Summary
Over thirty years of data processing extensive experience encompassing all phases of systems development life cycle (SDLC), including:

• Project management – PMP Certified, project estimating and scheduling, risk assessment and management, problem solving, personnel supervision, change management and project integration. Also, setting up project teams to meet the needs to process reengineering.
• Work environments - manufacturing, publishing, utilities, banking, insurance and airline industries, state and federal government.
• Development experience - mainframe, client server, and web-based environments including Computer Associates Process Continuum methodology and Business Engine Network methodology, Freddie Mac Delivery Model..
• Software development project management at SEI’s Capability Maturity Model (CMMI) level 3.
• Systems saving include estimated $32,000,000 over five years for N.C. State DMV and $45,000,000 over five years for Capital One Financial Corp.
• Current Top Secret Security Clearance adjudicated 1/2009
• Current USPS Sensitive

Knowledge and Skills

• Extensive knowledge in the design of a wide range of systems.
• Thorough knowledge of the principles and practices of System Development Methodologies.
• Hands-on experience in managing large-scale systems and setting up teams to accomplish the needs of process reengineering.
• Extensive business analysis and advanced business analysis skills to satisfy the business needs of the user.
• Experienced in project presentation and documentation to all levels of management.
• In-depth knowledge of automated development and testing tools compliant with the IBM system environment.
• Detailed knowledge of YOURDON, RAD and AGILE methodologies and CASE tool technology.
• Hands-on experience with relational database management systems.
• Hands-on experience with PMI’s PMBOK, Computer Associates Process Continuum methodology, Business Engine Network methodology (Project One), Capital One’s SDM, WINDOWS, DB2, CICS, COBOL II and ORACLE.
• Project Management experience with SEI’s Capability Maturity Model (CMM) level 3.
• Extensive Project Management experience, Project Management methodology and project Integration.
• Experience in setting up PMOs and Project Management processes and best practices.
• Comprehensive experience in the complete system development life cycle methodology (SDLC), including, requirement definition and management, JAD, functional design, data flow diagramming (DFD), process modeling, prototyping, detail design, screen and report design, structured program specifications, unit and systems testing, and user documentation and training.
• Experience in web systems design and implementation using SYBASE Power Designer, .NET, SQL Server, Cold Fusion, JAVA Script and ORACLE database.
• Extensive experience in Software Development processes, Waterfall, Iterative, RAD, JAD, RUP and AGILE.
• Completed Six Sigma Greenbelt training.
• PMP Certified.
• (ITIL) IT Service Management Foundation Certified vs2 and vs3
• Experienced in Earned Value Management (EVM) including ANSI 748-A.
• Excellent oral and written communication skills.
• Familiar with DOD5000 development process.
• Familiar with DOD Horizontal Fusion
• Familiar with MS Project Server technology.
• Familiar with OMB 300 Cost Benefit Analysis

• Project Manager. Worked within the WHS PMO. Responsible for four current projects from conception through closing. These projects are:
• Living Disaster Recovery Planning System upgrade from vs. 9.1 to vs. 10.5
• Secure File Transfer Protocol Creation and Implementation
• Adobe LiveCycle Enterprise Suite 2.5 Implementation
• SQL Server Upgrade
• Creation of WAR reports, Privacy Impact Assessment (PIA), Statement of Record Notifications (SORN) and other management reports.

7/2010- 3/2011 – (consulting) Confidential

Project Manager. Responsible for the implementation of the Advanced Post application which will be installed at all U.S. Postal sites country wide. This is a new core application which will eventually replace the current Pos One system. I can not reveal any other information due to the confidential nature of the application. My duties include Budgeting, Estimating, Project Planning, Requirements Definition, Scheduling, Status Reporting, Issues and Risk tracking, Management Review Meetings, Test Planning, Execution and Reporting, Stakeholder interfacing, etc. Development was done in ASP.NET and SQL Server. Team size consisted of 43 personnel with three managers. I introduced the concept Earned Value Management (EVM) to this development office of NCR. Also, created the yearly operations budget for this application.

