Mary Lou Urquizo was the project lead for the MIS/DSS Project Office from 1996 to 2009. She oversaw three projects - the original $67 million MIS/DSS contract, a $1.3 million interim system, and the new $80 million NextGeneration MIS/DSS contract. As project lead, she managed all phases of development and operations for the large database systems housing Medi-Cal eligibility, claims, and provider records.
Jon S. Thurston has over 15 years of experience in program management, business analysis, and systems administration. He currently works as a Program Manager at Metis Solutions LLC, where he oversees two projects with a total value over $29 million. Previously, he was a Project Manager at CACI-CMS Information Systems Inc. where he managed four projects worth over $17 million. He has extensive experience managing staff, budgets, and client relationships on various government contracts.
Topic: Project Management, Referece: PMBOK 5, PMI.
Degree: MBA, Syllabus: Alliance University. Date : Jan 2015.
Please note: This was prepared as a teaching aid. Not for commercial purposes. Sharing to spread the knowledge of Project Management. Note : Copyright belongs to respective owners. List of top references used to prepare these slides given.
If you have any questions, comments, improvement suggestions, Email to: niranjanakoodavalli@gmail.com
Este documento presenta un taller dirigido al personal docente sobre la planeación didáctica argumentada. El taller consta de 6 sesiones que abordan temas como el contexto interno y externo de la escuela, el diagnóstico del grupo, la elaboración del plan de clase, la fundamentación de estrategias didácticas, la evaluación de aprendizajes y la argumentación de la planeación. El objetivo es orientar los procesos educativos a través de elementos formativos que permitan al docente prepararse adecuadamente para la evaluación de su desempeño.
Ghosts against Nike-ification: Representation and Ritual in Tokyo's Miyashita...Love Kindstrand
In the spring of 2010, dozens of volunteers, activists, artists and archivists converged on a dilapidated public park in central Shibuya, the capital of Japan’s retail consumer culture. Mobilizing through online social media, they had gathered to stop the construction of “Nike Park,” a semi-private extreme-sports experience. As the “Artists in Residence,” the occupants challenged both local authorities and commercial interests with a radically different vision of urban public space that, evolving through six months of occupation, transformed Miyashita Park into a celebration of alternative visions of globalization and the organization of urban commons; pathways to which were actualized in a struggle for spatial representation, in and through the multiplicity of its engaged participants. In this article, I use Turner’s concept of ritual to trace the discourse of occupation, its political imageries and the source of its symbolic energy to the liminal capacities inherent in the margins of an increasingly regimented urban landscape. I consider the campaign against Nike-ification of Miyashita Park as a spatiotemporal plateau of protest culture that predates and informs more recent attempts to appropriate "public" space, and construct spaces of representation from which to imagine, enact and coordinate responses to the hegemony of abstract space, and construct viable "futures in the present"
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
This document appears to be from a design firm called Interiors by Jeorge Anne, LLC that provides life enhancing design services. It contains before and after photos showing the transformations they have done for various interior design projects. The photos demonstrate the range of spaces they have redesigned and renovated for clients.
Jon S. Thurston has over 15 years of experience in program management, business analysis, and systems administration. He currently works as a Program Manager at Metis Solutions LLC, where he oversees two projects with a total value over $29 million. Previously, he was a Project Manager at CACI-CMS Information Systems Inc. where he managed four projects worth over $17 million. He has extensive experience managing staff, budgets, and client relationships on various government contracts.
Topic: Project Management, Referece: PMBOK 5, PMI.
Degree: MBA, Syllabus: Alliance University. Date : Jan 2015.
Please note: This was prepared as a teaching aid. Not for commercial purposes. Sharing to spread the knowledge of Project Management. Note : Copyright belongs to respective owners. List of top references used to prepare these slides given.
If you have any questions, comments, improvement suggestions, Email to: niranjanakoodavalli@gmail.com
Este documento presenta un taller dirigido al personal docente sobre la planeación didáctica argumentada. El taller consta de 6 sesiones que abordan temas como el contexto interno y externo de la escuela, el diagnóstico del grupo, la elaboración del plan de clase, la fundamentación de estrategias didácticas, la evaluación de aprendizajes y la argumentación de la planeación. El objetivo es orientar los procesos educativos a través de elementos formativos que permitan al docente prepararse adecuadamente para la evaluación de su desempeño.
