Candidates About

                     

                Joe Halligan, PMP, CSM                                                                                                      

Director l Senior Program/Project Manager l System Engineering Expert

 

Senior Project Manager / PMP/CSM Certified Professional with extensive, diverse experience in managing large complex projects, multiple smaller projects with PPM and MS Project scheduling and Power BI reporting. Demonstrated record of success in implementing and deploying Innovation Management, Portfolio/Program/Project management, Cost-Budget-Schedule-Staffing, Business Process Engineering, Workflow Automation, Big Data using MS Power BI; SOX, Clinger Cohan Act, FDA Governance. Successfully integrated Master Plan/Schedule, Expertise and knowledge in standing-up PMO and staffing at US Department of Defense (Project Budgets: U.S. Army – $140 million and L-3 COMMUNICATIONS - $2.9 Billion), and the industrial complex, including Banking, Health Care, Pharmaceutical, Manufacturing, Communications, Chemical and Airline, using Enterprise Project Management (EPM), MS Project Server 2010, 2013 and 2016. Configure, administer and customize MS EPM/Project Online instances. Develop custom contents (reports & workflows) and use AGILE’S JIRA methodology.

 

Expertise in developing, deploying and configuring complex projects, including Microsoft Windows 10/EDGE, SQL Server, ETL, SSIS, SSRS, SSAS, Windows, SharePoint, Enterprise and Project Web Applications, Infrastructure deployments and upgrades, Voice over Internet Protocol (VOIP), Biometric Identification, Disaster Recovery Planning and Infrastructure Operation, Consolidation and Services: IaaS, SaaS, PaaS in Cloud/Azure configurations, Deploying Windows 10: Automating deployment by using System Center Configuration Manager, SCCM. ITIL service methodology (ITSM), Business Process Analysis, Planning and Integration. Management of cost and budgeting responsibility required in all projects. All projects required application software development utilizing SDLC methodologies. Since 2000 all projects have been controlled using MS Enterprise Project Management tools.

Skills Profile                                                                          ·        Enterprise Portfolio Planning ·        Enterprise Project Management ·        Earned Value Management ·        Cost & Budget forecasting and tracking ·        Business Process Management ·        Business Performance Collaboration ·        Project Management ·        Program Management ·        Contract Management ·        Security, Audit Management

Tools Profile ·        SharePoint Server 2016 ·        MS Project/Portfolio/EPM/ Server 2016 ·        Microsoft Office Suite 2016/Office 365 ·        Capital Planning and Investment Control (CPIC) ·        ACEIT- IT Parametric Cost Modeling Tool ·        SEER-  IT Parametric Cost Modeling Tool ·        Team Foundation Server/Visual-Studio ·        Power BI (Business Intelligence/Big Data) ·        AGILE’S JIRA. Methodology ·        Nova Mind Map 5 – Mind Mapping

 

 

Knowledge Areas

SMI310 Implementation Projects with SAP Solution Manager Training Certificate

Army Working Capital Fund (AWCF) Resource Manager’s Training Certificate.

ACEIT (Automated Cost Estimating Integrated Tools) Training Certificate

SEER project estimating, analysis, planning and tracking software and IT infrastructure Training Certificate

Earned Value Management Training Certificate

ITILv3 process-guidelines to match different aspects of IT service management (ITSM) training

Security+ IT infrastructure cybersecurity features configuration management training

 

Certifications

Project Management Professional (PMP®)

Project Management Institute, Certification number: 1549227

 

Microsoft® Certified Technology Specialist (MCTS), MS Project Server; Architecting, Installing, Configuring and Administering, Microsoft Corp., Certification Number: D692-6661

 

Certified Knowledge Engineer (CKE); Business Process Automation, Machine Learning, Artificial Intelligence, Intelligent workflows, Rule Based Systems. International Association of Knowledge Engineers, Certification Number: 94122D

Certified Scrum Master (CSM)

