SlideShare a Scribd company logo
1 of 7
Download to read offline
Michelle Andree
40 Converse Street (B)
Stafford Springs, CT 06076
michellmma1122@gmail.com
860-335-8541
 Project Management Professional (PMP); Projects managed using PMI Methodologies through life-
cycle ensuring projects are successfully completed within planned budget, schedule and scope.
 Six Sigma Green Belt certified; Quality assurance and management techniques applied with
DMAIC methodology
 Recent areas of successful work include Project Management (Infrastructure and Application-
based) and PMO Leadership in all areas of the project life-cycle, including project
definition/initiation, requirements & design, QA & testing management, execution & deployment.
 Building the project framework with a solid foundation through formal process engineering &
governance, schedule planning and management, scope definition and controlled execution, team
systems training, risk identification and mitigation, with strong team leadership to control and
maintain the project’s overall plan.
 Able to identify critical path dependencies between organizational and procedural issues,
developing remediation approaches to bridge organizational process, procedural and standards
gaps
 Energetic; customer-focused; solution-oriented. Proven ability to identify and mitigate potential
risk factors within project life-cycle
 Superior verbal and written professional inter-team, Business partnership, Executive and Sr.
Leadership, and communication skills.
 Proven ability to solidify and implement training for standard process and procedure model usage
among Account-wide teams, while maintaining the relationship between effective internal training
programs and satisfying client requirements.
PROJECT MANAGEMENT PORTFOLIO:
Methodologies and Techniques Applied: Waterfall project management methods and
techniques, application of PMI/PMBOK standards and best practices (cost, scope, human
resource, time, integration, quality, risk, procurement and communications management
knowledge areas/processes), SDLC, Six Sigma methodologies and techniques, Testing & QA
management, earned value, critical-chain, SWOT analysis, root cause analysis, Pareto charting,
process engineering, change management, Agile
Industry Experience: Financial Services, Healthcare, Insurance, Education, Nuclear,
Pharmaceutical
RELATED EXPERIENCE:
June 2013-
September 2014
TEKsystems, Consulting at Voya Financial (formerly ING) – Windsor, CT
SR. IT PROJECT MANAGER
o Managed Enterprise Application Services Application Migration Program,
consisting of several individual project efforts, spanning Enterprise organizations
and Business applications therein.
o Planning: Worked with Leadership, Business, and IT Development teams to
define the application and server re-hosting requirements and scope under
each project effort. Engaged necessary areas within organization to kick-off
the project Intake process, Security assessment, Financial estimates and
budget appropriations analysis for funding required, and project resource
on-boarding.
o Business Requirements: Gathered high-level Business objectives, and the
associated detailed functional specifications required to support Business
requirements, as defined at the project-level. Collaborated with Business
Management team members to validate the objectives and requirements
established, and drive the ownership and Business partnership needed to
support successful application and server migration results, per the scope of
each project under the Program scope.
o Technical Design: Engaged and collaborated with Technical Services
Subject-Matter Experts to develop the Technical Design and supporting
Architectural foundations to fulfill the application and server migration
requirements for seamless re-hosting thereof.
o Leadership Communications: Directly reported to Sr. Program Manager, as
well as Business and IT Directors and Sponsorship, communicating project
status upwards to each area’s Leadership Teams and Business Partners,
raising awareness of and recommending risk mitigation strategies, and
conveying Financial health both at the individual project-level, and at an
overall Program-level basis to Executive Leadership members.
o Organizational Awareness Management: Assumed role of Program
awareness liaison with Enterprise-wide Program and Project Stakeholders
to ensure awareness for all organizational levels, impacted Business and/or
Downstream application areas, and Executive IT and Business Sponsorship
and Leadership members.
o Production Readiness: Managed Production readiness activities and process
execution to ensure that deployment plans were developed thoroughly and
collaboratively with interfacing areas, technical supporting teams, Business
testing partners, and Production Support teams. Facilitated deployment
plan mass reviews to obtain concurrence from all stakeholders, and
Business approval to proceed with deployment plan execution.
o Program and Project Life-cycle Management: Projects were managed at an
individual level, as well as a consolidated Program, inclusive of financial,
schedule, resource, and risk/issue management. Resource planning and
