IT Project Manager with over 20 years of experience supporting the automotive, financial services, distribution, logistic management and appliance manufacturing industries.  A successful track record implementing Project Management Best Practices and Solution Delivery Methodologies.  Recognized strengths in Analysis, Problem-solving, Systematizing, Decision-making and Managing people and Process.  Decisive, hands on leader able to develop and manage data driven teams that consistently meet or exceed deadlines and objectives.  Recognized for strong interpersonal, facilitation, and communication skills.  Expertise and disciplines include:

• Project Management 

• Program Management Office Administration

• Business Analysis / Planning

• Process Improvement

• Software Quality Assurance
• Process Quality Assurance Audit
• SEI CMM / CMMI, SCAMPI auditing
• Coaching / Mentoring

Manage FBAP IT system development for new implementation and maintainence.

Certified PMP with decades of vast experience in administration, human resources, purchasing, financial, industrial, change management, facility, construction and renovation project management. International and non-profit project experience as well.

Industrial assembly and administration project management

Regional project administration within the company or organization with strong emphasis on company growth and market strategy.

Project Manager for the ACU Net Revenue Project. This project used Oracle database programming to create a model used to estimate final reimbursements that would be received on all patient visits. This model proved critical to the management of the ACU departments, and will likely be expanded to other departments within the hospital system.
Also assisted with the implementation of the Enterprise Performance Systems, Inc. (EPSi) Enterprise Cost Manager system.

To manage the installation/implementation of IT systems in a collaborative environment. To work closely with vendor staff on installation. To develop all project plans, including testing procedures, risk management, and quality management.

Results-oriented program manager with extensive experience managing on-time projects within budget.  Cool under pressure with a focus on client success.  Highly motivated, creative team player with a proven capacity to build focused and positive teams with exceptional interpersonal and communication skills.

 

     “… an energetic and passionate Program Manager.  Charles quickly finds the silver lining and drives the team.” – Ken Johns, Director, Sales & Program Management, Kautex Textron

 

     “… valued asset at Kautex for his ability to persevere on projects and situations that seemed hopeless.  He has proven skills in program management and is always up to the challenge.” – Warren Greenwood, Program Manager, Kautex Textron

 

 Areas of Expertise
· Financial Management
· Contract Review
· Quotation Packages
· Business Transfer
· Quality Assurance
· Product Engineering

 Professional Qualities
· Highly organized and motivated
· Clear communicator
· Analytical problem solver
· High integrity team leader
· Active listener
· Vision driven with a passion for detail

Developing a five-year strategic plan for the region.  Utilizing the balanced scorecard approach, to gather data and formulate short and long-term goals requiring measurable tasks for all groups, enabling future decisions to be based on actual data.

• Facilitating meetings using Dynamic Governance resulting in on-time meetings, where decisions are made quickly with participation from all parties.

• Leading the roll-out of Dynamic Governance to the USGBC-DRC Board of Directors, General Circle and all committees.

Broad range of project / program management leadership experience focused on IT applications, Business Analysis and/or Process Improvement (or new process development).  Application development projects have been both custom development and/or Commercial-off-the-Shelf product implementations with complex integration of systems and workflow/process re-engineering as needed. 

 

Scope of projects have varied from small one-off technical upgrades, add-ons and revision management projects to large, full-scale, new multi-M$ projects managed through multiple sub-Project Managers.

 

Very successful record of performance metric achievement despite significant complexity, differing technologies, various project governance structures, institutions and organizational cultures.  

 

Excellent communications and consultative skills – written, verbal, presentation and facilitation at every level (Board Room to Workgroup/Core Project Team). 

 

Excellent understanding of six-sigma/LEAN process improvement approaches as well as key technical IT application and infrastructure technologies, standards, trends and approaches  (EDI, HIPAA, HL7, DB clustering, band switching/allocation wireless technologies, virtualization, enterprise-wide data compression, telephony and call center technologies such as IVR, Scripting and Real time BI;  PBX to VOIP transitions, Data Center/Room design, etc.).    Strong background in practical application of SDLC methods, Agile methods (including rapid prototyping).   Excellent understanding of business operations aspects of healthcare organization business systems (insurance/revenue cycle; clinical; back-office).

 

PMI certified (PMP), MSc (London School of Economics), Six Sigma certified (Univ of Michigan School of Engineering).  Approach to project management is best practice, disciplined and customized to the nature of the program and culture or internal PMO standards of the organization.    

-  IT related solution implementation in  construction of a new $43M surgery center building.  Accountable for leading 6 sub-Project Managers responsible for technology-enabled business analysis and workflow design, applications and infrastructure deployment for wide range of functional areas.   Managed complex funding / budget control processes. Led all IT project vendor negations  and managed contracts.  Responsible for all IT planning, complex project governance reporting, budget management, etc.  Also chaired Project Software Selection Committee which focused on key business analysis and technology enabled solutions for this project.  This was a very successful project.  My IT budget was the only project budget successful at coming within 10% of the original budget projected. (2006-8)

 

- Application implementations, upgrades, interface builds and other significant changes to existing systems and new implementations. Multiple projects.   projects most typically involved complex changes to business workflows and transitions from existing, under-the-hood technologies to new ones (ex: web-enabled and ASP applications, server clustering, virtualization,  state-of-the art wireless networking,  various system integration projects involving middleware applications, etc.).  My projects were among the organization’s most successful new technology transitions.  (2004-9)  

 

- Established organization-wide, project management best practice methods and processes.    There had been several failed attempts to gain acceptance and implement organization-wide PM standards in prior years due to lack of consensus on approach, the varied nature of projects across departments and other obstacles.   Led this organization-wide project and chaired both the project Workgroup and the Sponsor’s Committees.    The project was completed with the development of consensus around a Project Management “toolkit”,  roll-out plan and a core of best-practice Project Managers from key departments.    The work is currently being implemented.  (2008-9) 

 

During this period I was also active in the organization-wide process of evaluating and selecting IT capital projects for each fiscal year, chaired a process improvement committee seeking to develop and gain adoption for a process to approve best practice-based content for an order entry system.  Also developed a practical, step-by-step strategy for implementing an organization-wide business intelligence function.