Ghosts against Nike-ification: Representation and Ritual in Tokyo's Miyashita...Love Kindstrand
In the spring of 2010, dozens of volunteers, activists, artists and archivists converged on a dilapidated public park in central Shibuya, the capital of Japan’s retail consumer culture. Mobilizing through online social media, they had gathered to stop the construction of “Nike Park,” a semi-private extreme-sports experience. As the “Artists in Residence,” the occupants challenged both local authorities and commercial interests with a radically different vision of urban public space that, evolving through six months of occupation, transformed Miyashita Park into a celebration of alternative visions of globalization and the organization of urban commons; pathways to which were actualized in a struggle for spatial representation, in and through the multiplicity of its engaged participants. In this article, I use Turner’s concept of ritual to trace the discourse of occupation, its political imageries and the source of its symbolic energy to the liminal capacities inherent in the margins of an increasingly regimented urban landscape. I consider the campaign against Nike-ification of Miyashita Park as a spatiotemporal plateau of protest culture that predates and informs more recent attempts to appropriate "public" space, and construct spaces of representation from which to imagine, enact and coordinate responses to the hegemony of abstract space, and construct viable "futures in the present"
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
This document appears to be from a design firm called Interiors by Jeorge Anne, LLC that provides life enhancing design services. It contains before and after photos showing the transformations they have done for various interior design projects. The photos demonstrate the range of spaces they have redesigned and renovated for clients.
This document contains all 26 letters of the alphabet listed in order without any other text or context provided. It does not contain enough information to create a meaningful 3 sentence summary.
1. P&G entered the Chinese market in 1988 and launched their premium skincare brand SK-II in China in 1999 to target affluent consumers.
2. In 2006, SK-II products in China were found to contain toxic substances, causing a major scandal and consumer backlash.
3. P&G initially responded poorly to the scandal by stopping all sales and refusing to address quality issues. However, they later implemented a three-stage recovery process that repaired the brand's image and increased sales.
P&G launched their premium skincare brand SK-II in China in 1999 targeting affluent consumers, however a 2006 scandal regarding toxic chemicals in SK-II products damaged the brand's image in China. P&G responded poorly at first but later implemented a 3 stage recovery process including retesting products, addressing consumer concerns, and celebrity endorsements which helped restore the brand's image and increase sales.
A empresa anunciou um novo produto que combina hardware e software para fornecer uma solução completa para clientes. O produto oferece recursos avançados de inteligência artificial e aprendizado de máquina para ajudar os usuários a automatizar tarefas complexas. Analistas esperam que o produto ajude a empresa a crescer em novos mercados e aumentar sua receita nos próximos anos.
A empresa de tecnologia anunciou um novo smartphone com câmera aprimorada, tela maior e bateria de longa duração por um preço acessível. O dispositivo tem como objetivo atrair mais consumidores em mercados emergentes com suas especificações equilibradas e preço baixo. Analistas esperam que as melhorias e o preço baixo impulsionem as vendas do novo aparelho.
IT Experience for Geoff Hicks in senior line and staff roles - 4 ppg.- 7-2015Geoff Hicks
Geoffrey Hicks has over 15 years of experience in IT project management, business analysis, and software development. He has managed teams of over 100 people and has experience across multiple industries, including healthcare, insurance, and state government. Some of his responsibilities have included requirements gathering, software testing, system implementation, and process reengineering. He is proficient in various project management and software development methodologies.
Stephanie J. Poore has over 20 years of experience in project management, business analysis, and technical roles. She holds a PMP certification and has managed projects for the US Marine Corps involving logistics information systems and decision support tools. Currently she is a Program Manager and Senior Business Consultant at CGI Federal where she provides project management and consulting services for the Marine Corps Logistics Information System. She also has experience as a Project Manager, Business Analyst, and ISMO Representative for Concurrent Technologies Corporation supporting various Marine Corps logistics applications.
The Planning Process Group involves defining the strategy and tactics to successfully complete a project. It includes processes like developing the project management plan, collecting requirements, defining the scope, and creating the work breakdown structure (WBS). The key outputs are the project management plan, requirements documentation, scope statement, and WBS. These outputs establish the total scope of work and provide a framework for planning, executing, and controlling the project.
