1. Ted Calloway
1874 South Leyden Street Denver, CO 80224 Cell (720) 789-4938
E-mail addresses:condor_tmc@yahoo.com
PROFILE
Ted has over twenty years of experience as a Business Analyst, Enterprise Architect, Project Manager, and
technology leader. He is a certified Project Manager with proven success in management, planning and
implementation of technology functions/operations.
 Ability to elicit and analyze complex business and technical requirements; prepare in-depth business
requirements documents such as: (All documents adhere to latest Unified Modeling Language standards).
o Swim lane, activity, and wire frame diagrams.
o Waterfall requirements, user stories, and use cases.
o Root cause analysis.
 Experienced leading teams with a variety of methodologies and frameworks such as Agile, Iterative,
Waterfall, etc.
 Project/Program management experience in enterprise wide software development and infrastructure.
 Over five years experience as an Enterprise Architect with a focus on all technologies that end-users touch.
 Proven real world process reengineering expertise.
 Demonstrated expertise in vendor management, selection and installation of commercial off the shelf
software (COTS),business analysis, return on investment analysis, strategic planning, process
improvement, and change management.
 Extensive experience in mutual fund investment management, and retirement plan industries.
 Strong financial/healthcare/banking analysis and communication, including powerful and well-researched
written and verbal presentations.
 Extensive experience in providing project issue/risk management and status reporting (Bad news now,
good news anytime).
 Successfulacquisition, training, direction and retention of technical professionals.
 Strong advocate of creating then following change management procedures.
 Experience working with all levels of staff and management.
Technical Skills:
SKILL NAME SKILL LEVEL EXPERIENCE
Project Management Certification - University of Denver Expert 12 years
Requirements elicitation, writing/documentation, RUP,UML Expert 5 years
JIRA Backlog tracking system Intermediate 2 Years
Rally Backlog tracking system Beginner 1 Year
Team Foundation Server Intermediate 2 Years
Cisco CCNA acquired 2005 Test 640-801
Cognos Report Studio and Query Studio Intermediate 2 years
Microsoft NT,2000, 2003, XP Workstations & Servers Expert 11 years
Microsoft Office –Word, Excel & PowerPoint, Visio Expert 11 years
Database design & management – Oracle, MS SQL Intermediate 5 years
Microsoft Project and Access Expert 8 years
Microcomputer support Expert 15 years
Networking - Microsoft & Novell Expert 15 years
Experience in Industries:
Banking, equities (buy and sell sides), utilities, health care, satellite television, restaurants,leisure and
travel.
Project/Program Management Roles:
Infrastructure and software development.

2. Additional Skills: Programming-Visual Basic, Access,Agile and waterfall SDLC
Hardware: LAN/WAN design & management, Novell, NT,LAN Manager, TCP/IP, OSI layers, Ethernet,
Cisco Routers and Switches (product selection), gateways, and Help Desk implementations.
Experience:
McKesson Health Solutions
Senior Business Analyst (3 month contract) 8/2014 – Present
Business Analyst on an Agile software maintenance team for McKesson Health Solutions
 Leads the gathering of functional software requirements from subject matter experts
 Organizes and defines project plans related to requirement activities
 Defines and documents use cases,user stories, requirements, acceptance criteria,workflow diagrams and
dataflow diagrams
 Leads a team of analysts and tracks requirement deliverables, breaks down work and delegates tasks
among analyst team members
 Communicates requirement status to project leadership
 Collaborates with software architects to propose system solutions
 Primary functional liaison throughout the software development lifecycle with the technology team
Sogeti USA 1/2012 - 5/2014
Manager Consultant
Primary assignment is to employ the over twenty years of experience as an Project Manager, Business Analyst,
Enterprise Architect, and technology leader to provide multifaceted technology solutions for Sogeti clients:
List ofSogeti assignments:
 Client: City & County of Denver (CCD)
 Jeppesen
 Emergency Medical Services Corporation
 Rio Tinto Minerals
Client: City & County of Denver (CCD)
Enterprise Architect 3/2014- 4/2014
 Assessed current Enterprise Architecture (EA) capabilities and goals.
