Alcinda Sims* 2790 Marsala Ct.*Lake Ridge, VA 22192
Telephone: 571-289-3925

Email: cindyloutimbuktu@yahoo.com

 

Summary of Qualifications:  A solid professional with over 18 years of program management support experience with current Department of Defense (DOD) SECRET, Department of Justice (DOJ) Public Trust and IRS clearances. My honed strengths include seasoned project and operations management for both on-site and remote environments.  I deliver medium-large scale projects on-time with consistently successful results working across departments using my ready knowledge, rapid adaptability and ability to work in either team collaboration or autonomous modes. I maintain an established record of taking on the “impossible” via my dedicated proactive and proficient measures to the project finish.   My credentials include comprehensive job knowledge in facility security; process development; team building; property management; technical writing and process documentation. 

Expertise/Core Competencies:  I am highly skilled in project management consultation supporting varied business environments including government Product Management Offices (PMOs), Information Technology (IT) Enterprise Infrastructure/Architecture, Cloud and remote based Cyber security Programs.  I have also acquired top skills in Help Desk Support, Enterprise Services Host Army applications, data and IT service delivery based project management analysis, Service Level Agreements (SLA) best practices, ticket management, monitoring, First Call Response (FCR) analysis and pertinent  ITIL lifecycle stages and strategies.   My trained and certified skills using Software Development Life Cycle (SDLC), Project Management Body of Knowledge (PMBOK) and the Information Technology Infrastructure Library (ITIL) framework strategies adeptly align my role with established program foundations.  My advanced knowledge of the leading project management and scheduling tools reflect my certified coursework, practical knowledge from on the job experience and independent study initiatives to consistently ensure preparedness in today’s evolving work environments.  The software packages include MS Project 2007-13 and Primavera P3-P6 (certified training and practical knowledge), ZOHO, Open Workbench, Clarity, and Gantt Project.  I am proficient in MS Office Suite 2010-2013 skills (notably Excel and PowerPoint as essential to meeting slide presentations), SharePoint, Visio, and Structured Solutions Project Management Software Assessment Tools (SSI Tools).

Department of Treasury, Internal Revenue Service, (IRS) Enterprise Continuous Monitoring/Security Assessment and Authorization Projects (eCM/SA&A) Remote: April 2014 to present; Project Management Consultant and Scheduler: I service the customer in scheduling and project management consultation maintaining almost 200 schedules for the IRS including active systems in FISMA Reportable Systems, Enterprise Life Cycle (ELC), E-D SCA, Components SA&As and Affordable Care Act (ACA).  I consistently deliver honed client reports, project planning, established and customized schedules, multi-level communication, issue resolution and recurring meeting requirements.  I maintain each schedule via interface with several entities including the Program Manager, System Stakeholders, Security Control Assessment Team, Assessors, Team Managers and Leads, Certification Program Team and Scheduling team.  As a consultant operating in a remote based environment, I manage my work proactively per a balanced routine of steadfast communications, production, delivery and follow-up as key components to successfully maintaining quality schedules and excellent project management consultation for the customer.

Department of Treasury, Internal Revenue Service, (IRS) Customer Account Database Engine, (CADE 2) New Carrollton, MD:  Apr 2013 to Aug 2013; Sr. Project Management Consultant and Scheduler: I performed project management and scheduling duties for 6+ large interrelated subprojects to facilitate ongoing inputs and daily updates for the IRS CADE 2’s extensive Integrated Master Schedule (IMS).  I joined the CADE 2 Team in May 2013 as part of a core 5 member team. Due to unexpected interim team reduction, I effectively assumed the work responsibilities of 2 team members in addition to my ongoing workload during several key reporting periods. I developed a weekly team report and meeting plan as part of the transition phase. I worked with managers and team leads to articulate project work, resourcing and effort into a well-developed project plan. My actions as a subject matter expert and resource to IRS project managers and leads provided guidance and direction in managing operational links between schedules.  My hands-on schedule management included essential Critical Path tracking, monitoring and building intricate MS Project schedules utilizing text fields, flags and filters through linked inputs and cross functional tracking to provide specialized reports and on-point analytical output for customer requirements and needs during team’s transition to rapidly changing environment and customer demands.  Serving as a key component to ongoing stability and reliable consultation presence to the customer, my actions and coordination of schedule updates impacted relevant project tracking limiting adverse project costs and time losses. My capability to identify and develop process maps ensured efficient meeting planning, info requirements and well organized team gatherings as I advised and updated the PMO about emerging risks to key milestones and deliverable dates in tandem with maintaining a well-honed weekly schedule update cycle.  My steady team contributions and consistently well developed meeting presentations per PMO requirements and directives resulted in customer success and achievement.