The document outlines the products and processes managed by a Business Process and Operations Project Manager. It details several products implemented including Docusign, JIRA, Box, and Smartsheet to replace outdated systems. It also lists key processes developed or improved like Statements of Work templates, product how-to documentation, and various monthly reporting templates and processes for project intake, utilization, operations, and scorecards. Finally, it summarizes leading a transition team during an organizational restructure and various initiatives to mature the PMO methodology.
This presentation discusses managing project resources. It defines resources as sources of supply or support, including human and capital resources. Human resources include project team members and stakeholders. Capital resources are tools and infrastructure used to produce goods and services. The presentation covers estimating and managing resource needs, and techniques for developing project schedules based on resource availability like critical path analysis and schedule compression. The goal is to understand resource types, their importance, and how to apply tools to effectively manage resources and project time.
Michael Dacey has over 25 years of experience in project management, process improvement, risk management, and financial analysis. He has a proven track record of leading complex system implementations, developing requirements documentation, and strengthening internal controls. Most recently, he served as Project Manager for Daiichi-Sankyo where he implemented process improvements and risk mitigation controls.
This document provides an executive summary and resume for Kadambi Vijaisimh, who is seeking a position as a Program Manager, Project Manager, Change Management Manager, Senior Analyst, or Senior Consultant. Vijaisimh has over 15 years of experience in project management, business analysis, and change management. He possesses both hard skills, such as knowledge of project management methodologies and tools, as well as soft skills, including leadership, problem-solving, managing expectations, and cultural awareness. Vijaisimh's professional experience includes managing projects in various industries, including banking, healthcare, electronics, and hotels.
Paul D Blumstein has over 30 years of experience in project management, software development, risk management, and business analysis. He has expertise in project management methodologies like PMBOK and Agile. He is skilled in many programming languages and holds PMP and PMI-RMP certifications. He has worked on numerous projects throughout his career managing teams, developing requirements, and seeing projects through from inception to deployment.
Running Head PROJECT 1PROJECT 6PROJECTI.docxjeanettehully
Running Head: PROJECT 1
PROJECT 6
PROJECT
Institution Affiliation
Student Name
Date
Introduction
Companies vary in the way in which they identify projects. The process of identifying a project can be performed by the top-level management, such as the Chief Executive Officer. A committee composed of the manager and other interested parties. The user department, senior information system manager, and the development group can decide on which project to submit. Each identification technique has its strengths as well as weaknesses. For instance, it protects that are identified by the top management have a strategic management focus. Projects that are identified by departments have a tactic focus.
Project cost, complexity, risk as well as duration influence the individuals who identify a project. Most of the project sources are identified by the steering committee as well as the top-level management. Most of the projects reflect on the broad needs of the organization. This group has a better understanding of the goals and objectives of the organization. Projects that are identified by the functional major, information system development group, and business unit are often designed for a particular business need. Moreover, it may not reflect the overall objective of the business. There are also not considered as broad organizational issues.
Projects that are identified by business units, development groups, and managers are known as bottom-up sources. It is essential to provide support to people who are carrying out this type of project. The top-level management should also be involved in the early life cycle of the project. Managers should be aware of the information needs and the reasons for carrying out the project. This description is essential, especially when selecting the project that will be approved to move into the project initiation and planning phase. Projects can be identified by both bottom-up and top and down. The procedure of identifying and selecting a project is different depending on the organization due to the limited resources.
It is essential to identify the advantage and disadvantages of the project. Project classifying, identification is ranking of the project can be performed by the top-level management, information system group, business unit, or the steering committee. The method that is used to access the merits of a particular project can vary based on the size of the company. In any given company, one or several methods can be used during the ranking or classification process. For instance, a company may use a committee, (Kaiser, et al., 2015). They can choose to meet every month or quarterly in order to discuss the progress of the project and areas that need to be improved. During the meeting, new project requests are reviewed related to the project that has already been identified. In addition, ongoing projects are also monitored.
In the project identification and selection, the final phase i ...
