The document is a resume for Jill D. Jahn, MBA. It summarizes her professional experience, education, skills and affiliations. Jahn has over 20 years of experience in project management, communications, and administrative roles. She received her MBA from the University of Houston-Clear Lake in 2005. Her most recent role is as an Associate Manager at Total Safety, US, Inc, where she develops process improvement initiatives and provides administrative support.
Jill D. Jahn has over 20 years of experience in project management, strategic communications, and administrative services. She currently works as an Associate Manager for Total Safety, US, Inc, where she develops process improvements and leads training initiatives. Previously, she was a Program Manager for Futron Corporation, providing technical and communications support to NASA. She holds an MBA from the University of Houston-Clear Lake.
Timothy White is a senior IT leader with extensive experience managing teams and IT operations. He has a track record of successfully managing data center moves, server consolidations, and vendor relationships. White is skilled in areas such as project management, change management, strategic planning, and building effective teams. He has managed teams of up to 23 people and budgets of $1.7 million.
This document provides a summary of Steven Duhig's professional experience and qualifications. He has over 20 years of experience in management roles spanning IT, finance, operations, and customer relations. Some of his key accomplishments include implementing new change management processes, increasing capitalizable labor costs, and managing diverse teams supporting network management systems. He has expertise in areas such as budget control, process management, problem solving, and achieving goals through motivated teams.
Nina Stewart is seeking a leadership role utilizing her IT, Lean Six Sigma, and project management experience. She has over 20 years of experience leading teams and process improvement initiatives at Honeywell International. She is certified in Six Sigma Black Belt, Lean, ITIL, and Project Management. Her background includes transforming IT departments through Lean and developing strategies to support business goals.
This document is a resume for Jeffrey Alan Bridges that summarizes his professional experience and qualifications. He has over 15 years of experience leading engineering, implementations, delivery, operations, and providing IT infrastructure and solutions for large enterprises. Some of his key experiences include serving as the Director of IT – Cloud Services at ECI Software Solutions and as a Senior Technical Engagement Manager at Ipsoft, where he managed multi-million dollar accounts and engineering teams. He has a proven track record of successfully delivering complex IT projects on time and within budget across various industries.
The document discusses the Federal Aviation Administration's (FAA) successful implementation of Earned Value Management (EVM). It provides background on the history and drivers that led the FAA to adopt EVM. The FAA formed an EVM Council and revised policies to require EVM planning and implementation. Through training, standardized processes, and integrating EVM with existing project management practices, the FAA improved program performance monitoring. As a result of its EVM efforts, the FAA was removed from the GAO's High Risk list. The document shares lessons learned and benefits identified by the FAA in using EVM to manage projects.
This document discusses coordination challenges for developing complex aerospace systems across dispersed global teams. It outlines how traditional project management approaches are insufficient due to workforce thinning, varying work practices, and high subsystem interdependencies. The authors propose using collaborative visualization and simulation tools to model projects, forecast coordination needs, and integrate information architectures into practices. This improves situational awareness, reduces waste, and leads to more accurate schedules compared to traditional methods.
Narendra Mahida has extensive experience in IT infrastructure management, project management, and testing. He has worked as a program manager, project manager, consultant, and test manager for various companies. His skills include infrastructure design, planning and implementation, managing large projects, and ensuring business requirements are met on time and within budget.
Jill D. Jahn has over 20 years of experience in project management, strategic communications, and administrative services. She currently works as an Associate Manager for Total Safety, US, Inc, where she develops process improvements and leads training initiatives. Previously, she was a Program Manager for Futron Corporation, providing technical and communications support to NASA. She holds an MBA from the University of Houston-Clear Lake.
Timothy White is a senior IT leader with extensive experience managing teams and IT operations. He has a track record of successfully managing data center moves, server consolidations, and vendor relationships. White is skilled in areas such as project management, change management, strategic planning, and building effective teams. He has managed teams of up to 23 people and budgets of $1.7 million.
This document provides a summary of Steven Duhig's professional experience and qualifications. He has over 20 years of experience in management roles spanning IT, finance, operations, and customer relations. Some of his key accomplishments include implementing new change management processes, increasing capitalizable labor costs, and managing diverse teams supporting network management systems. He has expertise in areas such as budget control, process management, problem solving, and achieving goals through motivated teams.
Nina Stewart is seeking a leadership role utilizing her IT, Lean Six Sigma, and project management experience. She has over 20 years of experience leading teams and process improvement initiatives at Honeywell International. She is certified in Six Sigma Black Belt, Lean, ITIL, and Project Management. Her background includes transforming IT departments through Lean and developing strategies to support business goals.
