2015_11-SampleEmploymentPortfolio

Bruce Smith, PMP
Employment Portfolio Table of Contents
Introduction…………………………………………………………………………………………. Page 1
Cover Letter…………………………………………………………………………………………. Page 2
Resume……………………………………………………………………………………………….Page 3
References…………………………………………………………………………………………....Page 4
Job Performance Review…………………………………………………………………………….Page 5
Letter of Recommendation………………………………………………………………………….Page 6
LinkedIn Profile Recommendations………………………………………………………………. Page 7
Certifications………………………………………………………………………………………... Page 8
Training Documentation……………………………………………………………………………Page 9
Awards……………………………………………………………………………………………… Page 10
University Transcript……………………………………………………………………………….Page 11
Work Samples & Project Summaries………………………...…………………………………… Page 12
Challenges & Solutions……………………………………………………………………………. Page 13
5-year plan…………………………………………………………………………………………..Page 14

Bruce Smith, PMP
Employment Portfolio 1
Employment Portfolio
Introduction
Ralph Marston once said, “Excellence is not a skill. It is an attitude.” Since my time began in the
professional world, I learned that living with an “excellence first” attitude has not only assisted me in
becoming the best person I can be, but has greatly impacted those that I work with and serve.
In the pages to follow, you will find a collection of my most prized accomplishments, work samples,
recommendations, and career highlights that position me to take any organization to the next level.
THE FOUNDATION:
I laid the groundwork for a strong, professional career at Conway University. Conway’s motto,
“Operari cum integritate, cum excellentia persequi recedentes” translates as “Work with integrity,
pursue with excellence.” During my four years in college, I strived to perfect an academic career driven
by a high moral code in the pursuit of my undergraduate degree.
THE STRUCTURE:
While I have worked in different environments and with many different types of personalities and
work styles, the highlight of my professional experience comes with my tenure at Dynamite Project
Management Services. Here I was able to sharpen my sense of “working with excellence” and perfect
my craft of project management while greatly exceeding the expectations of the organization.
THE PINNACLE:
Taking my talents to the next level is my immediate goal. I still believe there is potential in my work,
room for me to grow, and organizations to assist. My leadership and team building talents, relationship
management and cultivation skills, and quality assurance and management abilities are the keystone to
success. In a forward thinking and innovative organization, I am confident that I can excel as a Project
Director.
Thank you for the time that you have spent reviewing my portfolio. It is my hope that you had just as
much fun reading it as I did creating it.
Bruce Smith, PMP

Bruce Smith, PMP
BRUCE SMITH, PMP
603 Main Street Indianapolis, IN 44444 317-555-0000 brucesmithpmp@gmail.com
November 16, 20XX
Ms. Jill Kelly
Senior Manager
Eastside Staffing
8765 Reed Court
Indianapolis, Indiana 45555
Dear Ms. Kelly,
It is exciting to hear that Eastside Staffing has experienced exponential growth since its acquisition of
Northside Employment Solutions and has a vacancy for Project Director. I wish to be considered as the
incumbent for the position and have included my résumé for your review.
Over the past 14 years, I have managed the coordination, budgeting, and implementation of workforce
development contracts within the Indianapolis area. In addition to my level of elevated knowledge in this
area, I also exhibit the following competencies:
 Strong cultural sensitivity and vast knowledge of local community organizations, labor market
information, and governmental policy.
 Elevated sense of duty to enhance a storied background in social and human services.
 Assessment, review, and implementation of strict budgets and timelines.
I am confident that I can bring the same strong business acumen, enthusiasm, and professionalism to your
organization. I will call you on Wednesday in an attempt to schedule an interview for this once-in-a-lifetime
opportunity. I look forward to our conversation.
Respectfully,
Bruce B. Smith
Enclosure: Résumé