Brian Durkin is an experienced project manager, procurement specialist, and business analyst with expertise in project management, procurement consulting, business analysis, business process design, and information systems development and implementation. He has led and managed both large and small projects across multiple industries. Brian is committed to his profession, as demonstrated by his various professional designations, including Project Management Professional (PMP), Information Systems Professional (I.S.P.), Canadian Institute of Management (C.I.M.), and Information Technology Certified Professional (ITCP).
This resume is for Mike Todd Norris, who has over 23 years of experience managing IT projects, setting up Project Management Offices, and delivering technology solutions. He has managed projects across various sectors including healthcare, human services, unemployment insurance, and defense. The resume provides details on his roles and responsibilities in leading projects at various companies from 1987 to the present.
This document contains all 26 letters of the alphabet listed in order without any other text or context provided. It does not contain enough information to create a meaningful 3 sentence summary.
1. P&G entered the Chinese market in 1988 and launched their premium skincare brand SK-II in China in 1999 to target affluent consumers.
2. In 2006, SK-II products in China were found to contain toxic substances, causing a major scandal and consumer backlash.
3. P&G initially responded poorly to the scandal by stopping all sales and refusing to address quality issues. However, they later implemented a three-stage recovery process that repaired the brand's image and increased sales.
P&G launched their premium skincare brand SK-II in China in 1999 targeting affluent consumers, however a 2006 scandal regarding toxic chemicals in SK-II products damaged the brand's image in China. P&G responded poorly at first but later implemented a 3 stage recovery process including retesting products, addressing consumer concerns, and celebrity endorsements which helped restore the brand's image and increase sales.
A empresa anunciou um novo produto que combina hardware e software para fornecer uma solução completa para clientes. O produto oferece recursos avançados de inteligência artificial e aprendizado de máquina para ajudar os usuários a automatizar tarefas complexas. Analistas esperam que o produto ajude a empresa a crescer em novos mercados e aumentar sua receita nos próximos anos.
A empresa de tecnologia anunciou um novo smartphone com câmera aprimorada, tela maior e bateria de longa duração por um preço acessível. O dispositivo tem como objetivo atrair mais consumidores em mercados emergentes com suas especificações equilibradas e preço baixo. Analistas esperam que as melhorias e o preço baixo impulsionem as vendas do novo aparelho.
IT Experience for Geoff Hicks in senior line and staff roles - 4 ppg.- 7-2015Geoff Hicks
Geoffrey Hicks has over 15 years of experience in IT project management, business analysis, and software development. He has managed teams of over 100 people and has experience across multiple industries, including healthcare, insurance, and state government. Some of his responsibilities have included requirements gathering, software testing, system implementation, and process reengineering. He is proficient in various project management and software development methodologies.
Stephanie J. Poore has over 20 years of experience in project management, business analysis, and technical roles. She holds a PMP certification and has managed projects for the US Marine Corps involving logistics information systems and decision support tools. Currently she is a Program Manager and Senior Business Consultant at CGI Federal where she provides project management and consulting services for the Marine Corps Logistics Information System. She also has experience as a Project Manager, Business Analyst, and ISMO Representative for Concurrent Technologies Corporation supporting various Marine Corps logistics applications.
The Planning Process Group involves defining the strategy and tactics to successfully complete a project. It includes processes like developing the project management plan, collecting requirements, defining the scope, and creating the work breakdown structure (WBS). The key outputs are the project management plan, requirements documentation, scope statement, and WBS. These outputs establish the total scope of work and provide a framework for planning, executing, and controlling the project.
The document outlines the products and processes managed by a Business Process and Operations Project Manager. It details several products implemented including Docusign, JIRA, Box, and Smartsheet to replace outdated systems. It also lists key processes developed or improved like Statements of Work templates, product how-to documentation, and various monthly reporting templates and processes for project intake, utilization, operations, and scorecards. Finally, it summarizes leading a transition team during an organizational restructure and various initiatives to mature the PMO methodology.
This presentation discusses managing project resources. It defines resources as sources of supply or support, including human and capital resources. Human resources include project team members and stakeholders. Capital resources are tools and infrastructure used to produce goods and services. The presentation covers estimating and managing resource needs, and techniques for developing project schedules based on resource availability like critical path analysis and schedule compression. The goal is to understand resource types, their importance, and how to apply tools to effectively manage resources and project time.