Scrum Alliance, Certification ID: 000701470

 

 

 

Education

B.S., Finance / Mathematics, LaSalle University, Philadelphia, PA

 

Security Clearance:

Active DoD “Secret” 06/2018

Active DHS “Public Trust” 2/2022

 

Experience Summary:

 

Trac Intermodal Corp. / Perennial Resources International

IT Infrastructure Project Manager (February 2018 – Present)

Built Project schedules in MS Project Server for 63 infrastructure projects. Trained Project Managers how to use Project Web Access for project control. Managed integration of an acquired company’s communication/applications into Trac’s communication/application networks.

 

CIBER Inc. /ISC, Inc.

Senior IT Project Specialist (PDMA) (January 2017 – December 2017)

Data Center recovery as result of Hurricane IRMA inundating datacenters. Deployed WIN 10 update, cooperating with Ernst and Young to inundated centers. Skilled in Grant Manager and grants process. Assist FEMA management in the following, but not limited to: the Creation and Maintenance of  Database Systems; File Migration, Information Management, and Document Review; Development of  Data Reports, Reporting Tools, and Data Analysis Documents (Excel Management & Pivot Tables); Power BI (Big Data). Project Schedules and develop EVM Plans, SharePoint and Programmatic System Development; Create, maintain, and act as the troubleshoot liaison for Region SharePoint tracker(s) to support the components that are being consolidated, organized, and streamlined into the Recovery Division. Tracking the actions associated with processing communications received via the Communications Log. Act as the technical support specialist amongst system users on Communications Tracker Management System. Development of training materials  (interactive user trainings) and associated job aides to support the new tools/technologies and the end  user functionality of the Case Management System, SharePoint Database, access and Communications, project management..

 

ESPM Inc.

PPM/EPM Sr. Program Manager (December 2015 – January 2017)

Architect installation of SQL Server 2016/Reporting Server/SharePoint 2016/Project Server 2016/Office 365 EPM/Team Foundation Server and Visual Studio.

Align spending with business strategy. Adopting structured techniques for defining, prioritizing, and communicating business imperatives, and consistently evaluating each competing initiative that contributes to strategic priorities.

Adopting a structured portfolio selection process helps organizations accomplish the following:

 Define and communicate the business strategy: Publish mission statements and high-level strategic objectives. Break down strategy into actionable, measurable, and unique business drivers. Define and effectively communicate business strategy to provide a blueprint that organizational departments can understood and implement.

 Drive executive consensus around business driver priorities: Objectively prioritizing the business strategy and driving executive consensus can help organization more effectively assess competing initiatives and select the optimal portfolio.

 Objectively prioritize competing projects from multiple dimensions: Prioritizing projects by using a variety of value measurements—for example, strategic value, financial value, and risk—provides a framework for assessing requests from multiple dimensions and for creating a common currency with which to make comparisons.

 Identify the optimal portfolio under varying budget and portfolio constraints: Additional variables, such as inter-project dependencies and regulatory requirements, can further compound the problem, creating a challenge in effectively modeling scenarios that will help identify the right projects for an organization to undertake.

 Effectively communicate tradeoffs: Budget, available resources, dependencies, pet projects, and compliance requirements can potentially affect the overall value of selected project portfolios.

 Maximize resource utilization: Using capacity planning techniques, reschedule projects based on resource availability and model headcount scenarios—for example hiring versus outsourcing—to maximize resource utilization and identify the optimal release roadmap.

 

AASKI Technologies

Microsoft Program Manager/ SCRUM Master (July 2015 – November 2015)

Aberdeen, MD

Financial and Budgeting applications made up major Project Management work activities. Projects required software development utilizing SDLC methodologies; Agile and Waterfall. Project Server, Team Foundation Server, Visual Studio, Agile/SCRUM are used in management of development projects for US Army. As Program Scrum Master, I managed development of High Level Requirements and Technical Requirements for development or upgrade of software. Personally installed SQL Server 2012/Reporting Server/SharePoint 2013/Project Server 2013/Office365 EPM/Team Foundation Server followed by PM training in use, EVM and scheduling and control of projects.