Bruce Smith, PMP
BRUCE SMITH, PMP
PROJECT DIRECTOR
LEADERSHIP • RELATIONSHIP DEVELOPMENT • TEAM BUILDING • QUALITY MANAGEMENT
Inspiring and collaborative Project Director with a seasoned and proven history in successful workforce
development programming. Invested in the success of others and passionate about accountability. Marked
ability in the areas of program implementation, training and policy execution, and professional leadership.
Excel with creating and fostering relationships with organizational partners.
PROMINENT SKILL AREAS
 Project Development & Presentation
 Project Management & Evaluation
 Budgeting & Financial Planning
 Information & Change Management
 Staff Development & Mentoring
 Targeted Research Methodologies
 Problem Solving & Issue Resolution
 Relationship Development
 Business Acumen & Professionalism
 Work Schedule Software
PROFESSIONAL HISTORY
Dynamite Project Management Services; Indianapolis, Indiana 10/2001 – Present
Project Manager
Plan, budget, and provide daily oversite of business projects. Collaborate with senior management and liaise
with vendors and partners to accomplish project completion timely and within budget.
 Established budget plan, business plan, and direct report objectives for Phase I and Phase II of
Community Workforce Development Project.
 Managed Phase I of Community Workforce Development Project to completion ahead of schedule
and within $1.5M budget.
 Recognized as only on-staff Project Management Professional within Midwest area.
 Received “DPMS Corporate Service Award” in recognition of eye-for-talent, team cultivation, and
team management.
 Regarded as a team player that develops valuable relationships with clients, colleagues, senior
management, vendors, and community organizations.
 Member of company risk management, employee development, and community service teams.
 Liaise between departments to ensure that organization goals are met in an efficient manner.
 Created numerous tools on leadership, training, process improvement, and quality assurance.
EDUCATION & CERTIFICATIONS
Bachelor of Science – Business Management
Conway University; Indianapolis, Indiana
Project Management Professional
Project Management College
Staff Development, Retention, & Leadership Strategies
Professional Training Learning Center; Indianapolis, Indiana

Bruce Smith, PMP
BRUCE SMITH, PMP
REFERENCES
 Paul Allen Office: (317) 555-5555
Vice President pallen@dpms.com
Dynamite Project Management Services
8810 Winding Lake Lane
Current Supervisor
 Patrick Bateman Office: (317) 555-5555
Project Lead pbateman@dpms.com
Direct Report
 Jean Secretary Office: (317) 555-5553
Project Manager jean.secretary@helpusco.org
HelpUs Community Organization
4423 Del Rey Court
Community Partner / Colleague
 Evelyn Williams Office: (317) 555-5552
Board Member evewilliams@indycoc.org
Indianapolis Chamber of Commerce
2920 Hillsborough Boulevard
Community Partner / Colleague
 Donald Kimball Cell: (608) 555-5555
Police Officer copkimball@gmail.com
Chicago Police Department
8000 Main Lane
Chicago, Illinois 55555
Mentor

Bruce Smith, PMP
DYNAMITE PROJECT MANAGEMENT SERVICES
Job Performance Review
EMPLOYEE
Employee Name Bruce Smith
Review
Period
July 2014 – June 2015
Department Workforce Development Division Manager Paul Allen
PERFORMANCE GOALS AND OBJECTIVES
Zero to 4 months 4 to 8 months 8 to 12 months
 Develop your department’s business goals
and budget for workforce project.
 Develop business plan to achieve goals and
metrics of project.
 Establish team members for project and
designate assignments.
 Begin implementation of project in month
number 7.
 Review performance goals of team
members to see if they are on target.
Reprioritize work accordingly.
 Begin plan development for Phase II of
workforce program.
NOTES/ACTION
Bruce exceeded expectations by achieving goals well ahead of schedule. As Phase II of project begins, it should be
noted that Bruce is approximately 2 months ahead of schedule and is well under budget.
SKILLS AND KNOWLEDGE DEVELOPMENT
 Understand the specific skills and
knowledge your team will need and begin
crafting detailed descriptions of duties.
 Build a skill development plan based on the
goals agreed to by you and your direct
reports.
 Conduct individualized skill assessment
sessions with each of your reports.
 Review your development plan with each
report during the individual sessions and
ensure each report signs a commitment
contract.
 Conduct ongoing development sessions
with each report in a group setting.
 Create a timeline with additional tasks and
training to be conducted during Phase II.
NOTES/ACTION
Bruce met expectations by properly developing skills and knowledge training for his project team. Within 6 months,
all of Bruce’s reports appeared to be on track with their training. In the last 4 months, Bruce has begun to develop
additional training and will focus on continuous quality improvement.
PROCESSES AND METHODS
 Familiarize your team with work processes
and methods used in the project. Be clear
on who owns those processes and how they
can support process goals.
 Set clear timelines for task due dates. Keep
timelines up to date.
 Identify and eliminate unnecessary
variation in the way your team performs
work processes.
 Ensure that your team’s work
responsibilities are clear, defined, and
realistic.
 Get to know the people who work cross-
functionality in common work processes.
 Seek to simplify any work processes in
order to cut cycle time and develop a
detailed plan moving into Phase II.
NOTES/ACTION
Bruce has exhibited remarkable talent in this area. Bruce handpicked his team for the project and has shown to have
done a wonderful job in doing so. Bruce’s recognition for exceptional talent, and managing that talent, is a skill that
is highly regarded. As a result, I will be recommending Bruce for the DPMS Corporate Service Award.
PHASE II GOALS
(July 2015 – October 2015) (November 2015 – February 2016) (March 2016 – June 2016)
 Begin implementation of Phase II and hold
progress sessions with direct reports.
 Compare actual performance and
expected performance. Hold progress
sessions with reports and/or senior
management, as necessary.
 Complete Phase II and complete project.
Close out all necessary systems and submit
proper documentation for project
completion.
 Identify budget marks and goal achievement
of project.
NOTES/ACTION
Phase II goals (and project completion) will be assessed / evaluated with Bruce during his next performance review
(July 2016).