 

DOD U.S. Army, Program Executive Officer, Enterprise Information Systems PM (PEO EIS) Power Projection Enablers (PM P2E), Ft. Belvoir, VA: Jan 2010 to April 2013

Project Management and Service Desk ITIL Analyst:  My tenure with the Army PEO EIS PMP2E Directorate began in January 2010 as 1 of 2 project control team members responsible to build reportable, accountable and accurate schedules for over 9 multi-million dollar funded IT SW Asia Army Acquisition projects as part of the newly chartered Department of Defense Army PMP2E directorate. My team mate and I worked long days and nights logging extensive hours attending meetings, building schedules and preparing meeting slides for Directorate wide, Army G6 and Four Star presentations. Via limited on-site and mainly online meeting communications, we successfully powered through project schedule development remotely on our computers building the data into leadership approved SDLC based uniform template schedules. This work established the foundation for the directorate’s project schedules going forward.  By 2011, the scheduling/project management team expanded to an 8 member Project Control team and I was appointed as Lead Project Controller supervising a 4 member team supporting PMP2E’s recent acquisition of the Afghan and Iraq IT projects teams.  This division’s schedule responsibilities expanded to over 106+ IT infrastructure projects. In late August of 2011, my team was tasked to depict all of the 106+ infrastructure projects into singular schedules to establish a SharePoint ready IMS by October 1, 2011.  After numerous meetings with directors and leads, we were assigned to combine a PMBOK based project schedule structure also incorporating the SDLC format.  The Afghan/Iraq IT IMS project schedule requirements mandated a template encompassing all pertinent information including project initiation, planning, Army PMP2E contract acquisition specifics, contract award, execution, monitor/control, and close.  Our team’s primary information sources had to be derived primarily from the Afghan/Iraq project Leads whom were at that time physically relocating and setting up both their new homes and new work locations from the recently closed Ft. Monmouth Army base in New Jersey to Ft. Belvoir, Virginia.  Logistically and resource wise, our team was faced with many challenges including 2 of our 4 controller team members’ unexpected departure from the program.  In the midst of the assignment, I was tasked with training 2 new controller team members and bringing them up to speed on the current mission and deadline.  I efficiently led our efforts during extended work days and even weekends to successful completion by 23 September allowing next level review, minor revisions and approval before deadline submission to the 06 level.  The Saturday work and scheduled coordination meetings took a toll on all involved.  However, we made our goal and were later awarded the Directorate’s Certificate of Appreciation in recognition of the time and effort towards successful task completion and subsequent reporting and overall use capabilities as a result of our work and contribution to the IMS and SharePoint site objectives.

 

In March 2012, I accepted a new analyst slot with the PMP2E Army Private Cloud, Army Knowledge Online Service Desk (AKO) and 7^th Signal Command Service Desk as I moved onto Help Desk Support, Enterprise Services and Host Army applications, data and IT services. With the new team, I moved into service delivery based project management analysis, Service Level Agreements (SLA) best practices, ticket management, monitoring, First Call Response (FCR) analysis and related ITIL lifecycle stages and strategies.  During this period, I also captured my Lean 6 Sigma studies equivalent to a green belt following my ITIL Foundation course and certification in April 2012.  My work experience included development of Project Objective Memorandums (POMs), comparative budget spreadsheets and facilitating (Source Selection Evaluation Boards) SSEBs. I coordinated and participated in additional training and off-site team meetings at Ft. Gordon in Augusta, Georgia in conjunction with the 7^th Signal Command team located at that site.  My ongoing duties required significant time amounts in preparation of slide presentations for meetings.  I was responsible for gathering data from project directorate leads, contributing engineers, managers and consultants to be consolidated into established format for designated PEO EIS, Army G6 and higher ranking audiences as our team was subsequently acquired in late 2012 by the PEO EIS PM Installation Information Infrastructure Communications and Capabilities (I3C2).

 

DOD U.S. Army Family, Morale, Welfare and Recreation Command (FMWRC) Marketing Directorate (MARCOM), Alexandria, VA: Sep 2009 to Dec 2009
Project Control Analyst: I created and maintained functional project plan utilizing MS Project to depict and track standard Marketing policies, procedures, and risk management information within a standard consistent project schedule process throughout the Marketing Directorate.

 

Winona Properties, Uniontown, PA: Jan 2008 to present
Property Manager: As part of family owned properties, I manage financial operations of rental properties, including marketing; landlord- tenant relations, facilities management, property construction and renovations.

 