Michael Dacey has over 25 years of experience in project management, process improvement, risk management, and financial analysis. He has a proven track record of leading complex system implementations, developing requirements documentation, and strengthening internal controls. Most recently, he served as Project Manager for Daiichi-Sankyo where he implemented process improvements and risk mitigation controls.
This document provides an executive summary and resume for Kadambi Vijaisimh, who is seeking a position as a Program Manager, Project Manager, Change Management Manager, Senior Analyst, or Senior Consultant. Vijaisimh has over 15 years of experience in project management, business analysis, and change management. He possesses both hard skills, such as knowledge of project management methodologies and tools, as well as soft skills, including leadership, problem-solving, managing expectations, and cultural awareness. Vijaisimh's professional experience includes managing projects in various industries, including banking, healthcare, electronics, and hotels.
Paul D Blumstein has over 30 years of experience in project management, software development, risk management, and business analysis. He has expertise in project management methodologies like PMBOK and Agile. He is skilled in many programming languages and holds PMP and PMI-RMP certifications. He has worked on numerous projects throughout his career managing teams, developing requirements, and seeing projects through from inception to deployment.
Running Head PROJECT 1PROJECT 6PROJECTI.docxjeanettehully
Running Head: PROJECT 1
PROJECT 6
PROJECT
Institution Affiliation
Student Name
Date
Introduction
Companies vary in the way in which they identify projects. The process of identifying a project can be performed by the top-level management, such as the Chief Executive Officer. A committee composed of the manager and other interested parties. The user department, senior information system manager, and the development group can decide on which project to submit. Each identification technique has its strengths as well as weaknesses. For instance, it protects that are identified by the top management have a strategic management focus. Projects that are identified by departments have a tactic focus.
Project cost, complexity, risk as well as duration influence the individuals who identify a project. Most of the project sources are identified by the steering committee as well as the top-level management. Most of the projects reflect on the broad needs of the organization. This group has a better understanding of the goals and objectives of the organization. Projects that are identified by the functional major, information system development group, and business unit are often designed for a particular business need. Moreover, it may not reflect the overall objective of the business. There are also not considered as broad organizational issues.
Projects that are identified by business units, development groups, and managers are known as bottom-up sources. It is essential to provide support to people who are carrying out this type of project. The top-level management should also be involved in the early life cycle of the project. Managers should be aware of the information needs and the reasons for carrying out the project. This description is essential, especially when selecting the project that will be approved to move into the project initiation and planning phase. Projects can be identified by both bottom-up and top and down. The procedure of identifying and selecting a project is different depending on the organization due to the limited resources.
It is essential to identify the advantage and disadvantages of the project. Project classifying, identification is ranking of the project can be performed by the top-level management, information system group, business unit, or the steering committee. The method that is used to access the merits of a particular project can vary based on the size of the company. In any given company, one or several methods can be used during the ranking or classification process. For instance, a company may use a committee, (Kaiser, et al., 2015). They can choose to meet every month or quarterly in order to discuss the progress of the project and areas that need to be improved. During the meeting, new project requests are reviewed related to the project that has already been identified. In addition, ongoing projects are also monitored.
In the project identification and selection, the final phase i ...
Brian Durkin is an experienced project manager, procurement specialist, and business analyst with expertise in project management, procurement consulting, business analysis, business process design, and information systems development and implementation. He has led and managed both large and small projects across multiple industries. Brian is committed to his profession, as demonstrated by his various professional designations, including Project Management Professional (PMP), Information Systems Professional (I.S.P.), Canadian Institute of Management (C.I.M.), and Information Technology Certified Professional (ITCP).
This resume is for Mike Todd Norris, who has over 23 years of experience managing IT projects, setting up Project Management Offices, and delivering technology solutions. He has managed projects across various sectors including healthcare, human services, unemployment insurance, and defense. The resume provides details on his roles and responsibilities in leading projects at various companies from 1987 to the present.
The document provides details about the "Tracer" software project including the project team members, introduction, features of the tracer software, factors that will make the application successful, and how the project will be directed and managed. Key aspects that will be implemented include approval of changes by the project manager, effective management of project knowledge, quality management procedures, development and management of the project team, management of communications, implementation of risk responses, and conducting necessary procurements.