Bruce Smith, PMP
October 6, 20XX
To Whom It May Concern,
I have had the pleasure of working with Bruce Smith for the past 14 years. He is a highly effective and dedicated
employee who demonstrates a positive, can-do attitude.
Bruce is a team player that develops excellent working relationships with clients, colleagues and management.
In his time with Dynamite, Bruce has developed a number of successful partnerships with community
organizations. In addition, Bruce was an essential part of the implementation of those partnerships that has
allowed us to provide services to communities not previously served. Bruce’s excellent ability to learn his role
quickly, along with his personality, allowed him to build good rapport with his staff and gain their respect.
Bruce has developed outstanding lines of communication with staff and clients and became the “go to guy” for
many of their questions or concerns. He has exceptional communication skills, both oral and written, and can
be counted on for timely and thorough submissions ahead of deadline. Bruce has assumed leadership roles and
was key in motivating and assisting new and experienced team members to learn the Dynamite procedures,
processes, and systems.
I can highly recommend Bruce Smith for employment at your company. Bruce would make a great asset for
any organization. Please contact me if I can be of further assistance.
Sincerely,
Paul Allen, Vice President
pallen@dynamitepms.com
317-555-5555

Bruce Smith, PMP
LinkedIn Profile Recommendations
https://www.linkedin.com/in/BruceSmithPMP

Bruce Smith, PMP
Project Management Professional Certification
Project Management College; Indianapolis, Indiana
The Project Management Professional Certification Program lasted three months and encompassed online
learning, classroom learning, and an abundance of self-study. In pursuit of the certification, the following
courses were taken:
 Project Management Fundamentals
 Project Management Essentials
 Introduction to Agile Project
Management
 Agile Project Management Methodologies
 Implementing Agile Projects
 Project Communications and Stakeholder
Management
 Project Risk Management
 Project Team Leadership

Bruce Smith, PMP
Staff Retention, Development, & Leadership Strategies Training
Professional Training Learning Center; Indianapolis, Indiana
The Staff Retention, Development, & Leadership Strategies Training Seminar took place at the Professional Training
Learning Center over three days’ time. The training was very hands-on and focused heavily on developing one’s reports
and mentees. During the training, the following materials and tools were utilized:
 Myers-Briggs Type Indicator
 John Maxwell’s The 360 Leader
 Gary Chapman & Paul White’s The 5 Languages of Appreciation in the Workplace
 Gallup Strengths Finder

Bruce Smith, PMP
DPMS Corporate Service Award, 2012
Dynamite Project Management Services; Indianapolis, Indiana
The Dynamite Project Management Services Corporate Service Award is given annually to the employee that excels
in the areas of team development, management, and leadership. During the award ceremony, Mr. Durden also
mentioned my “Undying loyalty to the mission and code of the organization – a talent that cannot be learned, but one
that is cultivated and fed, day after day, by the work that we do.”

Bruce Smith, PMP
Undergraduate Degree Transcript
Conway University; Indianapolis, Indiana

Bruce Smith, PMP
Project Summary and Outcome
Workforce Development Project
Workforce Development Project 2013 - 2015
Brief: As it is reported that unemployment rates are on a sharp decline, it should be noted that unemployment rates
only account for those that are seeking employment. For those that have “given up” on obtaining employment, or
those that simply do not have the resources to aid in job search and/or training, the aforementioned number does not
account. Thus, the Workforce Development Project (WDP) will be initiated to capture those that are currently not
captured by the unemployment statistic and aid them in obtaining the proper job search tools and/or training.
Summary: WDP was implemented in two phases over two years. Each phase was given 12 months and had specific
metrics and goals that were to be met. The overall goal of the program was to decrease the unreported, or “hidden,”
number of unemployed individuals by entering them into work-based training, post-secondary education, or
employment.
The first phase focused heavily on outreach to the community. The project team needed to find the most appropriate
community resources and partners to aid in helping the target demographic. In just under eight months (four months
ahead of schedule), the project team was able to secure contracts with the appropriate partners and start Phase II
ahead of schedule.
The second phase focused entirely on entering clients into training, work based learning, or employment. The target
goal was to reduce the hidden unemployment rate, by entering 1/10 clients into an approved program. In the
Indianapolis area, our research indicated that approximately 100,000 people were included in the hidden rate. Thus,
our quantified goal, to be met during Phase II plus latter quarter of Phase I, was to enter 10,000 unemployed, or
underemployed, individuals into an approved program or employment.
The above results indicate the following:
 51.9% of individuals obtained work during the latter quarter of Phase I or during Phase II.
 32.4% of individuals entered work-based training during the latter quarter of Phase I
or during Phase II.
 9.3% of individuals entered post-secondary education during the latter quarter of
Phase I or during Phase II.
 6.4 % of individuals were not yet employed by the end of Phase II.
Challenges and Solutions
Breakdown of 100,000 Served
Individuals
Employed Work-Based Training Post-Secondary Education Unemployed