4/2010 – 5/2010 – (consulting) Confidential

Requirements Analyst/Project Manager at the Nuclear Risk Reduction Center. Responsible for the analysis and determination of the business requirements for the reengineered NRRC system. Also, for the Risk Management, Scope Definition, Issues Log, Project Schedule, test plans and test cases, etc. for the project

12/2009 – 3/2010 – (consulting) Confidential, Sterling, VA

Project Manager at the U.S. Air Force Surgeon General CIO office in Falls Church, VA., responsible for the development and implementation of a PMO process within the Surgeon General CIO Office.

6/2008 – 6/2009 – (consulting)Confidential, Arlington, VA

Project Manager at the State Department, responsible for the development and implementation of a new Leahy Vetting software system to all applicable embassies worldwide. The system is call the International Vetting Security Tracking System (INVEST). This is a web based system using Metastorm/SharePoint development tools and SQL Server technology. The process required the vetting to occur at both the embassy level as well as in Washington, DC. SharePoint was used as the front-end of the system while MetaStorm was used as the vetting/management process. This project was one year in length and used a formal project management process, which I introduced, which followed the PMI PMBOK process. This was the first time the State Department had been exposed to a formal project management process including Earned Value Management (EVM). This process includes, project charter, scope definition, business and systems requirements definition, communication plan, risk management plan, issues logs, requirements traceability, systems architecture, configuration management, change log and process, project schedule and tracking, test plan and test cases, implementation plan and roll out and quality review of artifacts to assure process compliance. This project utilized the complete SDLC using AGILE methodology.

2007 – 2008 (consulting) Confidential

Program Manager at the HUD Office of the Inspector General’s office. Responsibility is working closely with the OIG CIO in organizing and the installation of ITIL processes for the management of the OIG infrastructure. This includes the Certification and Accreditation of the Infrastructure. The refreshing and rolling out of 700 PCs, becoming HSPD-12 compliant, the centralization of critical databases and the modification of the associated software and the conversion from LOTUS NOTES to MS Exchange Server and also contributed to the Configuration Management effort.. Also the writing of SLAs and the establishment of measurable metrics and the establishment of a Seat Management Bonus Plan.

2007 – 2007 (consulting) Confidential

Project Manager for the following projects for the Defense Travel Management Office (DTMO). The Analysis of alternatives for the Commercial Travel Information Management (CTIM) project, the assessment of the travel card program project, and the study and installation of an enterprise content management (ECM) tool. All of these alternatives consisted of COTS products.
Duties included Earned Value Management (EVM) including analysis of variances and calculations of CPI, SPI, and EAC calculations.

2006 - 2007 Confidential

Program Manager to the IRS Command Center in Martinsburg, WV. to develop processes and procedures in compliance within ITIL framework for the Service Delivery Command Center in Martinsburg, WV. Charter includes establishing processes and training of IRS Command Center personnel. Created and implemented Event management and Problem Management processes before the end of the contract period. Also, trained 50 command center and management personnel. As a result of our efforts, Command Center personnel were able to more effectively manage events. Also, The Command Center requested NG furnish an additional nine systems administrators to assist in managing events. Managed 6 direct reporting personnel

2006 - 2006 (consulting) Confidential

Project Manager at Freddie Mac, Operations and Technology Division, Financial and Corporate BIS Department. Current projects are Ex-Post Monthly Release 2 & 3 and Ex-Post Monthly History Processing which are data warehouse projects reporting on the profitability of the Single Family Line of Business. These are new development project using the following technology: DataStage, DB2, UNIX Server, WINDOWS Server, MicroStrategy and the Corporate Data Warehouse. The project management process is Freddie Mac Delivery Model (FTD). Resulting for the first time, projects managed on schedule and within budget. These projects also required following their SOX review process. This project included monitoring work, scheduling meetings ,documentation, status reviews, program reviews, quality assurance review.