 Used TOGAF methodology to assist CCD IT Management in creating a tangible Enterprise
Architecture (EA) practice
 Defined EA governance framework and Enterprise Architecture implementation roadmap
 Created enterprise architecture artifacts such as:
o Business Case Findings template
o EA Assessment process swim lane diagram
o EA Governance process activity diagram
Client: Jeppesen
Scrum Master / Project Manager / Business Analyst 8/2013 – 12/2013
 Project Manager/Scrum Master, Business Analyst, Supervisor, and single point of contact for a software
maintenance contract with Jeppesen Aviation.
 In the role of Project Manager and Scrum Master:
o Managed the team’s efforts for the development and testing of Jeppesen’s legacy JetPlan Engine
Sustaining & Incrementalproject. Contract entails full software development life cycle for work
on customer requested bug fixes and enhancements.
o Provided all the necessary controls and schedules so that work products under the statement of
work were delivered in a manner that was integrated into the normal JetPlan release schedule.
o Managed issue backlog using JIRA Backlog tracking system.

3. o Identified, scheduling, and coordinating Company on-site activities.
o Ensured that all delivered code is tested and default free.
o Coordinated:
 Daily Stand Up meetings
 Project Status meetings
 Test readiness meetings
 Quarterly project reviews
 In the role of Business Analyst responsible for:
o The creation of software requirements for customer bug fixes and/or enhancements.
o Software unit, system/functional, and acceptance testing to verify customer acceptance criteria
have been met.
Client: Emergency Medical Services Corporation 3/2013 – 8/2013
 Business Analyst for ongoing Agile development effort of a browser based ambulatory vehicle dispatch
application.
o Wrote user stories for all aspects of application including:
 Customer access to book trips via web based tool
 Customer login verification stories
 Data set production for data mining purposes
 Web services
 Variety of reports
 Web portal user interfaces
 Used Microsoft Team Foundation Server as the User Story repository
 Created of a variety of business and application process swim lane process diagrams
 Performed AS-IS and gap analysis and documentation
 Successfully completed application business rule testing
 Verified bug existence and documenting “Steps to Replicate”
Client: Rio Tinto Minerals (RTM) 4/2012 – 3/2013
Project Manager / Business Analyst / Quality Control Oversight
 Project management, business analysis and quality control services to support SAP implementation for
RTM business unit, including application interface development and integration.
 Created Project Initiation (PID) and requirements documents for four proposed projects:
o Barcode implementation
o Laboratory Information Management/SAP integration
o Product Price Deviation/SAP integration
o Financial modeling application/SAP integration
 Designed Rio Tinto global barcode label using BarTender software.
 Performed all hardware analysis and created architecture for two domestic and two overseas
implementations of barcode solution.
o Requirements analysis included Swim lane diagrams, Design Specification Document, Technical
drawings Current and Future State
o Project Manager for Global barcode implementation, Laboratory Information Management/SAP
integration,
 Managed new project for two domestic and one overseas implementation of Laboratory Information
Management system and SAP interface.
 Quality Control Management for Laboratory Information Management (LIMS) system project
o Created test scripts, Coordinated testing for LIMS across multiple corporate departments
o Reported daily on project testing status
Client: City & County of Denver 1/2012 – 5/2012
Business Analyst / Business Process Roadmapping
 Performed detailed business analysis for the City and County of Denver for new property tax system. This
work included creating documentation for current and future state processes for all of the City of Denver’s

4. Property Assessment divisions.
 In order to create future state documentation:
o Reviewed all current state business processes with business leads and their team members.
o Applied newly acquired knowledge including review of new product’s user manuals to discover
how to provide the old system functionality with the new system.