financial forecasting closely managed, aligned to the scope of the work,
estimated labor and durations thereof, and appropriated to the project
timeline accordingly. Risk mitigation and issue resolution were managed
from both the Program and project-levels, engaged the needed IT support to
execute mitigation/monitoring plan, identify potential resolutions, and
minimize impact to Business and end-user communities.
August 2012-
May 2013
TEKsystems, Consulting at Lincoln Financial Group – Hartford, CT
BUSINESS TECHNOLOGY OPTIMIZATION PROJECT MANAGER
o Transitioned regulatory project initiative in early Analysis/Requirements phase to
enhance the functionality of four compensation systems to withhold tax imposed by
the State of California on qualifying selling agents and firms
o Planning: Restructured compensation system analysis effort to determine
financial noncompliance exposure and solidify scope of non-exempt entities,
producing metrics to formulate Business solution recommendations for
remediation and ongoing CA tax regulation compliance.
o Requirements and Business Design: Managed Business Requirement
development, engaging Business and IT partners to establish end-to-end
Business needs and expectations to drive solution design
 Engaged and collaborated with cross-functional Business area
Subject Matter Experts, Business Analysts, IT, Business
Management, Tax Compliance, and Vendor partners to ensure all
inter-organizational and vertical dependencies and impacts were
identified, assessed, and integrated into the project’s solution design
and development
o Business Organizational Readiness
 Partnered with Business Sponsor and Business Line Management to
develop an end-to-end Business Organizational Readiness plan to
ensure seamless implementation transition to ongoing operational
support and maintenance of CA tax withholding compliance.
 Managed compensation analysis effort to identify potentially non-
exempt entities, per CA tax regulation non-exempt qualifying
criteria, to prepare for mass communication of intent-to-withhold
CA tax
 Planned communication of intent-to-withhold CA tax to identified
qualifying non-exempt entities, partnering with Distribution
Gateway relationship management and Tax Compliance to analyze
mailing lists and develop communication package, including
Exemption Form, provided by the State of CA, offering opportunity
for entities to claim exemption from CA tax withholding
 Developed post-implementation support strategy, collaborating
with Business areas to develop operational staffing models and
plans to support CA tax withholding compliance ongoing
 Managed development of post-implementation manual processes
and procedures for all manual support activities required to
maintain CA tax compliance, partnering with Organizational
Readiness/Training group to create Training plans and materials to
be delivered to impacted organizational areas and Business area
support teams
o Project Management: Managed CA Tax Withholding project triple
constraint, with regard to schedule, scope, and budget, with a focused
concentration on quality solution design, ensuring adherence to Business
area requirements and expectations.
 Upon successful completion of compensation system re-analysis
and metrics output to recommend withholding solutions and
obtaining Stakeholder approval thereof, re-created Tier 1 project
estimate, partnering with IT and Vendors to develop holistic project
forecasted budget
 Re-forecasted project phase-based timelines for each compensation
system through implementation, developing project plan, and
allocating resources according to project estimates and committed
phase and delivery targets
August 2011-
July 2012
TEKsystems, Consulting at CIGNA – Windsor, CT
ENTERPRISE PROJECT MANAGER
o Managed Enterprise-wide Claim Improvement initiatives
o Planning: Created project charters and enterprise project plans,
collaborating with application service group, Business and IT partners to
define benefit and detailed scope.
 Assessed and planned risk mitigation strategies, developed and
presented benefits analysis, engaged key stakeholders to kick-off
project, gather requirements, and plan the implementation
 Engaged downstream technology service groups to validate and
define impact to each area, develop cost estimates and functional
requirements
 Managed vendor engagement, statement of work development and
integration into the project scope and schedule for functional
requirements and design milestones
o Execution/Implementation: Managed one integrated and one non-integrated
project release for Claim Improvement initiative
 Managed project at enterprise level, integrating status and schedule
from all areas to drive and facilitate project delivery and report
executive release status
 Worked closely with release management and testing area to
monitor and manage any defects or gaps identified. Escalated risks
and issues accordingly and drove to mitigation/resolution with
project team
 Facilitated communication between ASG, Business and IT
stakeholders to develop an analysis plan that defines current and
future state claim scenario behaviors within the application,
meeting logical coding and Business expectations
