Summary of Project / Program / Portfolio Management Qualifications

• 14 years Information Technology experience.
• PMP (PMI) and IT Project Plus (CompTIA) certified.
• 9 years progressive IT Project Management experience and success in planning and deployment of Information System’s projects.
• 2+ years Portfolio Management experience.
• Expert in Microsoft Project Server 2007, Implemented, trained and supported ~ 300 end users.

College Education and Training

• Associate Degree in Electronics and Computer Systems - Graduated 1989 S.A.I.T.

Microsoft Certified Training- NT Server 4.0, IIS ver. 3, 4, 5, SQL Server 2000, Win 2000 Advanced Server, Cluster Server (NLB), Windows Server 2003 and Small Business edition including Active Directory, Project Server 2007, MS Project Professional 2007, Share Point. Project Management Certification – PMP and IT Project + Advanced Project Management - Berkley University Extension Program-Masters curricula.

• Web Application Development - JavaScript, VB script, VB, HTML, ASP ODBC, SQL, Access, Search Engine Optimization, Search Engine Marketing.

Detailed Professional Experience

Confidential,
(April 2008 – July 2010) contract

Portfolio, Program & Project Management - Assisted with the development of process and procedures for the management of a multi-million dollar strategic IT Project Portfolio (matrix environment.) Mentored, supported and trained ~ 15 PMO staff and Project Manager Consultants. Implemented, supported and administered Project Server 2007 system. Administered and supported Project Server system for resource management of ~ 150 IT Staff and consultants. As Project/Program Manager, lead various strategic projects for the organization including .net and SQL web based custom application development, security remediation, business intelligence data mining, Project Server Share Point implementation and SharePoint data migration.

Roles at Kamehameha Schools:

• Project Manager ( $75K - $1.6M project budgets)
• Portfolio Manager ($10M - $24M Fiscal budget)
• Resource management
• Project Server 2007 system administration
• Project Manager support, mentor, training

The primary tool used at Kamehameha Schools was Microsoft Enterprise Project Management (EPM) Solution, Project Server 2007 a web based Project and Portfolio Management solution.

I attended official training for the Project 2007 EPM solution and was the Project Manager on the Project to implement this solution for Kamehameha Schools IT Portfolio office.

Training Courses

• Admin Professional Project Server 2007
• Deploying Office Project Portfolio Server 2007

Microsoft Enterprise Project and portfolio is based on SharePoint Technology and required extensive understanding of SharePoint technology to Implement and use. As Project Server SME and Project Manager for this project I provided the majority of the training, support and administration for ~300 resources on the system. Resources included team members, resource managers, project managers, executives and support resources (help desk and system administrators.)

Training included use of Project Web Access (PWA) and SharePoint Work spaces, as well as training with desktop tool, MS Project 2007 professional.

The system was primarily used to manage Kamehameha Schools IT Portfolio of projects and IT resources with a FY budget of $10 - $25 million and approximately 140 IT resources.

The Portfolio office leveraged the system to implement a resource management and tracking solution for all IT resources work, operational, maintenance as well as project work. IT resources were asked to track workload through weekly timesheets and task updates.

Once the EPM solution was implemented the Portfolio Office began tracking schedule, financial and resource usage to provide data for reporting on projects and monitor the health of the IT portfolio.

Additionally, the Portfolio office worked with functional managers within the IT department to develop standardized processes for IT projects based on industry standards such as System and Software Development Life Cycle (SDLC), IT Value Chain and PMBOK methodology for Project Management. Standard IT project schedule templates were developed to include these processes for all IT projects within the Portfolio.

SDLC Life Cycle Phases incorporated into IT Portfolio Projects

• Initiation
• System concept development
• Planning
• Requirements
• Design
• Development
• Integration
• Testing
• Implementation
• End of Life

Portfolio server was utilized in the decision process to determine the best projects to align with Kamehameha Schools educational and business strategies.

The IT Portfolio Office trained, administered and mentored project managers and tracked monthly, quarterly and yearly project budget forecasting, as well as monitored the overall health of the IT Portfolio Earned Value (EV) and Return on Investment (ROI.)

In addition to the Portfolio work outlined above I also provided Project Management services for implementing Projects within the IT portfolio. After successfully completing the first project I was quickly identified as a project management resource that could be depended on for high profile, high visibility projects and was continually assigned to these projects for my ability to successfully complete.

