Ascension Health/St Vincent Healthcare
Project Manager responsible for the Consignment project recovery and management of business transformation and data conversion for consigned products.
• Identified the complete universe of consigned items in 11 St Vincent Hospitals across Indiana and established an approach to complete consignment agreements with the 33 distinct vendors, resulting in 97 Consignment agreements. These agreements covered 12,075 distinct item locations with over $13.7M in inventory valuation.
• Managed, the data creation and correction in Lawson to ensure the Lawson data matched both the physical inventory and the consignment agreements.
• Validated correct and complete conversion of Lawson Data to PeopleSoft. This required coordination with the Inventory Managers, Operations Directors, and the Data Stewards to eliminate the errors in the conversion files.
• Ensured all twenty two consignment storage locations throughout the St Vincent system met the Symphony Project requirements for product storage and labeling.
• Provided post deployment support to transition consignment responsibilities to full time staff and developed multiple job aids to support ongoing operation and accelerate knowledge transfer.
Managed the Phase 1 Discovery and Assessment for the enterprise wide transformation from ICD-9 to ICD-10 codes to meet regulatory requirements and deadlines. The Scope of effort included all departments in 35 separate hospital and clinic facilities within the Ministry Health Care system. The assessment included communications and training needs, as well as revisions to policies, procedures, workflows, 75 systems requiring remediation, Payer and provider contract revisions.
Developed the Phase 2 ICD-10 Readiness and go-live preparation roadmap and established an overall ICD-10 program that included Ministry Health Care, Affinity Health Systems, and Network Health Plan. Affinity and Ministry are healthcare providers and Network Health is their small group insurance provider organization.
Managed a data center strategy project to assess options to address the current shortage of data center space, consolidation of multiple data centers, and position the organization to support future computing needs.
Managed the Implementation of the ReDoc system to support treatment and assessment documentation of the Physical and occupational therapists and speech pathologists. And provide complete Horizontal integration of the Patient record across all ministry Healthcare Electronic Medical Record (EMR) systems.
Completed a variety of projects for the start-up of the first all digital charting and electronic medical record (EMR) hospital in the state of Wisconsin.
• Developed process models for all departments of the hospital and clinic to support new staff orientation, patient simulation prior to doors opening, and JCAHO accreditation. Processes were focused on the requirements and system workflow for the hospital systems.
• Managed the development of project plans and project charters for the Fiscal year 2006 projects. Representative projects included VISICU eICU, application integration, ED EMR system selection, and go-live command center
• Managed development of application downtime procedures for inpatient, clinic, ED, radiology, and Lab applications.
• Managed the definition, creation, operation, and metrics reporting of the go-live command center. The command center was established to provide high visibility priority user support for the Healthcare Information Technology (HCIT) systems following the opening of the new hospital facility.
Managed the order management team, for a Siebel 7.5.3 eMedical implementation and acted as liaison with the Oracle 11i manufacturing team to collect requirements for the integration of Siebel customizable products with Oracle model bill of material structures. Led efforts to develop the business requirements to integrate CRM and ERP functionality to provide over $90 million cost savings over 5 years by improving the sales forecasting process and the relationship to the manufacturing plan and schedule. By shifting to a forward-looking process, significant supply chain improvements and inventory cost savings were achieved.
Defined the infrastructure logical and physical architectures for technology and applications, backup and recovery, high availability, performance monitoring and turning, data purge and archive, reporting and application integration. Supervised the implementation of the Siebel interactive selling suite (ISS) quoting, order capture, and pricing capabilities for the customizable capital equipment, service parts, and consumable products for the call center, field sales, and field service users. Managed the global technical team for the data conversion, application integration, and infrastructure for global Siebel 7.5.3 eMedical deployment. .
Cancer Treatment Centers of America
Managed the selection of a Healthcare Information System (HCIS). The goal was to provide a centralized system to support four regional medical centers in three time zones. The system will replace several legacy systems with a single system. The initial goal was to select a vendor that most closely provided a single system to support Patient accounts, Inpatient, ambulatory, surgery, emergency department, critical care, radiology, radiation oncology, complex chemotherapy regimens, and outcomes analysis. The client primarily provides inpatient and outpatient medical and surgical oncology services.
• Collected and documented system requirements for all areas to be supported by the EMR system.
• Developed the request for proposal (RFP) used to obtain vendor bids and select the final vendor
• Developed scoring criteria and score sheets to tally the results of the evaluation team
• Transformed the manufacturing forecasting, planning, and scheduling process for a large volume jewelry manufacturer resulting in significant reductions of excess inventory. The typical ERP system can adjust the manufacturing forecast for historic seasonality for relatively stable items. The fashion industry is subject to sudden dramatic shifts in user demand due to multiple factors. The sales staff has better visibility into the shifting trends. Therefore, the process was modified by integrating front-office CRM processes with the back office ERP process to transform from a backward-looking history based forecast to a forward-looking sales projection based forecast by enabling Sales staff to influence the manufacturing forecast and plan by feeding projection data into the ERP process.
