SUMMARY:

• Assertive, hands on, professional with exceptional depth and breadth of skills. Industries range from the semiconductor industry to public health and state and local government. Six Sigma (total quality management) Black Belt, complex problem solving skills, root cause analysis, and (SDLC) system design, development and documentation experience. Versatile information systems skills, including knowledge of programming, operating systems, network design, data base development and administration, risk management and disaster recovery.
• Senior project manager, Confidential ; project managed the scope, schedule, budget, risks, issues, communications and stakeholder expectations for three above the line projects totaling over $3M within the Workers Compensation PMO. This also included 81 smaller CSR projects for clients; AIG, Liberty Mutual, Sentry Insurance, and BHN.
• Project managed a variety of projects for the Confidential Project Management Office ranging from the design and deployment of a Master Scheduling tool for 50+ projects using SharePoint to a $76M project in support of the Clinical Data Repository. Other projects involved the Confidential of 10 core processes for the Risk Management Branch and the Clinical Operations Support Branch using MS CRM Dynamics for supporting technology.
• Managed a 20 person team responsible for the conversion of non - member records for all seven branches of CalSTRS (900 people). The $6M project included the end-to-end development of the Enterprise Content Management System (ECMS). Confidential is the largest U.S. teachers' retirement fund, the second largest Confidential fund, with 833,000 Members, and assets of $134.1 billion as of December 31, 2009.
• Facilitated the documentation of business processes for the Infectious Disease Branch of the statewide California Department of Public Health.
• Project managed the Caltrans IT Governance Project establishing a new statewide organizational structure, re-engineering governance processes for areas of administration and finance.

EXPERTISE AREA:

• Strategic Planning
• Project Management
• Confidential
• Product Marketing
• Business Readiness
• Communications
• Applications Engineering
• Total Product Support
• Technical Training
• 6 Sigma Black Belt

TECHNICAL SKILLS:

• MS Project and Project Server
• ProjectInVision (PIV)
• Clarity-Niku
• Primavera
• Rational RequisitePro
• MS Office Professional
• Visio
• Oracle
• SAP
• PeopleSoft
• Web based collaboration applications (Livelink, Dream Weaver, Quick Place)
• SharePoint
• MS CRM Dynamics
• MS ACCESS

PROFESSIONAL EXPERIENCE:

Senior IT Project Manager

Confidential, West Sacramento, CA

Responsibilities:

• Project managed the scope, schedule, budget, risks, issues, communications, stakeholder expectations, and PMO reporting for three above the line projects totaling over $3M within the Workers Compensation PMO. This also included 81 smaller CSR projects.
• The dynamics involved facilitating teams of Bill Review 4 business analysts, application developers, and quality assurance personnel located across the US in all time zones.
• The project and CSR objectives included; Product enhancements for system longevity, meeting client change request needs, reducing developer changes with increased configuration modes, improved efficiency for maintaining wholesale and retail fees, create user interfaces for standard client and product implementations allowing the maintenance team to configure new clients in lieu of BAs and developers.

Project Manager

Confidential, Sacramento, CA

Responsibilities:

• Project managed the business process documentation and implementation of the MS CRM Dynamics tool in support of the Clinical Operations Support Branch. The technology included the use of SharePoint for document management and Outlook for notices. This involved leading a team in the use of SIPOC analysis, as-is process analysis, gap analysis, stakeholder impact, to-be process documentation, requirements gathering, development of use cases, test plans, test cases, and deployment plans.
• Assigned to project/program manage a team of state and sub-contracting personnel of a troubled $76M project: the Clinical Data Repository System. After three months it was concluded the main third party subcontractor was not adequate and executive leadership was needed to better align the goals and objectives.
• Project managed the re-engineering of the Risk Management Branch core business processes in preparation to “re-launch” the Health Care Appeals Tracking System (HCATS). HCATS utilized the MS CRM Dynamics tool. This work involved the use of SIPOC analysis, as-is process analysis, gap analysis, stakeholder impact, and to-be process documentation. This project was in support of the 6 business processes in the Litigation Management Section (LMS) and the Office of Third Level Appeals (OTLA).
• Developed plans and processes to implement computer based training ( Confidential ) for all PMO initiatives using the Skill Soft web-based tool. Efforts were coordinated between Human Resources and the PMO course developers and trainers.
• Designed, developed, and implemented a Master Scheduling tool and process for the Project Management Office using SharePoint with 33 integrated calendars, one for each institution. This provided communication to stakeholders regarding the deployment activities of all CCHCS PMO internal and external projects (50+). The Master Schedule eliminated cross project conflicts and reduced the time spent by PMs on producing reports. It helps stakeholders receive up to date project information when they need it.

