|
April 2006 - Current
Sacramento Regionial Waste Treatment Plant
Project Manager Consultant
As a project management consultant took over a troubled project and developed
plan for salvaging it. Project consisted of consolidating disparate databases into a central
data repository by working with three business areas that had a history of not working well
together. Created and implemented project management methodologies to manage the project.
Mended relationships by developing solid requirements and roles and responsibilities.
August 2005 - April 2006
Health Net
Senior Project Manager
As the Senior Project Manager in Business Integration Services, led the effort to
salvage two large IT projects valued collectively at over $20 million by bringing PMO standards
to the projects. One of the projects was eventually put on hold based on my recommendations,
saving the company significant dollars on a project that should never have been started.
March 2004 - August 2005
Sacramento County Department of Health Services
Consultant - Project Manager
Hired as a troubleshooter to salvage a troubled project with a poor track history. Salvaged team and mended broken relationships with other departments. Provided project management services during the development of a Case Management System. Specific areas of expertise surrounded HIPAA X12N Transactions utilizing Microsoft's BizTalk Server.
July 2004 - Current
Harrington Institute Middle East
Project Manager Instructor
Certified Project Managers for the Harrington Institute in the Middle East and the United Arab Emirates
and United States. Classes include 40 hours or presentations that include all facets of formal project management.
Upon completion, students were certified as Project Managers by the Harrington Institute. Modules included
Project Initiation, Planning & Design, Project Portfolio Management, Risk Management, Communications,
Team Building, Project Execution, Procurement, Earned Value, Project Tracking and Strategic Project Management
June 2003 - January 2005
California Department of Health Services
Independent Project Oversight Consultant
Independent Project Oversight Consultant (IPOC) for the State of California's Childhood Lead Poisoning Prevention Branch. The project was a $5 million application development effort to create a new case management system to monitor and track lead levels in children. As an IPOC, followed a rigorous project management methodology to monitor and report risks to the California Department of Finance on a monthly basis.
February 2003 - Current
California State University - Continuing Education Program
Project Manager Instructor - Taught "Project Management Basics" and "Implementing
Projects" using a curriculum that focused on formal project management methodology. Modules included
Project Initiation, Planning & Design, Project Portfolio Management, Risk Management, Communications,
Team Building, Project Execution, Procurement, Earned Value, Project Tracking and Strategic Project Management
May 2000 - May 2002
Hubbert Systems Consulting, Inc.
Director of Project Management
Executive Committee - A leader within the organization's Executive Committee that was responsible for setting the strategic direction of the company. Provided leadership and direction to the organization on a day-to-day basis as the organization grew from three (3) people, to over twenty-five (25) over a two-year period
Consultant to California's Department of Health Services Office of HIPAA Compliance
Broad scope of responsibilities that included defining the project management methodology for a large complex organization. Provided strategic consulting services (including risk and contract assessments, project planning, and cost/time management considerations) at the executive level to support State executives on HIPAA and policy formation governing OHC activities.
Established the framework for the Project Management Office (PMO) and developed the OHC HIPAA Project Plan. Specific activities include status reporting, issues tracking, risk assessment oversight, budget process oversight and control, work plan development oversight, and facilitation/leading of a large Project Management Workgroup.
Authored Finance Letter and assisted with Local Assistance Support requests that were approved for a total of $78 million. Contributed to Feasibility Study Request written by Information Technology Services Division that totaled $18 million.
1996 - 2000
IBM Global Services
California Government Delivery Services
Certified Project Manager -
Project Manager for multiple projects while a manager on the California Child Welfare Services Case Management System Program. Implemented $2 million mainframe system conversion from MVS/ESA to OS/390 Operating Systems at California Personnel Retirement System (CALPERS). Managed team of fourteen members in the development and delivery of training for large-scale (at the time implemented, the largest Windows-based application in the world, based on lines of code) designed for over 15,000 employees of the California Child Welfare System.
Managed the development of new business processes required as a result a new technology being introduced into the workplace, while working as the Training Manager for a new application supporting over 10,000 users. Also managed the support of system users through effective user documentation of new business processes.
Wrote and negotiated contracts for training with the California Dept of Social Services that totaled over $4 Million. Services included the provision of training for over 1,000 state and county employees, as well as the development of computer-based training.
1994 - 1996
Foundation Health Plan\Intergroup of Arizona
Manager/Acting Director
Operations Director/Manager and Strategic planner in the Operations Department while a key member on two management teams. Departments were responsible for loading of data into a healthcare claims payment system; processing claims, analysis of physician reimbursement methodologies; software application development, and preparation of legal contract documents.
Participated in writing and reviewing Requests for Proposals. Directed three departments concurrently with fifty employees. Select Member of BPR "think tank" that was tasked to re-engineer the business practices at a major HMO utilizing new technology. Re-engineered two departments that streamlined workflow and provided better customer service to the provider community.
1984-2004
United States Navy
US Naval Officer
Promoted to rank of Commander while serving as a Naval Flight Officer. Duties included
leading missions in a $20 million aircraft with a 12 man crew, instructing as an Associate Professor
at the University of Arizona, managing a unit of 100 men and women as the Executive Officer. Was awarded the
Navy Achievement Medal twice for superior performance.
|
