This document is a resume for Bridget R. Gilmore summarizing her professional experience and qualifications. She has over 30 years of experience in the IT industry and 15 years in the intelligence community managing process improvement and development. Her experience includes assessing organizational problems, implementing solutions, managing stakeholders, and developing reports. She has held roles leading process engineering, knowledge management, and project management efforts for large government contractors and organizations.
Resume for Sr. Program Manager
Seventeen years of experience helping organizations achieve business goals by practicing the art of listening and speaking, building relationships and creating accountability for action.
Extensive corporate experience leading projects, programs and initiatives focused on strategy development and deployment, quality management, software and hardware engineering, process design and improvement, and vendor-hosted technology solution selection and implementation.
Passions: Setting and achieving goals, learning, creating order out of chaos, leading and motivating people, mentoring and sharing knowledge, process design and improvement, relationship building, communication and change management.
1. The document discusses the processes involved in planning, acquiring, developing, and managing a project team. It covers inputs, tools/techniques, and outputs for each process.
2. Key processes include planning human resource management to determine roles and create staffing plans, acquiring the project team by obtaining needed resources, and developing the team through training, team-building, and providing feedback.
3. The goal is to improve competencies and team interaction to enhance project performance through managing the team by tracking performance, providing feedback, and resolving issues.
Kathy Priest is a senior project manager with over 15 years of experience managing healthcare projects. She has a proven track record of successfully delivering complex multi-million dollar projects on time and on budget. She is seeking a new position that utilizes her strong project management and healthcare experience.
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 It details several products implemented including Docusign, JIRA, Box, and Smartsheet to replace outdated systems.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.
A summary of the current state of PMOs and a view of a PMO that has a more strategic focus on implementing business strategy instead of tactical project execution.
The document provides information on stakeholder management processes including identifying stakeholders, planning stakeholder management, managing stakeholder engagement, and controlling stakeholder engagement. It discusses identifying people/organizations that could impact project success and analyzing their potential impact. It also describes developing strategies to effectively engage stakeholders based on the analysis, and monitoring stakeholder relationships and adjusting engagement strategies.
Resume for Sr. Program Manager
Seventeen years of experience helping organizations achieve business goals by practicing the art of listening and speaking, building relationships and creating accountability for action.
Extensive corporate experience leading projects, programs and initiatives focused on strategy development and deployment, quality management, software and hardware engineering, process design and improvement, and vendor-hosted technology solution selection and implementation.
Passions: Setting and achieving goals, learning, creating order out of chaos, leading and motivating people, mentoring and sharing knowledge, process design and improvement, relationship building, communication and change management.
1. The document discusses the processes involved in planning, acquiring, developing, and managing a project team. It covers inputs, tools/techniques, and outputs for each process.
2. Key processes include planning human resource management to determine roles and create staffing plans, acquiring the project team by obtaining needed resources, and developing the team through training, team-building, and providing feedback.
3. The goal is to improve competencies and team interaction to enhance project performance through managing the team by tracking performance, providing feedback, and resolving issues.
Kathy Priest is a senior project manager with over 15 years of experience managing healthcare projects. She has a proven track record of successfully delivering complex multi-million dollar projects on time and on budget. She is seeking a new position that utilizes her strong project management and healthcare experience.
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.
A summary of the current state of PMOs and a view of a PMO that has a more strategic focus on implementing business strategy instead of tactical project execution.
The document provides information on stakeholder management processes including identifying stakeholders, planning stakeholder management, managing stakeholder engagement, and controlling stakeholder engagement. It discusses identifying people/organizations that could impact project success and analyzing their potential impact. It also describes developing strategies to effectively engage stakeholders based on the analysis, and monitoring stakeholder relationships and adjusting engagement strategies.
fective project management is critical to ensure that the results meet stakeholder expectations, yet organizations resist project management due to the perception that it must be complex and require excessive effort and expense.
This solution set overview will help you:
•Understand the Project Management Essentials.
•Implement the essentials to improve project success rates.
•Link to tools and templates for successful project planning, monitoring, and communication.
Clear success criteria, strong soft skills, a focus on resource planning, and an active approach to project management are more important than formalized frameworks, certified project managers or complex software.
The document summarizes key findings from PMI's 2016 PULSE of the PROFESSION survey which included responses from over 2,000 project management practitioners, 200 senior executives, and 280 PMO directors. Some of the main findings were that only 47% of projects were completed within their initially scheduled times and budget, and the top reason for project failure was a change in organizational priorities. Additionally, there were differences in perceptions of the value of project management between senior executives and PMO directors. The document concludes that fewer projects are meeting goals and business intent compared to previous years' surveys and there is still lack of clarity around the role of the PMO in many organizations.
Stakeholder engagement is one of the most important factors in the successful delivery of projects. What role should and shouldn't the PMO take in promoting good stakeholder engagement practices.