Project Manager

Confidential, Sacramento, CA

Responsibilities:

• Managed a 20 member project team responsible for the conversion of non-member records for all seven branches of Confidential and the associated twenty-seven divisions (900 employees). This involved approximately thirty million records composed of paper, micro-fiche, and micro-film.
• The $6M project included the end-to-end development of an Enterprise Content Management System (ECMS) in which the non-member business records, once converted, reside and became available for retrieval. The work involved the design, development, and implementation of an interim scan facility by which “post back-file conversion” material was converted.
• The project supported Confidential as the organization began work developing policies, processes, and procedures for its Records Management Unit.
• Provided change management services in the areas of stakeholder management, communication, and training.

Project Manager

Confidential, Sacramento, CA

Responsibilities:

• Identified quick hit solutions to 63 legacy applications which produce outputs (i.e. letters, reports, and files) that contain Social Security Numbers (SSNs). The solutions involved eliminating the SSN where it is not needed, masking SSNs, and identifying where SSNs must remain.
• Analyzed the as-is processes impacted by the Pension System Resumption (PSR) project regarding the use of SSNs.
• Evaluated and made recommendations regarding the business impacts of making modifications to system outputs containing SSNs.
• Produced a gap analysis for the as-is processes which included identifying outputs with SSNs not found in the initial assessment study.
• Identified risk factors and recommended mitigation strategies.
• Developed recommendations to be utilized by the PSR team to ensure SSN occurrences are secure in PSR application outputs.
• Managed the project to the CalPERS PMO disciplines and project lifecycle; e.g. scope, schedule, cost, communications, quality, risks and issues, and change control.

Project Manager

Confidential, Sacramento, CA

Responsibilities:

• Documented business processes specific to the requirements for the management of morbidity, case history, and NETSS reporting and in support of the California Confidential ( Confidential ) system (Web-CMR-ELR).
• This documentation was compatible with the style of documentation used by the Confidential ( Confidential ) and the Confidential 2007 grant work done in the Health Information and Strategic Planning ( Confidential ) branch.
• The documentation contained context diagrams, business process flowcharts, narratives, data flow diagrams, and other parameter descriptions.
• Developed Proof of Concept Documentation (PCD).

Project Manager

Confidential, Sacramento, CA

Responsibilities:

• Served as project manager for the IT Governance Project establishing a new statewide organizational structure, re-engineering governance processes for areas of administration and finance, and redefining roles and responsibilities.
• Provided guidance in the development of a new three year strategic plan. This involved the review of the Department mission, development of a new IT vision statement, establishing new strategic IT principles, implementation of an interim business needs collection process, completion of a SWOT (strengths, weaknesses, opportunities and threats) analysis, establishing a prioritization process, and facilitating the CIO and staff through identifying goals and objectives for the three year plan with operational metrics and a summary roadmap.
• The management of the project included developing plans to manage the scope, schedule, cost, quality, communications, and risks. The size of this project in terms of personnel impacted was 23,000.
• Prepared numerous responses to requests for consulting services quotes and business proposals from numerous government agencies.

