An experienced and highly skilled Senior Project Manager with over 20 years of practical experience in providing project management services for organizations in the government and the private sectors. Extensive experience in scope, schedule, budget, and risk management, as well as staff and methodology development. Extensive experience managing custom large-scale knowledge management and information system implementations across the full software development life cycle. Demonstrated experience managing multidisciplinary teams on projects involving complex customers and stakeholder relations. Budget responsibilities have been in excess of $13M and project teams have ranged from 5 to over 40 architects, analysis, developers, and testers. Holder of the Project Management Professional (PMP) certification from the Project Management Institute (PMI) and previous US Government Clearances up to and including TS/SCI.

Developer of several advanced project management and knowledge management methods that improve the flow and capture of knowledge throughout projects and speed the development of professional service competencies. Developer of the unique Knowledge Flow Analysis and Critical Alignment Path Analysis (CAPA) methodologies. Skilled in the development and use of knowledge management analysis, design, and implementation planning methods and techniques. Experienced in business process, performance management, and knowledge flow modeling and analysis

THE NEWMAN GROUP, WEST RICHLAND, WA
INDEPENDENT CONSULTANT - DEPARTMENT OF ENERGY/RICHLAND 10/2001 - 2/2002

Subject matter expert for exploration of Long Term Knowledge Asset Management to support the Department of Energy's Long Term Stewardship Program for nuclear waste sites. Developed initial conceptualizations, discovery plans, and high-level program structure. Program objective is to enable the ongoing retention and maintenance of Program is capture, retain, make available for use both now and in perpetuity the knowledge associated with the nature, purpose, and history of the physical assets within the scope of the Long Term Stewardship Program. This program will address the topics of knowledge capture, knowledge retention, knowledge re-use, and the emergence of a "knowledge continuum".

Provided fortune 500 level clients the analysis and planning needed to adopt enterprise wide collaborative management. Supported both consulting and sales organizations throughout the sales and initial implementation cycle. Authored the definitional paper on Collaborative Enterprise Management (CEM), the underlying business model supporting the VisionCompass software product. CEM combined the strengths of numeric performance management, and goal specific collaboration to implement and manage complex, interrelated business objectives at all levels of the organization.

Developed professional services methodologies for pre-sales and product implementation. Designed the Solution Enabling Framework program and methodology to support the development, capture, and reuse of knowledge about customer business management problems and how they could be addressed through the application of the VisionCompass product.

Responsible for scope and risk analysis and planning, development of specific presentations and demonstrations to relate the value of the VCI product and presentation of sales briefings at the highest organizational levels. Responsible for translating customer needs into consulting project plans and assessments. Participated in the development of sales strategies, qualification, and engagement management.

Served as the moderator of the Architectural Review Board and subject matter expert for performance management in the Telecommunications Industry

CALIAN, KANATA, ONTARIO CANADA 5/99 - 2/2000
DIRECTOR, KNOWLEDGE MANAGEMENT CONSULTING:

As both the manager and thought leader for this newly formed business unit, responsible for establishing Calian's Knowledge Consulting Practice. This included developing the associated methodologies, building the knowledge management sales and delivery team, and working directly with customers to develop and implement knowledge-based solutions. In addition, provided senior level support to Calian's Document Management Practice as Executive Project Manager for the Lockheed Martin Skunk Works conversion of F-117 technical documentation to SGML/XML for delivery as Interactive Electronic Technical Manuals (IETM).

THE NEWMAN GROUP, WEST RICHLAND, WA
INDEPENDENT CONSULTANT - DOCUMENTUM AT CISCO 2/98 - 9/98

Served as Project Manager, responsible for the deployment of custom extensions to Documentum's document management products to provide Cisco with advanced SGML based technologies. The applications were meant to improve Cisco's technical documentation, and the customer satisfaction ratings. This project presented two separate challenges, the first rooted in project and business process management, the second in the implementation of technology supporting knowledge management concept to improve customer satisfaction. When knowledge flows were analyzed, differences in corporate cultures were creating communication barriers between Documentum and Cisco, causing conflicting views of strategic and tactical direction. The solution was to identify the current project as just one in a series of projects that would be needed to implement the strategic directions and to establish a new set of business processes to support the on-going document design and analysis. In addition, a series of contracting vehicles were established aimed at bridging the cultural differences between the companies.

QUINTUS CORPORATION, FREMONT, CA 11/96 - 8/97
BUSINESS DEVELOPMENT CONSULTANT:

Served as a Sr. Project Manager for the deployment the Quintus CustomerQ line of software products use to implement help desk and in-bound call centers. Responsible for all phases of the customer engagement process from pre-sales support through operational turnover. Supported pre-sales activities, developed consulting agreements, statements of work, and project plans. During these engagements, conducted Joint Application Development (JAD) sessions, developed operational requirements, and authored both functional and design specifications. Application areas included customer support in nationwide industries such as banking, medicine, telecommunications, human services, and technical support

Participated in the development and improvement of internal processes within the Professional Services organization. Contributions included the conceptualization and initial implementation of the "consultant-on-call," a specialized service that supports third party contractors, field consultants, and customers performing advanced customization of the Quintus product line. Introduced improved standards for functional and design documentation and the use of compliance management tools. Introduced the concepts of knowledge management, through work with both customers and internal staff.