The document discusses building a project management office (PMO) from scratch. It begins by defining what a PMO is and listing common PMO functions like portfolio management, strategic planning, and knowledge management. It then discusses how Cisco built its PMO by first identifying organizational needs like standardized processes, project prioritization, and communication. Goals and functions for the PMO were then defined to increase productivity through coordinated project management. The concept was a overseeing body that develops processes to support project managers. Finally, the document outlines keys to a vital PMO like having executive support, clarity of role, project alignment, supporting project managers, and continuous improvement.
Chris Peters is a senior consultant with over 15 years of experience in project management, training, business process management, and Lean Six Sigma. He has worked as a senior consultant at Deloitte since 2009 where he leads process improvement projects using Lean Six Sigma methods. Prior to that, he held project management and process analyst roles at several companies across various industries.
The document discusses project management frameworks and their key phases. A framework provides a standardized, scalable set of best practices for project delivery. It establishes a common structure and language for project teams. The frameworks break large projects into more manageable stages, ensuring executive approval and oversight. The phases covered are initiation, planning, execution, and closure. Initiation involves identifying needs, alternatives, and requirements. Planning develops detailed requirements, schedules, budgets, and risk plans. Execution consists of building deliverables, monitoring progress, and managing changes. Closure includes final reporting, acceptance, and lessons learned activities.
The document discusses project management, defining it as the application of knowledge and skills to meet project requirements through processes like planning, executing, and controlling. It outlines key aspects of project management including defining objectives, constraints, life cycles, and phases. The document also discusses evaluation and assessment as important parts of the project management process.
This document discusses governance of project management. It provides an overview of the APM Governance SIG, which aims to advance understanding of governance of project management in the UK. The SIG objectives include being a UK focus, contributing to good practice, and influencing standards. Good governance is important for project success, competitive advantage, and compliance. Recent research shows a link between higher governance maturity and higher project success rates. The document discusses key governance principles, roles like the project sponsor, and case studies. It encourages readers to get involved with the SIG.
This document provides a project organization chart and roles and responsibilities matrix for a project. The organization chart shows the leadership structure including an executive sponsor, project leader, project manager, core team, functional teams, and project resources. The roles and responsibilities matrix defines the responsibilities and expected deliverables for each functional team.
This document outlines the agenda and content for a presentation on linking projects to business success through an effective Project Management Office (PMO). The presentation covers establishing the need for a PMO based on typical project failure rates. It then discusses how to lay the foundation, create the pillars, and form the structure of an effective PMO through choosing sponsors and members, defining scope, developing tools and processes, and establishing maturity models. The presentation emphasizes the role of the PMO in ensuring projects are aligned to strategy, benefits are realized, and risks and resources are well-managed to drive business value.
Project governance provides a framework to ensure projects deliver expected value. It involves defining what the organization wants to achieve, how projects will be planned and executed, and how success will be measured. Implementing a project governance model based on a maturity framework like OGC P3M3 can improve budget/schedule predictability, productivity, quality and customer satisfaction. Reaching level 3 maturity involves defining standard processes in key areas like risk management and implementing them consistently across projects.
The State of the Project Management Office (PMO) 2014PM Solutions
PM Solutions Research first surveyed organizations about their Project/Program Management Office (PMO) practices in 2000. In our latest survey, we've taken another look at the PMO, which has become the central organizational structure for standardizing the practices of companies in the delivery of their projects. This research will help us understand PMO trends pointing to solutions that will lead organizations to success in these complex, fast-changing times.
Delivered to clients in U.A.E and Africa within the past month at their request. Clients had already put in place a project methodology but now wanted support in maximising the benefits.
The chapter discusses the importance of good communications for projects and outlines the key project communications management processes: communications planning, information distribution, performance reporting, and administrative closure. It also provides suggestions for improving project communications such as managing conflicts effectively, developing communication skills, running effective meetings, and using communication templates and infrastructure.
This was my dream assignment. I set up and built capabilities for a Project Management Office for a new technology division. I worked with my leadership, within the team, across with key stakeholders to design and implement a standardized Project Management approach for the team. The capstone of this experience, however, was working on the next phase of the PMO office. This presentation is what we shared with our division leadership to document our growth and map out ways to strengthen our capabilities.
Read more at leadanddeliver.com.
1. The document outlines Auckland Council's new tools and frameworks for project management, including a project complexity assessment tool, a project management framework, roles definitions, and progress monitoring.
2. It discusses Auckland Council's implementation approach, which includes building project maturity over time through alignment, prioritization, benefits realization and an adaptive approach.
3. Key stats are presented on the success of the initial implementation between August and December 2014, including increased project manager training, use of tools like Gateways and Sentient, and improved compliance with capital expenditure reporting.
The document outlines the 10 knowledge areas and 47 processes that are part of project management according to the Project Management Body of Knowledge (PMBOK). It provides details on the inputs, outputs, and tools/techniques for each of the processes within the 7 main project management process groups: project integration management, project scope management, project time management, project cost management, project quality management, project human resource management, and project communications management. Additionally, it covers the processes for project risk management and project procurement management.
