Supporting DHS BDCM

Managed and led Phase I of the Commonwealth’s (CoPA) Public Web Presence (PWP) project. Coordinated the migration of 65 SharePoint and 4 WordPress websites from the current vendor (PAI) infrastructure to CoPA’s environment hosted by Unisys and supported by the new vendor Publicis Sapient. Managed the service provider / vendor relationships and contractual deliverables across all three vendors (PAI, Unisys, Sapient). Performed budget and financial tracking for the $7M+ phase of the project, reviewing burn reports and tracking SOWs, POs and Sapient invoices. Migration was completed successfully with the last site implemented in January 2023.A second project was initiated, the SharePoint 2013 to SharePoint 2016 Migration. This $1M project entailed a second migration, from the newly built SP2013 infrastructure to an upgraded SP2016 Infrastructure due to EOL for SP2013.

Managing multiple concurrent enterprise level projects with shifting priorities across a shared resource pool. Managing vendors, collaborating with business teams to gather requirements, work with development teams to support testing. Testing includes unit, integration, and user acceptance and typically we partner to develop test plans, test scripts and onsite support at plants where possible, remote/virtual otherwise. Recently implemented enhancements to EWM WMS at a plant in April enabling efficiencies both for plant operations and customer order services.

Facilitated $1.5-2M project to redesign the Residential and Corporate websites. Collaborate with vendors (Siteworx, Seisan) from requirements through development including a platform migration to a new content management system: Adobe Experience Manager (AEM). Using a hybrid agile/Scrum framework for design and development through story definition and grooming, reviewing Lo-FI (wireframes) and Hi-Fi (color composites), and prepping Front End development (Pattern Libraries). Participated in agile/scrum events: Sprint, Daily Scrum, Story Time, Demo and Retro as appropriate. Managed AWI resources to develop AWI business requirements and artifacts, reviewed in-houseanalytics reports & analysis, assessed site taxonomies and facets usage, reviewed in-house userexperience (UX) studies and competitor benchmarking and product launches/content, conductedstakeholder interviews, reviewed Benchmark, Chalkmark and Treejack testing of current sites. Coordinated User Acceptance Testing across multiple development vendors and business units(Digital Marketing and Retail Sales & Marketing). Managed issue and change request resolution. Conducted Pre and Post Launch planning. US English site was successfully launched on time, 8/30/17. Canada English sitefollowed on 9/11/2017, and planning was in place for US Spanish and Canadian French sites tolaunch mid to late October. Project completed on budget.

Managed project in logistics migrating a warehouse management software (JDA/Red Prairie).Supported through user acceptance testing until project was put on hold to be implemented in a latermaintenance window.Negotiated contract with vendor for a graphic artwork approval process software (Esko) until projectfunding delay.

Account/Engagement: Xerox/ND DHS MMIS Role: Change, Quality, Release Manager Responsibilities: •Release Manager, Health Enterprise Application. Performing release scoping, planning, capacity, resource management, configuration, etc. Driving change into the organization that puts focus back into managing the work at the lowest appropriate levels. Implementing a framework where functional areas feed issues, escalations, and updates upward to intake coordinators that perform any necessary triage before requiring Director level intervention or approvals in the CCB or MRB (Management Review Board) •Alignment with PMO –facilitating change to and creation of the new Operations and Maintenance (O&M) processes new Defect, QA, and Change Mgt Configuration and Release Mgt Plans. •Change Manager, reestablished the CCB. Moving the deferred CR pipeline into active status and working directly with the client to prioritize and scope into target releases, while reshaping the intake/CCB vs CCB/MRB processes. •Member of the joint State/Xerox Leadership team interfacing directly with the client leaders at various levels including MRB, Command Center, Executive status, CCB and HE Management and daily touchpoint settings.