THE NEWMAN GROUP, WEST RICHLAND, WA
INDEPENDENT CONSULTANT - PACIFIC BELL TELEPHONE 7/96 - 11/96

Served as Project Manager for the implementation of the Advanced Intelligent Network infrastructure, the architectural backbone supporting the deployment of a wide range of planned telecommunications products. Responsible for correcting long standing problems resulting in perpetually missed deadlines and inability to reach closure. Through a core team of 10 sub-project managers directed efforts representing the full range of the PacBell operational spectrum. From a project management perspective, the problem appeared to be a case of classic scope creep imposed by a wide audience of constantly changing influential stakeholders, coupled with problems establishing functional baselines. However, when viewed from a business process and knowledge flow perspective, what he found was that the project was performing more as a technology driven process lacking strategic direction. When the knowledge flows for the decision to formalize the process objectives were analyzed and implemented, PacBell Management was able to reassess the business needs take corrective actions.

COGITO, INC., RICHLAND, WA 2/95 - 10/95
SR. PROJECT MANAGER - KNOWLEDGE LIBRARIES:

Co-authored several proposals for knowledge-based solutions for the nuclear power industry. Also served as Project Manager and Knowledge Analyst for the integration of the Hanford Tank Waste Remediation System requirements and pre-conceptual design. This project successfully demonstrated the use of Cogito's sentient technology to integrate these domains.

BOEING COMPUTER SERVICES OF RICHLAND, RICHLAND, WA 12/91 - 2/95
SENIOR INTEGRATION PROJECT MANAGER

Responsible for rescuing large cross-functional and multi-disciplinary projects at the Hanford Nuclear Facility. Projects included the Hanford Knowledge Library Implementation Project, the Hanford Information Management and Control Project, and The LABCORE laboratory information management program.

The Hanford Information Management and Control Project started as an exploration of new information management technologies for application at the Hanford Facility. Worked with the customers and stakeholders to reach a common set of project goals, and then restructured the project into what became the Hanford Knowledge Library Implementation Project. Within six months after reorganization, and with a 75% reduction in budget, the project delivered a unified architecture and implementation plan for the development of a knowledge library for the Hanford site.

When leadership of the LABCORE Program was assumed, it was a dysfunctional collection of several on-going projects with the loosely defined goal of implementing a multi-facility Laboratory Information Management System. Re-established program plans and regained the customer's confidence in the program and led the $13 million effort through the delivery of the first operational release on schedule and within budget.

Participated in the reorganization of the IRM Division from a functional to a process organization. Principal focus was on the definition of the structured process by which the project-specific management plan is developed and implemented. Several fundamental aspects of effective knowledge management were integrated into the revised project management process.

THE NEWMAN GROUP, HAYMARKET, VA
INDEPENDENT CONSULTANT - WHITE HOUSE COMMUNICATIONS AGENCY (WHCA) 5/90 - 4/91

Served as Client-Side Project Manager and agency representative for the implementation and deployment of an agency-wide inventory management system. To facilitate the deployment process, developed a PC prototype of the system that emulated the look, feel, and function of the projected mainframe product. Using the prototype was able to complete the design evaluations in less than one-half of the expected time. At the end-user's request, the prototype was placed in service as an inventory management tool until the mainframe system could be fielded. This gave the users over six months of hands-on training prior to full-scale deployment. In direct support of the deployment process, developed the data conversion plans for the conversion of the many diverse agency inventory management databases into the single corporate database.

MCDONNELL DOUGLAS - ELECTRONIC SYSTEMS COMPANY, RESTON, VA 1/84 - 4/90
PROJECT AND PROPOSAL MANAGER:

Managed several research and development projects involved in distributed computing, wide area networking, client/server architecture development, and commercial telecommunications network management. Personally responsible for the implementation of several innovative system implementation practices including the Structure Approach to Project Management (SAPM) Systems development, and the Customer Oriented Life Cycle Approach (COLA) for accelerated system acceptance testing.

Led the development of new business initiatives into the state government market. In doing so, developed business and marketing plans, authored proposals, and developed concepts for a statewide knowledge management system.

MCDONNELL DOUGLAS ASTRONAUTICS COMPANY, ARLINGTON, VA 11/79 - 12/83
SENIOR SPECIALIST

As a field service engineer and assistant site facilities manager at the Joint Cruise Missile Project Office, Arlington, Virginia, responsible for computer systems management and logistics coordination. Acted as technical advisor for matters ranging from system and application software to hardware configuration.