 Supported the Quality Assurance group by:
o Conducting future state reviews of each business process with each Property Assessment
department for the purpose of identifying where test scripts were required.
o Assisted business leads in creation of test scripts.
Dish Network
Technical/Release Program Manager 10/2009 – 11/2011
 Managed an enterprise wide infrastructure Payment Card Industry (PCI) network segmentation project.
The project contained two primary phases. The first phase was to re-design the network to make the
infrastructure hierarchical. The second phase was to segment all cardholder payment data from non-
payment related information for 25,000 computer network. After managing the project for six weeks was
asked to join the Release Program Management Team.
 Became member of a three person team which manages Dish Network’s enterprise public and business
partner facing web site software releases. As Program Manager,responsibilities included overall program
management, management of multiple project managers for anywhere from ten to eighty individual
software update projects, defect triage, and daily/weekly program status reporting.
 Created and administered the Release Management team’s SharePoint site.
 Used Agile, waterfall, and RUP methodologies for project management and software development.
 Regularly convened and lead program status meetings consisting of up to seventy staff members. Meeting
attendee’s positions include front line staff, project professionals, directors, and executive personnel.
 Successfully completed managing Dish Network’s April 2010 Enterprise Software Release. Due to other
projects running late this program started ten weeks late. After three weeks of organizing the project’s
efforts all of the project’s statuses were green. Program was completed on time with a minimum of
production defects. All defects were resolved by 3:00pm the day of the deployment.
 Successfully completed August 2010 Enterprise Software Release program consisting of twenty-one
individual projects managing seven project managers. Program went into production on time with only
nine production defects. All production defects were resolved by noon the day of the deployment.
 Designed, documented, and implemented the current Change Management process used by Dish enterprise
software development teams.
 Redesigned software development team’s web service software builds processes. This resulted in faster
build cycles and eliminated lost testing time due to environmental problems.
 Simplified the release day hourly reporting tool such that the time required to create the release day hourly
report was reduced from approximately forty to five minutes.
 Successfully completed managing Dish Network’s November 2010 Enterprise Software Release. Program
went into production on time with only seven production defects of which there were no severity one or
two defects.
 Completed two more enterprise software releases in 2011 with less than ten production defects each.
 Shifted focus to reengineering the development integration processes for the Enterprise Software Release
teams. This work is focused on both JAVA and .NET based web service software development platforms.
Worked to design the continuous integration processes for the .NET group using Team Foundation Server
and Subversion , Jira, Maven, and Jenkins for the Java teams.
Denver Water/Utility
Technology Architect/Project Manager/Business Analyst 9/2007 – 10/2009
 Successfully completed the initial deliverable to document and communicate Conservation’s infrastructure
goals, processes and technology state. Next completed step was to create a technology roadmap for
interim and long term Conservation automation solutions.

5.  Under the role of Business Analyst created severalbusiness requirements documents for the Conservation
department. Depending on the document’s needs each contained a variety of standard business analysis
artifacts such as; use cases,activity, business process swim lane, sequence, and data flow diagrams.
 As part of the infrastructure technology roadmap plan successfully completed the following Denver Water
automation projects where I performed the roles of Technology Architect, Business Analyst, Developer
and Project Manager:
o Water Use Enforcement – Lifecycles one two, and three.- Managed seven team members.
o Soil Amendment– Lifecycles one, two, and three. - Managed five team members.
o Low Income Toilet Retrofit tracking. - Managed two team members.
o Contact Tracking. - Managed three team members.
o Consumption Data retrieval tool. Managed four team members.
 Infrastructure Program Manager of a successfully completed enterprise wide infrastructure program
containing twelve separate projects. Successfully deployed all twelve projects on the same day. The
twelve separate projects provide customer related information for a wide variety of Denver water
departments. For all projects combined matrix managed seventeen team members.