This document is a resume for Jeffrey Alan Bridges that summarizes his professional experience and qualifications. He has over 15 years of experience leading engineering, implementations, delivery, operations, and providing IT infrastructure and solutions for large enterprises. Some of his key experiences include serving as the Director of IT – Cloud Services at ECI Software Solutions and as a Senior Technical Engagement Manager at Ipsoft, where he managed multi-million dollar accounts and engineering teams. He has a proven track record of successfully delivering complex IT projects on time and within budget across various industries.
The document discusses the Federal Aviation Administration's (FAA) successful implementation of Earned Value Management (EVM). It provides background on the history and drivers that led the FAA to adopt EVM. The FAA formed an EVM Council and revised policies to require EVM planning and implementation. Through training, standardized processes, and integrating EVM with existing project management practices, the FAA improved program performance monitoring. As a result of its EVM efforts, the FAA was removed from the GAO's High Risk list. The document shares lessons learned and benefits identified by the FAA in using EVM to manage projects.
This document discusses coordination challenges for developing complex aerospace systems across dispersed global teams. It outlines how traditional project management approaches are insufficient due to workforce thinning, varying work practices, and high subsystem interdependencies. The authors propose using collaborative visualization and simulation tools to model projects, forecast coordination needs, and integrate information architectures into practices. This improves situational awareness, reduces waste, and leads to more accurate schedules compared to traditional methods.
Narendra Mahida has extensive experience in IT infrastructure management, project management, and testing. He has worked as a program manager, project manager, consultant, and test manager for various companies. His skills include infrastructure design, planning and implementation, managing large projects, and ensuring business requirements are met on time and within budget.
The document discusses the role of in-house consulting at NASA. It proposes that staff offices at NASA centers can take on the perspective of internal consultants by understanding project manager needs, interpreting policies, developing expertise, and providing ongoing support. This would help staff offices maintain relevance and justify their roles, rather than focusing only on processes. Examples are provided of how NASA Goddard's Policy and Standards Office takes a consulting approach to activities like Integrated Baseline Reviews. Potential benefits include improved consistency, training, and cultural alignment across NASA. Risks of undesirable roles like being an "enforcer" or "going native" are also discussed.
Lakshmi Reddy has over 15 years of experience in quality assurance, project management, and people management for defined benefit pension plans. She has a track record of successfully managing teams, projects, budgets, and client relationships. Her skills include testing strategy, system implementation, process improvement, and developing offshore teams in India.
This document provides an overview of a case study for transforming an organization's HR operations to world-class standards. It discusses the goals of transitioning HR service delivery to be more effective and efficient through improved self-service, data management, organizational effectiveness, human capital management and policy administration. It also aims to define the appropriate technology mix to support this transformation given the company's continued growth and increasingly global presence. The document outlines the company's organizational profile, goals, approach, change management process and considerations for HR technology.
This document provides a summary of James P. Barker's professional experience and qualifications. It highlights his experience leading large operations and teams, implementing process improvements, and achieving cost savings. Specific accomplishments include saving over $1 million through process improvements, reducing work order backlogs by over 60% through a paperless system, and achieving zero recordable injuries over 5 years of work. The document promotes Barker as an innovative leader with a proven track record of outstanding results.
The Space and Life Sciences Directorate at NASA Johnson Space Center faced challenges with their configuration control board processes that were labor intensive and not fully compliant with new configuration management standards. They tasked Tietronix to automate the processes using a new process-centric software system called BPSCM. BPSCM streamlined the processes, increased compliance and productivity, and led to rapid adoption across the directorate and other organizations. Within a few years, over 45 boards were using BPSCM, institutionalizing the processes and improving management visibility.
This presentation provides you with a practical approach for implementing Enterprise Content Management (ECM) using the open methodology MIKE2. The slides are from the AIIM ECM Specialist and Master Certificate Programs. For more information visit www.aiim.org/training
Francisco De La Cruz has over 15 years of experience in data architecture, management, and governance. He seeks to define enterprise data vision and strategy, develop standards and methodology, and drive selection of data management tools. His expertise includes establishing governance processes for metadata and common reference data to improve data quality, integration, and usability across organizations.
Taking full advantage of a newly telemobile workforce requires strategic consideration and considered investment in change management. Organizations, in all sectors, must continue to adapt to this new working paradigm to maximize the benefit both to the employee and the firm.