 Managed project communications, schedule and milestone plans,
resourcing requirements, scope, schedule and budget throughout
all SDLC phases
o Project Acceptance: Managed projects through Warranty period, ensuring
successful delivery and satisfied Business expectations
October 2010-
June 2011
Consulting at CIGNA – Bloomfield, CT
ENTERPRISE PROJECT MANAGER
o Managed Enterprise-wide testing process improvement and development project
o Planning: Created detailed project charter, project plans (multiple plans
managed concurrently, as ten processes were improved), and cost estimates
 Assessed and planned risk mitigation strategies, developed and
presented benefits analysis, engaged key stakeholders to kick-off
project, gather requirements, and plan the implementation
o Execution/Implementation: Managed project team to develop future state
testing process artifacts for the CIGNA enterprise
 Managed team of process engineers, trainer, and collaborated with
subject matter experts to analyze process improvement
opportunities (gap analysis) and reconstruct the testing future state
processes, policies, and procedures
 Engaged vendors to analyze external testing relationships with
CIGNA software development vendors and other contracted
services and improve the testing processes engaged in throughout
the SDLC, including standard and policy improvements for contract
amendments
 Worked closely with project sponsor to ensure requirements were
met throughout development and instituted an approval process to
encompass all subject matter experts and managers to buy-in on the
deliverables and prepare for enterprise roll-out
 Managed project financials, creating a format that reported actual
cost against budget by month, resource and/or deliverable. Rolled
financial status up to senior management portfolio and provided
executive status reports
 Developed organizational communications to raise awareness of the
future state testing process for each testing area/phase within the
CIGNA waterfall SDLC testing model
o Project Acceptance: Closed project successfully within budget and schedule,
meeting project sponsor and organizational objectives and requirements
January 2003-
October 2010
COMPUTER SCIENCES CORPORATION – Stafford Springs, CT
PROJECT MANAGER
o Managed Infrastructure-based projects
o Planning: Created project definitions, Microsoft Project plans
 Detailed in-scope project activities and deliverables, assessed risks and
assumptions, interfaced with project teams to develop labor estimate and
pricing estimate
o Execution/Implementation: Managed infrastructure-based projects with regard to
scope, schedule and budgetary changes throughout project execution phase,
communicated status to Client-base, reported financials and health to senior
management
o Resource Management: Managed project team resources, tracking work completed
against estimated labor, planning next tasks and tracking labor and dollars expended
o Project Acceptance: Closed projects successfully within budget and schedule,
ensuring all in-scope deliverables were produced and accepted by Client
o Implemented EPMO (Enterprise Program Management Office) for Westinghouse Account
PMO/DMO
o Developed MS Project Server plans to load resource demand in EPMO
o Reported resource assignments and demand to Account Management and Client,
analyzing over-allocated resources to balance capacity with demand
o Managed PERFORMA (Project Management tracking tool) implementation throughout
North America region Account PMO’s
o Interfaced with and assisted Accounts to realize maximum cost and labor savings to
their Accounts and Project Managers
o Managed configuration, deployment and support of PERFORMA at each Account
o Worked closely with developers and accounts to satisfy requirements to
PERFORMA Developer to ensure smooth transitions and realize full benefits to
each Account
o Managed project financials and earned value
o Assumed APMO role at St. Vincent’s Catholic Medical Centers Account
o Introduced, trained and implemented GIS National Mid-Market PMO standards to
the GIS PMO; managed Project Managers to standard processes and procedures
integrated with quality project output
o Created APMO model to Pilot at Account, that will encompass standards
throughout GIS, GTS and Consulting LOS; to be deployed throughout NMM PMO
region Accounts
o Mentored Project Managers on the effective use of Performa as a standard project
management tracking tool
o Streamlined and developed process for project documentation, scope and financial
approval from Initiation to Closure phase
RELATED EDUCATION:
May 2010 - Present
Post University, Waterbury, CT
o Bachelor of Science - Management
May 2009
Project Management Institute
o Project Management Professional (PMP) – Certified
o Renewed May 2012 through May 2015
January 2007
Computer Sciences Corporation
o Six Sigma Green Belt – Certified
OPERATING SYSTEMS/SOFTWARE:
 Microsoft Office Applications; Word, Excel, PowerPoint, Project, Visio, and Access
 SharePoint / Enterprise Program Management Office (EPMO)
 Clarity
 Clarizen
 E-mail/Communications; Microsoft Outlook, Lotus Notes, Lotus Same Time, Office Communicator