This document discusses adaptive leadership and outlines a framework for addressing adaptive challenges. It identifies three key areas to focus on: people, process, and pipeline. For people, it discusses different skills and talents needed for an adaptive leadership team. For process, it discusses attributes of adaptive and collaborative leadership practices. For pipeline, it discusses mechanisms for continually identifying, cultivating, and developing new leaders. The overall framework provides a way for organizations to assess their current approach and identify areas for improvement in building an adaptive leadership model.
Glad many people liked the Program management Fundamentals presentation. With many requests i thought it's time to go one step further to define scope of the program.
I will publish financial & workforce planning, going forward.
This presentation should be read only after reading completely the Program Management fundamentals presentation.
This document summarizes the experience of Sun Y. Krieg, a Certified Public Accountant with over 20 years of experience managing finance departments for Fortune 500 companies. They have expertise in accounting systems, financial reporting, Sarbanes-Oxley compliance, budgeting, auditing, and tax preparation. Their most recent role was as Accounting Manager at RockTenn, where they oversaw financial statement preparation and system implementations.
City of Ottawa technical briefing on MPAC property assessment noticesStittsvilleCentral.ca
Every four years, the Ontario Municipal Property Assessment Corporation (MPAC) mails property assessment notifications to residential, commercial and industrial property owners providing them with the latest assessed value of their property.
MPAC will begin mailing property assessment notices for residential properties in Ottawa on July 18. Assessment notices for non-residential properties will be mailed in the fall of 2016. The last province-wide Assessment Update of Ontario properties took place in 2012 and was based on the valuation date of January 1, 2012. This update is based on the valuation date of January 1, 2016.
An assessment notice is not a tax bill and an increase in assessment does not necessarily mean the same or any increase in property taxes.
On Monday, City of Ottawa Finance staff and MPAC staff briefed members of City Council, their staff and the news media to explain the new assessments and their relation to property taxes. Here's a copy of the slide deck from the presentation.
fective project management is critical to ensure that the results meet stakeholder expectations, yet organizations resist project management due to the perception that it must be complex and require excessive effort and expense.
This solution set overview will help you:
•Understand the Project Management Essentials.
•Implement the essentials to improve project success rates.
•Link to tools and templates for successful project planning, monitoring, and communication.
Clear success criteria, strong soft skills, a focus on resource planning, and an active approach to project management are more important than formalized frameworks, certified project managers or complex software.
The document summarizes key findings from PMI's 2016 PULSE of the PROFESSION survey which included responses from over 2,000 project management practitioners, 200 senior executives, and 280 PMO directors. Some of the main findings were that only 47% of projects were completed within their initially scheduled times and budget, and the top reason for project failure was a change in organizational priorities. Additionally, there were differences in perceptions of the value of project management between senior executives and PMO directors. The document concludes that fewer projects are meeting goals and business intent compared to previous years' surveys and there is still lack of clarity around the role of the PMO in many organizations.
Stakeholder engagement is one of the most important factors in the successful delivery of projects. What role should and shouldn't the PMO take in promoting good stakeholder engagement practices.
The document discusses building a project management office (PMO) from scratch. It begins by defining what a PMO is and listing common PMO functions like portfolio management, strategic planning, and knowledge management. It then discusses how Cisco built its PMO by first identifying organizational needs like standardized processes, project prioritization, and communication. Goals and functions for the PMO were then defined to increase productivity through coordinated project management. The concept was a overseeing body that develops processes to support project managers. Finally, the document outlines keys to a vital PMO like having executive support, clarity of role, project alignment, supporting project managers, and continuous improvement.
Chris Peters is a senior consultant with over 15 years of experience in project management, training, business process management, and Lean Six Sigma. He has worked as a senior consultant at Deloitte since 2009 where he leads process improvement projects using Lean Six Sigma methods. Prior to that, he held project management and process analyst roles at several companies across various industries.
The document discusses project management frameworks and their key phases. A framework provides a standardized, scalable set of best practices for project delivery. It establishes a common structure and language for project teams. The frameworks break large projects into more manageable stages, ensuring executive approval and oversight. The phases covered are initiation, planning, execution, and closure. Initiation involves identifying needs, alternatives, and requirements. Planning develops detailed requirements, schedules, budgets, and risk plans. Execution consists of building deliverables, monitoring progress, and managing changes. Closure includes final reporting, acceptance, and lessons learned activities.
The document discusses project management, defining it as the application of knowledge and skills to meet project requirements through processes like planning, executing, and controlling. It outlines key aspects of project management including defining objectives, constraints, life cycles, and phases. The document also discusses evaluation and assessment as important parts of the project management process.
This document discusses governance of project management. It provides an overview of the APM Governance SIG, which aims to advance understanding of governance of project management in the UK. The SIG objectives include being a UK focus, contributing to good practice, and influencing standards. Good governance is important for project success, competitive advantage, and compliance. Recent research shows a link between higher governance maturity and higher project success rates. The document discusses key governance principles, roles like the project sponsor, and case studies. It encourages readers to get involved with the SIG.
This document provides a project organization chart and roles and responsibilities matrix for a project. The organization chart shows the leadership structure including an executive sponsor, project leader, project manager, core team, functional teams, and project resources. The roles and responsibilities matrix defines the responsibilities and expected deliverables for each functional team.