The presentation discusses implementing program management changes within the resistant environment of the Department of Commerce. The task was to establish a performance measurement baseline and common project management processes across the 12 operating bureaus. This was challenging due to the bureaus' independence and lean headquarters. The blueprint for change involved leadership, goal-setting, innovation, team-building, and balancing politics and culture. Through active cooperation and buy-in from the team, the new processes aimed to maximize efficiency while achieving positive results.
The document discusses project portfolio management (PPM). It outlines the core objectives of PPM as maximizing value by selecting projects with the greatest value and allocating resources effectively, achieving balance by ensuring an appropriate mix of projects, and strategic alignment by ensuring projects contribute to the overall business strategy. It identifies challenges to implementation such as lack of strategy understanding, resource conflicts, and organizational politics. It also outlines limitations, roles and responsibilities in PPM, and critical success factors.
This document provides a framework for YMCAs to strategically align their information technology (IT) with organizational goals and operations. It outlines a multi-stage process for achieving IT alignment, from initial "chaotic" stages to more advanced "value" stages where IT is integrated throughout strategic planning. Key aspects discussed include leveraging tools, operational process engineering, budgeting, and building support. The framework is intended to help YMCAs assess their current IT maturity and identify priorities to strengthen alignment over time.
This webinar discusses the project management office (PMO) as a business solution. It provides an overview of the PMO's roles in providing oversight, control and support of projects. The webinar describes common PMO functions including practice management, infrastructure management, resource integration, technical support, and business alignment. It also discusses stages of PMO development and considerations for PMO implementation.
Val Lunz of NASA Goddard Space Flight Center presented best practices for enhancing the Capital Planning Investment Control (CPIC) framework to optimize business portfolio analysis. The CPIC provides a framework to strategically assess IT assets and prioritize investments. Managing the portfolio through sub-portfolios of similar investments and streamlining processes can maximize returns and leverage existing resources. Continuous evaluation and stakeholder involvement are also important to ensure the appropriate investments are selected and controlled in the current fiscal environment.
IT Alignment (Tech capability and maturity) assessmentSteve Heye
This document provides instructions for assessing the stage of IT maturity at a YMCA organization. It describes the five stages of maturity as Chaotic, Reactive, Proactive, Service, and Value. Users are instructed to use the assessment tool to score their YMCA's technology management, compare the scores to target levels, and identify areas for improvement by referring to additional guidance documents. The ultimate goal is to work towards aligning technology more closely with the YMCA's mission and strategic plan.
Performance measures are the keys to unlocking understanding and gaining support between facilities organizations and senior leadership. By developing bridging metrics and planning strategic conversations, facilities can elevate the perception of their teams as thought-leaders and strategic advisers focused on the organization's goals.
Deepak Sharma is a senior manager in IT with over 13 years of experience managing IT infrastructure, operations, networks, security, teams and projects. He currently manages the IT infrastructure and operations team for Aircom International across the APAC region. He has expertise in areas such as IT strategy, vendor management, process improvement, ITIL implementation, business analysis and data center management.
10 tips to manage project portfolio management (ppm) processesgianarosetti
The document discusses the importance of processes and process owners for project portfolio management. It states that PPM processes should be scalable to different project types and sizes, and should provide clarity on the who, when, where, how and why of work, not just what is to be done. It emphasizes that processes need process owners who periodically review and improve the processes based on lessons learned. The goal is for PPM processes to enable effective project execution while avoiding too much bureaucracy.
This document discusses ranking portfolio initiatives and prioritizing projects. It outlines some of the challenges in defining prioritization criteria and building coherent portfolios. Some key points:
- It is important to define prioritization criteria as part of the strategic planning process to ensure the criteria are impartial.
- Multiple assessment criteria, both qualitative and quantitative, should be used to evaluate initiatives.
- The portfolio needs to be reviewed holistically to ensure balance and synergy across initiatives.
- Initiatives need to be sequenced and integrated properly to minimize competing priorities and maximize benefits.
Portfolio Management involves three key steps:
1) Defining investments and selecting/prioritizing projects based on their strategic contribution and other criteria.
2) Periodically reviewing the portfolio to ensure projects are delivering benefits and align with changing strategies. Failing projects may be stopped.
3) Balancing the portfolio by optimizing the mix of investments against the organization's capacity and goals. This allows adapting to a changing business environment.
Statistics Consultation covers all the requirements as quantitative investigation for research writing. The statistical assistance necessary to complete the work makes certain a sound and detailed understanding of the technique used by the investigator. It also deals with the work associated to investigate the numeric figures composed through different sources.