More Related Content

What's hot

Frank_Mendez_Sr_PM_Resume_20150726
Frank_Mendez_Sr_PM_Resume_20150726Frank_Mendez_Sr_PM_Resume_20150726
Frank_Mendez_Sr_PM_Resume_20150726Frank M
 
Resume - Roy Interrante, PMP
Resume - Roy Interrante, PMPResume - Roy Interrante, PMP
Resume - Roy Interrante, PMPrjinterr
 
IT Project Manager - Charlotte NC
IT Project Manager - Charlotte NCIT Project Manager - Charlotte NC
IT Project Manager - Charlotte NCJeffWitzer
 
Mike_Kuenkel_Complete Resume_20150422
Mike_Kuenkel_Complete Resume_20150422Mike_Kuenkel_Complete Resume_20150422
Mike_Kuenkel_Complete Resume_20150422Mike Kuenkel
 
AngelaReedResumeBio112114
AngelaReedResumeBio112114AngelaReedResumeBio112114
AngelaReedResumeBio112114Angela Reed
 
AngelaReedResumeBio112114
AngelaReedResumeBio112114AngelaReedResumeBio112114
AngelaReedResumeBio112114Angela Reed
 
Dave Bennett Resume 03-09-15
Dave Bennett Resume 03-09-15Dave Bennett Resume 03-09-15
Dave Bennett Resume 03-09-15David Bennett
 
Resume-Don_Kovacs-July2016
Resume-Don_Kovacs-July2016Resume-Don_Kovacs-July2016
Resume-Don_Kovacs-July2016Don Kovacs
 
CV - Julie Swann Feb 16
CV - Julie Swann Feb 16CV - Julie Swann Feb 16
CV - Julie Swann Feb 16Julie Swann
 
AngelaReedResumeBio112114
AngelaReedResumeBio112114AngelaReedResumeBio112114
AngelaReedResumeBio112114Angela Reed
 
Franklin Scott Harter 03132016
Franklin Scott Harter 03132016Franklin Scott Harter 03132016
Franklin Scott Harter 03132016Scott Harter
 

What's hot (20)

Frank_Mendez_Sr_PM_Resume_20150726
Frank_Mendez_Sr_PM_Resume_20150726Frank_Mendez_Sr_PM_Resume_20150726
Frank_Mendez_Sr_PM_Resume_20150726
 
Profile Brij Mohan Bhatt
Profile Brij Mohan BhattProfile Brij Mohan Bhatt
Profile Brij Mohan Bhatt
 
Resume - Roy Interrante, PMP
Resume - Roy Interrante, PMPResume - Roy Interrante, PMP
Resume - Roy Interrante, PMP
 
Shibumon Manaveettil CV
Shibumon Manaveettil CVShibumon Manaveettil CV
Shibumon Manaveettil CV
 
Mohan_Bedekar_Final
Mohan_Bedekar_FinalMohan_Bedekar_Final
Mohan_Bedekar_Final
 
Scott Callan 2017
Scott Callan 2017Scott Callan 2017
Scott Callan 2017
 
DPTripathy_Profile
DPTripathy_ProfileDPTripathy_Profile
DPTripathy_Profile
 
IT Project Manager - Charlotte NC
IT Project Manager - Charlotte NCIT Project Manager - Charlotte NC
IT Project Manager - Charlotte NC
 
Mike_Kuenkel_Complete Resume_20150422
Mike_Kuenkel_Complete Resume_20150422Mike_Kuenkel_Complete Resume_20150422
Mike_Kuenkel_Complete Resume_20150422
 
Dawn Duncan Resume 2017
Dawn Duncan Resume 2017Dawn Duncan Resume 2017
Dawn Duncan Resume 2017
 
AngelaReedResumeBio112114
AngelaReedResumeBio112114AngelaReedResumeBio112114
AngelaReedResumeBio112114
 
Andrea LTwerberg Resume
Andrea LTwerberg ResumeAndrea LTwerberg Resume
Andrea LTwerberg Resume
 
AngelaReedResumeBio112114
AngelaReedResumeBio112114AngelaReedResumeBio112114
AngelaReedResumeBio112114
 
Dave Bennett Resume 03-09-15
Dave Bennett Resume 03-09-15Dave Bennett Resume 03-09-15
Dave Bennett Resume 03-09-15
 
Resume-Don_Kovacs-July2016
Resume-Don_Kovacs-July2016Resume-Don_Kovacs-July2016
Resume-Don_Kovacs-July2016
 
CV - Julie Swann Feb 16
CV - Julie Swann Feb 16CV - Julie Swann Feb 16
CV - Julie Swann Feb 16
 
SPGregory_Resume
SPGregory_ResumeSPGregory_Resume
SPGregory_Resume
 
Kjf12b1 chron
Kjf12b1 chronKjf12b1 chron
Kjf12b1 chron
 
AngelaReedResumeBio112114
AngelaReedResumeBio112114AngelaReedResumeBio112114
AngelaReedResumeBio112114
 
