JAMES L. BALES, MBA, CDP

9700 Kentsdale Dr., Potomac, MD 20854

rationaljim@gmail.com

Work Summary

Dedicated Information Technology Professional with 20+ years of hands-on, practical, progressive, varied and extensive experience as an Enterprise Business Architect/Enterprise Architect, Business Process Management Consultant, Senior Business Analyst, IT Application Portfolio Management, Project Manager, Requirements Manager.

·               Wide-ranging experience in business transformation guidance 10+ years transforming businesses in several different industries to become more customer centric and improve internal efficiencies through the better usage of technology, data and information through continual incremental change and increasing system integration.

·               Proven Business Process/Business Architecture/Business Modeling Skills 20+ years of Business Process Modeling Notation (BPMN 2.0) Repository; Business Decision Management Solutions; Business Rules Requirements Management; Application Architecture/IT Portfolio Management Repository; Business Process Framework/Re-engineering; IT Governance Processes (Operational Readiness Review Board, Architecture Review Board, Application Retirement Readiness); Business Decision Management System; Enterprise Capability Reference Framework; Business Strategy to Capability to Business Process Traceability.  Several different modeling tools like Sparx Business Architect, Orbus iServer. Visio as well as expertise of Rational Tool Suite including Rational Rose, Rational Software Architect for Modeling and Use Cases (both Business and System Use Cases); Activity diagrams; Use Case diagrams; Sequence diagrams; Class diagrams; Package diagrams; Component diagrams; State diagrams; Interface diagrams.

·               Solid Business/IT Architecture Experience 12+ years with frameworks like the Zachman Framework, FEAF, TOGAF and Gartner, including the methodologies like the Federal Segment Architecture Methodology (FSAM) and federated architecture, ITIL V2.  Almost all of my projects the last several years included several components of infrastructure including: Enterprise Service Bus (ESB); Role Based Access Control (RBAC); Integration Layer services using SOA; COTS Integration and interfaces; required deep understanding and knowledge of information and not just data (relational databases, data marts, data warehouses, reporting, logical and physical data models, Business Intelligence BI), etc.)

·               Strong Project Management Skills 20+ year’s extensive experience leading and working with full software life cycle development, from the business requirements' phase through deployment using several different methodologies.  Have supervised up to 32 individuals. Proactively managed the complex project relationships of time, resources, quality and baseline budgets to meet or exceed customer expectations. Conduct performance evaluations of project team (coaching, monitoring, mentoring, developing skill sets, etc.). Manage requirements traceability matrix.

·               Extensive Requirements Management Experience and Knowledge 20+ years of heavy requirements gathering and analyzing business operations, policies, and procedures (including Business Process Re-engineering and workflow improvements and use of agile methodology).  Synthesizing and identifying different types of organizational information (processes, applications, data, technologies, other disparate sources of information, etc.), looking for common touch points, interdependencies of interrelated systems and processes and continually improving the business processes and minimize the pain points

·               Diversified Broad-Based Experience 20+ years working in and exposed to a wide array of environments, technologies, platforms, languages, tools, operating systems, networks, relational databases, applications, functional areas for various industries (domestic and global) and several government agencies (State and Federal). General domain knowledge includes railroad transportation (Amtrak), supply chain (John Deere) and logistics (Lucent Technologies), Healthcare (Several Blue Cross Organizations) and Health Benefit Exchanges (MD, VA, DC).

·               Excellent Customer Interface and Strong Communications Skills 20+ years for multi-location and multi-discipline stakeholders; effective through multiple iterations, phases and releases for major, complex and multi-year software projects. Also provided strategic direction, progress reports to CIOs, Business Vice Presidents and C-level management and other senior management in large, global organizations.

·               Tenacious Analytical, Problem Solving, Conceptual, Issue Resolution and Negotiating Skills 20+ years of thinking globally, keeping continuous process, quality, and performance improvement in mind. Seek out new challenges and concepts.

·               Determined Facilitation Skills 20 +years’ experience facilitating JAD Sessions, Requirements Gathering, Analyzing and Mining, Use Cases, User Stories/Design Sessions

·               Convincing Mentoring Skills 20+ years mentoring more junior members of the Project Team, to both technical and business staff, utilizing several Methodologies and technologies (including agile); Business Architecture and Business Process Management/Modeling as well as Rational Unified Process (RUP)- Principles, Use Cases, Best Practices, Tools, UML.