This document outlines the agenda and content for a presentation on linking projects to business success through an effective Project Management Office (PMO). The presentation covers establishing the need for a PMO based on typical project failure rates. It then discusses how to lay the foundation, create the pillars, and form the structure of an effective PMO through choosing sponsors and members, defining scope, developing tools and processes, and establishing maturity models. The presentation emphasizes the role of the PMO in ensuring projects are aligned to strategy, benefits are realized, and risks and resources are well-managed to drive business value.
Project governance provides a framework to ensure projects deliver expected value. It involves defining what the organization wants to achieve, how projects will be planned and executed, and how success will be measured. Implementing a project governance model based on a maturity framework like OGC P3M3 can improve budget/schedule predictability, productivity, quality and customer satisfaction. Reaching level 3 maturity involves defining standard processes in key areas like risk management and implementing them consistently across projects.
The State of the Project Management Office (PMO) 2014PM Solutions
PM Solutions Research first surveyed organizations about their Project/Program Management Office (PMO) practices in 2000. In our latest survey, we've taken another look at the PMO, which has become the central organizational structure for standardizing the practices of companies in the delivery of their projects. This research will help us understand PMO trends pointing to solutions that will lead organizations to success in these complex, fast-changing times.
Delivered to clients in U.A.E and Africa within the past month at their request. Clients had already put in place a project methodology but now wanted support in maximising the benefits.
The chapter discusses the importance of good communications for projects and outlines the key project communications management processes: communications planning, information distribution, performance reporting, and administrative closure. It also provides suggestions for improving project communications such as managing conflicts effectively, developing communication skills, running effective meetings, and using communication templates and infrastructure.
This was my dream assignment. I set up and built capabilities for a Project Management Office for a new technology division. I worked with my leadership, within the team, across with key stakeholders to design and implement a standardized Project Management approach for the team. The capstone of this experience, however, was working on the next phase of the PMO office. This presentation is what we shared with our division leadership to document our growth and map out ways to strengthen our capabilities.
Read more at leadanddeliver.com.
1. The document outlines Auckland Council's new tools and frameworks for project management, including a project complexity assessment tool, a project management framework, roles definitions, and progress monitoring.
2. It discusses Auckland Council's implementation approach, which includes building project maturity over time through alignment, prioritization, benefits realization and an adaptive approach.
3. Key stats are presented on the success of the initial implementation between August and December 2014, including increased project manager training, use of tools like Gateways and Sentient, and improved compliance with capital expenditure reporting.
The document outlines the 10 knowledge areas and 47 processes that are part of project management according to the Project Management Body of Knowledge (PMBOK). It provides details on the inputs, outputs, and tools/techniques for each of the processes within the 7 main project management process groups: project integration management, project scope management, project time management, project cost management, project quality management, project human resource management, and project communications management. Additionally, it covers the processes for project risk management and project procurement management.
This document discusses adaptive leadership and outlines a framework for addressing adaptive challenges. It identifies three key areas to focus on: people, process, and pipeline. For people, it discusses different skills and talents needed for an adaptive leadership team. For process, it discusses attributes of adaptive and collaborative leadership practices. For pipeline, it discusses mechanisms for continually identifying, cultivating, and developing new leaders. The overall framework provides a way for organizations to assess their current approach and identify areas for improvement in building an adaptive leadership model.
Glad many people liked the Program management Fundamentals presentation. With many requests i thought it's time to go one step further to define scope of the program.
I will publish financial & workforce planning, going forward.
This presentation should be read only after reading completely the Program Management fundamentals presentation.
This document summarizes the experience of Sun Y. Krieg, a Certified Public Accountant with over 20 years of experience managing finance departments for Fortune 500 companies. They have expertise in accounting systems, financial reporting, Sarbanes-Oxley compliance, budgeting, auditing, and tax preparation. Their most recent role was as Accounting Manager at RockTenn, where they oversaw financial statement preparation and system implementations.
City of Ottawa technical briefing on MPAC property assessment noticesStittsvilleCentral.ca
Every four years, the Ontario Municipal Property Assessment Corporation (MPAC) mails property assessment notifications to residential, commercial and industrial property owners providing them with the latest assessed value of their property.
MPAC will begin mailing property assessment notices for residential properties in Ottawa on July 18. Assessment notices for non-residential properties will be mailed in the fall of 2016. The last province-wide Assessment Update of Ontario properties took place in 2012 and was based on the valuation date of January 1, 2012. This update is based on the valuation date of January 1, 2016.
An assessment notice is not a tax bill and an increase in assessment does not necessarily mean the same or any increase in property taxes.
On Monday, City of Ottawa Finance staff and MPAC staff briefed members of City Council, their staff and the news media to explain the new assessments and their relation to property taxes. Here's a copy of the slide deck from the presentation.
I am a motivated individual with over 10 years of applicable experience in the fields of business development, business management, fashion design, graphic design, and marketing. I am seeking an experienced position with room to grow.