 

 

SAP, America, INC.

Sr. IT Infrastructure Project Manager (August 2014 – June 2015)

Newtown Square, PA

v  Globally responsible for geographic placement, provider selection process, build-out, upgrade, consolidation and monitoring of infrastructure and IaaS platform readiness of data centers for use in transitioning of SAP on premise customers to SAP/Azure cloud offerings.

v  Chartered with :
Manage complete project life-cycle; Initiating through Closing - manage stakeholder identification, requirements gathering, specification and scope development, integrate project plan components, direct execution, drive communications, manage risk and quality, manage project resources and budget, conduct project review sessions, oversee project closing and incorporate project-derived learning into technical and project management knowledge assets

v  Globally responsible for geographic placement, provider selection process, build-out, infrastructure and IaaS platform readiness of data centers for use in transitioning of SAP on premise customers to SAP cloud offerings.
Chartered with :
• Aligning data center investments with critical business requirements via direct customer facing interaction with both public and private sector business units and customers, including international aerospace and DoD entities
• Development of efficient processes fostering the adoption of new technology
• Improved efficiencies relating to capital expenditures and use of resources
• Improved energy utilization via optimal technology and capacity choices
• Directly involved in the development of potential revenue vs. cost business cases for placement of SAP Partner and SAP Collocate data centers.
• Executed alignment and deployment of Data Center technologies, Security, Audit and services for cloud enablement of SAP Hana Enterprise Cloud and SAP SaaS products sets.
• Currently managing 6 SAP Cloud DC build-outs located in the Americas, EMEA and Asia Pacific.

Top Skills:

·   IT Infrastructure Administration

·   IT Project Management

·   Budget, Risk, Security, Audit and Quality Management

v  Personally installed SQL Server 2012/Reporting Server/SharePoint 2013/Project Server 2013 in CLOUD followed by PM training in use, EVM and scheduling and control of projects.

 

IBM (September 2013 to August 2014)

Director of Infrastructure Services

Manage cost, budget, schedule and staff planning, and operation of Government Data & COOP/Disaster Recovery Centers including building structural modifications., Logistics Modernization Program (LMP), U.S. Army, Ft. Monmouth, N.J. Provided MS EPM solution.

Develop & deploy infrastructure services that improve SAP software performance, efficiency, value, availability, and scalability. The role is responsible for directing operations staff for a large group of facilities for all aspects of customer service, including support, investigation and resolution of highly complex matters of significance. Establish business development guidelines and strategies in compliance with policies and procedures.  This oversight and responsibilities encompass Communications, Information Assurance, Network Operations, Infrastructure Monitoring, Service Desk Operations, Server Administration, Data Center Operations, Quality Assurance, IT infrastructure security features configuration management, Portal and Web Applications, and Wintel Citrix. Additionally, through knowledge transfer transitioned management of infrastructure from cloud vendor to Department of Defense personnel.

 

CELGENE (May 2013 to September 2013)                                                                                                                                                       

Senior Project Manager Advisor to PMO Director/Enterprise Project Management Consultant

Oversee project portfolios using portfolio selection and integrated master schedules. Mentor project managers, dynamic scheduling, and Resource loading with updating of project % complete. Architect, Configure, Install and Administer MS Project Server 2010. Use UMT Project Essentials, for costing and workflow development in the pharmaceutical domain.

 

TD BANK (January 2013 to April 2013)                                                                                                                     

Technical Project Manager

Managed Packaging of a prototype Windows 7 for deployment to branch locations.