 

 

CURRENT EXPERIENCE

 

Lead Enterprise Business Architect, Rebel Athletics (Axcero Global), Oct 2015 to Apr, 2016, Dallas, TX

 

I was brought on as a Lead Business Architect on a small 3-person technology strategy project team to provide the following

·               Documented high-level end-to-end business process analysis and process maps

o       Identified a technology solution guiding principles and drivers

o       Conducted a Customer Sales Process deep dive business process mapping to Level 2 and requirements inventory marking Customer
Relationship Management (CRM), Customer Application and Design Studio process beginning and end point solutions

o       Identified guiding principles, key drivers and timelines and long term business objectives impacting Rebel’s technology strategy

o       Reviewed existing sales process maps with Rebel Athletic subject matter experts

o       Expanded process maps to include end-to-end business process

o       Identified high-level pain points for each area of the business

o       Identified CRM/Customer Application/Design Studio integration dependencies

o       Developed process map details and requirements for

§      CRM capabilities

§      Customer Application capabilities

§      Design Studio capabilities

o       Finalized end-to-end process maps for Rebel Athletic review and sign-off

·               Identified ERP integration and feature/functionality dependencies for overall technology solution

·               Completed a high-level review of technology selection considerations including stability and product reliability

·               Completed a Technology landscape review to analyze available solutions against key business requirements

·               Reviewed requirements vs. technology solution to evaluate technology solution as delivered and identify gaps between each solution and documented requirements

·               Recommended application solutions and recommend strategy for implementation of CRM (SalesForce), Customer Application, and Design Studio inclusive of scope, timeline, cost, resource requirements and risk analysis

o       Included a high-level review of the overall ERP technology solution and related dependencies.  This analysis included understanding the high level ERP requirements that impact selection of the CRM, Customer Application and Design Studio solutions.

o       Conducted vendor demo’s and product communication

o       Conducted Product overview with Rebel SMEs

o       Conducted Technology Reviews and fit-gap analysis for recommended solutions

o       Review recommended technologies with Rebel team (CRM/Customer Application/Design Studio)

o       Developed a recommended solution and high-level implementation strategy

·               Presented a separate SOW for implementation of the recommended solution to include parallel efforts related to later phased technology solutions, such as the ERP solution.

PAST EXPERIENCES:

Lead Enterprise Business Architect, Blue Cross/Blue Shield Massachusetts (HighPoint Solutions), May 2015 to Aug, 2015, Hingham (Boston), Massachusetts

I was brought on as a Lead Enterprise Business Architect on a small high functioning Project team specifically to develop an Enterprise Capability Map Baseline Inventory/Repository to establish an Enterprise Capability Reference Architecture. Once established, this will be used to build out a more customer centric business model.  That will be used to build/expand existing key capabilities and add new key capabilities where needed and identified.  This identifies the application, information, and technology architectures required to deliver the required to improve the customer experiences capabilities to drive and govern the Business/IT transformation. The next phase is being hammered out now and will include all integration points/interfaces

 

·               Conducted Documentation review and built a capability for Knowledge Transfer Planning

·               Conducted and document JAD sessions with IT business owners by high level Business Process (13 areas) capturing the capabilities along with the following:

o People component (Addressing business units, resources (business and IT owners) and organizational change components of the scope and is the core of enabling and supporting the project goals and resulting changes and in the next phase will establish a RASCI chart (RBAC) with business owners and establishing a governance process)

o Process Component (dealing with the functions the organization executes, how these functions work, associated business rules, and the sequence in which they are performed. Process drives the need for change throughout the project)

o Data/Information Component (Dealing with the information required by the organization, including the content, structure and relationships, source of truth, Datawarehouse/data marts, Business Intelligence)

o Technology Component (Addressing the hardware, software and infrastructure components within an organization)

o Update the business capabilities definition, business process definition and business services documentation

 

·               Build out the Business Capabilities Map and list (spreadsheet) by high level capability

·               Establish a newly documented capabilities baseline

·               Develop and build capabilities traceability to

o Documented JAD sessions with IT Business Owners/Team

o Enterprise Process Mapping (EPM)

o NASCO Processes

o HealthCare Standard Industry Process when gaps are identified

o Map/Identify all gaps from any missing business/IT processes

o Map/Identify any common capabilities

o Map/Identify all applications/systems by high level capability (looking for redundancies)

o Assess and build IT capabilities

·               Managed significant issues

·               Managed Change Control Procedures

·               Suggest a best fit toolset for governance/management of the Enterprise Capabilities to Enterprises Process Maps to Applications Capabilities/ business services definitions and other reference architecture artifacts

·               Establish a process and governance framework for continual maintenance of the capabilities and to enable a multi-year roadmap

·               Harmonize capability definition and maintenance process with SDLC processes

·               Delivered artifact Enterprise Capability Map (using MindJet MindMap)

·               Delivered artifact Capabilities to EPM Process Traceability spreadsheet

·               Delivered artifact Enterprise Capabilities List by High Level Capability spreadsheet