DOD Army Information Technology Agency Network Infrastructure Services and Operations (ITA-NISO) Armed Services Projects Team, DOD, Pentagon and Crystal City, VA: Jul 2007 to May 2008
Project Manager: I executed my PM tasks as part of the Armed Services (AS) Projects Team consisting of 4 PMs leading 10 software engineers, 3 RCDDs and 11 cable technicians of DOD U.S. ITA-NISO to provide Network services to include customer support, network operations management, LAN/MAN, server monitoring and administration to meet and support overall goals of ITA-NISO projects. Ensure projects completion on time, within budget, and according to the metrics requirements. Plan AO's as needed. Managed projects’ performance process from start to close: Worked in conjunction with IT engineer and cable engineer on site survey to determine scope of project. Developed Technical Analysis and Cost Estimate (TACE) insuring accurate cost forecast, insuring the scope meets the 5E customer requirements in coordination with Operations Engineering and Project Engineering. Generated financial tracking worksheets; Created master schedule using Primavera Teamplay; Utilizing WorkFlowGen, produced purchase requests for project materials and procurement; Led kick-off meetings with customer to discuss project schedule, site access, permits, third party dependencies, etc.; Assessed project issues and developed resolutions to meet productivity, quality, and client-satisfaction goals and objectives. Resolved project issues via timely intervention and problem solving tools with engineers, technicians, and clients. Determined required resources, and assigned tasks, created, executed and adjusted plans in conjunction with set guidelines.   Prepared recurring status reports for presentation to customer and senior management. Assigned and authorized cable technician hours; conducted weekly cable team meetings as part of project schedule control. Monitored project costs; Managed procurement and project audits; successfully closed projects with customer concurrence; recommended projects for financial and technical closeout. Planned, scheduled and managed project performance metrics in the following areas: Time (Measuring how project is going against schedule); Cost (How project is going against budget); Resources (How much time team is spending on the project); Scope (Keeping scope creep in line within expectations); Quality (Reviewing and fixing quality problems); and Actions (Monitor, control and resolve any outstanding action items).

 

 

 

DOD U.S. Army, PEO/EIS PM Biometrics Program, Ft. Belvoir and Lorton, VA (Contractor): Mar 2006 to Jul 2007

Program Administrator: (Certified in Defense Travel System - DTS); Office management; Procurement of office equipment, supplies and inventory tracking. Executive Assistant and budget analyst primarily to the Program Product Manager (Army Lt. Colonel) in addition to PPM and part-time to one Army Colonel covering administrative responsibility for all on-site permanent and transitioning Military, Government and contractor personnel including extensive DTS CONUS/OCONUS government and military travel scheduling and follow up accounting.

Temporary Administrative Contract Assignments, Arlington and Alexandria, VA (Contractor): Aug 2005 to Mar 2006

Varied Executive Assistant (EA) /Desktop Publisher. Executive Assistant: Positions ranging in time length with various organizations including longer term assignment with Institute for Defense Analyses (IDA): of Alexandria, VA. Develop and recommend office procedures and systems. Review and summarize miscellaneous reports and documents. Organizer and efficient project coordinator and supervisor. Monitor task progress and deliverables; Devise and track financial plans in accordance with contracts to provide man hours and meet fiscal terms of contracts. Procure software, hardware, and office equipment and audits. Arrange security for country clearance and visit requests.

 

Lockheed Martin Corp. /Kaseman Corp., Rockville, MD (Contractor): Jun 2005 to Aug 2005
Desktop Publisher/ Proposal Development: Working on 7 day/15 hour overtime schedule to desktop publish release versions of corporate proposals to meet submission deadlines. Develop initial outline for print publications and deliver writing projects to a final camera-ready output from in-house copy center printing. Attain mastery of hardware and a variety of software including: high-end desktop publisher; graphics programs; and scan packages.

Ball Aerospace & Technologies Corp. /Kaseman Corp., Arlington, VA (Contractor): Mar 2005 to May 2005

Desktop Publisher/Executive Assistant to the East coast Vice President: Please see EA/DP duties listed above.

 

MB Staffing/ HSC Health Care Systems, Washington, DC (Contractor): Jan 2005 to Mar 2005

Desktop Publisher: Please see EA/DP duties listed above.

U.S. State Department Public Affairs Front Office/Main Street Technologies, Washington, DC (Contractor):

Aug 2004 to Dec 2004

Executive Assistant to the Bureau of Public Affairs Department Assistant Secretary and State Department Press Spokesperson team:  Please see EA/DP duties listed above.

Executive Personnel Services, Inc. EPSI, Washington, DC: Feb 2004 to Jul 2004

Operations Manager, Call Center Manager and FSO:  Directly supervised 3 placement recruiters and the administrative support staff for Washington HQ office as well as on-site managers at HUD, Philadelphia SEPTA office and staff supervisors based at Glaxo Smith Kline facility in NE Pennsylvania.  Duties also included weekly interstate/overnight travel to the PA locations. Manage high volume call center for Philadelphia's SEPTA CCT department serving as main interface between SEPTA management and EPSI contract employees. Responsible for corporate interviews, job fair coordination and set-up, off-site recruiting and testing, placement, employee performance evaluations and FSO duties.

 

U.S. State Department Diplomatic Security Division/Kaseman Corp., Arlington, VA: May 2002 to Dec 2003

Desktop Publisher: Technical writing, graphics development, documentation and information gathering to produce one primary interactive U.S. State Dept Emergency Action Plan (EAP) file for U.S. Embassies and Consulates worldwide, including additional official electronic forms within the source.

Education
University of Pittsburgh, Pittsburgh, PA -- B.A. in Communications - December 2014

PMP Certification – July 2014
 

 

U.S. Citizen
References upon Request