This document discusses open source project governance and management practices. It covers common objectives for open source organizations, open source project management structures and roles, and project management processes. Specifically, it outlines three types of organizational structures for managing open source projects, describes the roles of project sponsors, managers, teams and committees. It also discusses the project management lifecycle of initiating, planning, executing, controlling, monitoring and closing open source projects.
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Role andresponsiblities in project managementim8home85
The document outlines the roles and responsibilities of various project team members for a CRM implementation project. It describes 14 key roles including the steering committee, executive sponsor, project leader, functional champions, system administrator, CRM application consultants, and others. For each role, it provides a brief description and lists their primary responsibilities in managing, implementing, and supporting the new CRM system.
This document discusses project management and defines it as planning related activities to reach an objective that has a beginning and end. It describes the key phases of project management as initiating, planning, executing, and closing. For each phase, it lists the common techniques used such as establishing teams, developing schedules and budgets, monitoring progress, and conducting reviews. The overall purpose of project management is to link goals to stakeholder needs and help complete projects on time and within budget.
Pooja Gupta is seeking a role in project management, business analysis, data analysis, or operations management. She has over 8 years of experience in roles such as associate manager, technical support executive, and process assistant. Her experience includes data analysis and reporting, project management, operations support, workforce planning, and acting as a liaison. She holds qualifications such as an MSc in computer science and is skilled in management, analysis, and Excel for dashboards.
Victor Mercado is an experienced IT manager with over 15 years of experience managing large-scale IT projects for government agencies and corporations. He has managed projects ranging from $1 million to $100 million. Some of his responsibilities include developing project plans, managing budgets, coordinating teams, and ensuring projects are delivered on time and on budget. He has extensive experience in project management methodologies and uses tools like MS Project and Earned Value Management. His background includes managing teams implementing systems for health care, human resources, supply chain management, and other areas.
Running head CCCU SIGNAGE1CCCU SIGNAGE2Project manage.docxsusanschei
Running head: CCCU SIGNAGE 1
CCCU SIGNAGE 2
Project management process is a crucial tool in the development of any organization. This is because the projects that the organization deploys determine the business clientele. Critical analysis of the project management process is paramount to the successful execution of these elements within an organization. In the case of introducing the California Coast Credit Union into the San Diego State University, there are five crucial processes that should be adhered to in order to ensure the project’s success.
Initiation
During the initiation process, the eligibility of any relevant projects available is checked so as to validate the feasibility of the project plan. Once the project plans have been presented and the feasibility checked, the selection process is then initiated based on the requirements that each individual project would require. The project manager and the project management team then sign off on the requirements of the specific project selected.
In this case, the DBSI team was selected for the implementation of data signage procedures that are to be introduced within the student’s hub of the San Diego State University. It is during this stage that the appropriate team members of the project are identified as well as the project leaders. Selection of the project leaders is crucial to the next stage of the project management process, which is the planning process. Furthermore, the ideal environment for the execution of the project is also identified so as to propagate an approximate orientation as to the next stage of the project plan (True Story: California Coast Credit Union, 2014).
Planning
The next stage of the project management process is the planning process. The planning process is crucial in the intricate addressing of the project requirements so as to effectively kick-start the project. Once all the project requirements are identified, the project planning can then be able to cultivate procedural steps in the implementation of the project. The project requirements are aligned with the project objectives or the elements that the project hopes to achieve. The specific objectives of the California Coast Credit Union by introducing data signage in the San Diego State University is to create an interactive forum where the students would be able to relate to the credit union, create a specific brand that would advocate for reliability and accessibility, and finally create and more engaging foot traffic among the thirty thousand students operating the campus (5 Basic Phases of Project Management, 2016).
The planning process also involves the scope of the project in terms of its relativity to the actual services that the project hopes to provide. The scope would entail prospects such as open-air digital designs, using the ideal equipment so as to utilize the available technology and presentation of the right content in an entertaining forum. Moreover, the planning process also has ...