As Project Manager at KS I successfully managed the following projects;

• Strategic Planning Information - 6 month Business Intelligence and reporting project to create yearly report for Trustees on constituents served. This was the first time that information had been successfully extracted from many disparate systems in 15 years. SDLC, PMBOK.
• Microsoft Project Server 2007 - for enterprise project management and resource management hands on implementation and leadership of Enterprise Project and Portfolio System. SDLC, Agile, PMBOK.
• Security Remediation Program - Consisted of 6 projects to remedy identified security issues in the organization. Due to limited resources I chose an iterative, rolling wave approach for these projects, completing each project of the program one at a time instead of all 6 projects simultaneously. Remediate identified risks, implement enhanced email security gateway, 2 factor authentication, network access control selection, high value system hardening, high value workstation encryption. SDLC/Waterfall/Agile/PMBOK
• Needs Analysis - Public facing application for families in need to apply for financial aid. Extremely high priority, high profile project with short time line (10 week) utilizing .net/sql technologies. Applied methodology to provide a quick solution to critical need. Although not hands on with development or database management I was critical in resolving all technical issues. SDLC, Agile, PMBOK.
• eRoom migration to Microsoft SharePoint Server - High priority data migration project. Migrate data from existing information portal that had reached end of life to new Microsoft Office SharePoint Services platform - hands on Project Manger. SDLC, PMBOK.

Using the following maturity model as an example, Kamehameha Schools was at level 1-2 before implementation of the Microsoft EPM solution. Once implemented and development of standardization of project schedules and processes the organization moved up the model to level 4-5 in a 2 year time frame.

Organizational Project Management Maturity Model

• Level 1 definition: No formal project Plans or Procedures exist. PM tools are not in use.
• Level 2 definition: Formal requirements exist to produce schedules and cost reports at project initiation but reporting after project initiation is left to the discretion of the Project Manager. Informal Project Management tools such as MS Excel are in use.
• Level 3 Definition: Proactive project management at the individual project level is in place. Desktop project management tools such as MS project standard or Pro are in use.
• Level 4 Definition: Project Management processes are formal and include methods and practices for planning and managing multiple projects and resources across them. Collaborative project management tools such as MS Project servers are in use.
• Level 5 Definition: The focus is on continuous improvement and identifying and addressing project management problems that cross organizational boundaries and require management actions. Tools such as MS Portfolio server are in use.

Confidential,
(October 2006 – February 2008) contract

Project Manager – Development and implementation of e-commerce online technical support application. Required vendor and developer management, contract negotiation, Search Engine Marketing, Search Engine Optimization, web design and CMS web development solution. Developed project scope, Request for Proposals, baseline budgets, contract negotiation, vendor management.

The Project allowed for remote support of small business commercial systems and residential computer users anywhere in the world. The primary focus was to develop support for remote regions of the state of Hawaii. The technical nature of the project required business alliance with hosting, telecommunication, marketing, merchant accounts and remote technical solution provider. Marketing management was critical in this highly competitive market.

The Project Manager role in this project was hands on requiring my direct input on all aspects. The nature of the project required an agile method approach due to frequent changes in technologies involved. PMBOK, SDLC.


Confidential,
(Waldorf = Astoria collection) (July 2005 – August 06) full time

Senior IT Manager (Interim Director) - Reported to CFO. Lead, established, planned and administered the overall policies and goals for the IT department of an exclusive high revenue resort. Analyzed the needs of hotel departments and established priorities. Applied Project Management and SDLC process to develop and support new and/or existing information processing systems projects. Managed a group of exempt and nonexempt employees and consultants. Position relied extensively on leadership, technical experience and acumen to plan and accomplish goals.

During my time in this position the resort had a major change in management of the hotel to Hilton. The IT budget under the original management was ~ $1 million for annual support with ~ another million annually for projects. Wages for (6) IT staff was not part of these budgets. As Hilton took over management of the resort all major systems were replaced, including new network infrastructure, routers, switches and provider services, new server and server systems, all desktop PC’s (~350). The estimated budget for this transition was $40 million. As Interim Director and IT department head my input was critical on all of the projects and I worked in conjunction with several Project Managers and Hilton Corporate IT department heads to transition the IT department to the new systems.

The central system used by Hotels is the Property Management System (PMS) and interfaces to all other systems to provide proper billing and guest service. Hilton uses a proprietary PMS system and this system was implemented to replace the existing system. Some of the key systems that interface to the PMS are Point of Sale, Spa Management, email, fax server, security, timekeeping, credit card, Great Plains accounting, payroll, security. The resort generated approximately $1m in revenue per day through these systems. PMBOK, Agile, SDLC.

Confidential,

(October 2001 – July 2005) contract

Project Manager – Radiology Information System (RIS), Picture Archive and Communication System (PACs) implementation project to improve business and clinical process and support critical business strategy. Managed the development, implementation and maintenance of radiology and business application systems. Directed multiple projects, led and directed the work of others. Position reported directly to senior partners of multimillion-dollar radiology practice and included business and technological acumen.