Technical Environment: Joint Application Design Requirements (JAD) sessions, Microsoft Project, SDLC, some SOA based Architecture, Web Services, External Business Services, Pega rules engine and workflow, NASCO (Claims /premium payment, etc.), SharePoint, WEBEX, Oracle Financials, Salesforce, Requirements Traceability Matrix, Cognos, Hibernate, MindJet MindMap, PEGA Business Rules and Workflow

 

Business Architect, CareFirst Blue Cross/Blue Shield Maryland (Zolon Tech), Apr 2014 to Feb 2015, Owings Mills, Maryland

·               Reporting directly to the Director, I was brought on as a Business Architect specifically to develop true end-to-end Business Processes for the entire 2015 Consumer Direct (Individual) Renewal Marketplace.  This involved all aspects of the CareFirst Individual health insurance marketplace (medical dental and vision). which included three different state jurisdictions, including Maryland, Virginia (Federal) and the District of Columbia. This included synthesizing of the business capabilities or required competencies of being able to process individual subscribers enrolling or renewing coverage through the three state exchanges, or coming directly through a private web portal exchange called eHealth, an independent capability of enrolling or renewing health insurance from an independent, external vendor.  The Private vendor only handled individuals/families enrolling or renewing without any subsidized health insurance premiums.  The three state-operated Health Insurance Exchanges all determined eligibility of the individual or family to see if they might also qualify for any subsidized premiums or cost sharing reductions, based upon either household income or household size or a combination of the two.  

·               Developed high level business flows for the Individual Renewal processes that included the Communication Strategies to the subscriber automated and manual (letters, postcards, portal communications, etc.), Front-end transaction processing (using inbound 834 transactions for Enrollment (new and Renewal, maintenance, change in circumstances, etc.) [X12 5010 Transactions], Business rules processing, workflow processing (including the routing of internal errors to tech reps for manual resolutions),  updating the FACETS system (to add/update/delete  enrollment , process invoicing with appropriate premium amount, handling live event changes, updating several downstream systems, updating external vendor systems, processing outbound 834 transactions for acknowledgements, terminations for non-payment, effectuations, etc.); Reconciliation processing from the three exchanges; redetermination files /tax authorization file processing , Fulfillment processing ( ID Cards, Contract Generation, Welcome letters, etc.); Error Reporting and Management services; provide traceability of Requirements PRDs to Special Operating procedures (SOPs) to handle internal errors and manual processing. 

·               Developed and then drove the requirements gathering and requirements development sessions (JAD) to ensure that the business processes could handle very complex scenarios and to derive additional requirements, flesh out additional issues and construct the wording of Business, Legal Decisions that need to be conveyed to the Legal team, Business Leadership team, IT Leadership Team and the Project Management Office team.

·               Interpret mandated requirements from Federal and the State Jurisdictions; apply the requirements from an end-to-end perspective, across all business processes, across different business operations and all applications/systems from inbound transactions through to outbound transactions. When required for interpretation of any specific mandates, document the issues, coordinate with the mandates team and raise up to senior leadership and have them go back to the various exchanges for clarification, additional guidance and resolution, which sometimes required a legal determination from the legal department. This included the Federal, DC and MD 834 Companion Guides.

·               Served as a liaison between the internal/external business community and the IT organization in order to provide technical solutions to meet user needs.

o Convey information needs of the business to IT and data constraints to the business;

o Apply equal conveyance regarding business strategy and IT strategy, business processes and work flow automation, business initiatives and IT initiatives, and benefit realization and service delivery

o Drove JAD sessions to Drive Needed Business Decisions with IT concurrence

·               Lead and facilitate in requirements analysis and verification sessions for complex business processes across several business and technical units and the Project Management Office.

·               Lead and facilitate discussions in the tracking and management of complex open issues utilizing cross functional teams consisting of several levels and areas of expertise from the technical teams, several levels and several different business units or business area subject matter experts (SME) as well as differing levels of the Business leadership team (Key Business Stakeholders) when business decisions needed to be made for resolutions.

·               Lead discussion and participate in the exploration of alternative business solutions for moderate to complex processes, programs or applications, and lead the exploration of alternative business solutions to create, maintain and enhance business value or to solve existing production support problems.