School counselors play an important role in supporting increasingly diverse student populations. Their role has expanded from mainly serving middle and high school students to now including elementary schools. Counselors must be aware of changing demographics and acquire multicultural counseling skills to meet the needs of all students. The document discusses strategies counselors can use to promote diversity, such as bringing in speakers from different cultures, establishing awareness groups, attending professional development on diversity, and providing guidance lessons that address multicultural topics.
The document discusses the role of in-house consulting at NASA. It proposes that staff offices at NASA centers can take on the perspective of internal consultants by understanding project manager needs, interpreting policies, developing expertise, and providing ongoing support. This would help staff offices maintain relevance and justify their roles, rather than focusing only on processes. Examples are provided of how NASA Goddard's Policy and Standards Office takes a consulting approach to activities like Integrated Baseline Reviews. Potential benefits include improved consistency, training, and cultural alignment across NASA. Risks of undesirable roles like being an "enforcer" or "going native" are also discussed.
Lakshmi Reddy has over 15 years of experience in quality assurance, project management, and people management for defined benefit pension plans. She has a track record of successfully managing teams, projects, budgets, and client relationships. Her skills include testing strategy, system implementation, process improvement, and developing offshore teams in India.
This document provides an overview of a case study for transforming an organization's HR operations to world-class standards. It discusses the goals of transitioning HR service delivery to be more effective and efficient through improved self-service, data management, organizational effectiveness, human capital management and policy administration. It also aims to define the appropriate technology mix to support this transformation given the company's continued growth and increasingly global presence. The document outlines the company's organizational profile, goals, approach, change management process and considerations for HR technology.
This document provides a summary of James P. Barker's professional experience and qualifications. It highlights his experience leading large operations and teams, implementing process improvements, and achieving cost savings. Specific accomplishments include saving over $1 million through process improvements, reducing work order backlogs by over 60% through a paperless system, and achieving zero recordable injuries over 5 years of work. The document promotes Barker as an innovative leader with a proven track record of outstanding results.
The Space and Life Sciences Directorate at NASA Johnson Space Center faced challenges with their configuration control board processes that were labor intensive and not fully compliant with new configuration management standards. They tasked Tietronix to automate the processes using a new process-centric software system called BPSCM. BPSCM streamlined the processes, increased compliance and productivity, and led to rapid adoption across the directorate and other organizations. Within a few years, over 45 boards were using BPSCM, institutionalizing the processes and improving management visibility.
This presentation provides you with a practical approach for implementing Enterprise Content Management (ECM) using the open methodology MIKE2. The slides are from the AIIM ECM Specialist and Master Certificate Programs. For more information visit www.aiim.org/training
Francisco De La Cruz has over 15 years of experience in data architecture, management, and governance. He seeks to define enterprise data vision and strategy, develop standards and methodology, and drive selection of data management tools. His expertise includes establishing governance processes for metadata and common reference data to improve data quality, integration, and usability across organizations.
Taking full advantage of a newly telemobile workforce requires strategic consideration and considered investment in change management. Organizations, in all sectors, must continue to adapt to this new working paradigm to maximize the benefit both to the employee and the firm.
The presentation discusses implementing program management changes within the resistant environment of the Department of Commerce. The task was to establish a performance measurement baseline and common project management processes across the 12 operating bureaus. This was challenging due to the bureaus' independence and lean headquarters. The blueprint for change involved leadership, goal-setting, innovation, team-building, and balancing politics and culture. Through active cooperation and buy-in from the team, the new processes aimed to maximize efficiency while achieving positive results.
The document discusses project portfolio management (PPM). It outlines the core objectives of PPM as maximizing value by selecting projects with the greatest value and allocating resources effectively, achieving balance by ensuring an appropriate mix of projects, and strategic alignment by ensuring projects contribute to the overall business strategy. It identifies challenges to implementation such as lack of strategy understanding, resource conflicts, and organizational politics. It also outlines limitations, roles and responsibilities in PPM, and critical success factors.
This document provides a framework for YMCAs to strategically align their information technology (IT) with organizational goals and operations. It outlines a multi-stage process for achieving IT alignment, from initial "chaotic" stages to more advanced "value" stages where IT is integrated throughout strategic planning. Key aspects discussed include leveraging tools, operational process engineering, budgeting, and building support. The framework is intended to help YMCAs assess their current IT maturity and identify priorities to strengthen alignment over time.
This webinar discusses the project management office (PMO) as a business solution. It provides an overview of the PMO's roles in providing oversight, control and support of projects. The webinar describes common PMO functions including practice management, infrastructure management, resource integration, technical support, and business alignment. It also discusses stages of PMO development and considerations for PMO implementation.