• Developed a long term IT strategy. The project assessed the current state of 20+ facilities. The client was preparing for a transition from a distributed IT management into a centralized shared services organization (SSO). The facilities were compared to each other to identify standards and gaps between facilities. Then, the facilities were compared to a three year projection of the state of IT across industries. The outcome was a list of recommended actionable projects to align individual facilities closer to standards and prepare the client for transition to the SSO and achieve the business benefits of implementing the strategy.
University of Chicago Medical Center:
Managed a Microsoft Active Directory 2008 (AD) and Exchange 2007 migration that:
• Facilitated business transformation within the IS department to combine three separate departmental groups into a single centralized organization
• Created new single “.edu” AD domain
• Planned account cleanup from the three existing domains into the new “.edu” domain
• Planned Migration of mail users from two separate Exchange 2003 systems
• Planned Application Migration for AD aware applications in each of the three domains
• Planned for coexistence of the new and old domains, key Microsoft infrastructure components (SMS 2003, System Center 2007, printing and file services), Exchange eail, and DNS.
Managed the upgrade of the GE centricity system for the Cardiac Catheterization Laboratory. This included all activities of planning, migration, validation, and transition to the new system. Cut-over was accomplished with minimal disruptions and no impact to scheduled or emergency procedures.
Collected the requirements and designed the Nurse On Call™ system to support nursing telephone triage.
Manufacturing – Mining Equipment
Managed the phase 1 global business acquisition technology integration. The client acquired a global manufacturer of products that extended the capabilities beyond mining to the transport, and crushing of materials removed as a result of mining operations for both surface and below-ground mining operations. The acquired company was independently operated by country, resulting in multiple source technologies to be migrated into the parent organizations Microsoft Active Directory and Exchange based environment. Source environments included a mix of Active Directory, and Novell environments and versions, multiple email platforms including Groupwise, Exchange 2003, and MDaemon.
Managed Phase 2 global business process and staff integration. While phase 1 focused on enabling technology integration into the parent company environment, Phase 2 focused on transferring employees into two primary legal entities, migrating multiple financial and ERP systems to SAP, shifting the product branding to reflect the the new merged entities.
Managed the selection of a global vendor to migrate over 5,000 employees globally from Novell Directory Services and Groupwise e-mail into Microsoft Active Directory 2008, SCCM, and Exchange 2007.
As part of the Siebel Center of Excellence, managed the development of unified global practices that enabled four distinct business units to coexist in a single Siebel CRM application. This required collection of requirements from each division and facilitating an adjudication process to develop cohesive shared requirements for the Siebel application. Managed the architecture, infrastructure, and enterprise application with 44 real-time and batch interfaces between legacy systems and Siebel 7.0; this implementation focused on trouble ticketing for customer service and support for four independent lines of business.
Financial Services Company
For a Siebel CRM project, acted in several roles, including technical project manager, infrastructure lead, and data team lead. The project provided Computer Integration (CTI) and call center automation. Led the technical team responsible for developing an enterprise application integration (EAI) solution that would allow data communication and sharing between the Siebel call-center, Genesys CTI system, FISERV, legacy applications Computer Network Technology’s Enterprise Access 2000, Constellar Hub, etc.
Managed the development of cross-sell and up-sell within the Siebel call center application. Based on customer demographics, products were selected as a “best bet” for cross-sell and up-sell activities and this data was loaded into the Siebel application.
Managed the requirements gathering, design, and development of a business-to-business portal using Siebel’s E Channel and eSales to enable distributors to obtain product information, troubleshooting, and orders order status via the web. Developed a long-term (three-year) vision for the application architecture between CRM, ERP, web, and legacy applications, linking these to business and IT strategies, customer and internal benefits, and key performance indicators. Developed the B2B portal and integrated it to the Siebel CRM and J.D. Edwards ERP systems.
Led the development of an integrated architecture to service the needs of all Siebel project activities, including development, testing, data conversion, training, and production systems. The systems were based on Sun Enterprise 10000 (E10K) computers; they included: designing high availability and disaster recovery with a fail-over site; integration via TIBCO middleware with multiple legacy applications such as Code 1 Plus for address cleansing, Vertex for tax calculation and miscellaneous client built applications; and managing the infrastructure design and deployment for the upgrade to the Siebel 7.0 pre-beta release.
Consumer Business - Marketing Project Management
Steve assisted the Marketing Department to establish a Project Management office by contributing to the development and implementation of standards, tools, and templates customized from the Project Management Institute (PMI) to fit within a creative development environment.