In order to provide better patient care and service to referring physicians and be competitive in the global radiology marketplace, Maui Radiology Consultants (MRC) choose to digitize their practice and implement key radiology and ancillary systems for their clinics and hospital service offerings. Projects in the program were implemented using IT industry best practice, SDLC, PMBOK, HIPAA, Sarbanes Oxley standards and methodologies.

The Project Program consisted of the following projects:

Medical Billing Solution Project

• MRC had their own billing office to handle processing of over 100,000 annual medical insurance claims. The system they were using was over 15 years old and had never been updated. After working extensively with the billing office and gaining an understanding of processing and accounting workflow, A/P, A/R, GL, it became apparent that they were not following good accounting practice and although on a computer system were still primarily paper based.
• I researched and recommended an outsourcing solution to increase accounts receivables from 65 to 97+% annually, based on annual revenue this suggestion would provide an additional $2 million dollars revenue into the practice.
• Additional benefits to outsource included;
• Removed ongoing cost of maintaining a billing office lease, staff and 15 year old billing system. (Outsource firm agreed to hire all billing staff.)
• Removed cost of implementing new billing system.
• The responsibility and liability of HIPAA compliance while processing claims moved from the practice to the outsourced billing company.

Network and WAN solutions Project

• As the practice consisted of 5 clinics, which did not have any network capabilities, a high-speed LAN/WAN network solution needed to be developed to allow reading of studies from any location.
• Engineered and implemented LAN solutions at each clinic as well as high speed DSL WAN solutions to link the clinics together. Networks required ability to communicate HL7 and DICOM network protocols, specific protocols for radiology and health record communication.
• Additionally needed to link the practice network to the local hospital and required collaboration with hospital IT staff to implement a secure gateway solution to protect both organizations and allow collaboration of patient data for easier access to patient Health Medical Records while complying with HIPAA health standards.

Radiology Information System – RIS Project

• Radiology information systems commonly support the following features:
• Patient Registration and Scheduling
• Patient List Management
• Interface with modality via Worklist.
• Radiology Department workflow management
• Request and document scanning
• Result(s) Entry
• Reporting and printout
• Result(s) Delivery including faxing and e-mailing of clinical reports
• Patient Tracking
• Interactive Documents
• Technical Files Creation
• Modality and Material management
• Appointment booking
• PACS workflow
• Custom report creation
• Billing
• Radiology Information Systems are used by radiologists to store, manipulate and distribute patient information and studies. The system consists of patient tracking and scheduling, reporting and image tracking capabilities. The system also offers faster turn around service to referring physicians in digital format. RIS systems interface to Hospital Information Systems and are critical to efficient workflow for radiology practices.
• Original budget for RIS solution was set at ~ $1.2 million (capital investment) but after developing requirements and reviewing many solutions I recommended the practice go with an ASP solution which would eliminate high capital investment costs and allow the practice to get started faster. The solution provided use of vendor system on per study basis for ~$50K per year, which included all support and maintenance. Minimal capital costs were incurred to provide a redundant server on site to mitigate potential network issues with the vendor.

Picture Archive and Communication System – PACS Project

• PACS provide economical storage and rapid retrieval of images, access to images from multiple modalities and simultaneous access to multiple sources. Studies and reports are transmitted digitally and eliminates the need to manually store, transport and retrieve film jackets.
• Installation of the PACS system required updating modalities such as MRI, CT and traditional x-ray film to digital (CR) equipment and linking them together via LAN and Digital Imaging and Communication in Medicine (DIACOM) network protocol. Installing high-resolution PACS workstations for radiologists to review and interpret studies, 1 TB SAN solution for arching. Delivery of studies and reports to referring physicians was reduced from 1 week to less than 1 hour.
• The PACS solution, also provided via ASP solution, required capital investment in SAN, workstations and digital modalities.

Dictation System Project

• Traditional dictation involved tape recorders and transcriptionist to transcribe recording into a written report. This was a tedious and long process requiring at least 2 days to complete sign off of a study. An electronic dictation system was installed which provided standard canned reports on standard studies, and real time report creation as radiologist dictated the study. Once report was complete the doctor could digitally sign the report which would then be automatically sent to referring physician via fax, email, or email with URL to web location for review of images as well as report.

• This system interfaced with both RIS and PACS system for patient and study information and streamline processing for billing.

Teleradiology Project

• Implemented remote access solution, with patient information and images now available digitally, radiologist could now access data from any location providing internet access. Radiologists were now no longer required to be on site at the hospital to provide emergency radiology services and could provide these services from home or work from home instead of the office. The Teleradiology solution was implemented at the hospital as well as the clinical setting.
• With access to studies available through the internet, night time radiology services could now be provided by radiologist in different time zones where it was still day time. Inversely this remote solution also provided MRC night time radiology services (night hawk services) to alternate time zones where it was night and also opening up the ability to interpret studies worldwide instead of previously being limited to the island of Maui.