• 30 years in IT Industry 23 years as Sr. Project Manager
• 13 years Government Project Management assignments
• 8 years as Senior IT COTS expert.
• Two Project Management Certificates Boeing, NIKE
• Successful delivery of two Program Management Offices PMO's .
• Seasoned enterprise Change agent with Transition Management and Implementation Planning skills.
• Relationship Management skills -- managing functional and matrix teams, business leaders, stakeholders, vendors, and offshore teams.
• Successful management of large-scale, concurrent, project assignments from inception through project close-out. Engagements ranged from 150K to 110M costs with 5 to 150 resources.
• Software Expertise: Service Oriented Architecture SOA , GIS, ESRI, ArcGIS, CAD/CAM, B/I, and ETL.
• Management Consulting: Risk, Business Requirements, Use Case, Sarbanes/Oxley SoX support, PDM and BOM Boeing , QMS, AS9100, ISO9001, and IEEE.
• Hands-On Deliverables: Feasibilities, Business Case, Charter, Project Plans, Schedule, Controls Cost, Schedule, Scope , Communications, RACI, and Reqt's Traceability Matrix.

• Senior Portfolio Manager responsible for managing forty six 46 complex infrastructure, network and engineering projects that comprise the internal telephony services portfolio. Trent is also assigned as senior Project Manager of three strategic projects as part of this internal portfolio. Trent is responsible for collecting and assembling project status, managing investments and initiatives through the end to end portfolio process. He engages stakeholders and executives with analysis, research, and feasibilities associated with a variety of new and in-flight projects. He is responsible for portfolio health, executive reporting to compliance groups for State of Washington. Trent's daily execution also includes utilizing PMBOK framework and industry best practices in all aspects of daily program management including ITIL, Asset Management, OSS, and procurements. Trent actively leads requirements validation, test planning, scheduling, various communication meetings facilitation, and various project status reporting. Trent manages project controls through risk register, change management, MS Project and Project Server, SharePoint, and action/issues management.

• Senior level consultant reported to Phil Melton, director, supporting Nike's Lean Business Systems LBS , under Enterprise Release System ERS division assigned to coordinate the management and tracking of SAP enterprise/global ERP performance issues arising from earlier merger of two SAP instances in early 2011.
• Responsible for organizing and managing SAP ERP performance solutions with senior leadership and IT technical managers and customer core teams Nike senior management, executives, and technical and business leads . This included assisting with planning, resource estimates and forecasts.
• By direction, held leadership responsible for schedule commitments for SAP ERP performance issues that covered many IT areas: batch, databases, storage, applications, content storage and management, shared and web services, network infrastructure, hardware, and memory management.
• Managed external vendors such as CA Technologies, Oracle, EMC2, Cognizant, and others.
• Completion Certificate: Program, Portfolio, and Transition Management.
• Environment: ERP, NIKE, LBS, ERS, SAP, LEAN, Leadership, Technical Teams, ITIL, PMO, Performance, Reporting, Work streams.

• Senior PM responsible for managing Office of Administrative Hearings OAH Case Management eCourt enterprise project in two separate phases. For phase one, led the RFP procurement activities to select a commercial-off-the-shelf COTS Case Management product and implementation vendor. Developed the detailed Request for Proposal RFP and managed the analysis and selection phase, product demonstrations, development of selection criteria and weightings, core team reviews, selection of Apparently Successful Vendor, development of Software Terms and Conditions and approved Statement of Work.
• During phase two, managed the Project Management Lifecycle PMLC and System Development Life Cycle SDLC phases and key deliverables. Managed and developed the investment request IR to State of Oregon CIO, Supplemental Budget Request SBR for federal grant funding, Project Charter, Integrated Project Plan, Work Breakdown Structure, MS Project Schedule, Risk worksheet, Cost Management budget forecast worksheet, Issue and Action Logs, quality planning, management, and control includes problem corrections based on trend analysis , SharePoint collaboration, and executing the project Change Board and Steering Committee meetings.
• Additionally, assisted in management of the agency B/I and Enterprise Data Warehouse projects
• Was responsible for managing change, transition, and implementation phase by providing functional and awareness training, developing transitional plan, working with internal departments, consultants, and vendors to coordinate delivery and training.

Environment: Administrative Court Case Management, RFP, Business Case, Business Requirements, Procurement activities, ITIL, SDLC, PMLC, COTS product, SharePoint, Executive Reporting, B/I, Data Warehouse, ETL.