This document summarizes a browser isolation lab that renders web browser tabs in separate virtual machines to increase security. It proposes organizing websites into white, black, and grey lists that determine whether pages are rendered locally or remotely in virtual machines. Rendering each tab remotely isolates malware to prevent harm to the local device. Future work aims to improve performance and user experience through more efficient protocols and enabling file sharing after analysis.
Advanced Resources and Tools for Online InvestigationsCase IQ
Sandra Stibbards shares tips for mining online sources for intelligence gathering when conducting investigations.
To watch the webinar recording, visit http://i-sight.com/webinar-advanced-resources-and-tools-for-online-investigations
This document discusses the slope-deflection method for analyzing beams and frames. It provides the theory and equations of the slope-deflection method. Examples are included to demonstrate how to use the method to determine support reactions, member end moments, and draw bending moment and shear force diagrams.
The document provides a summary of qualifications and experience for Tracy LaChance, including over 15 years of project management experience and 23 years of coaching and learning expertise. It details her experience managing projects and training programs at various financial institutions. The document demonstrates her strong skills in areas such as organization, communication, budgeting, and developing training programs.
Tracy la chance resume experience summary - 07062015Tracy LaChance
Tracy LaChance has over 15 years of experience in project management and 23 years of experience in coaching and learning. She is detail-oriented and works well independently or as part of a team. At her most recent role at Bank of America, she conducted quality assurance reviews for over 200 digital projects to ensure they met standards. She has a history of successfully managing projects, teams, budgets, and documentation.
The document provides information on four consultants including their areas of expertise, experience, and selected projects. Consultant 1 is an experienced program manager specializing in change management, business process improvement, and operational improvement. Consultant 2 is a senior project manager with 20 years of experience facilitating large strategic plans. Consultant 3 is a senior manager of software security with experience in cyber security, risk management, and information security. Consultant 4 is an accomplished program manager and director with experience in strategy execution, product development, and project management.
Mujeebur Rahmansaher has 18 years of experience leading technology teams and managing projects. He is skilled in software development methodologies and driving integration across platforms. As VP of Technology Strategy and Project Management at Deluxe AdServices, he oversees technology strategy, project identification and development, and operational support. His goals are to apply his skills to bring structure to complex organizations by developing solutions that deliver business value through tangible results.
Gregory Sutton is a management consultant and change agent with over 20 years of experience in project management, organizational change, and operations management. He specializes in leading multi-project programs, transformations, and ensuring on-time, on-budget deliverables. His experience includes roles at AIG, JH Cohn, Deloitte, and PricewaterhouseCoopers steering clients through change and optimizing project functions.
This document is a resume for Glenn Arnold, who has over 20 years of experience in project management, software development management, and business analysis. He has led teams and multi-million dollar projects at MSCI, Inc., where he most recently served as an Executive Director managing agile software development projects. Arnold is pursuing a new role where he can utilize his skills in project management, software development, and leading cross-functional teams.
The document provides a summary of qualifications and experience for Teresa Moshfegh. It outlines over 16 years of experience in organizational effectiveness, training and development, and change management consulting. Specifically, it details her experience in program management, conflict resolution, instructional design, and facilitating training and change initiatives at Kaiser Permanente and for the State of Colorado. Her background includes organizational development, leadership training, and conducting needs assessments.
Robb Puckett has over 15 years of experience in operations, project management, and diversity and inclusion roles at Citi. Some of his accomplishments include partnering on projects to improve efficiency and reduce costs, leading a global CRM implementation project, conducting focus groups to address unit challenges, and developing diversity programs that increased cultural awareness and competencies across the organization.
This consultant has over 20 years of experience as a program manager, facilitating strategic and tactical plans for financial, healthcare, and technology firms. Their areas of expertise include strategy execution, product development, and project management. They have held leadership roles at large companies like JP Morgan, Merrill Lynch, and have an MBA. They provided an example of managing a $3 million perimeter defense program for a large financial company.
Franklin Scott Harter has over 26 years of experience in banking operations, consulting, project/program management, and information technology. He has led complex programs and projects for major banks involving regulatory compliance, application development, and process improvement. Currently he is a senior level consultant and program specialist seeking to leverage his extensive experience in project/program management, governance, and process excellence.
Kimberly Matterson has over 25 years of experience in process improvement, project management, and change management at Bank of America. She has a proven track record of delivering strategic and tactical initiatives that improve business operations, customer satisfaction, and employee engagement. Matterson holds an MBA and BS and is a certified Six Sigma Black Belt. She has received numerous awards for her contributions, including leading a global records management program that consolidated over 2.1 million documents and generated $22 million in savings.
The document provides an overview of the Balanced Scorecard framework, which measures organizational performance across four perspectives - financial, customer, internal processes, and learning and growth. It describes the key elements included in each perspective and gives an example of how a fictional company, XYZ Corporation, could implement the Balanced Scorecard to monitor performance against objectives using relevant key performance indicators. The Balanced Scorecard framework helps organizations take a balanced approach to measuring success and ensures different business areas work together to achieve strategic goals.