Results: 95% success rate in transforming all Open Enrollment processes for the consumer direct line of business including:

o All individual communications (renewal letters, portal communications, terminations, billing);

o Enrollment processing into Facets

Technical Environment: Agile Methodology using Scrum meetings, Joint Application Requirements (JAR) sessions, Microsoft Project, SDLC, some SOA based Architecture, Web Services, External Business Services, TIBCO, Pega rules engine and workflow, FACETS (Claims, Financial Managements/premium payment, etc.), over 40 different interfaces to FACETS, several external Vendor systems, SharePoint, Microsoft Lync, HP Quality Center (Requirements Traceability Matrix, test cases, etc.) Business Process Modeling (“AS IS” and “TO-BE” with Gap Analysis), BPMN. Service level Agreements (SLA), Standard Operating Procedures (SOP). This required interpretation of legislative Federal and state mandates to document requirements

 

Business Process Consultant, Maryland Health Benefit Exchange (EngagePoint/Conviso/Noridian), Feb 2013 to Apr 2014, Linthicum Heights, Maryland

·               Lead Business Process Consultant/Sr. Business Analyst for the Maryland Health Benefit Exchange Project (part of Obamacare/CMS) specifically for the Business Architecture. This Business Architecture included definition and documentation of business processes for the individual Exchange Enrollment process and all service definition activity.  This included documenting Business processes to the level that included the Integration Layer. 

o The Integration layer is the technical architecture which includes an Enterprise Service Bus (ESB) infrastructure, platform and application services. This integration layer included all three COTS product integration points and any and all external systems integrations including: Federal Data Hub (A composite service) for all Federal System integrations of legacy systems, the State Data Hub for all State System integrations including legacy systems; integration with all Insurance Carriers certified for the Health Benefit Exchange.

o Documented in the business processes, integrations with a Document Management System, a Call Center System and Tivoli for role based access control (RBAC), identity management, security components, Single-Sign-On, security monitoring, etc.

o Documented in the Business Process Models, the integration layer that provides audit events services; notifications services; document management services (Document Repository storage and retrieval); messages between the COTS products and several Federal and State external entities; other communications services including outreach programs, event driven Reporting, Auditing Events and all Federal and State oversight reporting and other monitoring reporting required. The Integration Layer also provides any necessary metadata and the architecture supports a data warehouse and data marts in a future release.

·               Established and drove a functional fit and gap analysis between requirements and what needs to be custom developed by the IT teams: 3 different COTS product development / Customization teams (including Curam, Connecture), as well as the IT integration team.  The development teams were in several US locations and Overseas. Identified changes in policies and/or the business processes themselves that may affect deployment activities.

·               Managed the Requirements Management process, including: requirements analysis, requirements gathering, requirements management, requirements development and integrating the business policy and simplifying requirements

·               Supported stakeholder agencies in the planning and development of new business policies and standard operating procedures aligned to the capabilities of the new IT systems.

·               Conceptualize and produce comprehensive / complete system diagrams that illustrate dependencies of all interrelated systems and processes within Business Process Modeling Notation (BPMN). This includes building business use cases for several end-to-end business scenarios including: Curam for Customer Intake Management, Integrated Case Management, Account Management, Verification and Eligibility Determination; Connecture for Health Insurance Carrier Management, Insurance Plan Management (Eligible Plan Presentment, Plan Shopping and Plan Enrollment;); redeterminations for cancellations and terminations for Medicaid, CHIP (Children’s Health Insurance Plan), MCHP (Maryland’s Children’s Health Insurance with financial assistance) and QHP (Qualified Health Plan) with and without financial assistance; and some assistance with life events; pregnant woman processes; Carrier Administration Portal (which included carrier management)

·               Built or expanded the existing Requirements Traceability Matrix, mapping Business requirements to Functional Requirements to Business processes.  This also included mapping integration layer Business services including: document generation, audit events, notifications and documenting the generation of 834 and 8001 transactions

·               Co-Lead the Individual Exchange business area effort to get the business processes certified by the State and Federal Agencies involved.  This includes working closely with the independent state business process consultants with oversight responsibility

·               Completed several end-to-end scenarios to use to demonstrate the completeness of the system to the State and Federal agencies prior to the start of User Acceptance Testing.

·               Collaborate closely with the Systems Analysts team to coordinate the integration points for all the business services

·               Collaborate closely with the Testing teams for Test Case testing and User Acceptance Testing (UAT) to ensure that the deployed solution will meet the specified business requirements

·               Adapt the business processes as necessary as business processes and business functionality get deferred to another release. Establish the “To Be” processes and roadmap for the future releases

 

Technical Environment: DB2, Microsoft SQL Server, Agile Methodology using Sprints, JAR//RAD, MS Project, SDLC, SOA based Architecture, Web Services and  SOA Governance(Internal and External Business Services-- interoperability, portability, and operational requirements) include , Internal and External Web Services, Sparx Enterprise Architect, Visio, IBM ODM (iLog, JRules) Business Rules Engines/Business Event Processing  Integration and customization of three different COTS products to deliver the  Health Benefit Exchange (part of Obamacare, CMS –Centers for Medicare and Medicaid Services) including: Curam for Customer Intake Management, Integrated Case Management, Account Management, Verification and Eligibility Determination; Connecture for Health Insurance Carrier Management, Insurance Plan Management(Eligible Plan Presentment, Plan Shopping and Plan Enrollment;); Financial Management System (FMS) for Insurance Premium Payment and all other Financial Reporting.  Some usage of the IBM WebSphere Process Server for Orchestration Layer, Enterprise Service Bus (ESB); some automated workflow and limited use of WS-BPEL engine. This required interpretation of legislative mandates to document requirements; JAVA, EJB

