Rhonda Thomas, Ph.D., Pmp, Itil Email & Phone Number

Guidehouse (NIH, NCBI) | Rockville, MD Aug 2022 – Oct 2022Senior Program Manager• Managed operations for a $44M annual software support contract with 215 employees, overseeing diverse services including software design, engineering, testing, and database development in a matrix organization. • Cultivated strong stakeholder relationships, resulting in a 20% increase in customer satisfaction scores through effective communication and delivery management.• Streamlined recruitment process, collaborating with internal recruiters to screen, interview, and onboard qualified candidates within a 30-day timeframe, enhancing team growth and capabilities.• Fostered productive relationships across employees, subcontractors, consultants, and vendors, leading to a 20% improvement in team collaboration and project efficiencies.• Ensured 100% accuracy and compliance in payroll management by meticulously reviewing and approving timesheets for all personnel on weekly, semi-monthly, and monthly bases.• Optimized financial processes by managing bi-weekly and monthly invoice approvals for consultants and subcontractors, reducing processing time by 30% and improving cash flow.• Contributed to business growth through active participation in capture activities, solution development, proposal writing and reviews, and program kickoff initiatives.• End-to-end SLA management using Workday ensuring the hiring process is completed within the agreed SLA timeframe.• Analyzed SLA data trends and gaps across various timelines including daily, weekly, and monthly to identify process inefficiencies and recommended improvements such as automatic reminders for each stage of the hiring process leading to continuous improvements.

Mclean, Virginia, Us

• Managed day-to-day operations of a $102M contract ($20M annually, 110 employees) for the Weather and Climate Computing Infrastructure Services (WCCIS) Program, overseeing diverse IT functions including software development, systems administration, network support, and IT security, consistently meeting cost, schedule, quality, and performance targets. • Led Program Management Office (PMO) by implementing robust reporting, staffing, planning, risk management, and quality management processes, resulting in a 25% improvement in resource allocation efficiency.• Spearheaded cross-functional team collaboration, aligning efforts with program objectives and achieving a 10% increase in technical performance metrics.• Successfully transitioned the organization from Waterfall to Agile methodologies (Scrum and Kanban), significantly enhancing team collaboration and responsiveness to project demands.• Seamlessly assumed Program Manager responsibilities during absences, maintaining team productivity above 85% and ensuring uninterrupted project progress.• Managed complex infrastructure projects involving teams of 10+ professionals, consistently achieving a 90% client satisfaction rate through effective project management and stakeholder communication.• Created Guidehouse's Center of Excellence templates and SOPs to standardize project management and risk management practices, integrating industry best practices into operational frameworks.• End-to-end SLA management using ServiceNow, random sampling, and inspection to monitor and measure service performance across key metrics (e.g., ticket response times, logging and tracking tickets, and in person response to tickets during normal business hours).• Analyzed SLA data trends and gaps across various timelines including daily, weekly, monthly, and quarterly to identify process inefficiencies and recommended improvements such as prioritization matrix leading to continuous improvements.

Mclean, Virginia, Us

• Served as Interim Program Manager for the ISSA Program, overseeing a large-scale IT support contract with approximately 150 personnel, including subcontractors.• Managed operations and maintenance of Census Bureau's data center infrastructure, including storage, data backup and restoration, server support, and COOP planning.• Implemented and enforced SOPs to ensure operational efficiency and adherence to project requirements, enhancing overall system performance.• Led initiatives to apply patches, execute projects, and optimize infrastructure, resulting in improved operational metrics and enhanced service delivery.• Demonstrated business value by achieving cost efficiencies, improving service quality, and implementing CMMI procedures across project phases.• Collaborated with team leads to foster accountability and responsiveness, identifying and implementing continuous improvement opportunities.• Highlighted the impact of the program through metrics such as reduced response times, increased operational efficiencies, and enhanced quality standards, contributing to the successful delivery of CPFF, FFP, and T&M performance-based contract with a total value of $200M, to enable the Bureau's overall mission success with a 90% client satisfaction rate. • Contributed to organization excellence by creating the CREED (Communication, Responsibility, Expectations, Everyone, and Declarations) framework to share and transfer knowledge within the organization and to guide the behaviors and actions of those in the US Census community.• SLA management using SolarWinds and Splunk to monitor and measure service performance across key metrics (e.g., network components upgraded, implementation of cyber security measures, and patch management).• Analyzed SLA data trends and gaps across various timelines to identify process inefficiencies and recommended improvements such as proactive remediation and updating the disaster recovery plan leading to continuous improvement.