 Additional projects where I performed the roles of Technology Architect, Business Analyst, Developer and
Program Manager:
o Conservation Monitor and Evaluate - central contact and water auditing database.
o Completing Conservation department’s SharePoint site including the design and implementation
of the SharePoint taxonomy.
o Volumetric Irrigation - Application keeps track of any companies that consume more than their
contracted amount of water.
 Used Denver Water’s version of RUP methodology for project management and software development.
OppenheimerFunds
Enterprise BusinessAnalyst Level III 8/2006 – 8/2007
 Conducted detailed business analytics, write requirement documents, and requests for proposals (RFPs),
provide business and technical incite.
 Successfully completed projects in both technology infrastructure and software development.
 All infrastructure and SDLC projects completed within the RUP framework.
 Requirements documents classically contained functional requirement statements (current state and future
state),use cases,business drivers, process,activity, physical, and logical architecture UML diagrams, gap
analysis, risks, assumptions, constraints, dependencies, and root cause analysis
 Successfully completed RFP for Manager Select Portfolios (MSP) software selection project.
 Played an architectural role in the Capstone Integrated Business Process Management & Document
Management Solution.
 Wrote Image & Workflow Tool Selection Requirements and RFP, recommended FileNet.
 Examples of requirements documents successfully completed:
o Electronic File Cabinet (EFC) Functional Requirements & SOX compliance
o 529 Images and Index Conversion Requirements
o 529 Workflow Requirements
o Retirement Plan IRS regulation compliance system requirements:
 403(b) Secured Loans
 403(b) Plan Documents
 Software design requirements for Group Processing System (GPS) updates
Best Buy Geek Squad
Supervisor of Customer Support 1/2006 – 7/2006
 Supervised as many as 19 agents and administrative staff.
 Manages squad performance around customer satisfaction, revenue and margin.
 Responsible for supporting the completion of the repairs at the store by either repairing the computers or
engaging clients as they arrive.

6.  Extensive knowledge of computer hardware diagnostic and troubleshooting.
 Responsible for tracking revenue to labor budget, inventory, marketing and light accounting.
 Realized 120% growth in revenue within first eight weeks of employment. Staff averaged 65%-70% of
revenue budget, now always exceeds 110% of revenue budget.
 Installation and troubleshooting all computer-related devices (video, sound, , scanner,camera,etc.)
 Provides goal driven results from direct reports concerning technical and customer service.
 Use OLAP reporting tool to drill down into data to discover root causes for any sales deficiencies.
 Highest staff supervisor review score in store.
TDC Enterprises, Inc. 9/2001 – 1/2006
Director ofIT / Project Manager / Enterprise Architect
 Design, creation, installation, and ongoing maintenance of all restaurant holding companies’ automation
tools.
 Business Analyst producing all technology business cases and requirements documents.
 Project Manager for successfulimplementation of WAN and LAN for enterprise.
 Setup, installation, testing, and ongoing maintenance of all computer systems for holding company's back
office automation such as the accounting systems,video surveillance systems, wired and wireless network,
router and firewall, mailing database design/setup and maintenance, management of marketing database.
 Program applications to assist in running enterprise’s restaurants.
 Responsible for all selection and maintenance of telecommunications equipment.
 Managed multiple projects which reprogrammed and upgraded the companies’ point of sale systems.
 Acted as a substitute manager for restaurants for the holding company.
Janus Funds 2/1993 to 9/2001
Computing Systems Architect, Technology Architecture 3/1998 to 9/2001
 Responsible for defining, facilitating and maintaining corporate computing system standards and enterprise
architecture strategies for all departments of Janus.
 Division of duties for this position consisted of 30% business analysis, 40% technology architecture and
solution design, 20% vendor management, 10% maintain of corporate standards.
 Conducted research and development as well as feasibility studies and Requests for Proposals for new
computing system technologies and project pilots for all aspects of Janus business e.g. Institutional Sales,
Compliance, Financial Trading (buy & sell sides), Call Center,CRM systems for Institutional Sales and
Reconciliation.
