requiring multifunctional project teams while identifying all deliverables and timelines utilizing resources for critical path activities.

PMO Facilitator

Responsibilities:

• Project Execution: Built and maintained project execution plan, including approach and planning assumptions, scope, tasks, duration, work effort, project dependencies, budget, resource allocation and deliverable definitions.
• Improved productivity by over 15%.
• Strategy: Supported the design and implementation of the overall business and technology strategy and architecture for the entire portfolio.
• Systems Integration: Drove efficiency and profits with automated solutions
• Integrated 200+ core applications and databases and reduced IT maintenance costs by more than $900,000 per year.