2005 - 2006 (consulting) Confidential

Principle Consultant to the FBI IT Dept. Member of the Office of IT Policy and Planning group within the IT department of the FBI. Charter is to bring project management discipline to the FBI IT department. This effort included Earned Value Management disciplines. Responsibilities include mentoring FBI P.M.s, monitoring costs, schedules and risk of appropriate IT projects. Resulting in projects executing on schedule and within budget. Duties included mentoring the FBI PMs on the concept of Earned Value Management (EVM). This included monitoring the assigned project for cost and schedule variances and the calculations of CPI, SPI and EAC.

2003 – 2005 Confidential

Project Manager/Analyst for applications for the U.S. Army Special Operations Command at Ft. Bragg North Carolina. I was also responsible for establishing project management, PMO, and CMMI disciplines within the Titan Systems Fayetteville office development group. Applications were web based, Windows 2003, ASP.NET and SQL Server. Managed a data warehousing project. Resulting for the first time in project being on schedule and within budget. These projects covered the complete SDLC.
Since 1992 I have been an IT Professional Consultant. Positions and clients include:

Project Manager; Raleigh, NC; 1999 - 2002:
Client – (consulting) Confidential

• Sr. Project Managerfor the installation of BMC Patrol monitoring software through out the computer networking structure. This project used the Business Engine Network project management web tool (Project One) and Capital One’s SDM methodology in managing these projects. All 6 of my project have come in on time and within budget. Also assisted the Project Support Office with the installation and training of Capital One employees on the disciplines of project management.It is estimated Capital One will save $45,000,000 over five years by this implementation

Client - (consulting) Confidential

• Managed and designeda Computer Intrusion Response Team Tracking system, a web-based application tracking security issues on one of the world’s largest networks, and a Corporate Succession Planning application. Both projects were completed on time and under budget, and both systems were designed using ColdFusion, JavaScript and an Oracle database and RAD methodology. Managed the assignments of the 10 personnel assigned to the project teams, developed business rules and requirements with the customer, create and track project schedule, developed and principal speaker for presentations on the projects, and was responsible for periodic project management and budget tracking.

Client - (consulting) Confidential

• Responsible for establishing project management disciplines to the Information Securities Division of First Union National Bank. Project manager of the Corporate Access Request Tool (CART) project, a web-based enterprise-wide system within First Union. Created internal department Project Master plans, scheduling and tracking using MS Project. Used Computer Associate’s Process Continuum project/development methodology for the creation of the RFP for the CART project. Resulting for the first time the bank creating an RFP before purchasing a COTS product.

Project Manager of Quality Assurance; Raleigh, NC; 1997 – 1999:
Client - Confidential

• Managed the QA and testing project for all desktop applications for a major insurance company. Hired and supervised personnel; established testing methodology, project schedules, and status reporting; and coordinated and managed all testing and documentation requirements for the testing of 119 applications and tools.

Client -(consulting) Confidential

• Managed the Y2K remediation and testing of 350 legacy applications. Created project plans and project tracking, the coordinated contract specifications between IBM Global Services, the code modifier and the test group for the modification and testing of all applications to become Y2K compliant.

Project Leader; Raleigh, NC; 1993 – 1997:
Client - Confidential

• Working with IBM, project leader for Customer Relations Management (CRM) System for the utility industry. This was a client server system with most of the programming effort directed towards integration with legacy environments. IBM still has three major customers using this system. My responsibilities also included system documentation and system enhancements.

Client - (consulting) Confidential

• Designed and implemented a new vehicle registration system. My responsibilities also included the functional design and implementation of the financial and inventory subsystems. This system was a reengineering of their entire operation resulted in saving the state $32,000,000 over five years for the state of North Carolina. This was determined through a cost benefit analysis. South Carolina and Georgia later adopted the system. This project covered the entire SDLC.