 

Merck Pharmaceutical - Manufacturing (June 2012 to December 2012)

Senior Project Manager Advisor to PMO Director /Enterprise Project Management Consultant

Oversaw project portfolios using portfolio selection and integrated master schedules. Mentored project managers, dynamic scheduling, resource loading and updating of project % complete. Architected and administered MS Project Server 2010. UMT Project Essentials (UMT360) was used for costing and workflow development in the pharmaceutical manufacturing domain. Integrate Project Server with SAP.

 

CACI - Office of the Secretary of Defense, Chief Information Officer, Pentagon (Mar 2009 to May 2012)

PMO Manager/Senior Project Manager

Implemented and administered MS Enterprise Project Management (MS Project Server 2010) used by Project Managers, IT engineering team to support Pentagon’s infrastructure projects. Agile/SCRUM Master APP Development.

·         Installed WINDOWS 2008 R2, Hyper-V, MS WINDOWS 2008 R2 on virtual machine.

·         Installed MS SQL 2008 Standard with Analytical Services and Reporting Services

·         Installed MS SharePoint 2010 Enterprise Edition and configured  MS Project Server 2010

·         Installed and configured MS Report Pack 2 using SQL Report Builder 3

·         Moved Microsoft Report Pack II, written by MS Consultant Engineers, from PS 2007 to 2010, which required creation of custom fields in Project Server. These fields automatically mapped to SQL databases. Using Report Builder 3, I created reports, modified SQL Queries and provided reporting against Project Server project data. The reports were then mapped against SharePoint navigation available to the Project Server Quick Launch menu for execution by any Project Server user. Selected reports were mapped to a SharePoint portal allowing access by the more general community.

·         Administered Project Server, building Resource Breakdown Structure, Custom Fields, Security Groups 

·         Managed deployment from WINXP to WIN7 on 18,700 workstations

·         Tracked execution of Program Management Office (PMO) projects

·         Led Capital Planning and Investment Control Implementation design

·         Led Workflow Automation of Governance processes enforcing CPIC in project execution

·         Led design of processes in Innovation Management, Portfolio Management, Project Management, Application Development Management, Operations & Maintenance of infrastructure assets and Asset retirement plans (ITSM)

·         Reported Project Earned Value on all in-flight projects, Waterfall and Agile/SCRUM Master APP Development

 

U.S. Air Force - Contract (June 2008 to Feb 2009)

Program Manager

Central point of contact for Alaska Land Mobile Radio (ALMR) Project, Elmendorf AFB, Alaska, and Program Management Office (PMO) Support Contractor selecting project/program portfolios best aligned with mission/business strategies

·         Developed an Economic Viability Analysis (EA) to examine alternatives: 1) Continue communication network partnership on a cost shared basis, or 2) dismantling network into discretely owned and operated systems by each partner  

·         Independent Validation for Cost Reasonableness (IVCR) 

 

L-3 Communications (Sept 2007 to May 2008)

Cost and Budget Manager

Managed cost, budget, schedule and staff (WBS) planning and execution of Government Program Management Office (PMO), Logistics Modernization Program (LMP), U.S. Army, at Fort Monmouth, NJ. A $2.9B program implementing ERP (SAP) Army wide into four manufacturing commands; Computers and Electronics (CECOM), Tank Automotive & Armaments Command (TACOM), Aircraft and Missiles (AMCOM), Joint Munitions & Lethality (JM&LC). Saved $15M by eliminating an overstatement of new requirements. Provided CPIC support including OMB 300 reporting.

·         Developed project Plan, Schedule and Life Cycle Cost Estimate for SAP implementation and required Infrastructure.