Franklin Scott Harter 03132016
Franklin Scott Harter 03132016Franklin Scott Harter 03132016
Franklin Scott Harter 03132016
 

Viewers also liked (16)

Top 8 gis manager resume samples
Top 8 gis manager resume samplesTop 8 gis manager resume samples
Top 8 gis manager resume samples
 
Project Manager - PMP [Resume]
Project Manager - PMP [Resume]Project Manager - PMP [Resume]
Project Manager - PMP [Resume]
 
Debajyoti Resume
Debajyoti ResumeDebajyoti Resume
Debajyoti Resume
 
PMP resume 2016
PMP resume 2016PMP resume 2016
PMP resume 2016
 
PG - PMP Resume Cover letter - 2015
PG - PMP Resume Cover letter - 2015PG - PMP Resume Cover letter - 2015
PG - PMP Resume Cover letter - 2015
 
Project Management Credentials
Project Management CredentialsProject Management Credentials
Project Management Credentials
 
Resume pmp product lead
Resume pmp product leadResume pmp product lead
Resume pmp product lead
 
Event safety checklist
Event safety checklistEvent safety checklist
Event safety checklist
 
Project Management Experience - Anthony D. Braunscheidel
Project Management Experience - Anthony D. BraunscheidelProject Management Experience - Anthony D. Braunscheidel
Project Management Experience - Anthony D. Braunscheidel
 
Paul Fry Project Resume
Paul Fry Project ResumePaul Fry Project Resume
Paul Fry Project Resume
 
PMBOK Guide 3rd Edition Flow
PMBOK Guide 3rd Edition FlowPMBOK Guide 3rd Edition Flow
PMBOK Guide 3rd Edition Flow
 
J Salter Resume Pmp 1 Final
J Salter Resume  Pmp 1 FinalJ Salter Resume  Pmp 1 Final
J Salter Resume Pmp 1 Final
 
Test Manager CV 2015
Test Manager CV 2015Test Manager CV 2015
Test Manager CV 2015
 
Brenton T Smith CV - 2016 PMP
Brenton T Smith CV - 2016 PMPBrenton T Smith CV - 2016 PMP
Brenton T Smith CV - 2016 PMP
 
Top 8 test manager resume samples
Top 8 test manager resume samplesTop 8 test manager resume samples
Top 8 test manager resume samples
 
Sachin 5 Yrs Telecom Ba Pmp Resume
Sachin 5 Yrs Telecom Ba Pmp ResumeSachin 5 Yrs Telecom Ba Pmp Resume
Sachin 5 Yrs Telecom Ba Pmp Resume
 

Similar to Michelle Andree, PMP, SSGBC - Senior Project Manager Resume 120114

Similar to Michelle Andree, PMP, SSGBC - Senior Project Manager Resume 120114 (20)

CV for Jason Cowan
CV for Jason CowanCV for Jason Cowan
CV for Jason Cowan
 
Ziad Allan C.V 1-2015
Ziad Allan C.V 1-2015Ziad Allan C.V 1-2015
Ziad Allan C.V 1-2015
 
Teresa Wai Shan Tso_2016_PMP
Teresa Wai Shan Tso_2016_PMPTeresa Wai Shan Tso_2016_PMP
Teresa Wai Shan Tso_2016_PMP
 
RachelResume
RachelResume RachelResume
RachelResume
 
Carrier Summary
Carrier Summary Carrier Summary
Carrier Summary
 
Jimmy_CV
Jimmy_CVJimmy_CV
Jimmy_CV
 
SMageeresume2015feb
SMageeresume2015febSMageeresume2015feb
SMageeresume2015feb
 
Neeraj Sharma
Neeraj SharmaNeeraj Sharma
Neeraj Sharma
 
CV PHILLIS SKONTOS_ Jun_2016
CV PHILLIS SKONTOS_ Jun_2016CV PHILLIS SKONTOS_ Jun_2016
CV PHILLIS SKONTOS_ Jun_2016
 
Ifkhan cm manager-may2019
Ifkhan cm manager-may2019Ifkhan cm manager-may2019
Ifkhan cm manager-may2019
 
Resume
ResumeResume
Resume
 
Asma resume strategy business solutions final
Asma resume strategy business solutions finalAsma resume strategy business solutions final
Asma resume strategy business solutions final
 