Bruce Smith, PMP
Relative to The Implementation of the Workforce Development Program
Challenge: Find the “hidden” job market in the Indianapolis Area. It is reported that less than 20 percent of the
available jobs in Indianapolis are visible by use of job search engines (Career Builder, Indeed, etc.), company websites,
and social media websites (LinkedIn, Facebook, Twitter, etc.).
Solution: Project Team conducted three separate “brain storming” sessions to capture what methods a potential job
seeker would use to find employment outside of the normal course when seeking employment. As a result of these
sessions, it was found that information interviewing, cold calling, and leveraging networking contacts were the most
reliable and efficient methods of locating employment opportunities outside of traditional methods.
Challenge: Procure funding for the Workforce Development Program. Traditionally, programs like the Workforce
Development Program are funded through government grants. While the plan to implement the program was sound,
the plan on how it was to be funded was infantile.
Solution: In an effort to receive “buy-in” from local organizations and to initiate partnerships with community
organizations, a task force of 50 team members was assembled to contact, visit, and correspond with community
based organizations, non-profit organizations, and businesses that were seeking qualified candidates. While the
Workforce Development Program did receive a large government grant to help with funding, the grant only covered
78 percent of the total amount budgeted. To account for the additional 22 percent, the task force procured additional
funding in the form of donations and additional grants from community partners. Over the course of 6 months (the
time the task force was operative), an additional 4 percent of the total amount needed was procured. This amount
was retained by the program to address unforeseen costs.
Challenge: Once clients are granted employment, it was a major project concern that the clients would not report
the employment and/or would not respond to project staff regarding employment information (location, wage,
benefits, etc.). There was great need in this area so that goals could be measured and partners could be notified of
metrics obtained.
Solution: Two separate solutions were solidified in regards to employment reporting. The first solution was to make
reporting by employer partners mandatory when a Workforce Development Program client obtained employment
with a partner. All partners agreed to a marginal fine and/or refusal for reimbursement if the partner did not report
that they acquired an employee from the program within 60 days. The second solution was to offer a small incentive
to the Workforce Development Program clients that obtained employment. If a client was to obtain employment and
report that employment within 10 days, the client received a monetary incentive of one-hundred dollars. To assist with
retention of clientele, a progressive monetary incentive was offered if the client reported continued employment ($75
after 3 months, $50 after 6 months, and $50 after 12 months.)
Challenge: Advertising and outreach to obtain program clients and to notify community of program.
Solution: The Workforce Development Program team utilized as many low or no-cost methods as possible to foster
awareness of the program. A small team (3 members) was assembled to implement all social media efforts (LinkedIn,
Twitter, Facebook, Instagram, and Pinterest). Another small team (3 members) was assembled to implement all other
digital media advertising (Workforce Development Program website, banner advertisements on partner websites, and
creation of material for YouTube Channel). A mid-size team (10 members) was assembled to conduct grassroots
outreach (going door-to-door in community), physical outreach and phone contact to community based organizations
and businesses, and contact with news media.

Bruce Smith, PMP
5-Year Plan
While my immediate goal is to obtain a Project Director Position with a large, dynamic, and innovative company, my
5-year plan is slightly askew from the beaten path. As my roots in social and human services were grounded in at-risk
youth programming, it has been my goal to start and transition a non-profit youth services organization within a 5-
year timeline. It is my intention to operate both full-time as a Project Director and to develop, implement, and obtain
results from the non-profit organization. Given that the mission of the non-profit organization I intend to start and
the goals of the organizations I intend to target for full-time employment coincide, I find my 5-year plan sound and
without conflict.
Year 1:
- Establish Non-Profit, form goals, mission statement, and finalize target demographic
- Procure funding for development ($500k)
- Begin search for potential project managers, project directors, and front-line employees
- Complete design of non-profit logo
- Locate errors in outreach implementation and fine-tune plan
- Ensure that entire plan is finalized and ready for public view before end of Year 1
Year 2:
- Hold Board of Directors Meeting
- Submit two-year results to Board Of Directors
- Implement Board of Directors suggestions
Year 3:
- Evaluate program success
Year 4:
- Evaluate budget
- Begin search for successor
Year 5:
- Draft results plan
- Name successor and begin transition out of organization

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