Establishing a PMO in a marketing organization presents a special set of challenges that call for a creative approach to establish the PMO. The approach was developed based on a deep understanding of project management principals and the experience to strike a balance between the prescribed project management methods (e.g. the full PMI approach) and avoiding processes that would interrupt creative development. Steve provided program management for all channels of marketing for the brand, including national and regional TV, Radio, Print, on premise, off premise advertisements, sports & alliances, promotions, and cross merchandising. As a result of establishing the Marketing PMO, the client achieved:
• Increased consistency of consumer messaging due to coordination of marketing activities across all channels
• Accelerated introduction of new products
• Improved consistency of project status reporting
• Sales growth nationwide, including previously declining regional markets
Managed the Executive Committee’s (EXCOM) and Board of Directors’ First priority mission critical program to revitalize marketing for their major brand. This single brand represented over 60% of the firm’s total revenue. In this role, Steve worked closely with the Chief Marketing Officer, Chief Executive Officer, Vice president for the Brand, and the Brand Managers.
Managed projects within the EXCOM’s first priority program included:
• TV :15’s & :30’s multiple 15 and 30 second spots (Thinker, Break from the Crowd, Brewing Trophies, Ordering Trophies, MTL)
• Radio, Print, other out of home
• Hispanic Marketing
• Integrated Marketing
• 2007 Summer Promotions (Jeep give-away, Cross Merchandising )
• Sports & Alliances
• 2007 Football and Holiday Packaging & Promotions
• 2008, Spring and Summer Promotions
• Product Package, Graphics, and Logo Redesign
• Bottle Redesign
• Visual Identity (Venue Signage, Concessions, Sports Stadiums, Fairgrounds, merchandising, Point of Sale, Uniforms, Trucks, etc.)
• Product Line Extension
• Qualitative Testing
• Quantitative Testing
• Must grow Markets
• Market Plus Ups
• Budget analysis & re-allocation
• Local Market Promotions
• Brand Planning
Managed multiple projects in the Marketing Department to include:
• New Product development with joint venture partners
• Local Markets
• Team collaboration tools (SharePoint)
• Marketing Information Security
Direct Mail Marketing
Designed an application to collect nation-wide customer and regional demographic information for the purposes of developing targeted marketing materials for consumers of automotive supplies and services. The application supported definition of marketing campaigns based on target demographics of individual persons and/or geographic region. The system allowed dealer opt in/out of a campaign which also adjusted the targeted selection of marketing candidates. Once the specific target individuals were selected via the selection algorithm, marketing literature with individual specific content were printed electronically. The system would select the paper, offers, and literature content based on the demographic information of the individual person.
Managed the Agent Usability project to address usability issues in deployed web applications to support the quoting and proposing group medical coverage to small group clients. In this role, Steve engaged a third party provider of usability assessment, design, and testing firm to redefine the application user interface and to perform a usability assessment of the design prototype.
Managed a data management assessment for an insurance provider. Defined approach for archiving data in accordance with data retention regulations. Managed the business case development and cost-benefit assessment for the data management project. Coordinated process changes to support data management with the user community
Managed the performance tuning of the client’s recently upgraded Siebel customer relationship management system. Coordinated performance testing activities and adjusted test transaction mix to more closely match production user activity. Analyzed performance test results to identify areas to focus performance tuning efforts. Coordinated the activities of the web, database, network, and systems administrators to ensure manageable application of performance tuning changes
Managed the design, requirements gathering, and development of a centralized rating system to replace 18 separate product rating engines to support quoting across all product lines. Reduced the time to complete a rate change. Mentored client staff in project management, application analysis and design, and Oracle software development
Software Company - CTT
Designed and developed a Computer Aided Software Engineering tool to support data and process modeling following the IDEF methodology. The system was base on Object Oriented design and development techniques.
Designed and developed a system to allow individuals and dealerships to list vehicles for sale, and make this available to the public to search listings of new and used vehicles on line via the World Wide Web
United States Army
Managed the Development of the Standard Army Training System (SATS). This effort included the development of an application to convert Mission Training Plans (MTP) from word perfect files and automatically load the data in DBASE compatible database files for use in the SATS system. This system was deployed to over 10,000 global users with only one reported defect over the first year of operation
Developed process and data models for the Army Training Information Management Program. The process and data models were used to map the functionality of nearly 50 systems being used to support training information management. As a result nearly half of the individual systems were able to be eliminated, thereby saving over $40 Million annually.
Developed Computer based training (CBT) applications for GRiD Systems computer applications to include Spreadsheets, Graphics, Word Processing, File Management, and general computer usage. When Steve assumed responsibility for development, the project was 9 months behind schedule and the first training application had not been delivered. After identifying multiple coding issues, reeducated the development team to identify and resolve the common problems. Seeing further opportunity for efficiencies, Steve developed an authoring system for use in the CBT that eliminated up to 80% of the custom coding. As a result of the developer training, and authoring system, within 60 days, the project was back on schedule. The final training application was delivered 30 days ahead of schedule.
United States Marine Corps
System Engineer for the Intelligence Analysis Center (IAC) for the manufacturing and testing of the IAC. During the manufacturing and testing process the system was tested in accordance with military standards for:
• Environmental testing
• Electromagnetic compatibility (radiated emissions and radiated susceptibility)
• Automation systems testing
• TEMPEST Test
U. S. Marine Corps
Provided technical support to the Marine Corps as an on-site technical representative at Camp Pendleton Marine Corp Tactical Systems Support Activity.