Ala hasan alsaheb
Ala hasan alsahebAla hasan alsaheb
Ala hasan alsaheb
 
Candice L. McNeil Resume
Candice L. McNeil Resume Candice L. McNeil Resume
Candice L. McNeil Resume
 
Mitch cerrone resume
Mitch cerrone resumeMitch cerrone resume
Mitch cerrone resume
 
SSCG Project Management Services
SSCG Project Management ServicesSSCG Project Management Services
SSCG Project Management Services
 
SuneelCoverLetter-Manager
SuneelCoverLetter-ManagerSuneelCoverLetter-Manager
SuneelCoverLetter-Manager
 
MA Sample Available Consultants
MA Sample Available ConsultantsMA Sample Available Consultants
MA Sample Available Consultants
 
Governance
GovernanceGovernance
Governance
 
MA Sample of Available Consultants
MA Sample of Available ConsultantsMA Sample of Available Consultants
MA Sample of Available Consultants
 

Michelle Andree, PMP, SSGBC - Senior Project Manager Resume 120114

  • 1. Michelle Andree 40 Converse Street (B) Stafford Springs, CT 06076 michellmma1122@gmail.com 860-335-8541  Project Management Professional (PMP); Projects managed using PMI Methodologies through life- cycle ensuring projects are successfully completed within planned budget, schedule and scope.  Six Sigma Green Belt certified; Quality assurance and management techniques applied with DMAIC methodology  Recent areas of successful work include Project Management (Infrastructure and Application- based) and PMO Leadership in all areas of the project life-cycle, including project definition/initiation, requirements & design, QA & testing management, execution & deployment.  Building the project framework with a solid foundation through formal process engineering & governance, schedule planning and management, scope definition and controlled execution, team systems training, risk identification and mitigation, with strong team leadership to control and maintain the project’s overall plan.  Able to identify critical path dependencies between organizational and procedural issues, developing remediation approaches to bridge organizational process, procedural and standards gaps  Energetic; customer-focused; solution-oriented. Proven ability to identify and mitigate potential risk factors within project life-cycle  Superior verbal and written professional inter-team, Business partnership, Executive and Sr. Leadership, and communication skills.  Proven ability to solidify and implement training for standard process and procedure model usage among Account-wide teams, while maintaining the relationship between effective internal training programs and satisfying client requirements. PROJECT MANAGEMENT PORTFOLIO: Methodologies and Techniques Applied: Waterfall project management methods and techniques, application of PMI/PMBOK standards and best practices (cost, scope, human resource, time, integration, quality, risk, procurement and communications management knowledge areas/processes), SDLC, Six Sigma methodologies and techniques, Testing & QA management, earned value, critical-chain, SWOT analysis, root cause analysis, Pareto charting, process engineering, change management, Agile Industry Experience: Financial Services, Healthcare, Insurance, Education, Nuclear, Pharmaceutical
  • 2.
  • 3. RELATED EXPERIENCE: June 2013- September 2014 TEKsystems, Consulting at Voya Financial (formerly ING) – Windsor, CT SR. IT PROJECT MANAGER o Managed Enterprise Application Services Application Migration Program, consisting of several individual project efforts, spanning Enterprise organizations and Business applications therein. o Planning: Worked with Leadership, Business, and IT Development teams to define the application and server re-hosting requirements and scope under each project effort. Engaged necessary areas within organization to kick-off the project Intake process, Security assessment, Financial estimates and budget appropriations analysis for funding required, and project resource on-boarding. o Business Requirements: Gathered high-level Business objectives, and the associated detailed functional specifications required to support Business requirements, as defined at the project-level. Collaborated with Business Management team members to validate the objectives and requirements established, and drive the ownership and Business partnership needed to support successful application and server migration results, per the scope of each project under the Program scope. o Technical Design: Engaged and collaborated with Technical Services Subject-Matter Experts to develop the Technical Design and supporting Architectural foundations to fulfill the application and server migration requirements for seamless re-hosting thereof. o Leadership Communications: Directly reported to Sr. Program Manager, as well as Business and IT Directors and Sponsorship, communicating project status upwards to each area’s Leadership Teams and Business Partners, raising awareness of and recommending risk mitigation strategies, and conveying Financial health both at the individual project-level, and at an overall Program-level basis to Executive Leadership members. o Organizational Awareness Management: Assumed role of Program awareness liaison with Enterprise-wide Program and Project Stakeholders to ensure awareness for all organizational levels, impacted Business and/or Downstream application areas, and Executive IT and Business Sponsorship and Leadership members. o Production Readiness: Managed Production readiness activities and process execution to ensure that deployment plans were developed thoroughly and collaboratively with interfacing areas, technical supporting teams, Business testing partners, and Production Support teams. Facilitated deployment plan mass reviews to obtain concurrence from all stakeholders, and Business approval to proceed with deployment plan execution. o Program and Project Life-cycle Management: Projects were managed at an individual level, as well as a consolidated Program, inclusive of financial, schedule, resource, and risk/issue management. Resource planning and financial forecasting closely managed, aligned to the scope of the work, estimated labor and durations thereof, and appropriated to the project
