With more than 15 years of diverse experience in managing Information Technology and Project Management. Consistently demonstrates the ability to find creative solutions to improving the efficiencies and effectiveness of directing and managing diverse geographically dispersed teams for critical, complex cross functional projects. A history of over 10 years in keeping projects and programs within scope, on time and within budget by means of exceptional team building, communication, and effectively managing changes in environment, processes, and culture.

June 2015 – September 2015   Williams, Project Manager/Senior Business Analyst

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Responsible for eliciting, analyzing, validating and documenting the business and functional needs of project stakeholders by communicating and collaborating with internal and external stakeholders, gathering and compiling requirements, development of current and future-state workflow charts and diagrams, and reconciling conflicts.

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Responsible for ensuring that all project deliverables were met throughout the project lifecycle by tracking activities and resolving issues. Worked closely with the development team and stakeholders to determine operational objectives by managing the gathering of information and evaluating the output.

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Served as the liaison between the Business Units, Support Teams and Technology Teams to ensure that the design and output met the agreed upon requirements.

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Accountable for managing the development and execution of the Project Schedule, and Risk, Action and Release Plans, as well as the Communication Plan to stakeholders, including to senior leadership.

September 2014 – May 2015   EcoSys, Senior Project Manager

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Managed multiple cross functional project teams, focusing on both functional and technical deliverables utilizing the appropriate methodology (e.g., Waterfall, Iterative, Agile), to ensure successful software implementations on client systems.

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Responsible for all aspects of the projects and project teams including assembling the project team, assigning individual responsibilities, developing schedules, and project plans, resource allocation, progress tracking, initiating and monitoring the change control process, testing, documentation and training.

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Managed multiple simultaneous international projects and responsible for controlling and communicating to each client the project budget, scope, schedule, progress, risks and issues, while identifying mitigation strategies and corrective actions, including working with the Development Teams to implement fixes and software builds.

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Developed budget and schedule estimates for proposals and new projects, determining scope, resource needs, risk assessments, requirements and pricing structure.

January 2012 – September 2014   BP, ACE Director and Business Information Coordinator

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Responsible for continually improving the productivity of the Gulf of Mexico Operations and ‘Advanced Collaborative Environments’ through the identification and application of information technology, common practices, and organizational capabilities, as well as being accountable for supporting a portfolio of projects and the corresponding long term plan across the Gulf of Mexico.

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Developed and maintained close relationships to gain an understanding of service offerings and processes which underpinned steady state support and as a result, provided support for key processes including demand capture, financial management, risk management and business impact assessments and disaster recovery activities.

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Single Point of Accountability for the support of the Integrated Activity Planning process including the integration with the functional organization, communication of region specific requirements and the delivery and maintenance of 8Q integrated roadmaps that reflected the Gulf of Mexico portfolio.

April 2008 – January 2012   Ares Corporation, Senior Information Systems Manager (NASA)

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Project Manager of the Constellation Program Office Task Force, analyzing and implementing solutions for business processes, access management, and project data architecture. The Task Force resolutions were used as models and implemented across the Constellation program.

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Managed a diverse and geographically dispersed matrix organization that included multiple contracts. Project Manager for projects of varying sizes, utilizing requirements and system analysis techniques to identify inefficiencies, risks and security issues. Developed, documented, and implemented strategic initiatives, established standards and communicated the business process models to senior management.

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Managed project teams to ensure the Engineering life cycle data adequately and efficiently utilized the appropriate tool suite, implemented issue resolution strategies, educated major and minor stakeholders regarding best practices and lessons learned. Provided data product assessments and ensured compliance with project requirements, standards and guidelines.

August 2006 – March 2008   Freedom Information Systems, Orion Lead Information Systems Manager (NASA)

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Managed the Orion Information Management team in supporting all sixty-three Orion teams to facilitate the cultural and technical adoption of the Product Lifecycle Management Tool as well as how to use Information Systems tools and data effectively and efficiently in their work processes.

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Project Manager of the Roster Implementation Initiative: A disconcerted procedure that was extremely labor intensive, very little accountability and full of bottlenecks, was streamlined into an efficient, consistent business process. The full implementation was achieved well before deadline, and under budget. The project was successful enough to be adopted by the Constellation Program.

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Contributed to the data migration efforts of the Crew Exploration Vehicle, which involved extensive business process analysis, stakeholder identification, requirements analysis, and risk mitigation.

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Responsible for ensuring the translation of business requirements into prioritized and accountable functional outcomes. Worked with the various Engineering teams as a subject matter expert, and responsible for streamlining business processes and implementing the resolutions using change management principles.

October 2001 – August 2006   Gulf Coast Regional Blood Center, Configuration Management Manager

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Project Manager for the Configuration and Data Management routing and approval system. This high profile project affected over 95% of the company personnel from line staff to senior management, and was fully implemented ahead of schedule, and under budget.

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Project manager for the GCRBC Imaging Project. One year after implementation, record retrieval efficiencies had increased by 250%, and both stakeholder and customer satisfaction responses were overwhelmingly positive.

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Responsible for the configuration control of all standards, procedures, policies and other controlled documentation of the Blood Center.