Val Lunz of NASA Goddard Space Flight Center presented best practices for enhancing the Capital Planning Investment Control (CPIC) framework to optimize business portfolio analysis. The CPIC provides a framework to strategically assess IT assets and prioritize investments. Managing the portfolio through sub-portfolios of similar investments and streamlining processes can maximize returns and leverage existing resources. Continuous evaluation and stakeholder involvement are also important to ensure the appropriate investments are selected and controlled in the current fiscal environment.
IT Alignment (Tech capability and maturity) assessmentSteve Heye
This document provides instructions for assessing the stage of IT maturity at a YMCA organization. It describes the five stages of maturity as Chaotic, Reactive, Proactive, Service, and Value. Users are instructed to use the assessment tool to score their YMCA's technology management, compare the scores to target levels, and identify areas for improvement by referring to additional guidance documents. The ultimate goal is to work towards aligning technology more closely with the YMCA's mission and strategic plan.
Performance measures are the keys to unlocking understanding and gaining support between facilities organizations and senior leadership. By developing bridging metrics and planning strategic conversations, facilities can elevate the perception of their teams as thought-leaders and strategic advisers focused on the organization's goals.
Deepak Sharma is a senior manager in IT with over 13 years of experience managing IT infrastructure, operations, networks, security, teams and projects. He currently manages the IT infrastructure and operations team for Aircom International across the APAC region. He has expertise in areas such as IT strategy, vendor management, process improvement, ITIL implementation, business analysis and data center management.
10 tips to manage project portfolio management (ppm) processesgianarosetti
The document discusses the importance of processes and process owners for project portfolio management. It states that PPM processes should be scalable to different project types and sizes, and should provide clarity on the who, when, where, how and why of work, not just what is to be done. It emphasizes that processes need process owners who periodically review and improve the processes based on lessons learned. The goal is for PPM processes to enable effective project execution while avoiding too much bureaucracy.
This document discusses ranking portfolio initiatives and prioritizing projects. It outlines some of the challenges in defining prioritization criteria and building coherent portfolios. Some key points:
- It is important to define prioritization criteria as part of the strategic planning process to ensure the criteria are impartial.
- Multiple assessment criteria, both qualitative and quantitative, should be used to evaluate initiatives.
- The portfolio needs to be reviewed holistically to ensure balance and synergy across initiatives.
- Initiatives need to be sequenced and integrated properly to minimize competing priorities and maximize benefits.
Portfolio Management involves three key steps:
1) Defining investments and selecting/prioritizing projects based on their strategic contribution and other criteria.
2) Periodically reviewing the portfolio to ensure projects are delivering benefits and align with changing strategies. Failing projects may be stopped.
3) Balancing the portfolio by optimizing the mix of investments against the organization's capacity and goals. This allows adapting to a changing business environment.
Statistics Consultation covers all the requirements as quantitative investigation for research writing. The statistical assistance necessary to complete the work makes certain a sound and detailed understanding of the technique used by the investigator. It also deals with the work associated to investigate the numeric figures composed through different sources.
School counselors play an important role in supporting increasingly diverse student populations. Their role has expanded from mainly serving middle and high school students to now including elementary schools. Counselors must be aware of changing demographics and acquire multicultural counseling skills to meet the needs of all students. The document discusses strategies counselors can use to promote diversity, such as bringing in speakers from different cultures, establishing awareness groups, attending professional development on diversity, and providing guidance lessons that address multicultural topics.
This document summarizes a physics lecture on fluid mechanics. It discusses key topics like fluid statics, fluid dynamics, density, pressure, hydrostatic equilibrium, pressure dependence on depth, Pascal's principle, and pressure gauges. Measurement tools like manometers and mercury barometers are also covered. The lecture provides essential information about concepts and calculations in fluid mechanics.
Este documento explica los aspectos fundamentales del juicio ejecutivo mercantil en México. En primer lugar, señala que este juicio se rige por el Código de Comercio y permite al acreedor ejecutar directamente el título ejecutivo sin necesidad de juicio declarativo. Luego, detalla las etapas del proceso de embargo, pago u oposición y remate, y las excepciones admisibles por el deudor. Por último, indica que las sentencias que excedan cierto monto pueden ser apeladas.