 Extensive research into Enterprise Application Integration (EAI) products and tools. Conducted the
enterprise research for the selection of Tibco EAI suite of products as the Janus standard. Vitria, IBM MQ
Series, Cerebellum Software and Forte Software were the primary products included on the research
project.
 Established rules and guidelines for collaborative vendor relationships and guidelines to measure key
vendor performance.
 Create Business Cases to justify corporate wide use of a wide variety of technologies ranging from
productivity hardware and software to infrastructure design.
 Compiled benefits, total cost of ownership, and return on investment associated with new technologies.
 Tracked emerging trends and technologies and assessed potential uses at Janus.
 Identified and selected tools, processes and best practices for managing computing system resources.
Tools such as Zachman Framework and integrated Zachman frameworks into Janus Project Management
Methodology.
 Realized a $750,000 savings for Janus during annual desktop standard selection process.
 Created business cases,technical analysis, three to five year Total Cost of Ownership, Cost Benefit
Analysis, and ROI analysis for computing architectures and system configurations for personal desktop
and notebook computers, personal digital assistants (PDAs), data flow diagrams and entity relationship
diagrams mapping software, wired and wireless telecommunications equipment, printers, anti-virus
software,Hewlett-Packard UNIXServers,AS400, mass storage (SAN & NAS), backup and recovery

7. systems, data warehouse and Windows operating systems.
 Conducted quarterly technology roadmap seminars and technology reviews for business associates and IT
personnel.
 Published a quarterly Architecture Newsletter to Janus that shares the research the Technology
Architecture department is doing with the Portfolio Management group of Janus.
 Wrote business cases which contained:
 Executive summaries.
 Information on industry trends and players.
 Three to five potential solutions with:
 Description of solution.
 Fit with corporate requirements (Pros & cons).
 Three or Five year total cost of ownership including ROI.
 Enterprise Architecture department recommendations.
IT Program Manager/ Project Manager, JSC Systems 10/1995 to 3/1998
 Project manager for a twenty member matrixed project team that successfully implemented the SAP/Human
Resource and Employee Self Service modules.
 Lead Project Manager for creation of Janus project management methodology implementation.
Implementation included design of specific methodologies for Janus workflows.
 Project lead for disaster recovery project. My role was to lead project that created all departmental business
process models.
 Successfully completed an enterprise wide imaging contract management system project.
IT Manager Investments, Janus Capital Systems 1/1994 to 9/1995
 Implemented a new project management, business analysis, software & database development, and computer
support team for the Janus Capital Corporation which consisted of SEC Compliance, Trading Desk and
Institutional investors. Developed team into separate project management and software development units
with five project managers/business analyst and five programmers.
 Project Manager for the successfulimplementation of Merrin Financial's equity trading system (now
Macgregor.)
 Managed the successfulnetwork and WAN implementation for a Securities Trade Operations office in
London, England.
Network Administrator 2/1993 to 1/1994
 Applied knowledge of networks and personnel management in administering and supporting the Janus 800
user network.
 Managed the Help Desk and desk top support technicians.
 Instrumental in constructing a technically proficient computer support staff. Personally recruited over twenty
percent of technical staff.
 Redesigned and implemented Janus network migration from a Token-Ring to Ethernet LAN
 Budgeted for Network Administration’s yearly expenditures.
Previous healthcare work experience
Colorado Medical University
Business Analyst, Project Manager for the development of a real-time sheep fetus monitoring system
National Jewish Hospital
Bioengineer
Examples of technical business cases and newsletters available upon request
Education: Denver University
Denver University Technology Management Masters program
Completed Project Manager Certification (1/3 of the Denver University Masters program) - Equivalent to

8. Project Management Institute (PMI) certification (Completed)
Metro State College Auraria Campus
Electronic Engineer / Minors in Computer Science and Psychology (In progress)
Community Involvement: Outward Bound Survival, High Roller in the Multiple Sclerosis 150 mile bicycle
ride (MS150), Soccer (E License) and baseball coach