Project Manager for a large state department converting to a web-based case management system. Responsibilities include status reporting, issue management, risk management, customer relationship management, and development oversight.

MFA Agriculture - Merchant Project Project Manager for a large Midwest Agricultural Coop upgrading all retail sales computer equipment and converting to an Enterprise Resource Planning (ERP) software package. Responsible for schedule, status reporting, scope management, communications with field staff and customers, coordinating training for field staff, verification and validation of package enhancements and customizations, and vendor management.• Provided leadership to the Conversion Team, tasked to identify processes and procedures for member stores to onboard to new system. This includes setting up inventory and customer databases. • Developed the strategy to allow onboarding of new stores over an 18 month period while still providing integrated reporting with legacy systems.• Developed training schedule taking into account seasonal peak business periods and climate differentials between northern and southern regions to leverage differences in planting & harvesting seasons.• Developed tools to allow customer to develop and communicate desired enhancements and track through the software vendor development process.• Developed tracking tools to facilitate metrics-based reporting. Tracked software development of vendor accurately enough to predict delays before they were reported by vendor.• Provided standard status reports and met monthly with CEO/CFO/Chief Counsel (Executive Steering Committee) to discuss status, present issues and recommendations, and review risk register, contingency plans, and mitigation strategies.

Kansas Department of Health and Environment - KEES ProjectOne of six Project Managers on a large ($137M) Agile project to upgrade the eligibility determination system which enforces adherence to Medicaid, SNAP, and TANF rules and regulations. This project implemented federal rules and guidelines according to the Affordable Care Act. • Responsible for the organizational transition of two State departments, including a high-volume claim processing center. Led a team of analysts that developed and documented new business processes, job-aids, and training. • Sharepoint Administrator for the full project team. Developed automated Action Item workflows that allowed the full project to interact in a coordinated and timely fashion. Developed a Sharepoint based Email Center for the Project Managers allowing Action Item follow-up and tracking to be done through point and click rather than writing emails, saving PM time.• Developed custom list for the Cutover Plan, allowing multi-user access and total project team visibility. An Email Center was provided to the Senior Project Manager allowing status requests and inquiries to be made and tracked using point and click rather than manually writing emails. • Developed a secured library to improve document integrity, including the processes and procedures for document check-out, check-in, merging, verification, and approval.

WIPRO / Infocrossing - Missouri Medicaid Transformation ProjectProject Manager responsible for scope, cost, and schedule of major revisions of proprietary Medicaid Claims processing software. Provided estimates of manpower needs, set general strategies and organized teams and work. Provided guidance and support during the formation of the PMO. Developed Earned Value Management (EVM) standards and support tools. Implemented EVM tools across all active projects and provided training and support.•Developed EVM tools according to PMI guidelines to objectively identify and report project progress. These tools were later rolled out to all active projects at the client site. These tools standardized status reporting, budget tracking, quality monitoring, and project forecasting. Standard indicators were implemented, including Cost Performance Index (CPI), Schedule Performance Index (SPI), Schedule Variance (SV), Cost Variance(CV), and Defect Density. Control Charts were created for Cost, Schedule, and Quality. Standard linear regression analysis performed on historical data provided completion projections in status reports. • Transitioned the PMO to EVM–based status tracking tools. • Provided EVM support to all active projects.• Supervised a development team of COBOL / CICS programmers and DB2 DBAs for a contractor who provides the State of Missouri with Medicaid claims processing.• Worked with the Veterans Commission using Geographic Information Systems (GIS) to perform spatial and demographic analysis to identify locations where additional facilities would reach the most veterans. Developed presentations to promote legislation in support of funding efforts.

Rose International - Offshore Development TeamManager responsible for all off-shore projects. Oversaw the daily work and deliverables produced by three teams at our New Delhi, India development center. These teams develop software in Java, .NET, and Cold Fusion.Was responsible for managing national and international accounts. Maintained business relationships and negotiated business agreements for solution work, including custom software development, hardware and software acquisitions, security assessments, project management training, and staff augmentation. Managed Business Analyst teams deployed in Great Britain, Canada, and the United States.• Manage project scope and customer relations• Develop schedules and man-power estimates, interviewed and select project team staff• Monitor, track, and report deliverable status and man-hour expenditures• Track risks, issues and problems• Provide weekly status reports

USDA - RULSS ProjectProject Manager in charge of a team of 55 consultants spread across international boundaries at 4 geographically separate locations. Responsible for the development and deployment of a nation-wide web application supporting large federal loans to utility companies. • Managed project scope and customer relations• Developed schedules and man-power estimates• Managed a project budget of $2.3 million • Selected project team staff• Monitored, tracked, and reported deliverable status and man-hour expenditures• Tracked issues and problems• Provided weekly status reports

Missouri Dept of Mental Health - CIMOR ProjectProject Manager responsible for the development and deployment of a state-wide web application supporting 6000 users (2000 concurrently). • Managed a project budget of $1.8 million, managed all sub-contractor arrangements, selected project team staff , and managed project scope and customer relations• Monitored, tracked, and reported deliverable status and man-hour expenditures• Responsible for invoicing customer for completed & accepted work• Responsible for selecting and procuring development infra-structure and environments

Missouri Dept of Health and Senior Services - MOHSAIC ProjectProject Manager responsible for a team of 12 – 16 programmer/analysts, testers, and trainers working on multiple simultaneous projects, dealing with legislated deadlines, shifting priorities, and frequent resource reallocations. • Responsible for all aspects of project management, including planning, time reporting and tracking, communication with executive and user area management, and coordination with various offices within the development environment (Database Administration, Quality Assurance, Data Warehouse, Model Management, etc.)• Provide recommendations to client management regarding personnel decisions, including prospective employees, promotions, disciplinary actions, and terminations. • Provide recommendations to client site regarding office structure and procedure. Led and facilitated many business process re-engineering JAD sessions. Diagrammed work flow improvements and helped document and implement new business procedures.• Led the effort to develop a RAD Methodology for the client that incorporated Object-Oriented analysis and design techniques using diagram notation supported by the Unified Modeling Language (UML).• Led the effort to develop a scheduled software release methodology that allowed the client site to move from a project-by-project implementation strategy to a quarterly release cycle.• Led the effort to establish a project prioritization process to manage shifting priorities. • Identified the need and helped to establish a Quality Assurance office. Chaired the Quality Assurance Committee.• Helped the client site develop a strategy to utilize consulting services while preserving investments in experience. • Identified the need for GUI design training and helped client locate training provider. • Identified the need to retrain analysts in object-oriented analysis and design techniques in order to leverage investment in object-oriented development language.

Responsible for the daily work of the Auto, Auto Claims, Other Lines, Other Lines Claims, and Admin systems. Oversee 15 programmers in the daily maintenance and development of insurance, claims, and and administrative support software. Responsible for employee evaluations, salary recommendations, disciplinary actions, and end-user satisfaction.