Erik Koestenblatt has over 20 years of experience in data mining, performance benchmarking, and analysis across multiple industries. He has led teams and initiatives to develop cost and schedule toolkits, create databases to track key performance indicators, and analyze global project performance data. Currently he is a consultant at ExxonMobil coordinating with their global production units to enhance cost and schedule tools, create benchmarks, and analyze project data.
Donald Kovacs has over 20 years of experience in project management, business analysis, quality assurance, and information security. He has managed projects involving business process improvement, system implementations, compliance initiatives, and security assessments. Some of his career achievements include establishing governance and reporting platforms, managing product deliverables, creating data warehouses, and training business and IT professionals.
Debra Quintyne is a senior compliance professional with over 30 years of experience at IBM, where she has held various roles in project management, internal controls, auditing, and business analysis. She has a proven track record of managing projects, improving processes, ensuring compliance, and reducing costs. Quintyne holds a Master's in project management and is a certified PMP. She currently serves as a Control Delivery Manager at Seterus, an IBM subsidiary, where she oversees audit readiness programs.
Douglas Sikora has over 25 years of experience leading information technology teams and directing software development. He currently serves as the Director of Information Technology at Streck, Inc., where he develops IT strategy and manages the IT department. Prior to that, he held leadership roles at TEKsystems, Tigerpaw Software, CSG Systems, and Information Technology, Inc., where he directed software development, established best practices, and ensured operational alignment. Sikora has a proven track record of aligning cross-functional teams to deliver strategic objectives through effective leadership and decision making.
Andrew Buck has over 20 years of experience leading technology programs and portfolios in financial services, insurance, and healthcare. He specializes in program/portfolio management, PMO leadership, and strategic technology alignment. Currently he is Vice President of the PMO at Morgan Stanley, where he manages a $200M technology portfolio and led improvements to project delivery practices. Previously he held similar leadership roles at Thomson Reuters, Standard & Poor's, and AXA Financial.
The document provides a summary of Tracee Owens' experience as a senior business analyst and IT professional with over 15 years of experience in business analysis, project management, and process improvement. She has extensive expertise in requirements gathering, software releases, and coordinating projects to drive efficiency. Her most recent role involves coordinating requirements among stakeholders to support software development projects at the FAA.
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.
This document provides a summary of Cydney Davis' professional experience and qualifications. It includes summaries of her roles as an Assistant Director of Information Security Policy and Awareness at EY from 2017 to present, as a Senior Knowledge Management & Process Engineer at Dell SecureWorks from 2015 to 2017, and as a Senior Knowledge Management Engineer also at Dell SecureWorks from 2013 to 2015. Her responsibilities in these roles involved information security policy development, awareness training, knowledge management, learning management systems, and process improvement. The document highlights her skills in areas such as information security, compliance, risk management, auditing, and project management.
Carlos Sousa has over 25 years of experience leading technology projects and ensuring alignment between business objectives and technology investments. He has a track record of successfully delivering projects on time and on budget across different industries. Sousa is passionate about strategy, governance, and results and has managed multi-million dollar budgets and teams of over 60 professionals.
Janyce Hess is an experienced IT leader with a proven track record of using technology to drive business success. She has over 20 years of experience leading teams and implementing initiatives at large pharmaceutical companies. Her expertise includes operational excellence, business/IT relationships, strategic planning, change management, security, and privacy. She has a history of successfully delivering projects on time and within budget to increase productivity and reduce costs.
This document discusses creating high-performance teams to manage enterprise projects at the National Education Association (NEA). It outlines assessing current processes and technology, identifying opportunities for improvement, and developing a plan of action. Key aspects of the plan included optimizing infrastructure, improving processes, increasing professional development, and implementing new communication strategies and governance structures to successfully deliver enterprise projects and achieve business goals.
Gaylyn is a highly skilled project and program management professional with over 40 years of experience. She has expertise in business analysis, quality assurance, process improvement, and training. Currently she works as a project manager at Innovative Management Concepts, where she manages projects remotely and at various locations. She is proficient in project management tools and methodologies.
Robin Ciapponi is an experienced instructional designer and technical writer currently working for ManTech International supporting DHS Immigration and Customs Enforcement. She has over 20 years of experience designing and delivering training programs for federal agencies including DHS, CBP, and ICE. Her background includes managing training departments, developing documentation standards, and writing a variety of technical materials. She has expertise in agile methodologies, instructional design, and developing user interfaces and documentation.
The document provides a summary of a candidate's experience and qualifications for a project management or technical liaison role. The candidate has 15 years of experience in project management, software development, database management, and technical training. They have successfully managed projects ranging from $50k to $4 million at various organizations, including managing disaster relief projects for the state of Texas. The candidate holds relevant education in project management and information technology and multiple technical certifications.