 

Business Process Consultant, Navy Federal Credit Union (Blue Ally), November 2012 to January, 2013, Vienna, VA

 

Lead Requirements Analyst/Business Process Consultant for a Contact Center Integration Project to replace an end-of-life Visual Response Unit (VRU)/Interactive Voice Response (IVR) proprietary platform. Navy Federal Credit Union wanted a more integrated, open system; improved architecture; improve cross-channel routing and reporting; scalable as needed (with over 1600 agents; with high 24x7 365-day availability. 

·               Collaborated with Business Analyst on Business Requirements Document which included “AS IS” and “TO BE” business processes, a gap analysis and an initial Requirements Traceability Matrix

·               Conducted extensive research on best-of-breed versus integrated solutions on state of the art for all Contact Centers integration capabilities

·               Collaborated with Business team (including Delivery Channels, Contact Center, Mortgage Services, Loan Services, Collections, as well as Regulatory/Compliance requirements, etc.)  for Request for Information (RFI) to go out to Vendors for a 3^rd party outsourced vendor solution

·               Collaborated with Information Systems technical team for technical and data requirements as well as Enterprise-wide standards required by Enterprise Architects, SOA Architects, Network, Security, Telephony Infrastructure, mufti-channel interactions, Data security, Data Warehousing, etc.

·               Coordinated technical standards requirement needs like Service Oriented Architecture (SOA), ITIL standards, use of an Enterprise Service Bus (ESB) when possible, Extensible Markup Language (XML), Web Services, increasing use of data warehouses and data marts for reporting and analytics; move to more Internet Protocol, including Session Initiation Protocol (SIP) and VoIP (Voice over Internet Protocol).

·               Investigated and wrote some interface requirements including VOIP (Voice over Internet Protocol), Presence tools, multimedia contact routing and prioritization, Computer Telephony Integration (CIT), Automated Call Distribution (ACD), Analytics. Work Force Management and Automation, Web services interfaces, email response management, Web chat, Collaborative Browsing, Social media, mobile customer service applications, universal agent desktop (UAD), speech recognition, long-term integration with a Customer Relationship Management (CRM)system. Integration with a sister project on improving the customer experience, etc.

·               Worked in a team environment to help create a collaborative Request For Information (RFI) including the Procurement group as well as the other business stakeholders

 

Technical Environment: DB2, Microsoft SQL Server, UML, RUP, JAR//RAD, MS Project, SDLC including BRD (Business Requirements Document, SRD (System Requirements Specification), RFI (Request for Information, RFP (Request for Proposal).

 

Senior Business Analyst, Inalab Consulting, March 2012 to September 2012, Fairfax, VA

 

Wrote and collaborated on several proposals, producing high-quality, and technical solutions/responses to Request for Proposals (RFP), all within the IT industry. This included commercial, Federal Government and quasi-governmental agencies proposals. This also included some partnering with and sub-contracting to other, larger system integrators.  Some of these proposals included network infrastructure components

 

Business Rules Analyst/QA-UAT MISMO Test Analyst, Freddie Mac (Insight Global), August 2011 to January 2012, McLean, VA

 

Responsible for assisting Freddie Mac in integrating and testing in the User Acceptance Testing (UAT) Environment, a large project called Rules Management/MISMO Release 1.  This project is a Mortgage Industry Standards Maintenance Organization (MISMO) based Selling System integrated with several different componentized systems required as part of the Single Family Loan Delivery system with a simplified product construct and an enterprise rules service (mentioned below) that can be re-used by other Business Processes. This also involved writing and executing Functional Test Cases and tracing these test cases into the Business Requirements Document (BRD) and any appropriate Functional Requirements Document (FRD) as well as documenting defects.

Brought in because of my MISMO experience at Fannie Mae, I was responsible for assisting Freddie Mac Decision Modelers to tailor, test and implement a Commercial-Off-The Shelf (COTS) product called Sapiens DECISION. This product is an Enterprise-wide Business Decision Management Solution (BDMS), which enables efficient and cost-effective decision process management and execution across the Freddie Mac organization. This production BDMS also supports SQL queries and analytical support as well as customer specific rules implemented in the Loan Purchase Process and also included the ability to manage rules using an iLog repository/data warehouse. DECISION is the first fully integrated Solution to elicit, organize and manage business logic including all related business decisions & business rules and provides an automatic solution for creating business rules (and Business Rule Families that provided re-usability from business policies and logic with no need for IT intervention.  This tool also allowed the design of business rules at several different levels. It includes a data warehouse/repository to house and support business management of rules and incorporates a patented “The Decision Model “process.

