SUMMARY:

• More than 15 years of information technology management experience with focus as a senior to executive level Project Manager, able to rapidly adapt to different industries and technical environments.
• Team - oriented professional with MBA, PMP and Big 4/5 management experience and a background in high-visibility projects for software development, infrastructure, technical architecture, and networks.
• Project management skills include documented experience providing the direction required for meeting project and operational objectives and for communicating issues or obstacles to stakeholders.
• A positive motivator and team builder with ability to select, coach, mentor, and direct others.
• Expert in information systems technology, project planning, strategic planning, software development and project lifecycles, technical design, requirements analysis, quality assurance, budgeting, forecasting, scheduling and planning, and tracking of results.

TECHNICAL SKILLS:

Hardware: Intel-based / PC, Mainframe, Tandem, Cisco Catalyst (up to 6500 series) PoE switches and 2600 series Routers, HP 3000 - F15000, Sun E-series, Juniper Routers and switches

Operating Systems: HP-UX, Cisco IOS, SunOS, Solaris, Windows 20xx Server, Windows 7/XP Professional

Applications: MS-Office 2010 Pro MS-Exchange Server, Citrix Metaframe XPe, MS-Project, MS-Project Server, MS-Visio, Oracle Financials, OnContact CMS CRM, ABT Project Workbench, Lotus Notes

Languages: WML / WAP / HMTL, C++, Java, PL/SQL, .NET

Networking: WAN Media, Ethernet, TCP/IP, SMS / MOM / SNMP, 10G, GPON, FTTx, VoIP

PROFESSIONAL EXPERIENCE:

Onsite Program Manager

Confidential

• As a contractor, responsible and accountable for delivery of the Talent Link Resource Management Program. The Program is made up of 5 projects: Agile development of Release 1 of Retain 6.2 Resource Manager upgraded from version 5; Waterfall development of integration with 8 downstream applications; Conversion of the data including integration with the Firm-wide staff data model; Release 2 of Staffing and Deployment enhancements; and the buildout of the infrastructure for two staging and a production environment.
• Serve as the single point of contact for Confidential for Program and project status, issues, risks, and escalations. Also, duties entail proactively working with PwC counterparts to provide a strategic vision from a vendor perspective.
• Provide oversight and guidance to off shore project managers for each project under the program including delegating work to the project manager and the respective teams appropriately. Program staffing averaged 25 resources.
• Actively monitor the resource needs on each project within the program and secure Confidential approval for resources, cost, and schedule.
• Additional duties included participating on project-level governance of each project within the Program on the vendor side, manage and report Program financials for $2 million Program budget, handle stakeholder communications, and ensure compliance with Confidential release management procedures and with internal process & tools.

IT Project Manager

Confidential

• As a contract, senior technical project manager, responsible for successfully managing the full life cycle for infrastructure and applications within schedule and on budget. Developed and delivered progress reports, requirements, project scope, work breakdown structure, critical paths, risk, change management and Gantt charts, and presentations such as program roadmap, LOE and system approaches.
• Managed a $3 million program installing technical infrastructure of a $50 million capital expansion of the west campus. Network expansion includes new switch rooms, SM and MM fiber optics, Cat 6 and Juniper and Cisco PoE switches for multi-purpose 10,000 seat stadium, field house, residence dormitory, and new high school and athlete performance facilities. New server and network core center built out in IMG Stadium.
• Completed planning for second program to refresh entire campus technical architecture into a self-healing network with a two-star topology, including moving network core to center built at Stadium, upgrading all switches to PoE switches and upgrading phone system to VoIP.
• Managed and implemented the IMG project methodology at the Academy including required deliverables and tasks to the phases including project scope, change and requirements management, execution and implementation and post implementation reviews or mortems, following the IMG PMO framework
• Assisted in detecting issues and potential risks. Coordinated with stake holders in order to work effectively across functional groups, with business units, IT organization including third parties and staff personnel

Senior Technical Project Manager

Confidential

• Managing up to 3 medium to large projects simultaneously in the HIPAA EDI and ETL space for data exchange with state Medicare and Medicaid systems. State implementations include build out of office technical infrastructure and server installations. Projects deliver technical capabilities for claims processing, encounters submissions, medical records for health services, revenue recognition, regulatory reporting and provider relations.
• Total budgets annually average $5 million and added over $40 million a month to the company’s gross revenue. All projects delivered on time and under budget. Projects managed using agile- and waterfall-based SDLCs and work out of an IT-wide PMO
• Duties included planning, scheduling and obtaining up to 100 resources in a matrixed organization structure. Schedule and work management tools include Project Server, MS-Project and Portfolio Server.
• Extensive communication skills required to manage business and governmental agency relationships, to participate in gate reviews and artifact overviews and to work directly on project issues and escalations with executives at the vice-presidential level.
• Tasks covered the development of requirements from state-based health plans and internal business units, coordination and scheduling of artifact development across multiple functional teams and oversight of quality assurance activities.