Running head CCCU SIGNAGE1CCCU SIGNAGE2Project manage.docx
Background For Cal Q
1. Name: Mary Lou Urquizo
Beginning and Ending Dates of Involvement:
From:
December 1, 1996
To:
October 31, 2009
Background
Project Description :
The MIS/DSS Project Office is responsible for the overall administration, oversight and operation of the:
• original $67 million contract,
• an interim system during the MIS/DSS re-procurement and replacement with $1.3 million for contract staffing, and
• the new $80 million contract for the replacement NextGeneration (NextGen) MIS/DSS
The MIS/DSS is a very large relational database, containing over 3.5 billion Medi-Cal eligibility, claims, and provider
records. The MIS/DSS was designated by the Department of Finance as an approved, ongoing IT operation. The MIS/DSS
is used by program staff and managers throughout the Department of Health Care Services (DHCS) and other Health and
Human Service Agency Departments, i.e., California Department of Public Health (CDPH), Department of Mental Health
(DMH), etc. and Control Agencies, i.e., Office of the Legislative Analyst (LAO), Federal Centers for Medicare and
Medicaid Services (CMS) for both day-to-day monitoring of the $38 Billion Medi-Cal Program, as well as for modeling
future strategic initiatives.
I have in excess of eleven (11) years “hands on” experience in Project Management, Data Processing Systems
development, and the management of operations. I have eleven (11) years of experience directing all phases of the
operation of two large electronic data processing procurements, installations; the original and the new NextGen MIS/DSS.
One hundred percent of my time over the last eleven (11) years has been spent continuing to function as the MIS/DSS
Project Lead. My work required that I exercised discretion and independent judgment in planning, organizing, directing
and managing the critical MIS/DSS project. Additionally, I served in “Out-of-Class” capacity as an Acting Data Processing
Manager III, Acting Section Chief and Acting Senior Information Systems Analyst (Specialist). My vast “hand on”
experience makes me confident that I possess the experience to meet California Project Management Methodology (CA-
PMM) Qualified (CalQ) requirements for Project Managers.
Role and Activities on this Project
I was the Procurement and Project Implantation Lead for the MIS/DSS project. I have “hands-on” involvement in the
management of the “System’s Development Life Cycle” for both the original and the replacement MIS/DSS IT projects and
operations, including the initiating processes of the replacement system through development, implementation and closing.
My experience in systems development life cycle work includes:
1) Initiating Activities—Evaluation of the need for the system. For the original system I developed the Special Project
Report(s) (SPR) Advanced Planning Documents (APD) and all control documentation. For the NextGen MIS/DSS I
accomplished through two steps:
a. an Independent Assessment of the original Project, followed by
b. agreement to move forward to develop a new FSR for the NextGen MIS/DSS.
Because the developed document was extremely thorough as well as detailed from a systems perspective, we were
able to use the APD document created for the federal government as the FSR for the NextGen project. I
contributed as the major author to this document as was responsible for its eventual finalization.
1
2. 2) Project Planning-Development of project planning documents, defining of new system requirements. I was in
charge of evaluating and determining needed specifications/changes between the older existing system and what
would be needed in terms of new system functionality. I participated in the establishment of the Executive Steering
Committee to evaluate this issue and met with the group once monthly for over two years. For the NextGen
MIS/DSS, I reviewed the Independent Assessment, direct staff to investigate use of the original system through
initial surveys to stakeholders and held Joint Application Development (JAD) sessions. As part of the development
of the project planning, goals and objectives, in coordination with the Executive Steering Committee (ESC), I
evaluated the project planning and staffing needs. I created the control documents, human resources plan and
received the buy-in and identification of staff assigned to the project from the ESC. As part of the Request for
Proposal process, I developed project budgets, schedules, the actual Request for Proposal itself with the project
scope, schedule and the “winning bid” contract. I trained Subject Matter Experts (SME) assigned to the RFP
process in necessary and objective review procedures for the procurement. I managed the SME team of thirty plus
(30+) persons to completion of the RFP process.
3) Executing/System Implementation- Designated as Procurement and Project Lead for both systems, I was
responsible for all work products and staff assignments associated with development of the proposed systems. I
managed the staffs hired to design, and create development plans; purchased hardware and software. I coordinated
the development of the site at the Office of Technology Services (OTech) Cannery for the original system and Gold
Camp campus for the NextGen MIS/DSS. I ensured that the OTech sites were ready on schedule and fully
functional, that communication plans and security issues regarding the MIS/DSS were routed through the DHCS
Information Technology Services Division (ITSD) for review and approval. I development the control documents
for implementation including the Implementation Advanced Planning Document (IAPD) for the DHCS and the
Federal government.