 

Senior RUP/UML Business/Systems Analyst/Business Rules Analyst, Fannie Mae (Celerity IT), October 2010 to June 2011, Reston, VA

 

I was responsible for the User Interface part of a Congressional mandated improvement to the web-based Fannie Mae Loan Delivery system using an XML MISMO 3.0 standard formatted interface. The user interface was totally redesigned to become more user-friendly, improved the usability and streamlined the business processes while vastly improving the data quality, data accuracy and transparency of the home mortgage as an asset class through the use of a more integrated business rules process (User Interface business rules, Server side business rules and enterprise-wide business rules through the use of the iLog Business Rules Engine).

·               Redesigned 15 screens with future releases modifying 66 more screens with the same look and feel. Worked with the business to set-up a prototyping session (4 options) with external customers for their review and approval of screens  

·               Designed some XML interface components of an iLog business rules engine data warehouse/repository

·               Encapsulated new and existing Business Rules, based in industry standardized MISMO rules as well as tailored validation rules specific to Fannie Mae

·               Provided collaboration to the Business rules team, writing new and re-writing existing business rules, so that each business rule provided only one error message answer

·               Worked extensively with the business rule team to provide clearer, more consistent error messages, more easily interpreted and ease of use in correcting the specific error(s) from either the online or batch processes. Then tied the message to the primary data element

·               Worked closely with the business rules team to tie the primary data element on the more complex business rules and cross-functional, with multiple data elements, for ease of use in correcting that error

·               Incorporated moving from a Sybase to Oracle database for over 900 data elements

·               Provided data mapping from over 430 screen attributes to the Oracle database tables and columns including over 85 new reference tables to provide enumerated values.

·               Provided XML interface specifications from the incoming data sources for ETL transformation into an Enterprise-wide data warehouse, then into more specific data marts.

·               Co-authored with the Business Data Architect on his high-level Data Requirements Document (DRD) which was later encapsulated into the BRD

·               Worked with the business teams to deliver the UI Business Requirements Specifications (BRS),

·               Co-authored the UI Solutions Specifications (over 350 pages) which was then incorporated into a full Program Release Functional Requirements Document (FRD).

·               Co-authored the UI Reporting Solutions Specification which was then encapsulated into a full Program Release Functional Requirements Document (FRD).

·               Worked with the development team to provide the Screen Prototypes for approval using the agile methodology

·               RUPUML Mentor/liaison to the Business Team for the enhanced application system, coaching them on adapting a requirements traceability strategy utilizing RequisitePro and established project specific requirements definition and management into a Business Requirements Document (BRD) 

·               Worked with the Business teams and the technology teams to provide a workflow based approach on various states in the life of a mortgage loan from initial delivery to the submission as a mortgage based security.

·               Assisted the Enterprise Architect with providing a state transition diagram

·               Developed high level business process flows, use cases and screen flows and documented each into the Business Requirements Document (BRD) and Functional Requirements Document (FRD)

 

Business/Enterprise Architect/Application Portfolio Management Consultant, Amtrak (Inalab Consulting), Mar 2009 to September 2010, Washington, DC

Business/Enterprise Architect, my responsibilities included:

·               Provided oversight for the initial pilot project, a major initiative called SAM (Strategic Asset Management), which over a period of the next 5 years will touch 75% of all of Amtrak’s business areas/segments with all processes being moved to SAP. This included the business areas/segments of: HR, Finance, Engineering, Mechanical, Procurement, Operations, Materials Management, Railroad Transportation and CRM (Customer Relationship Management). 

·               Established BPMN (Business Process Modeling Notation) methodology, including drawing standards, naming standards, best working practices and guidelines and created Amtrak specific templates and stencils using the Amtrak Gartner EA Framework, (ITIL and TOGAF).

·               Oversaw the conversion or addition of over 450 diagrams related to business areas/segments into the Amtrak standard format and provided a governance process, and a QA (Quality Assurance) process for standards adherence.

·               As a member of the Amtrak EA team, oversaw and provided governance to roll out the BPMN standards to several projects and requiring all “AS IS” and “TO BE” processes to be re-drawn to the Amtrak standards for all current and future projects that require business process modeling. 

·               Project Manager for the researching, selecting, implementation and configuration of a COTS product, a BPMN Modeling Tool-Orbus I Server.

·               Institutionalized the chosen BPMN Modeling Tool-Orbus iServer.

·               Defined the necessary processes, standards and roles (RBAC) for an Enterprise-wide Business Process Management Center of Excellence (COE); produced a multi-year roadmap. 

·               Worked with Procurement to establish mandatory BPMN standards and tool for both IT and business BPMN projects.