This document is a resume for Dr. Andrea Lorenz, who has extensive experience in executive management and information technology roles. She has over 20 years of experience leading technical operations and software development projects for various companies. Her areas of expertise include technology operations, strategic planning, project management, user experience design, and business development. She holds a PhD in Kinesiology and has additional experience in curriculum design and as a life coach.
Robert Brian Lima has over 20 years of experience in program and project management, business operations management, and engineering. He is currently a Principal Product Manager at EMC2, where he helps prepare business cases, evaluate product release processes, and support product releases. Previously he was a Principal Program Manager at VCE Company and held several management roles overseeing programs, business operations, and engineering projects at EMC2. He has a background in chemistry and aviation and holds a PMP certification.
Laura Arber has over 7 years of experience as a business analyst and project manager. She has managed projects involving workflow systems, loan modification applications, and net present value calculators. She is proficient in project management, requirements gathering, and acting as a liaison between stakeholders. Arber received her Project Management Professional certification and has a Bachelor's degree in Management.
Blair Pack has over 10 years of experience leading business continuity and disaster recovery projects for Fortune 500 companies as a Project Manager and Business Continuity Planner. He has created business continuity plans, training materials, and documentation for both internal and external clients. Pack is a Certified Business Continuity Professional with expertise in frameworks from DRII, BCI, and other standards bodies. He has managed projects from $100,000 to over $9.5 million and has experience leading teams and collaborating across divisions.
Connie Williams is a bilingual Quality Assurance Analyst with over 15 years of experience in project management, quality assurance testing, and training. She currently works as a Senior Quality Assurance Analyst at LexisNexis Martindale-Hubbell, where she ensures websites meet requirements, improves content, leads projects, and manages a quality assurance team. Previously, she worked as a Lead Technical Trainer for HP Solutions, where she trained employees on new software systems, and as a Data Administrator for STRIVE Job Readiness Program, where she created new data management and reporting systems. She holds a B.A. from Rutgers University and a paralegal certificate from Middlesex County College.
This document provides a summary of qualifications for Mike N. Kapadya, including over 34 years of experience in computer systems and technical project management. Recent experience includes serving as a Senior Analyst for Maricopa Community Colleges, where responsibilities included managing projects involving identity management, data analysis, and technology implementation. Education includes a BS in Computer Engineering and an AA in Electronics.
1. JILL D. JAHN, MBA
13412 Holland Road, Dickinson, TX 77539 jilljahn@earthlink.net / http://www.linkedin.com/in/jilljahn 281.216.8693
“True leaders are not those who strive to be first but those who are first to strive and who give their all for the success of the team.”
Mission and Value A strategic business partner dedicated to adding value by effectively leading program / project management
Statement: activities and internal and external communications, including product delivery and associated administrative
responsibilities to all levels within the organization, in order to promote organizational performance and strategic
success for stockholders / owners, customers, and employees.
CORE COMPETENCIES
• Project Management • Process Workflow Documentation • Strategic Communications • Team Building
• Policy Development / Best • Vulnerability Assessments / Risk • Business Impact & Trend • Benchmarking & Continuous
Practices / Requirements Management Analysis Process Improvement
• Executive Management • IT Security / Compliance / • Survey Development • Employee Training
Reporting Governance • Strategic Planning • Administrative Services
EDUCATION
University of Houston-Clear Lake Masters, Business Administration, 2005
PROFESSIONAL EXPERIENCE
Total Safety, US, Inc, Houston, TX 2011 – Present
Global premier provider of integrated safety services and solutions for hazardous environments
ASSOCIATE MANAGER, SPECIAL OPERATIONS
Develop, improve, and implement process improvement initiatives, including associated training requirements based upon company need
• Develop process improvement initiatives (via applicable software tools)
Develop business process workflows (MS Visio) and associated technical and non-technical documentation (screen shots,
manuals, guides, work instructions)
Review documentation, analyze, and provide recommendations for streamlining / process workflow improvement(s)
Prepare and deliver training materials for associated process workflows to various levels of personnel
Install / Implement company-wide GPS program utilizing project lifecycle management methodology
Effectively communicate project status to team members / management
• Preparation of reports and associated metrics
Assemble GPS reporting and associated metrics
Gather and present materials / data for monthly scorecard metrics reporting to Executive Management
