·         Microsoft Project (MS Project)

·         Primavera (P6)

·         Open Plan

·         Access Database

·         ANSI Scheduling Standards

·         Critical Path Methodology (CPM)

·         Cobra

·         Lean Six Sigma

·         Deltek

·         Boeing 787 Electrical Component

 

 

 

Professional Experience

 

BAE System Inc. (Maritime & Defense Solutions) MAY 2011 - Present

Master Principle Planner - C5ISR, Electronics & Infrastructure Solutions

·         STRONG PROCESS MANAGEMENT SKILLSET: Lead program management teams through detail schedule development.  Ensure that the program cost and schedule performance objectives are systematically achieved and the company’s resources are effectively utilized.

·         PROCESS DRIVEN: Senior Earned Value Analyst tasked with implementing Integrated Master Planning & Scheduling (IMPS) standards by conducting training, presentations and other informational sessions with Integrated Project Team (IPT).

·         MONITOR AND CONTROL: Monitor program schedule performance indexes (SPI, CPI and CPM), identify trends, suggest corrective actions and provide monthly performance metrics to key stakeholders.

·         NEW BUSINESS DEVELOPMENT: Support many large Bid and Proposal efforts in the creation of Basis of Estimates (BOE) ensuring accurate allocations of budget to individual WBS elements that result in winning proposals. 

·         LEADERSHIP: Manage a team of Project Control Specialists, changing a culture to integrated schedules with Earned Value analysis while keeping the focus of standardization and time-sensitive results.

 

 

Hamilton Sundstrand (A United Technologies Company)               July 2009 – April 2011

Sr. Earned Value Analyst- Boeing 787-9 Electric Power Systems

·         CHARTED THE COURSE: Managed all manufacturing-related direct and indirect budgets and reported variances at our quarterly EAC review with senior management.  Prior to the review, met with the component leads individually to capture their corrective and preventive actions.

·         TEAM PLAYER: The sole Earned Value Analyst for the Boeing 787-9 program, collaborated with the component leads in the Electrical Power Systems Group (Power Generation, Power Conversion, Motor Control and Distribution) to assess risk and mitigate any cost impact to the overall program.

·         RESULTS DRIVEN: In reaction to customer driven changes or internal cost savings, managed the CAMs to deliver bottom-up ETCs and provided detail analysis to the leadership team on potential cost impacts.

·         LEADERSHIP: Administered periodic training to SIPTs/CIPTs/CAMs and key stakeholders on EVMS tools and procedures that resulted in a 25% reduction of budget overruns.

 

ComEd (An Exelon Corporation)                                          June 2008 – June 2009

Sr. Scheduler (Consultant- Robert Half International) - Project Management Office 

·         STANDARDIZATION: Developed integrated resource loaded schedules for the Transmission, Substation, Vegetation and Distribution Groups with planned hours for internal resources and contractors.

·         ANALYSIS DRIVEN: Worked with Project Managers to incorporate the project budget, tracked contractor estimates and monitored key milestones using an enterprise-scheduling tool (Primavera).

·         ON-SITE SUPPORT: Attended meetings in the field with Project Managers and contractors; conducted walk-downs to ensure all elements of the project were captured based on the statement of work (SOW).

 

Motorola, Inc.                                          March 2006 – May 2008

Project Manager- Government and Public Safety

·         RESULTS ORIENTED: Managed teams of engineers developing Digital Two-way Voice and Data Radio Systems for local and government municipalities. 

·         ADAPTABILITY: Coordinated System Beta test between development engineers and on-site technical teams.  Upon completion of Beta test, managed the closeout phase of the project.

·         THE BIG PICTURE: Led weekly cross-functional core team meetings prioritizing critical milestones while ensuring regulatory and reliability requirements were met.

·         DOCUMENTATION:  During project initiation phase, developed the project charter, created the Project Management Plan (PMP) and delivered a detailed project schedule.

·         LEADERSHIP: Communicated project status to the leadership team, providing overviews of all high impact risks, issues, critical path deliverables and subsequent downstream schedule impacts.

·         SPECIAL PROJECT: Mentored the Project Management Office (PMO) of 60 members on scheduling standards, tools/techniques and managing multiple critical paths.

 

Motorola, Inc.                                           May 1999 – Feb 2006                                         

Project Controls Specialist- Cellular Networks Solution

·         CONSULTANT SERVICES: Served as a Project Controls Subject Matter Expert (SME) providing scheduling, resource management and cost containment support to an entire sector.

·         ENTERPRISE TOOLS: Provided on-site support implementing two Enterprise Project Management scheduling tools- Deltek Open Plan Professional (OPP) and IBM Primavera (P6) as a SME.

·         ANALYTICAL SKILLSET: Analyzed program schedule viability using Critical Path Methodology (CPM), Key Performance Indicators (KPIs), Earned Value analysis (EVM) and Monte Carlo iterations.

 

Education and Professional Memberships

·         The Project Management Institute, Newton Square, Pennsylvania

Certification in Project Management, September 2005 - Present

·         The George Washington University/ESI, Washington, D.C.

Master’s certification in Project Management, August 2002

·         Eastern Illinois University, Charleston, Illinois

Bachelor of Arts in Speech Communication, May 1997