Sr. Project Manager• Responsible for the Desktop Packaging process from start to finish. The Desktop Packaging process includes all user desktop packaging requests throughout the enterprise. Manage up to 10 individual engineers assigned to package and deploy software. Manage packaging queue from Initial Request and review, to assigning work, tracking development, and follow-up through final deployment.• Report weekly on current Desktop Packaging status and upcoming deployments.• Developed metrics for Desktop Packaging: number of requests, deployments, time-to-market, etc.• Received many customer awards for going above and beyond.

Fannie Mae assignment ~Sr. Project Manager responsible for supporting the Project Quality Office initiative by coaching teams executing complex Software Development projects and developing SDLC and Project Management support materials for the SDLC Program. Execute detailed analysis of application development projects and processes to facilitate adherence to Fannie Mae policies and development standards (SDLC) and ensure delivery of projects that meet project-specific and enterprise quality and risk requirements. Collaborate with project teams to teach general software development and project management practices and Fannie Mae SDLC practices. Apply understanding of the principles, concepts, practices and standards in the area of project management and software development (SDLC) standards, processes and controls.Controls Execution and Project Management: Assist business unit project teams in understanding IT controls, enterprise standards and industry practices related to delivery of technology projects.Conducts independent assessments for a broad range of complex technology projects with minimal supervision. Leverage deep expertise and mentoring skills to analyze project activities and deliverables and project team practices to assess whether the project is meeting established quality criteria. Coach and mentor project teams to enable their success.Conducts research for and respond to inquiries from internal and external points of contact (as related to project quality matters); advise management on significant matters regarding technology project quality findings and risk. Participate as a team member on projects at the highest level of technical complexity.Develop SDLC and Project Management materials to support rollout and adoption of our enterprise SDLC. Develop job aides, training materials and other collateral to support project teams adoption of Fannie Mae's enterprise SDLC.

Recruited to establish a PMO for the R&D division. •Developed and implemented all PMO templates, including Project Charter, Communications Plan, Risk Management Plan, Budget Worksheet, and Change Management Process. Many developed for R&D Reston adopted by CareFusion worldwide.•Key member of OpX project team in San Diego to establish Project Management best practices throughout the CareFusion organization. •Implemented time reporting system for R&D staff to ensure accurate tracking, allocation of costs and resources. •Developed detailed and consolidated project portfolio dashboard for communication of project status throughout the organization. Enabled rapid identification and resolution of problems and/or needed resources.•Held full accountability for the on time delivery of Pyxis Med Administration products as directed by the Project Steering Committee and the R&D Director. •Manage project teams using Agile methodology consisting of global workforce (teams in India and Europe) for both development and QA resources. Communicated program status to all levels of the organization. Hold daily communications with all team members to ensure projects on track. •Responsible for managing resource allocation for R&D division. Developed and maintained performance metrics for R&D division.

Volunteer on the membership committee for the Washington DC chapter of the Project Management Institute.Responsible for greeting new chapter members and hosting new member tables throughout the meeting. Share knowledge of the chapter, member benefits, and help to make new members feel welcome.

Led major projects for software development/deployment. •Held single-point accountability for full project development life cycle including resource and budget accountability. •Led $1.2M division wide strategic initiative to produce a 36-month roadmap, charting the path from as is state, to to be state. •Managed $400K consultant contract. Completed project to re-architect and implement BI solution on time and 10% under budget. •Managed variety of other software development projects involving Java and Visual Basic.

Retained as lead project manager for the development and implementation of the AOL.COM worldwide web site re-launch. Managed worldwide teams. • Communicated project status to all levels of the organization using written status reports, weekly verbal communications to the technical and business stakeholders at the VP level, and monthly power point presentations to the AOL management community at large. Go-live executed with no disruption or downtime.

Contractor with the Bureau of Land Management to plan and implement Smart Card program for over 13,000 BLM employees nationwide. • Project won the Computerworld’s Honor Program award for visionary use of information technology. • Also served as project manager on an inter-governmental commission to establish interoperability specifications for contactless smart cards, physical access policy and procedures for both contact and contactless cards, as well as biometrics for both.

• Managed cross-functional teams through all stages of the systems development process for commercial software for wireless platforms using advanced iterative lifecycles (RUP) and J2EE. • Core team members included team leads from Product Marketing, Product Management, Sales, Legal, Engineering, Quality Assurance, Configuration Management, Information Products and Customer Support. Primarily responsible for managing the development of conduits and new devices. • Was “go to person” for managing projects involving outside contractors. Leveraged proven ability to keep projects on track which required management of resources where no direct authority existed. • Major projects included Scout Sync Conduits for Lotus Notes, Microsoft Exchange for Palm and Pocket PC, Wireless Management for HP Openview, and Wireless Management for CA Unicenter. • Developed KPI/metrics programs for collecting and reporting performance. Immediately addressed any deviations to keep project on track and budget.

AKA Aether Systems• Managed cross-functional teams through all stages of the systems development process for commercial software for wireless platforms using advanced iterative lifecycles (RUP) and J2EE. • Core team members included team leads from Product Marketing, Product Management, Sales, Legal, Engineering, Quality Assurance, Configuration Management, Information Products and Customer Support. Primarily responsible for managing the development of conduits and new devices. • Was “go to person” for managing projects involving outside contractors. Leveraged proven ability to keep projects on track which required management of resources where no direct authority existed. • Major projects included Scout Sync Conduits for Lotus Notes, Microsoft Exchange for Palm and Pocket PC, Wireless Management for HP Openview, and Wireless Management for CA Unicenter. • Developed KPI/metrics programs for collecting and reporting performance. Immediately addressed any deviations to keep project on track and budget.

Information Systems / Implementation Project Manager, Mar 1997 to June 1999Rapidly promoted from Senior Systems Analyst to above position. Managed the IS portion of new client implementations. Major implementations included: NM Salud! Medicaid program, PA HealthChoices Medicaid program, TX NorthSTAR Medicaid and non-Medicaid program. * Represented the IS department in Team Lead project meetings. * Created and maintained IS section of the project schedule. Ensured all IS tasks and activities were assigned to appropriate individuals. * Identified and resolved IS issues which could hamper progress towards meeting implementation milestones. Communicated to executive project management team issues that could affect project time-line. Tracked and reported status of all IS related issues. Served as primary client contact for IS-related issues. * Developed Issues Database using MS Access for purposes of capturing, tracking, and reporting project issues.

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