• Develop / Conduct company-wide training (via verbal, face-to-face, and WebEx application)
Customer Service & Employee Coaching Techniques
GPS program
Turnaround Project Manager Academy
Rental Assets from A to Z
• Prepare weekly employee communications on behalf of the CEO (ghost writing)
• Provide administrative services as required
Futron Corporation, NASA Johnson Space Center, Houston, TX 2006 - 2011
Company specializing in market intelligence, risk management, and strategic communications services
PROGRAM MANAGER / SENIOR COMMUNICATIONS ANALYST
Provide technical, decision, and communications support efforts to the Space Shuttle Program (SSP) offices
• Concentrate and contribute to the documentation / implementation of strategic communications plan for the transition environment from a
legacy program to a developing program
Assessment of environment and operational climate
Formulating strategies and tactics
Delivering key messages via a variety of media and venues
Measuring effectiveness of strategy and messages
• Focus communications efforts on the content / design of Rendezvous (online magazine designed to educate / inform the workforce)
Gather content by conducting focus and brainstorming sessions
Conduct web-based testing prior to go-live / implementation; suggest improvements for bug fixes
Provide editorial content for Transition section of SSP News (quarterly workforce publication)
2. • Provide practical solutions relating to delivery of requirements / work instructions set by customers; consult customers on best practices
• Develop / recommend efficient processes and procedures; document lessons learned
• Maintain contract notebook / project documentation
JILL D. JAHN, MBA
• Provide meeting support to NASA customers
Chart preparation; materials presentation
Administrative efforts / meeting facilitation (IT functions requirements, logistics coordination, agenda preparation, distribution
list, action logs, post applicable documents on associated website, etc.) / meeting minutes – executive and detailed formats
• Provide content / layout materials to the JSC Transition Update newsletter (one-page quarterly publication)
Provide newsletter inputs for the Administrator’s message; coordinate with programs for newsletter inputs
• Package communications metrics on behalf of customers
Quad chart package – outline accomplishments, cost / schedule, technical, risks, issues, and forward work
Monthly website hits / metrics analysis; monthly / quarterly reporting schedules
• Benchmarking reports, management, and planning documents
• Provide audit / recommendations on company-wide policies, procedures, and streamlining of processes; development of company
processes template
• Received 2007 Futron Peer Award (highest company award); Participate in Business Development efforts and Futron Social Committee
The University of Texas Medical Branch, Galveston, TX 1994 – 2006
Leading academic healthcare environment
SENIOR BUSINESS SYSTEMS ANALYST (2001 – 2006)
Led daily operations, project management, asset management activities; provided esteemed customer service
• Interim Manager responsibilities (2004 – 2006)
Development / implementation of strategic departmental business plan
Liaison for departmental communications related to Information Technology efforts
Managed budget of $1.9M, maintenance contracts budget of $500K, and resources of 12 personnel, including cost savings /
cost recovery initiatives
• Managed IT and associated projects from inception to completion
Exercised project risk management processes; project / system lifecycle management; executed change control procedures
Presented / conducted information sessions for technical and non-technical users related to core network upgrade project
• Collaborated with various levels of management through all phases of audit reviews
• Incident report submission to Department of Information Resources
• Established relationships with internal and external customers
• Campus-wide communications efforts for IT-related activities (computer virus, network upgrades, etc.)
• Submitted incident reports related to customer issues
TRAINING SPECIALIST II (2001 – 2001)
Led training activities for IT-related projects
• Provided effective instruction and coordinated training programs
IT-related compliance regulations / guidelines for new employees via stand-and-deliver method
Telephone, voice mail, automated call distribution, remote access, and mandated online training modules
• Online training course materials development (Learning Management System)
• Conducted research on various media to determine benchmarking standards
ADMINISTRATIVE ASSOCIATE (1994 – 2001)
Provided administrative support for Departmental Director
• Maintained calendar, prepared financial reports, participated in annual personnel budget activities / reconciliation, composed
correspondence, monitored / processed biweekly timesheets
Law Offices of James Schweitzer, Galveston, TX 1992 - 1994
Law office specializing in plaintiff-related litigation
McLeod, Alexander, Powel & Apffel, LLP, Galveston, TX 1990 - 1992
Law office specializing in defense-related litigation
LEGAL SECRETARY
Provided clerical duties for plaintiff- and defense-related litigation firms
• Processed claims, transcribed depositions, maintained files, scheduled appointments, prepared correspondence, telephone support
3. AFFILIATIONS
• National Management Association (JSC Chapter) • Phi Kappa Phi and Phi Theta Kappa Honor Societies
• American Marketing Association (AMA) • Alumni, University of Houston-Clear Lake