Global IT Project Manager

Confidential

• Led large project integrating 50 downstream applications to a new independence compliance system. Also, was implementation manager for deploying new system and integration, responsible for planning, scheduling and obtaining resources for a large-scale, implementation for 20,000 global users. After go-live, directed waterfall project for same application of six 13-week releases, deployed every 7 week.
• Independent consultant responsible for developing of project plans and charters, leading planning and strategy sessions, architecture reviews, establishing roles and responsibilities within the team, and management of risks and issues, including mitigations with a risk log.
• Directed RUP-based SDLC activities including requirements definition, design, code development or component selection, all testing and implementation, and conducted relationship and expectation management covering status communication with key internal customers and executive stakeholders including global and US practice area partners, program manager, and IT and business area leadership.
• Used Project Server, MS-Project and MS-Visio with Earned Value Metrics to allocate and coordinate tasks, milestone dates and resources.
• Managed yearly project budgets of $2.5 to $5 million for labor and $500,000 for hardware and software and direct the efforts of 2 to 5 teams composed of up to 40 individuals.

Project Manager, Network Architecture

Confidential

• As independent consultant, helped a national multiple system cable operator begin its transition to a content and services provider by executing strategic projects expanding the DWDM metropolitan network backbone from 1G to 10G using Juniper ILEC grade routers and adding gigabit performance with GPON to customer premises for commercial networking products.
• Directed 15 network engineers, technical architects, staff technicians and vendor staff from initiation through implementation, including definition of component specification and design, managing the projects’ procurement process, coordinating all phases of testing and implementation, mitigating risks and managing expectations of division and corporate executive stakeholders.
• Managed and tracked all project activities, project milestones, task completion and project schedules using MS-Project to deliver both projects on time with no disruptions to business.
• Participated in establishing internal project lifecycle to meet PMBOK. Responsibilities included creating the PMO and the development of new and changed processes, procedures, artifacts and documentation. Presented changes to executive leadership team and implemented new lifecycle.
• The total value of project budgets approximates $1 million for labor and $8 million for network hardware and software.

Project Manager

Confidential

• Independent consultant that directed waterfall development project composed of 4 teams totaling 20 individuals for a broadband provisioning and activation operations support application.
• Led or performed requirements definition, design and development of software components in both n-tier and netcentric versions of the application.
• Project management tasks include redesigning team workflow process based on software development lifecycle best practices, improving quality process, and negotiating with internal customers to gain buy-in. Hired and coached additional project management and development resources for team.
• Monitored in-house agile development lifecycle activities and managed project using project plans to reflect the current percent completion for tasks, for dates and for resources.
• Managed budget of $5 million for software development labor and $2 million for hardware and software.

Project Manager / Network Administrator

Confidential

• Provided project management skill set, contributed technology operations subject matter expertise, and furnished support management of company infrastructure.
• Managed physical move of call center and VoIP phone integration with corporate phone system. Developed business case, functional requirements, and high level design deliverables. Obtained approvals from executive team. Led project through design, validation and implementation.
• Led implementation of CRM system that united the finance, marketing, clinical services and laboratory departments, operating on disparate systems. Directed project team through complete project life cycle, including interfacing with legacy systems, implementation planning, and training.
• Technical project manager for implementation of Cerner Pathnet for a cryogenic cord blood laboratory including implementing HL7 interfaces for use by the downstream client management system.
• Led cross-functional project redesigning technical, clinical, and marketing processes to meet HIPAA and FDA regulations, resulting in industry quality certification. Worked with executives and process experts to develop and implement standard operating procedures based on FDA standard for software validation and verification, change control, and configuration management improving quality of technical changes.

Manager/ Consultant, Technology Architectures

Confidential

• Led project teams of 2 to 40 people that implemented architecture components to add capabilities or support client business objectives. Budgets ranged from $200,000 to $2 million.
• Responsible for career management of subordinates, pricing and proposal generation, relationship management with clients' executives, planning, and execution of all aspects of assigned engagements.
• Using firm's V-Model development life cycle, led an interface architecture team at a credit card processing company that designed and implemented messaging and batch interfaces for a new accounts receivable system, handling 500,000 transactions a minute. Deliverables include functional requirements, current and future state process mapping, architecture blueprint, system design and configuration, issue resolution, parallel testing, and system integration testing.
• In a PMO at a Bell operating company, directed 40 developers in four teams in the design, development, testing and implementation of customer care and inventory control software. Created new resource capacity planning model for future releases and participated in successful SEI CMM Level II review.
• At a startup telecom client, was technology lead on strategic initiatives team that created concept for billing and provisioning support systems for supporting client's business model. Developed functional requirements, architecture blueprint, and conceptual design and presented them to client executives.
• At a regional wireless carrier, led team that upgraded an event-driven messaging architecture for a customer care and billing system. Directed the specifications and requirements, completed the testing, and implemented the upgrade to development, test and production environments.

Network Consultant

Confidential

• As the relationship manager of APM's largest client, an environment remediation firm with 7 offices across the U.S., directed a team consisting of a network engineer, application support specialists, network administrators and developers.
• Increased revenues by 20% in one year managing a 500 seat enterprise network that contained the financial application, a highway project control application and Citrix.
• Provided project management of client's infrastructure improvement, including client and server hardware upgrades and new versions of network and project management software.
• Led project developing application for client that streamlined environmental remediation proposal process. Project included development of process rules, design and construction activities, component and system testing, and training.
• Member of APM's management committee.