a. I was responsible for the implementation of Project Management in accordance with the project plan
including evaluation, schedule and risk management tools used on both the original and the replacement
NextGen MIS/DSS. I developed and evaluated alternatives, made decisions and took appropriate actions to
establish and maintain project priorities. I participated in the selection and coordination of services of an
Independent Project Oversight Consultant and Independent Verification and Validation Consultant firm to
assist in risk management of the project. I provided training to our users and developed an ongoing training
plan for both projects. I participated in the User Acceptance and Performance Testing of both systems and
because of the flexibility built into the new MIS/DSS, extensive effort was made to push performance
testing to the systems limits with a successful outcome due to the vision and work performed by the section
I supervised.
4) Closing--Maintenance and Operations-The NextGen MIS/DSS went into operation on the 28th
of March 2008. I
was responsible for the formal product acceptance. Development with DHCS’ Project Management Office of
acceptance criteria, lessons learned and development of the Post Implementation Evaluation Report. I was
responsible for the maintenance and operation of the NextGen MIS/DSS until mid-September 2009.
a. The original MIS/DSS had been in operation for over 10 years. For the original system I was responsible
for control reporting including Special Project Reports (SPRs) and reports to the legislature, contracts and
amendments, project budgets, personnel, staff assignments, work review, training and support. I have
evaluated, planned the budget and acquired qualified contract staff, for maintenance of the original system
as well as for close out activities of the original system.
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3. For the last eleven (11) years I have been responsible for the follow functions:
• Procurement and Project Team Lead, Acting Chief Management Information Services Branch (Data Processing
Manager III), Acting Section Chief MIS/DSS (Staff Services Manager II) and Acting Senior Information Systems
Analyst (Specialist) MIS/DSS.
Planning, organizing, and directing the implementation of two large Department of Finance (DOF) approved
Information Technology (IT) procurement projects-the original MIS/DSS and the new NextGen MIS/DSS.
Supervision of five (5) State and eleven (11) IT contract staff in the MIS/DSS Section. Planned and directed staff
workloads. Made assignments and prioritized work of the MIS/DSS Project Office staff. Provided guidance for both
State and contract staff in setting goals, objectives and priorities; workload management and monitoring.
Developed duty statements and job descriptions, recruited and interviewed new staff.
Prepared and presented staff performance appraisals and Individual Development Plans. Reviewed training needs and
recommended staff for classes with upward mobility, improvement of job performance and expansion of work skill sets
as goals.
Responsible for timekeeping functions and attendance/absence reports for the MIS/DSS staff under my authority or
supervision.
Provided regular feedback on level of performance, including counseling, when necessary. Evaluated employees in
terms of annual performance review. Counseled employee(s) having personal crises or problems that impacted work
performance.
Performed team building and staff development to ensure a high performing, effective project team, and a successful
implementation. Directed and provided guidance to employees in communication skills, meeting deadlines, and
achieving set objectives; i.e., project initiating, planning, executing and closing. Provided recommendations for staff
seeking job promotion or other assignments.
Served as the Procurement and Project Team Lead for two major multi-million dollar IT procurements. Responsible for
writing, reviewing and evaluation of various Requests for Proposals (RFP’s), Statements of Work (SOW’s) and
contracts or contract amendments. Provided direction and guidance to the Evaluation Team of IT and multi-
disciplinary staff to ensure fairness, objectivity, and accuracy in review of multi-million dollar proposals. Contributed
and participated in defense of the State position related to an administrative and judicial protest of the contract award.
Provided contract and procurement management in accordance with the project plan procedures.
Planned, organized and directed the performance of thirty plus (30+) staff in identifying business needs, requirements,
confidentiality provisions, assured all State contracting regulations were followed during the procurement process. As
part of this process, dealt with many team dynamics and difficult employee situations and the assignment of employees
to the proper role or function.
Participated in planning, management and Executive Steering Committee meetings. Presented status reports and
provided input and information regarding significant project risks or issues which could affect the MIS/DSS a valuable
Department asset.
Contact Person for this Project:
Name:
Nyla J. Christopher, DPMIII –retired
Phone 530-740-1263
Kim Ortiz, Chief Office of Health Information
Technology (OHIT)
Phone 916-552-8830
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