This document contains a personal profile and resume for Julie Swann. She has over 25 years of experience in financial services IT, business strategy, project management, and people management. Her experience includes managing teams, budgets, risk, and delivering complex IT projects both domestically and internationally. Her skills include strategic planning, people management, project delivery, stakeholder management, and technical expertise. She held various managerial roles over 28 years at Nationwide Building Society, and is now seeking a new opportunity to apply her experience and skills.
Xenia Hsiao is a certified Project Management Professional with over 25 years of experience managing projects in healthcare IT. She has held roles such as Senior Project Manager, Director of Project Management, and Manager of Information Technology. Currently, she is a Senior Project Manager at Eastern Maine Healthcare Systems, where she manages major strategic projects focused on technology implementation and standardization across hospitals.
Carolyn Reid's current resume: about my career and accomplishments and the type of work I do. Summarizes successes I have provided to businesses. Worked in many industries. Problem solver, business improvement, business transformation
Derek Brown has over 16 years of experience in financial services, including 5 years in analyst roles across legacy systems, platforms, and financial crime. He has a strong track record of project management and relationship building. His experience includes designing training programs, implementing governance frameworks, and managing projects and deliverables to ensure quality standards.
Vipin Rana is seeking a position that allows him to apply his knowledge and skills as part of a team focused on organizational growth. He has over 10 years of experience in process improvement and holds several professional certifications including Lean Six Sigma Black Belt. Currently working as a Business Transformation Manager, his responsibilities include identifying process improvement opportunities, designing and implementing automation solutions, and continuous process optimization. Prior experience includes roles managing quality and process excellence teams. He has a background in finance and business management.
Vipin Rana is seeking a position that allows him to apply his knowledge and skills as part of a team focused on organizational growth. He has over 10 years of experience in process improvement and holds several certifications including Lean Six Sigma Black Belt. Currently working as a Business Transformation Manager at Sutherland Global Services, his responsibilities include identifying process improvement opportunities, designing and implementing automation solutions, and continuous process optimization. Prior experience includes roles focused on quality management, process reengineering, and leading teams. He has a background in finance and business management.
This document contains a summary of Dhananjay Sakpal's professional experience and qualifications. He has over 12 years of experience in knowledge management, business process management, and project management in the banking and consulting industries. His career history includes roles at Accenture, Credit Suisse, WNS Global Services, and Affinity Express, where he led knowledge management efforts, performed process mapping and transitions, and managed various projects. He holds certifications in PRINCE2, Lean Six Sigma Green Belt, and ITIL and has a Bachelor's degree in Science from Pune University.
Similar to Dr. Bridget R. Gilmore iRock Resume-121615 (20)
1. BRIDGET R. GILMORE, PHD
14221 Cold Harbour Dr. ~ Accokeek, MD 20607
gilmoreiii@verizon.net ~ 301.910.3988
PROFESSIONAL PROFILE
Process Development & Maintenance • Process Improvement & Implementation
Versatile leadership professional with over 30 years in the IT industry and 15 years in the Intelligence Community (IC), managing,
leading and owning a range of process improvement and process management activities for large organizations and standalone
initiatives. Proven leadership and team-building skills with the ability to coordinate, assemble, and guide diverse, multidisciplinary
project teams to achieve goals. Experienced in building key relationships with functional and senior leadership quickly becoming a
trusted agent. Keen ability to facilitate efficiencies in the identification of top barriers and dependency issues. Excellent strategic,
analytical, and problem-solving strengths, deployed to address complex issues, develop strategies, and direct research into process
issues, improvements, and initiatives. Self-motivated individual with initiative to identify, implement, and capitalize on process
enhancement opportunities. Consummate communicator, polished presenter and trainer with strong project management, organizational,
and time management skills. Demonstrated experience managing multiple stakeholders to reach mutual agreements regarding
organizational barriers, goals, objectives and elevated solutions.
CORE COMPETENCIES
• Strategy
• Data Gathering & Analysis
• Process Mapping
• Developing Alternative Solutions
• Planning & Implementation
• Problem Solving
• Relationship Building
• Cross Organizational Collaboration
• Resource Allocation
• Negotiation & Influence
• Research
• Project Management/Scheduling
KEY ROLES & ACHIEVEMENTS
MAR Inc. 2014 – Present
Systems Engineer
Structure designs for and implement organization change; make recommendations to senior leadership. Consult with management and
other leadership to identify business processes to implement organizational effectiveness interventions. Assess risks associated with
various change initiatives/projects; advise, suggest and implement actions to manage any negative impacts. Diagnose potential
organizational problem areas and recommend training and development systems. Proactively address and respond to organizational
development issues by bringing key stakeholders together to assess root causes and performance gaps, implementing and/or supporting
implementation of appropriate interventions, including strategic, tactical, and project planning, facilitation, and materials development.
