I developed an 80-hour project management certificate program where to date, over 3200 students have successfully completed the program. The program is based on the three key aspects of project management - requirements, processes, and people. It provides students the knowledge, tools, and techniques to deliver project now! I am currently teaching several courses in the program including risk management, leadership, and the capstone course.

Supported the incremental delivery of biometric identification functionality to DHS mission critical system including learning needs assessments, workforce planning, and business process re-engineering

I led a PMO that supported USDA adoption of the Scaled Agile Framework (SAFe) for the development and delivery of Farmers.Gov transactional portal, the primary interface with farmers. Established process for early identification and involvement of key stakeholders in defining product vision and roadmap leading to more effective release planning.

I led the company's Service Delivery segment of its Quality Management System, including managing the corporate PMO services and providing support to individual projects in satisfying customer mission requirements. I led the company's efforts in defining and maintaining standards for portfolio, program and project management within the organization. In carrying out the duties of the position, I was a member of the company's senior management team and interacted daily with the company's operations and service delivery teams to ensure (1) the company's strategic objectives were achieved and (2) customer satisfaction through highly-valued services. Led and restructured three strategic acquisition information technology (IT) programs, avoiding further losses of $1.5M / year while improving client satisfaction by implementing requirements management processes, developing integrated project schedules, optimizing resource allocation and adopting formalized risk management processes.As Program Manager, delivered an interagency, high-value asset enterprise software application for the Department of Health and Human Services (HHS) which included modernization of the application through an iterative development lifecycle, redesigning business processes, and managing stakeholder expectations.

I established and managed a program management office (PMO) for the delivery of project management subject matter expertise to the Veterans Affairs Acquisition Academy (VAAA). Supported development and delivery of online and classroom courses on program management, financial management, contract management, and agile development. Mentored and coached senior managers in program management.I also directed an enterprise implementation of a cloud-hosted corporate ERP (financial management system integrated with a SaaS learning management system and an on-premises customer relationship management system). This included formalizing requirements identification and management processes and implementing an iterative / agile systems development life cycle to deliver functionality in a prioritized and timely manner – resulting in IOC six months early.

I was responsible for providing programmatic support to XLA’s consulting services delivery teams through a corporate PMO including transition planning for new tasks / contracts, oversight of the portfolio of XLA’s tasks, and developing and implementing management processes and practices for the effective and efficient delivery of consulting services. This included developing the capabilities and skills of XLA’s delivery teams through training and knowledge sharing.

I established a network and knowledge management practices to improve corporate project, program, and portfolio management. Using proven assessment tools and processes for benchmarking and competency assessments, I helped clients implement management strategies and solutions that promote organizational effectiveness and efficiencies. I developed and facilitated workshops on best practices for his network members that provide opportunities for members to interact with leading project and program management organizations and experts from around the world. By engaging with these best practice organizations, the network members targeted best practices that helped them improve program / portfolio performance and delivery capabilities. My client base included major corporations and public agencies such as BAE Systems, Bombardier, NASA, Roche, Motorola, Hewlett Packard, and GlaxoSmithKline.

As a senior manager, I led a business (40+ consultants; direclty managed $120M in contracts) that provided hands-on project management consulting focused on developing and improving project management capabilities. For my clients my teams were responsible for assessing information technology project management processes; conducting capital asset and information technology portfolio investment assessments; designing and implementing project management offices (PMOs); and developing and implementing process improvement solutions and management strategies to promote program effectiveness and efficiency. For Booz Allen, I built internal project management capabilities through the development of a firm-wide project management standard and project management instructional courses to support the standard.