·         Evaluated “Roadmaps” SAP (AM, MRP, QM, HR/HCM, PC, CRM, PM, PP, SNP/SRM, FI, CO, MM, SD, WM, MRO, ISU-EDM, ISU-CCS, PP/DS, BW/BI, WF, PS) and exported ASAP “Roadmaps” to MS Project to leverage full functionality of MS Enterprise Project Management Solution

·         Developed and automated Engineering Change Process to estimate level of effort and cost of software changes for infrastructure change requests

·         Measured cost performance of implemented business solutions and infrastructure

·         Recommended PMO automation thru deployment and administration of MS Enterprise Project Management Solution, - MS Project Professional 2007 - MS Project Server 2007 - MS Portfolio Server 2007 and SharePoint Server 2007

 

U.S. Army – Contract (May 2002 to June 2007)

Program Control Officer

Engaged by USPACOM to direct/control Pacific Land Mobile Radio Project, Ft. Shafter, Hawaii / Alaska Land Mobile Radio Project, Elmendorf AFB, Alaska. Set up and operated Program Management Office (PMO) to deploy a trunked, VOIP, LMR communication system consisting of 124 project sites and construction of communication towers, including Tripler Army Medical Center, spanning 5 years and consuming $140M. Cost and scheduled resource pool of 2 Program Managers and 40 - 60 IT and construction professionals. 

 

Project Planning Support

Developed and maintained overall program management plan and associated project plans using Enterprise Project Management System

 

Effective Decision Support

Expanded Decision Support Activities to all Services, DoD Agencies and Local governments associated with Program

 

Project Funding Support

Developed funding requirements for projects and cash flow phasing by cost center; determined funding shortfalls based on plans and requirements; managed Firm Fixed Contract

 

Computer Sciences Corporation (Feb 2000 to Mar 2002)

Program Manager

Recruited to serve the Director General, Saudi Arabia National Information Center, Ministry of Interior. Reviewed and optimized business processes and oversaw software development and infrastructure deployment.  “National Security Identification System” consisted of researching and implementing identification technologies; retinal scan, finger print and signature scan at country entry points. Effort was two years in duration with a budget of $50M and 250 resources.

·         Conducted image transmission simulation to determine load on server clusters and identify needed changes.

·         Designed, developed and deployed a passport/visa Identification system that produce printed “smart cards” with digitally captured photos, signature, fingerprint and retinal scan with identifying profiles

·         Designed, implemented, installed and administered Enterprise Project Management and Earned Value Management (EVM) used to bring project in on-time and on-budget

·         Developed and managed helpdesk technical support

·         Managed and supported staff of 250 technical engineers and Project Managers.

 

TRW (June 1998 to Feb 2000)

Program Manager

Engaged to assist CIO’s of Delta Airlines, Pratt and Whitney (ERP), and Dulles/Reagan National Airport Authority develop Y2K compliance system failure contingency plans.

·         Executed Business and Manufacturing Process mapping & Impact Analysis Modeling to determine processes that contributed most significantly to the company’s business objectives

·         Led TRW’s 50-member team in facilitation of a problem free Year 2000 rollover

·         Negotiated Service Level Agreements to maintain high service levels and increase customer satisfaction

·         Defined basis for improving business processes, increasing productivity and saving ~5M over 5 years

·         Developed IT disaster recovery plans

 

AT&T/PEROT (June 1996 to May1998)

Senior Management Consultant/Project Manager

Engaged to manage integrated project teams and execute on a range of projects. Entire development life cycle was used to support and improve AT&T’s billing and fulfillment system.

·         Operated in a matrix organization, providing strict compliance and accountability to task activities in MS Project schedules and audited requirements using trace matrices

·         Implemented project management that led to reduction in cost per development cycle saving $2M by reducing quarterly solution cycle by 1,500 person days, and provided higher quality solutions which required fewer man-hours of production support saving ~$150,000 annually.

 

HMSA Blue Cross and Blue Shield of Hawaii (Nov 1991 to May 1996)

Project Manager/Business Systems Analyst

Hired to implement PMO. Responsible for a 250-member project team supporting the claims systems of Blue Cross, Blue Shield and the Federal MEDICARE and MEDICAID systems Maintained strict compliance and accountability to project schedules, using MS Project. Audited requirements using trace matrices.