Contribute to assuring healthy intra organizational relationships, and assist groups initiatives and manage change. Facilitate group and
departmental planning and interaction to improve group/department productivity, decision making, and performance in a team and
Program Management environment. Develop, implement, and maintained a suite of reports generated from a variety of software
programs. Assemble relevant information from a variety of sources to produce meaningful reports for key stakeholders throughout the
organization including senior leadership.
Key Achievements:
Provided recommendations regarding areas for process improvement (i.e. compliance monitoring and certification &
authorization (C&A)) to senior leadership which were accepted and implemented.
Provided analytic support for organization, inclusive of gathering requirements and collecting quantitative data to prepare and
deliver metrics reports to leadership.
Provided leadership and analytic support in the development of an organizational Employee Climate Survey. As trusted agent
advised survey originator on leadership response and sensitivities resulting in insight into leadership tone.
Proposed an organizational pilot study to leadership to identify and recommend solutions to barriers/process areas to improve
program management and leadership effectiveness for achieving TS acquisition, finance, and business objectives. Study was
accepted resulting in uncovering 5 key areas for improvement which included identifying barriers and consequences with 35
recommended solution.
Established key relationships with functional leads becoming a trusted agent which resulted in an enhanced insight into the
overall organizational tone.
Defined and implemented schedule configuration management system. Interacted with senior leadership to identify and track
schedule dependencies across the organization.
Provided schedule analysis to senior leadership and worked with functional leads to define issues and actions required.
Independently tracked action progress, closure of actions and issues, and reported results to leadership.
B.R. Gilmore Publishing Co. 2013 – 2014
Owner
Published an e-book called “Catch Your Own Fish: How to Improve Your Life" in various outlets.
Participated in areas such as manuscript acquisition, editorial development and book production.
Promoted book in various outlets, media, and venues.
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2. BRIDGET R. GILMORE, PHD • PAGE 2
Northrop Grumman Information Systems 2008 – 2013
Senior Systems Engineer
Key Achievements:
Led the NSA WAY Gate 5 Review Process Improvement effort for a $805 million dollar government contract. Prepared and
presented reports of findings and recommendations, inclusive of offering alternative process improvement solutions.
Volunteered to document the software sanitization process; presented findings to government and program leadership.
Developed VISIO diagrams, identified and analyzed gaps, consulted with stakeholders to validate gaps, gathered data on user
experience, and made improvements. Refined the diagram.
Improved organizational and leadership issues observed for the Test organization by observing organizational dynamics and by
conducting employee interviews.
Documented and diagramed the NSA WAY Gates 1-5 review process; collaborated with up to 12 stakeholders to obtain the
AS-IS state and create the TO-BE state using VISIO. Initiated the integration of additional process steps based on gaps,
facilitated negotiations between various leadership levels, and multiple organizations. Published documents.
Created and facilitated the Gate 5 Review Board, which included up to 20 personnel; evolved into virtual reviews.
Ensured Gate 5 Release requests were reviewed for technical content and worked with document owners and senior
management to clarify content. Facilitated Gate 5 Release Request Approval meetings with members of the T16 organization
captured.
Collaborated with T161 Core Team, to implement and transition the T16 organization to the enterprise level Service Manager 7
(SM7) COTS product; oversaw Incident (INM) and Knowledge (KNM) Management process areas. Developed KNM training
module; presented to Core Team.
Systems Engineer/Knowledge Manager
Assisted former T3312 Training Manager with the development of the Global Enterprise Command Center (GECC) In-
processing Checklist procedure and TU Operator Job Qualification Requirements (JQR).
Established key relationships with internal customers/providers and became a trusted agent resulting in the development and
completion of an Organizational Level Agreement (OLA) between a Customer (T16) and Provider (T33).
Developed and led the completion of the Standard Operating Procedures for same Provider above OLA resulting in an
increased mission productivity.
Independently led an organizational study for the former DOC senior leadership to include personnel, environment, morale,
and process which lead to the creation and funding of a Knowledge Manager position in support of the TURBULENCE (TU)
desk. Established the definition and charter of the customer’s Knowledge Management (KM) process.
Developed and maintained Project plan with major milestones for the implementation of this KM Process. Interacted with
senior leadership to identify and track schedule dependencies across the organization.
Supervised the execution of selected actions/tasks within the KM Process project plan. Established key relationships with
functional leads and became the trusted agent.
Directed and developed an actionable training plan for TU Operator Training and Certification. Collaborated with SlackKey
team members, multiple TU Operators, and the T3312 Training Manager.
Systems Engineer/Process Engineer
Determined and analyzed gaps and made recommendations for improvements in the SCIF Assimilation, HR Hiring Process,
and Staffing Change Notification processes to senior leadership. Developed swim-lane diagrams in VISIO.
Collaborated with 10 functional areas across the program to develop a draft TUSCANSUN Out-boarding Checklist, providing
accountability for each resource on TUSCANSUN. Achieved consensus and presented findings and recommendations to senior
leadership across the functional areas.
Conducted the NCC Focus Group Follow-Up Survey, which included personal interviews with 20 employees. Developed an
After Action Report; presented findings and recommendations to the TUSCANSUN Program Manager.