·               Acted as Business Architect/liaison conveying information in suitably accurate models between the business unit and their counterparts within Information Technology.  The scope of this included business requirements, data constraints, business rules, models of strategy and motivation, processes, accountability, and many other business and IT operational needs including Networks.

·               Supported technical EA standards governance as part of Enterprise Architectural Review Committee (EARC) including any Network and Security infrastructure components.

Application Portfolio Management (APM) Manager, responsibilities included

●       Maintained the whole application portfolio of 342 applications within the entire enterprise.

●       Project Manager for researching, selecting, installing and configuring a COTS product, an APM tool embedded within the Microsoft Portfolio Management Server 2007.

●       Made several PowerPoint presentations to the CIO and direct reports staff meetings on the state of the Application Portfolio as well as several other topics, including the Business Process Modeling initiatives

●       Collected, prioritized and validated stakeholder and user business requirements in support of the APM tool selection under the Amtrak enterprise architecture initiatives.

●       Created and maintained the Quarterly Application Portfolio 5 year Forecast to synthesize and analyze the results each quarter and presented the findings to the CIO and his direct reports and made quarterly presentations to the CIO. 

●       Built a more formal Application Retirement Process, including governance, requirements, using checklists, etc. to fully retire an application.  This includes not only a business focus, application focus, a data focus and an IT Operations focus with all its components including Network and Security.

●       Coordinated with several cost saving retirement initiatives including, retiring the business mainframe as well as reducing licensing and maintenance costs

●       Assisted/consulted with the IT Security and Network group on Personally Identifiable Information (PII) and encryption for all data in transit and at rest across all applications

●       Coordinate with a Data Center outsourcing (to the IBM cloud) and move for each application, including using a standardized DNS naming convention and other Network Administration coordination.

●       Voting member of Operational Readiness Review (ORR) Governance Board for all applications moving into production using ITIL processes and always involved Network Infrastructure and Network Security.

 

 

Requirements Manager, IRS TE/GE (Tax Exempt/Government entities), Program/ Project Level Support/ TIPSS III (IDIQ), Aug 2008-Mar 2009, Washington, DC

Responsibilities included:

●        Provided assistance in requirement management, cross-project coordination, performing short-term studies, ad-hoc analysis, generating reports, presentations, and other documentation

●        Developed a process that fully defines the linkages, dependencies, and hand-offs between the maintenance of the Requirements Traceability Matrix (RTM) Change Control, and Issues and Risk Management Methodologies.

●        Conducted requirements gathering and documentation sessions as tasked and assist in the preparation and delivery of training to communicate the Requirements Gathering and Documentation processes and expectations to project IPT members.

●        Completed Enterprise Life Cycle (ELC) Artifacts relating to the Requirements Management process, i.e., Business System Concept Report, Business System Requirements Reports, Business Requirements document (BRD), and Functional Requirements Document (FRD)

●        Utilized the Business Requirements Rules Management (BRRM) framework for all requirements and, harvesting and capturing business rules.

●        Assisted in tailoring the ELC artifacts for TE/GE projects, monitoring implementation and assisting the Government in monitoring project execution and deliverables for adherence to standards and best practices and using some agile techniques

 

Other Previous Experiences Summary

 

·   Infrastructure Strategy Team, IRS TIRNO-06-D-00020 Infrastructure Strategy and Investment Planning (ISIP) Support-Contract / Task Management, July 2008 to August 2009, New Carrolton, MD

·   Requirements Development Manager, CareFirst Blue Cross Blue Shield of Maryland, Mar 2008-May 2008, Owings Mills, MD. 

·   RUP/UML Mentor/Rational Method Composer Process Engineer, Fiserv CBS (BSD Group), Aug 2007-Feb 2008, Orlando, FL

·   Portfolio Management Specialist-Architect American Red Cross (Convergenz), Jan 2006-Feb 2007, Falls Church, VA and Washington, DC

·   IT Specialist-Sr. RUP/UML Business Analyst/Consultant/ IBM, Sep 2004-Jan 2006, Fairfax, VA

o      U.S. Department of the Treasury, Office of the Comptroller of the Currency (OCC), June 2005 to September 2005, Washington, DC

o      New York Department of Labor, Unemployment Insurance Division, April 2005 to June 2005, Albany, NY, Curam

o     U.S. Department of Homeland Security, Federal Emergency Management Agency (FEMA), Multi-Hazard Information Platform (MIP) Project, October 2004 to April 2005, Alexandria, VA,

●        Sr. Business Analyst/RUP/UML Mentor, The College Board (NobleStar), Reston VA, Mar 2004-Jul 2004

·   Sr. Business Analyst, RUP/UML Mentor, Fannie Mae (FNMA) CORE (Object Systems Group) Washington, DC (Herndon, VA) Nov 2003-Feb 2004