Project Manager

Confidential, Sacramento, CA

Responsibilities:

• Project Manager for the Web-CMR project. Goal; implement a statewide system to increase confidential morbidity reporting and improve the efficiency and effectiveness of public health disease surveillance. This work was in direct support of CDC strategies to defend against bio-terrorist activity. Stakeholders included all State Programs, all Local Health Departments, and Healthcare providers in California.
• Established the statement of work with a third party application provider (ITI-PHS3), project lifecycle schedule (e.g. SDLC), project governance and team structure, and various plans to control the scope, schedule, cost, quality, business readiness (training, communications, stakeholder management), data migration, and integration with external systems. Successfully secured grant funding from a variety of constituents.
• Influenced 54 of the 62 jurisdictions in California to utilize the system instead of developing separate systems. Established plans with the remaining 8 jurisdictions to integrate their systems, creating a State network to share disease surveillance information. The goal was to provide the ability to more quickly communicate outbreaks and provide the appropriate alerting and notification across State programs and local health departments.
• Completed user acceptance test & evaluation of COTS vendor. The recommendation was to reinitiate the procurement process with an alternative technical subcontractor. The State eventually proceeded with the recommendation.

Confidential, Santa Clara, CA

Project Team Leader

Responsibilities:

• Communications Team Leader for the $300M 3-Dimensional Solid Modeling transition program with responsibility for project managing the Business Readiness Team. The 3-D solid model management program implemented Autodesk Inventor, EDS VisView, and MatrixOne Info Central. Goal = 2x reduction in product design cost, 4x increase in productivity.
• Coordinated closely with consultants from KPMG, PriceWaterhouseCoopers, & Accenture.
• Developed & organized program governance structure. Served as facilitator for implementation of PLC (SDLC) project methodology, initiated & implemented the change management & communications plan, developed & implemented a Task Force Team Leader protocol & designed an effective issues collection & escalation process.
• Responsibilities included facilitating business unit impact assessment & risk assessment, developed team to establish key process indicators, led workshops to gain agreement on deliverables and objectives, and facilitated phase exit reviews and sign-off.

Confidential

Project Manager

Responsibilities:

• Confidential Project Manager with responsibility for projects supporting ISO 9000 certification, & business process improvement initiatives, including signing requisition & internal / external offers, customer commit for pre-alpha systems, bookings deviation process, & communications plans.
• Provided leadership & initiated action for the deployment of Oracle ERP in PDD (Passivation & Dielectric Division), & developed a process & IT tool (Lotus Notes) to collect, disseminate, prioritize, & resolve deployment issues.
• Organized & coordinated business simulation & business practice sessions between super & critical-users & IS&T support personnel, established business unit support personnel infrastructure for each core process.
• Coordinated key process indicators & provided input to support team. Effectively reduced the number of mission critical applications from over 300 to less than 20.

Engineering Manager / Project Manager

Confidential

Responsibilities:

• Engineering Manager assigned to outline group fiscal year commitments for the Engineering Change Order process & IT department, including creation of work agreements for database administration, application change control, help desk support, and training.
• Implemented effective continuous improvement initiative resulting in reduction in the average ECO cycle time from to 25 to 15 days.
• Project Manager for the Engineering Change Order Reengineering Project. Coordinated and led successful re-engineering project of the engineering change order process. Managed 200 cross functional and divisional personnel, including sub-project teams, team leads, and group process owners.
• Designed & implemented deployment plans (communication, training & stakeholder management) in six product business groups, developed key process indicators for cycle time, quality, cost, customer satisfaction, & reduced cycle time for ECs from 40 to 25 days, with a 50% reduction in corrective ECs and increased customer satisfaction.

Product Marketing Engineer / Technical Support Manager

Confidential

Responsibilities:

• Responsibilities included new product development and introduction, project management, and total product support (service, training, documentation).
• Project lifecycles included new product demonstrations, developing new system configurations, the development of customer support components for new products, and the installation and process verification. Assignments were national and international.