• Managed day-to-day operations of a $102M contract ($20M annually, 110 employees) for the Weather and Climate Computing Infrastructure Services (WCCIS) Program, overseeing diverse IT functions including software development, systems administration, network support, and IT security, consistently meeting cost, schedule, quality, and performance targets. • Led Program Management Office (PMO) by implementing robust reporting, staffing, planning, risk management, and quality management processes, resulting in a 25% improvement in resource allocation efficiency.• Spearheaded cross-functional team collaboration, aligning efforts with program objectives and achieving a 10% increase in technical performance metrics.• Successfully transitioned the organization from Waterfall to Agile methodologies (Scrum and Kanban), significantly enhancing team collaboration and responsiveness to project demands.• Seamlessly assumed Program Manager responsibilities during absences, maintaining team productivity above 85% and ensuring uninterrupted project progress.• Managed complex infrastructure projects involving teams of 10+ professionals, consistently achieving a 90% client satisfaction rate through effective project management and stakeholder communication.• Created Guidehouse's Center of Excellence templates and SOPs to standardize project management and risk management practices, integrating industry best practices into operational frameworks.• End-to-end SLA management using ServiceNow, random sampling, and inspection to monitor and measure service performance across key metrics (e.g., ticket response times, logging and tracking tickets, and in person response to tickets during normal business hours).• Analyzed SLA data trends and gaps across various timelines including daily, weekly, monthly, and quarterly to identify process inefficiencies and recommended improvements such as prioritization matrix leading to continuous improvements.

Reston, Virginia, Us

• Ensured projects were appropriately planned, monitored, and controlled resulting in a 10% improvement in project delivery timelines.• Refined/managed requirements during project planning achieving a 15% reduction in change requests.• Balanced the competing demands for quality, scope, time, and cost resulting in a 15% increase in project quality ratings.• Developed project documents including a Work Breakdown Structure, Project Management Plan, Risk Register, Risk Assessment Worksheet, and Requirements Traceability Matrix.• Developed a comprehensive Project Schedule in conjunction with the Project Scheduler.• Created and delivered project deliverables achieving a 98% on-time delivery rate.• Led the successful transformation of project teams from Waterfall to Agile, resulting in a 30% improvement in project delivery times.• Utilized agile methodologies to orchestrate data center closures which resulted in significant cost savings of over $100,000 a month for the Antitrust Division by consolidating operations and reducing maintenance expenses.• Led the completion of critical projects such as audiovisual installations, enabling remote participation in conferences and enhancing communication capabilities for workers.• End-to-end SLA management using Microsoft Project and the Risk Register to monitor and measure service performance across key metrics (e.g. project delivery times, change requests reduction, and on time project deliverables).• Analyzed SLA data trends and gaps across various timelines including daily, weekly, monthly, and quarterly to identify process inefficiencies and recommended improvements such the ongoing review and validation of requirements to minimize scope creep and regular stakeholder reviews leading to continuous improvements.

• Provided program execution support by implementing and utilizing best practices and lessons learned across multiple projects.• Supported development of program offerings by providing functional support.• Responsible for re-deployment of Service Line direct reports in support of matrix management organization structure.• Conducted performance reviews and ratings for Service Line direct reports.• Coordinated technical execution in support of and under the direction of the Program Manager.• Oversaw technical work, managed performance, and career development of Service Line direct reports.

• Led and managed the Shared Services sub-task FFP contract, $44M annually for IT support at the EPA, overseeing critical functions such as storage, backup and restoration, virtualization, and server administration, ensuring seamless operations and continuity of service during outages.• Managed the full lifecycle of complex infrastructure projects coordinating teams of over 10 professionals with a 90% client satisfaction rate.• Authored comprehensive user awareness and professional development programs, including content on emotional intelligence and organizational change management, contributing to a 20% increase in service efficiency.• Developed and maintained productive relationships with stakeholders, resulting in a 90% increase in stakeholder satisfaction scores and a 30% improvement in customer satisfaction ratings.• Utilized technical expertise in diverse technologies such as VMware, NetBackup, Active Directory, and virtualization services to optimize operational performance and meet project objectives.• Directed and managed cross-functional teams to meet program cost, quality, schedule, and technical objectives, resulting in a 10% increase in technical performance metrics.• End-to-end SLA management using Keystone Edge™/ServiceNow, Nagios and Remedy to monitor and measure service performance across key metrics (e.g., storage capacity utilization, backup and recovery times, and server uptime).• Analyzed SLA data trends and gaps across various timelines including daily, weekly, monthly, and quarterly to identify process inefficiencies and recommended improvements such as automation, process refinement, and cross department collaboration leading to continuous improvements.

• Planned, organized, and developed, schedules for the department’s projects. Interfaced with technical team to coordinate report workload and resource assignments to management. • Interfaced with executive command staff, management and technical teams on the status of projects at the facility. • Interfaced with the facility’s end users as the CIO/COTR/CTO representative for project coordination. • Developed briefing materials for CTO/CIO to be used with the executive command staff and customers.• Supported the maintenance of all technical project plans/training documents that are developed and maintained within the department. • Provided input to management on project proposals, bids, contracts, estimates, and schedules. • Identified and assembled the appropriate blend of resources to meet project needs and requirements; manage contractors. • Coached and advised team members to accomplish project goals, meet established schedules, and resolve technical/operational issues. • Controlled project requirements, scope, and change management issues. • Analyzed needs, recommended appropriate planning concepts and tools to be used for all facets of planning, scheduling and tracking projects.

Doctor Of Philosophy (Ph.D.), Organization Management And Leadership

Master’S Degree, Information Technology

Bachelor’S Degree, Information Systems Management

Associate'S Degree, Computer Information Systems