·   Sr. Business Analyst, RUP/UML Mentor, WellPoint Anthem/Blue Cross/Blue Shield (TekSystems), eBusiness, Web Solutions, Aug 2003-Nov 2003, Indianapolis, IN

·   Sr. Business Analyst, RUP/UML Mentor, Blue Cross Blue Shield of Florida (TekSystems), July 2002-May 2003, Jacksonville, FL

●        Sr. Business Analyst/RUP/UML Mentor NobleStar, The College Board, Reston VA, Mar 2004-Jul 2004

●        Sr. Business Analyst, RUP/UML Mentor, Object Systems Group, Fannie Mae (FNMA) CORE; Washington, DC (Herndon, VA) Nov 2003-Feb 2004 Required interpretation of legislative mandates to document requirements for implementation.

●        Expert/RUP/UML Mentor/Use Case Expert SCB Computer Technologies State of Florida, Department of Health, Children’s Medical Services-Feb 2002-Apr 2002, Tallahassee, FL. Required interpretation of legislative mandates to document requirements for implementation.

●        Business Analyst, RUP/UML Mentor/Analyst, Ciber, State of Florida, Department of Children and Families, SACWIS/HomeSafenet Project, Mar 2000-Dec 2001, Tallahassee, FL. Required interpretation of legislative mandates to document requirements for implementation.

●        Project Manager, Kenda Systems, Mar 1999 – Jul 1999. McKesson Pharmacy Systems (NDCHealth) (National Data Corporation (NDC), Healthcare Information Services Division-Pharmacy), Atlanta, GA

●        Project Manager, Lucent Technologies, Interactive Business Systems (IBS), Aug 1996 – Jan 1999, Atlanta, GA Responsible for a $2,000,000+ budget and supervised 32 persons which included employees and contractors spread across several locations

●        Principal Consultant, Technology Solutions Company, Jul 1996–Aug 1996.

o     Marriott International Bethesda, MD PeopleSoft (CRM, A/R, A/P, HR, GL, Payroll) Implementation, Bethesda, MD

o     Book of the Month Club, Inc., May 1995-Jun 1996 Mechanicsburg, PA Order Fulfillment System

●        Project Manager, Farmers Insurance Group, ISI Systems, May 1994 – May 1995. Atlanta, GA/Los Angeles, CA.  Responsible for a $1,000,000 Worker's Compensation Claim System built for Farmers Insurance group, but designed and built generically to sell this as a software package to other Insurance companies. Required interpretation of legislative mandates to document requirements for implementation.

●        Lead Consultant, Total Systems Services (second largest Credit Card Processing Company in US) Brannon & Tully, Columbus/Atlanta, GA, Jun 1993 – May 1994. Required interpretation of legislative mandates to document requirements for implementation.

●        Lead Consultant, DRT Systems International, Atlanta, GA, Mar 1992 – Apr 1993 

o     Jan 1993-Apr 1993, John Harland Company

o     Oct 1992–Dec 1992, U.S. Shoe Co.

o     Apr-1992–Oct 1992, Atlanta Gas Light Company

●        Manager, Deloitte & Touché, Atlanta, GA, Jan 1991 – Mar 1992.

o     Lead Analyst at US Shoe corporation to streamline and improve their payroll processing from their retail store Point-of-Sale system

o     Sep 1991-Mar 1992, Philadelphia Electric Company

o     Jun 1991-Aug 1991, Georgia Regional Office of Kaiser Permanente 

o     Jan 1991-May 1991, Equitable Real Estate Investment Management Company

●        Technical Manager, CAP Gemini America, Sep 1986 – Dec 1990, Atlanta, GA

o     Sep 1990-Dec 1990, SPRINT Senior DB2 Specialist/DBA DB2 (CIS) Customer Information Billing System/Integrated Testing Facility

o     Jun 1990-Aug 1990, Ceridian Payroll System. Senior DB2 Specialist/Lead Business Analyst, Ceridian on a major enhancement to their payroll system

o     Jan 1990-May 1990, Charter Medical Corporation Senior DB2 Specialist

o     Jan 1990-Apr 1990, AT&T Inventory/Order Entry System. Senior DB2 Specialist

o     Jul 1989-Dec 1989, SPRINT (CIS) Billing System Lead Analyst

o     May 1989-Jun 1989, Georgia Farm Bureau Senior Analyst 

o     Sep 1986-Jun 1989, BellSouth Services, DB2 Senior Analyst

●        Lead Systems Analyst/Projects, Deere & Company, Moline, IL, Jan 1977–Sep 1986

 

Education:
MBA, Business Administration/Personnel Management, University of Missouri

BS, Business Administration/Personnel Management, University of Missouri

 

Certificate in Data Processing (CDP)

Associate Member of Business Architecture Guild