  • 4. timeline accordingly. Risk mitigation and issue resolution were managed from both the Program and project-levels, engaged the needed IT support to execute mitigation/monitoring plan, identify potential resolutions, and minimize impact to Business and end-user communities. August 2012- May 2013 TEKsystems, Consulting at Lincoln Financial Group – Hartford, CT BUSINESS TECHNOLOGY OPTIMIZATION PROJECT MANAGER o Transitioned regulatory project initiative in early Analysis/Requirements phase to enhance the functionality of four compensation systems to withhold tax imposed by the State of California on qualifying selling agents and firms o Planning: Restructured compensation system analysis effort to determine financial noncompliance exposure and solidify scope of non-exempt entities, producing metrics to formulate Business solution recommendations for remediation and ongoing CA tax regulation compliance. o Requirements and Business Design: Managed Business Requirement development, engaging Business and IT partners to establish end-to-end Business needs and expectations to drive solution design  Engaged and collaborated with cross-functional Business area Subject Matter Experts, Business Analysts, IT, Business Management, Tax Compliance, and Vendor partners to ensure all inter-organizational and vertical dependencies and impacts were identified, assessed, and integrated into the project’s solution design and development o Business Organizational Readiness  Partnered with Business Sponsor and Business Line Management to develop an end-to-end Business Organizational Readiness plan to ensure seamless implementation transition to ongoing operational support and maintenance of CA tax withholding compliance.  Managed compensation analysis effort to identify potentially non- exempt entities, per CA tax regulation non-exempt qualifying criteria, to prepare for mass communication of intent-to-withhold CA tax  Planned communication of intent-to-withhold CA tax to identified qualifying non-exempt entities, partnering with Distribution Gateway relationship management and Tax Compliance to analyze mailing lists and develop communication package, including Exemption Form, provided by the State of CA, offering opportunity for entities to claim exemption from CA tax withholding  Developed post-implementation support strategy, collaborating with Business areas to develop operational staffing models and plans to support CA tax withholding compliance ongoing  Managed development of post-implementation manual processes and procedures for all manual support activities required to maintain CA tax compliance, partnering with Organizational Readiness/Training group to create Training plans and materials to be delivered to impacted organizational areas and Business area support teams o Project Management: Managed CA Tax Withholding project triple constraint, with regard to schedule, scope, and budget, with a focused concentration on quality solution design, ensuring adherence to Business
  • 5. area requirements and expectations.  Upon successful completion of compensation system re-analysis and metrics output to recommend withholding solutions and obtaining Stakeholder approval thereof, re-created Tier 1 project estimate, partnering with IT and Vendors to develop holistic project forecasted budget  Re-forecasted project phase-based timelines for each compensation system through implementation, developing project plan, and allocating resources according to project estimates and committed phase and delivery targets August 2011- July 2012 TEKsystems, Consulting at CIGNA – Windsor, CT ENTERPRISE PROJECT MANAGER o Managed Enterprise-wide Claim Improvement initiatives o Planning: Created project charters and enterprise project plans, collaborating with application service group, Business and IT partners to define benefit and detailed scope.  Assessed and planned risk mitigation strategies, developed and presented benefits analysis, engaged key stakeholders to kick-off project, gather requirements, and plan the implementation  Engaged downstream technology service groups to validate and define impact to each area, develop cost estimates and functional requirements  Managed vendor engagement, statement of work development and integration into the project scope and schedule for functional requirements and design milestones o Execution/Implementation: Managed one integrated and one non-integrated project release for Claim Improvement initiative  Managed project at enterprise level, integrating status and schedule from all areas to drive and facilitate project delivery and report executive release status  Worked closely with release management and testing area to monitor and manage any defects or gaps identified. Escalated risks and issues accordingly and drove to mitigation/resolution with project team  Facilitated communication between ASG, Business and IT stakeholders to develop an analysis plan that defines current and future state claim scenario behaviors within the application, meeting logical coding and Business expectations  Managed project communications, schedule and milestone plans, resourcing requirements, scope, schedule and budget throughout all SDLC phases o Project Acceptance: Managed projects through Warranty period, ensuring successful delivery and satisfied Business expectations October 2010- June 2011 Consulting at CIGNA – Bloomfield, CT ENTERPRISE PROJECT MANAGER o Managed Enterprise-wide testing process improvement and development project o Planning: Created detailed project charter, project plans (multiple plans
