Responsible for managing healthcare project portfolio and coordination and prioritization of resources. Responsibilities also include management of a staff up to15 programmers, business analysts, software testers, and project managers. Staff performs duties including training, process development and project implementation and are responsible for the coordination of all client projects including project management, customer relations, business analysis, requirements gathering and documentation, setup, configuration, build, software testing, and job setup with operations.

Responsibilities include coordinating implementation of new customers with customer, programming, operations, and customer service ensuring that the customer’s needs are satisfied on time. Responsible for set up of new customer files and for ordering materials. Responsible for testing new customer programs. Responsible for handing-off implemented customer to operations and customer service.• Coordinated 2003 tax project for largest tax customer.• Implemented Indianapolis component of a large new client with over 3 million pages and 100,000 mail sets generated in 5 days• Recognized as Employee of the Month for April 2003 for my role in the project above• Indianapolis Analyst assigned to large new Healthcare system. • Recognized as employee of the month April 2004 for my role in the Healthcare projects.

Responsibilities include partnering with IT project leads and coaching on good project management practices, ensuring that they follow the standards set forth by the PMO and rating project health on the weekly status reports based on the established criteria.• Performed PMO process lead activities on 4 second-quarter projects.• Created weekly status reports for those 4 projects and when needed created reports for the other 5 second-quarter projects.• Reviewed project repository advising of updates needed in project plans. Provided tool expertise for Niku and Microsoft Project 2000.• Coached new hire project lead on the current practices and standards for project implementation.• Recognized for the assistance provided to IT project leads and my willingness to do “whatever it takes” to ensure the project’s success.• Worked with another PMO process lead to develop and enhance the metrics in the status reports.• Recognized for the significant improvements made to the weekly status reporting during the second-quarter.• Developed, organized and facilitated “lunch and learn” sessions for employee enrichment regarding project best practices. Conducted the class on Status Reporting and assisted with Niku and MSP project maintenance best practices.

Responsibilities include project management of assigned VPN or DSL projects. Also responsible for project manager responsibilities of legacy ROAM accounts.• Acquired 1 new VPN project, 4 DSL projects and 1 VPN-DSL project bringing my project load to 8 projects – one of the largest in the department.• Assigned one project that had belonged to a project management group outside our organization and transitioned the project to our group earning the confidence of the customer’s project team.• Two projects were the first projects to use a new equipment provisioning method that had not been tested or fully developed. Assertively identified deficiencies with new provisioning method and turned these over to the team for development while pushing my equipment order through the process obtaining the needed equipment. Recognized for my contribution by the PMO.• Demonstrated leadership, project management and PC skills. Many of my peers came to me for advice or assistance in these areas. Developed perception as knowledgeable in processes, procedures and tools.• Recognized by ROAM management with spot award for 1st quarter 2001, for my perseverance and relationships with my team members.

Responsible for designing and implementing project management program.• Educated company officers in Project Management methodology.• Successfully introduced formal project management to Sigma employees.• Project Manager for first Strategic Business Team whose mission was to create an Internet product.• Led project team that implemented an Internet product in record time. • Developed test plan and test cases for the Internet product. Conducted the testing of the Internet product. Facilitated beta testing of the Internet Product. Trained customers on how to use the setup programs for the Internet Product. • Responsible for rolling out support program to Internet customers to other departments. After fulfilling objective of bringing project management to Sigma, left to gain experience in the contract world. Wanted to observe project management at larger companies.

Responsible for Quality Assurance, Documentation, Training and Helpdesk• Supervised Bug tracking for Beta Release of the software. Interfaced with users and programming staff.• Supervised testing of Beta Release.• Established testing plan and process with new customer going on a customized Version 1of the software. Left to pursue position in project management after receiving my certification.

Account Manager servicing the largest client – including ensuring new requirements were included in future software releases and managing the Help Desk group.• Gathered, documented and communicated requirements from the customer to the development staff for two updates of the software.• Facilitated and participated in designing enhancements to the software with the development staff• Maintained excellent communication with that customer• Edited User Manual. • Hired and trained the entire helpdesk staff• Acquired and implemented Helpdesk software • Implemented parallel production processes for smaller markets

Responsible for effectively implementing marketing ideas into the fulfillment operation. Directed the completion of 600+ projects per year through a staff of 32. Controlled a budget of $3 million.• Coordinated the implementation of company wide utilization of credit cards including defining policies and procedures, form changes, on-line entry, automated information capture and processing rejections. Previously customer could not use credit cards to pay for their purchases.• Implemented the software testing team which increased productivity of programming staff, identified errors prior to production, and improved programmers understanding of business requirements.• Built six teams to document all the main procedures throughout the production areas. Later the teams worked on improving the procedures, improving the quality and reducing processing times up to 3 days.• Coordinated the testing, training and implementation of one of three subgroups of a multimillion-dollar image processing system. This group reviewed all paper workflows and converted these to image flows, examined the effects on productivity, ensured the delivered software met our requirements and was error free.• Introduced the use of the task list, which identified all project activities, dependencies and scheduled dates. This resulted in improved communications and less wasted time between activities.• Identified over $300,000 annual savings in the first three months of 1996.

Responsible for effectively implementing marketing ideas into the fulfillment operation. Directed the completion of 400+ projects per year through a staff of 20. Controlled a budget of $2 million. • Established good working relationships between programming and BOA where there had not been any successful interaction for 7 years.• Changed culture in Business Operations Department by introducing structured methodologies, establishing department goals and demonstrating ideal project management skills.• Improved project success rates, analysts’ effectiveness and communication with the customer by establishing structured project methodologies to be used by all analysts. These included gathering project objectives, issue lists and documented procedures.• Improved understanding of existing business practices by establishing a documentation program beginning with a glossary and including business rules, policies and forms manuals.

Responsible for processing up to 7 million customers inquires annually within two days at an accuracy rate of 97%. Controlled budget of $4 million.• Increased department capacity to meet demands of 35% annual growth.• Restructured department training program to reduce training time by 3 months, improved learning (by giving feedback the same day instead of two days later) and reduced quality checking time by 50%.• Increased department production by 8% by establishing goals, giving daily feedback, ensuring performance appraisals were kept current, improving work habits of slower people and getting cheaper, less experienced labor like temporaries.• Streamlined the incoming mail operation by arranging for the mail-opening department to leave the piece count on the bundles. This eliminated our need to recount the mail, which saved $20,000 annually and sped up the process by one day.