Conducted TUSCANSUN Risk Management Training to 150+ NG personnel, sub-contractors, and government personnel.
Developed surveys to gather data to improve training. Reported metrics to program senior leadership.
Praxis Engineering Technologies, Inc. 2007 – 2008
Systems Engineer
Key Achievements:
Instrumental in the implementation of an Enterprise Project Portfolio Management system utilizing the Clarity product. This
solution provided the client with the ability to capture, track and manage requirements; reduce redundant and overlapping
projects; strengthen alignment between engineering and organizational objectives; manage resources efficiently; and provided
greater business accountability for investments.
Analyzed and formatted data collected from users to prepare for import into the system. Developed a mission level new project
approval process. Wrote procedures for running canned reports in Clarity.
IBM 2006 – 2007
IBM Trainer, American Express SRS Project
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3. BRIDGET R. GILMORE, PHD • PAGE 3
Key Achievements:
Provided input regarding organizational change and leadership obligations during a strategic thinking session.
Wrote a white paper on “Leadership conditions necessary to implement successful change in an organization”.
Conducted comparison analysis between Service Request System (SRS) online course and the Quick Reference Guides.
Analyzed Formatting and Terminology Guidelines; recommended updates resulting in standardized resources for the IBM
Training Team.
Collaborated on standardizing several Quick Reference Guides (QRGs) for the client. Developed online training materials and
tutorials.
Genesis Proposal, Systems Engineer
Key Achievements:
Provided continuous input relating to change management in an organization and what it takes to influence change, gain buy-
in, and engage the personnel. Described barriers to change and how to mitigate some of the barriers.
Release Management, IT Architect
Key Achievements:
Reviewed and delivered Artifacts to establish compliant delivery procedures with the Program Management Office customer;
enabled traceable deliveries of service builds and provided quality control of technical deliverables. Provided peer reviews for
the Test Procedures for the Network service.
Co-authored the Defect Management Plan and Peer Review Process Plan. Assisted in the creation of the Document Inventory
Database.
NGIT/TASC 2003 – 2006
Systems Engineer
Key Achievements:
Performed Program Management duties between TASC and Mission Systems; gathered staffing information to fill vacant key
positions.
Initiated the development of a draft process for processing requirements on the Operational Capabilities Basline (OCBL)
contract. Investigated current process, analyzed the data, presented findings, recommendations, and draft requirements process
to program leadership.
Coordinated the gathering of information for Interface Control Documents (ICD) across agency organizations; determined
applicable database entities. Attended meetings to follow-up and ensure accuracy of inputs into the documents. Attended
Technical Exchange Meetings and Data Management IPTs.
Performed requirements analysis on the OCBL contract. Identified gaps in the requirements and provided discrepancy
resolutions. Utilized DOORS to modify, verify requirements, and add Sys. Req. Links.
Collaborated with team members to gather data for Draft CONOP for the Baseline Configuration Request Tool.
The Analysis Corporation 2002 – 2003
Systems Engineer
Key Achievements:
Coordinated across organizations to understand issues and determine the “AS-IS” system and their requirements. Conducted
interviews to collect user and system requirements for the Information Technology Infrastructure (ITI) Configuration Baseline
effort.
Collaborated on the development and update of the Transition Plan consisting of the transition of practices, procedures,
documentation, hardware, software and tools needed to execute the NEADS contract.
Interacted with leadership to identify and track schedule dependencies across the organization. Provided schedule analysis to
leadership and worked with functional leads to define issues and actions required.
Updated and maintained the Operational View (OV-1) Planning Baseline architecture view from the Enterprise 21 Contract.
Attended CSPHO Enterprise Architecture Working Group (EAWG) meetings to gather comments as well as defend changes,
which were analyzed, reviewed and incorporated into the view. Ensured that the Enterprise Architecture Baselines maintain
linkages with the UCA, Mission/Directorate Architecture Baselines by comparing the functional decomposition diagram [OV-
5] as well as conducting a crosswalk of ICOM arrows by function.
EDUCATION & CREDENTIALS
Doctoral, Strategic Leadership • Regent University
MA, Computer Resources & Information Management • Webster University
BA, Computer Information Systems • Saint Leo University
Certifications & Training:
ITIL Foundation V3 Certified, 10/2011 (#00010483, EXIN)
Six Sigma Green Belt Training
Foundational Facilitators Course
Effective Project Management
References available upon request
4. BRIDGET R. GILMORE, PHD • PAGE 2
PUBLISHED ARTICLES
“Integrating Strategic Thinking into your Organization for Long-Term Competitive Advantage,” Dec. 2007,
Leadership Advance Online (LAO), http://www.regent.edu/acad/global/publications/lao/issue_11/gilmore.htm
“Decreasing Organizational Design Failure: Organizational and Leadership Boundary Spanning,” Summer 2009, Organization
Development Journal, p. 97.
“Strategic Leadership 101,” July 2007, http://www.emergingleader.com/
“The Role of Organizational Design in 21st Century Organizations: Capitalizing on Intellectual Property,” Jan 7, 2008,
http://www.cioindex.com/
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