  • 6. managed concurrently, as ten processes were improved), and cost estimates  Assessed and planned risk mitigation strategies, developed and presented benefits analysis, engaged key stakeholders to kick-off project, gather requirements, and plan the implementation o Execution/Implementation: Managed project team to develop future state testing process artifacts for the CIGNA enterprise  Managed team of process engineers, trainer, and collaborated with subject matter experts to analyze process improvement opportunities (gap analysis) and reconstruct the testing future state processes, policies, and procedures  Engaged vendors to analyze external testing relationships with CIGNA software development vendors and other contracted services and improve the testing processes engaged in throughout the SDLC, including standard and policy improvements for contract amendments  Worked closely with project sponsor to ensure requirements were met throughout development and instituted an approval process to encompass all subject matter experts and managers to buy-in on the deliverables and prepare for enterprise roll-out  Managed project financials, creating a format that reported actual cost against budget by month, resource and/or deliverable. Rolled financial status up to senior management portfolio and provided executive status reports  Developed organizational communications to raise awareness of the future state testing process for each testing area/phase within the CIGNA waterfall SDLC testing model o Project Acceptance: Closed project successfully within budget and schedule, meeting project sponsor and organizational objectives and requirements January 2003- October 2010 COMPUTER SCIENCES CORPORATION – Stafford Springs, CT PROJECT MANAGER o Managed Infrastructure-based projects o Planning: Created project definitions, Microsoft Project plans  Detailed in-scope project activities and deliverables, assessed risks and assumptions, interfaced with project teams to develop labor estimate and pricing estimate o Execution/Implementation: Managed infrastructure-based projects with regard to scope, schedule and budgetary changes throughout project execution phase, communicated status to Client-base, reported financials and health to senior management o Resource Management: Managed project team resources, tracking work completed against estimated labor, planning next tasks and tracking labor and dollars expended o Project Acceptance: Closed projects successfully within budget and schedule, ensuring all in-scope deliverables were produced and accepted by Client o Implemented EPMO (Enterprise Program Management Office) for Westinghouse Account PMO/DMO o Developed MS Project Server plans to load resource demand in EPMO o Reported resource assignments and demand to Account Management and Client, analyzing over-allocated resources to balance capacity with demand o Managed PERFORMA (Project Management tracking tool) implementation throughout
  • 7. North America region Account PMO’s o Interfaced with and assisted Accounts to realize maximum cost and labor savings to their Accounts and Project Managers o Managed configuration, deployment and support of PERFORMA at each Account o Worked closely with developers and accounts to satisfy requirements to PERFORMA Developer to ensure smooth transitions and realize full benefits to each Account o Managed project financials and earned value o Assumed APMO role at St. Vincent’s Catholic Medical Centers Account o Introduced, trained and implemented GIS National Mid-Market PMO standards to the GIS PMO; managed Project Managers to standard processes and procedures integrated with quality project output o Created APMO model to Pilot at Account, that will encompass standards throughout GIS, GTS and Consulting LOS; to be deployed throughout NMM PMO region Accounts o Mentored Project Managers on the effective use of Performa as a standard project management tracking tool o Streamlined and developed process for project documentation, scope and financial approval from Initiation to Closure phase RELATED EDUCATION: May 2010 - Present Post University, Waterbury, CT o Bachelor of Science - Management May 2009 Project Management Institute o Project Management Professional (PMP) – Certified o Renewed May 2012 through May 2015 January 2007 Computer Sciences Corporation o Six Sigma Green Belt – Certified OPERATING SYSTEMS/SOFTWARE:  Microsoft Office Applications; Word, Excel, PowerPoint, Project, Visio, and Access  SharePoint / Enterprise Program Management Office (EPMO)  Clarity  Clarizen  E-mail/Communications; Microsoft Outlook, Lotus Notes, Lotus Same Time, Office Communicator