Confidential

Senior Program Manager

• On the business functional side, performed process reengineering changes and adjustments including documentation analysis, gaps, and revisions for internal and external systems and functional UAT testing, planning for cutover implementation, maintenance transitioning, and HIPAA 5010 Compliance.
• Through several acquisitions of smaller providers and medical centers, managed EHR migrations from previous state to HP HealthConnect EHR including all data and business functions. Supervised development of multiple HL7/X12 interface types including ADT, Orders, results, charges, materials and supplies management, and California Registry. Responsible for managing the interfaces of Epic with multiple external systems via Cloverleaf.
• Worked with EPIC architects to implement EDI gateway interoperability EPIC Tapestry for claims billing, payments, and acknowledgements transactions. Helped to ensure claims processing transactions were compliant with HIPAA 5010 and X12 standards. EDI data transaction exchange included mapping data elements, XML translation, and final communications.
• In support of Kaiser's EHR, lead a team of Business Analysts and System Developers with Meaningful Use compliance and implementation of EDI interfaces using Epic Bridges. Also gained exposure to Epic Hyperspace and Chronicles. Responsible for managing the analysis, design, mapping tables to Epic Bridges, and development, testing and support of Cloverleaf and TCL interfaces coded in an AIX/Unix platform supporting several Epic physician practices and large multi-bed hospital implementations.
• Further activities included managing impacted changes as the Remediation Lead for data, systems, applications, forms, Revenue/Analytics reports , provider and clearinghouse areas, training and education including HIM and dual coding , senior community services business line, and Kaiser's Medical Group.
• Responsibilities included early engagement of stakeholders and partners, an enterprise wide business process impact and gap analysis concentrating on application specific analysis, developing an ICD-10 implementation strategy and roadmap for all affected Business units and IT groups.
• Assignment 2: ICD-10: Supporting Kaiser's healthcare revenue cycle processes and KP HealthConnect EHR , participated as senior Project Manager with Kaiser's POC project to convert CMCs ICD-9 to ICD-10 codes supporting northern California's medical facilities and pharmaceutical offices.
• Duties included managing the IT development teams through SDLC cycle, offshore contractor teams, and product vendor management. Managed two teams business and IT including 12 work stream leads and over 150 resources.
• Managed transition as the Change Agent coordinating with Oracle/PeopleSoft vendor, IT, and Kaiser Users on transition requirements, including data cleansing, new business functions, adaptability planning, and measures to track transition performance.
• Managed IT development and implementation teams for sourcing support, data interfaces, business rules, and customized PeopleSoft modules for Kaiser's pharmaceutical supply chain. This included integrating bar code technology for scanning inventory and verification of medication dispensing in order to sustain inventory levels.
• A/P, G/L, and Purchasing and Inventory:
• Assignment 1: As part of Kaiser's 480M One-Link Program, managed two strategic projects totaling 42M for a PeopleSoft Enterprise Resource Planning ERP implementation for regional California pharmacies A/P and G/L and Materials Purchasing and Inventory functional areas.

Environment: Oracle/PeopleSoft, ERP, Supply Chain, Use Case, Business Functional Specs, Data Interfaces, healthcare revenue cycle process, ITIL, SDLC, PMLC, Imaging, LEAN, MU, ICD-10, CMC, HIPAA, EPIC, Bridges, Tapestry, HL7, ANSI X12, Cloverleaf, TCL, EMR, EDI transactions 837, 270, 271, 834, 276, 277, 835

• Responsible for the Juvenile Courts Integration JCI initiative, a large-scale, critical statewide human resource, and commercial web software visibility project 3.8M .
• Used agile/Scrum method product, release, iteration planning and tracking to manage implementation of Juvenile business process improvements including supervising the system development life cycle SDLC software and business requirements, design, development, UAT, quality assurance, and deployment
• Performed QA role for ensuring compliance with judicial standards for architecture, web, applications, portfolio, and quality assurance.

• Successfully delivered an enterprise web-based, Project Management Office with a Project Portfolio Management component based on agency IT Governance requirements.
• Provided initial agency assessment of existing PM practices and methods, used results as input for creation of PMO improvement master plan
• Captured As-Is agency PM and Portfolio processes and defined To-Be improved processes, data, and interfaces.
• Responsible for ensuring compliance with overall ISB standards for web, portfolio, and quality assurance.

Environment: PMO, Portfolio Management, PMLC, SDLC, data interfaces, testing/QA, business As-Is and To-Be processes, LEAN.

• Managed custom developed Web application for customer to enter data and retrieve selected reports, etc.
• Transition Lead for Engineering Operations utilizing CM II, SEI-CMM, LEAN, and ADKAR practices to ensure enterprise system implementations were accepted, included active participation, and intended business value was achieved.
• Primavera's Change Board Coordinator for all user and PMO functional changes.
• Assessed As-Is program management model and practices from multiple business units, consolidated several PM processes and delivered improved PMO using industry modeling, PMBOK standards, PM best practices, PM methodology, templates, examples, Governance and compliance, system and financial interfaces coupled with Project Portfolio Processes and company financial feasibility and risk management processes. Additional duties included quality planning, management, and control includes problem corrections based on trend analysis, identification and analysis of processes, and then application of the improvement of processes .
• Doubled as information protection officer responsible for federal and internal PRO compliance of data sensitivity and export controlled ITAR, EAR, ECCN, IP, and Proprietary data items .
• Program manager supporting large systems for commercial airplane's product life cycle.
• LEAN certified through Boeing's training program Toyota Production System basis .
• RFP Focal: for seven years, was the Boeing Commercial Airplane Group's Program Planning and Control RFP and Purchasing focal responsible for managing and developing several large RFP's, RFQQ, and RFI's for Boeing's joint Commercial and military programs. Managed all facets of the procurement phases.
• Responsible for offshore contract and resourcing management.
• Implemented Primavera enterprise tool suite.
• Successful implementation of Engineering PMO Program Management Office while integrated with several internal systems and complex data sources/interfaces.
• Sep-96 through Jun-04: DOD and Northrop joint B2 project, Navy's Multimission Maritime Aircraft MMA , and 767 Tanker combined Program KC-46 and C-2 .
• As a senior consultant for eight 8 years, managed several projects concurrently and delivered large-scale, enterprise project engagements and systems for Boeing such as:

Environment: RFP, RFI, RFQ, AS9100, ISO 9001 standards, cost management, ITIL, LEAN, ADKAR, DoD, PMO, Complex Interfaces, Change, Primavera, Word, PowerPoint, VISIO, Excel, Project.

Confidential

Senior IT Project Manager Courts Case Management / Scheduling

• Managed customized court case management and scheduling system for Provincial Courts of British Columbia. Responsible for all project life cycle phases and key deliverables such as business case, requirements, feasibilities, business process reengineering defining As-Is and To-Be business models incorporating critical interfaces, and consolidation of multiple process areas such as intake, case management, and appeals process.
• Managed SDLC delivery phases, including all project controls for scope, quality, and costs as well as monitoring and controlling scope, risk, and timely resolution of project issues.