• Functional Design of the new Driver License and Adjudication/Support System.

Client - (consulting) Confidential

• Created DB2 database tables for training program. Created modified and tested programs using COBOL, CICS, DB2 and INSTALL/1.

• Directed development/installation of multi-platform (PC/Mainframe) systems for state and local government election boards. Led a team of 4 P/As and one Analyst. Systems include financial management, governmental reporting and the election calendar scheduling. These systems used REALIA COBOL.

• Created an AD HOC Report Generating and Data Entry System to interface with an existing IBM Records Management package entitled STAIRS. Prior efforts were involved in the installation of KOMAND and a Resource Management and Control System for the internal billing of ISD resources to internal CP&L clients. Initially responsible for the conversion of CICS system to the new billing system and installation of the Batch database I/O interface with this system. System resulted in a $4 million annual reduction in computer charges. These systems used IDEAL, COBOL, CICS, JCL, VSAM and DATACOM. The design and project tracking used FOUNDATION and TIMELINE.

• Projects included: Order Entry, Scheduling and Tracking System, Plant Engineering Work Order Creation, Scheduling, Tracking, Labor Reconciliation and Costing Systems. These systems cover the complete SDLC process. Responsible for maintenance of existing systems: Data Collection Shop Floor Reporting, Shop Order Schedule/Release, Manufacturing Labor Reconciliation, Labor Extension, Instruction Sheet and Critical Resource Planning. Structured programming techniques and documentation were utilized on all new systems. These systems were COBOL, IMS DB/DC, JCL, and VSAM systems. Supervised one Analyst and 4 – 6 programmers. These projects covered the complete SDLC including training user personnel.

Further Information Will Be Furnished Upon Request.

Specific Technical/Systems Expertise

Certifications

PMP, ITIL Foundation

• Hardware: ES9000, 3033, 3081, 3084Q, 3090, AMDAHL 5870, AS400, IBM 3630, Data Collection System, 370-158, 360-135, OS/390, IBM PC/ACT, SQL Server, Web Server
• Languages: MetaStorm, DataStage, ASP.NET, JAVA Script, Cold Fusion, Visual Basic, COBOL II, S.A.S., IDEAL, DATAQUERY, SQL, MICROFOCUS COBOL
• On-Line Access Systems: DB/DC, CICS, QMF, IMS/VS
• Database/File Storage: SQL Server, ORACLE 9i, VSAM, DATACOM, DB2, IMS/VS, XDB, DL/1, UDB 8.2.3
• Operating Systems: UNIX AIX 5.0, OS/2, Windows XP, NT and 2003, MVS/XA and OS/390, MVS/ESA, PC-DOS, VM
• Methodology: HIPO, YOURDON, METHOD/1, UML, RAD, Six Sigma, SYBASE, Rational Rose RUP. AGILE, PMBOK Project Management, DOD5000
• Network Monitoring: BMC PATROL, Tivoli.
• CASE Tools: FOUNDATION, Rational Rose, SYBASE Power Designer
• Monitoring Tools: Tivoli, BMC Patrol
• PC Tools: MS Office, Visio, LOTUS NOTES, REMEDY, MS Photo Editor, PowerPoint, Visual Source Safe. Adobe Acrobat
• Project Management Tools: MICROSOFT PROJECT, TIME-LINE, NKU WORKBENCH, Business Engine Software, Computer Associates Process Continuum
• Security Clearance: Top Secret, U.S. Postal Sensitive, Custom and Border Patrol Secret.
  

Education

B.S., Mathematics
PMP Certified.

Continuing Education

COBOL II, ‘C’, Object Oriented Design, Oracle Data Warehouse Design. Completed Six Sigma Greenbelt, SAS Programming I, Rational Rose, SYBASE, ITIL (IT Infrastructure Library)

Professional Affiliations - Project Management Institute, PMI Raleigh Chapter