ࡱ> #` :bjbj5G5G .W-W-CN2...8.D:/tzh//(//////yyyyyyy$+|h~Zzi9//99z//}z>>>9//y>9y>>p+y// cd.;v6yz0zv~<h~ly~y4/2 >46K///zzo>X///z9999'z.Dz. Patricia K. Vaia, PMP 523 Vaia Lane Export, PA 15632 Email: avaia_348@comcast.net Cell Phone: (724) 244-9128 ____________________________________________________________________________________ SUMMARY A certified, result oriented project manager with over 20 years experience in global projects, process optimization, cutting edge process development, IT, and SCM in higher education (Universities), high-tech, manufacturing, and health care industries. Excellent leadership, team building, six sigma, ISO, and TQM (Total Quality Management) skills for system, web, and non-system project development and implementations. Project Management Institute presentations include Business Process Reengineering and Defining Goals in the Healthcare Industry. Effective communication skills for developing and achieving global and strategic objectives in vertical and horizontal organizations with expertise in: Project Management System Development & Implementations including Web and Data Warehousing System Design Life Cycle (SDLC) Product Life Cycle Development Process Optimization/Reengineering Telehealth, SCM (Supply Chain Management), AR, AP, and PP Sr. Executives comments extracted from letters of recommendations include: - Sophisticated project management skills - A consummate project manager - Never-say-die work ethic coupled with her skills as a facilitator and mentor nicely compliments her technical project management skills - Very quick study to acquire new skills and knowledge - Ability to gain consensus across varied interests - Easy to recommend for building teams and consensus - Knowledge of business processes, particularly supply chain management, is board and deep - Strong project management, contract development, process mapping/documentation skills EXPERIENCE Highmark Inc. Fifth Avenue Place Pittsburgh, PA 15222 PM Consultant IBO & Project Oversight Process Reengineering & PMO July November 2006 Identified and implemented Culture Change and process improvements to Highmarks New Product Speed to Market (STM) timeline through facilitating a team of VPs, Directors & Managers. The virtual team included Information Systems, Product Development & Marketing, and Operations, Legal, Underwriting, etc. groups that identified process improvements through examining current practices and generating alternatives to shorten new product introduction time frames. Facilitated the STM team to produce Highmarks: Definition of a New Product Product Categories & Sub-categories with sample products Business Case Checklist Business Case Brainstorming Session Brainstorming Session Organization Chart Template Business Case Brainstorming Checklist Business Case Cross-Functional Flow Chart & Process Guidelines for Business Case Estimating & process refinements Three New Product Time Buckets with Characteristics & Guidelines <=/90 Days; >90 Days/<= 180 Days; >180 Days Constraints to Bringing All New Products to Market in <= 90 Days Disadvantages to As Fast as Possible 18 Major Out of Scope Process Improvement Recommendations Product Listing with short descriptions of each product which was adopted by Highmarks Human Resources to include in their Orientation efforts STM team grew from initial 12 members to 33 members, incorporating a cross-functional team that led to HM long term Strategic Initiatives embracing the STM deliverables. Developed Culture Changing recommendations that extended beyond the purview of the cross-functional team for presentation to the Sr. Executive Management level for consideration and implementation. Provided feedback and change recommendations to Highmarks Strategic Information Systems Plan (SISP) Best Practice review group and PMO organizational efforts. Provided feedback recommendations to the Highmark Guiding Coalition Group on the HighRUP process improvement implementation efforts. TrueBaseline Corporation (Venture Capital Software Co.) Forest Hills, Pittsburgh, PA Project Manager PM Consultant to CTO January 2006 June 2006 (20-30/hrs week) Established project management practices and facilitated a virtual Service Oriented Architecture (SOA) design and development software team in preparation for a successful introduction of SOAComply - Alpha Version - by July 06. Assisted TrueBaselines CTO in developing the product requirements design document. Developed communications guidelines for the team. Sourced and hired ten project programmers with design experience in C#, C++, WinForms, web service and GUI. Supervised a technical writer in documentation efforts to bring closure to the EPAware phase and establish the EPPartner phase documentation of SOAComply by July 06. IBM West Chester, PA Consulting Division Business Process Reengineering Lead Requirements Traceability Matrix Lead Deputy Program Manager - Substitute Consultant April 2005 October 2005 Facilitated efforts with the Defense Supply Center of Philadelphia (DSCP) to identify the diversified food processes currently in place at the US Army, Navy, Marine Corps, Air Force, and Military Sealift Command (MSC) Food Services Headquarters, bases, dining facilities, theater (deployments) and vessels for both CONUS (state-side) and OCONUS (overseas) environments. Identified and recommended industry best practices to implement one, common Services standard for food ordering, inventory practices through production, receiving and back office processes. Guided the process reengineering side of the implementation of Horizons OneSource COTS (commercial off the shelf) product. Managed the efforts of personnel responsible for the Requirements Traceability Matrix (RTM) using the IBM Proposal, Exhibit A as the project baseline, the implementation of RequisitePro and updates to the RTM. Facilitated & managed BPR Hot Topics with DSCP, IBM and Services representatives Facilitated IBMs review of the customers Priority 1 Detailed Requirements Documents which identified 50 new, proposed requirements and the need for IBM to clarify their Proposal (contract) position on requirements. Developed and managed project best practices including: Gap Analysis Process and Form Requirements Management Plan Requirements Traceability Matrix Detailed Requirements Submittal Process and Form Business Process Flow Chart Standards Presentations and Summary documents Guided the DSCP BPR Lead in requesting information and working with the Services Attended the DSCP Food Conference and subsequent CFMS meetings with 06 Service personnel Provide guidance to the Training, Communications, Change Management Leads Developed the BPR organization vision for Design & Solution Phase of the project, interviewed and made staff recommendations to the CFMS Program Manager & Deputy PM for the Operations & BPR Group. ANH Refractories Inc. Product Supply Group, Corporate Office Project Manager, Process Re-Engineering July 2004 December 2004 Consultant Supply Chain Management Identify and communicate potential business process changes, organize and facilitate Directors & Level I Management meetings for discussion and consensus on "to-be" Best Practices. Guide implementation including Change Management requirements relative to the overall corporate business processes and the existing ERP MFG/Pro upgrade project including: Resale Purchasing including drop shipments to customers AP Receiving/Invoice Approval process Develop, obtain Directors & Level I Managers' agreement to implement an approval process for creating a new "site" in the MFG/Pro upgrade Lead the successful standardization of a "lot/serial" number schema for all products produced by ANH manufacturing plants Identify the supply chain owner for each process - Consignments, Sub-contractors, and Fabricators and facilitate process reengineering for each key process Facilitate business Inventory Management process development for plant warehouses Observe the MFG/PRO upgrade project, document and submit to the Director concerns and recommendations Document the plants' shipping "as-is," conduct a gap analysis with the Tra/X bolt-on being developed for the MFG/PRO upgrade, and submit to the Director concerns and recommendations Acted as a corporate observer in the company wide physical inventory with the responsibility of a monolithic plant University of Pittsburgh Medical Center (UPMC) ISD Special Projects DOD Congressional Fundings with the USAF Project Manager November 2003 June 2004 11/03-6/04 In a virtual project team environment, analyzed the six existing Telepathology sub-projects and Pediatric Tele-Echo project, identified present position, risks, and mitigated risks to re-vitalize the projects with the USAF while facilitating the virtual teams. Established project standards, guidelines, documents, led issues resolution and infused team members to successfully deliver Telepathology Static Imaging v1.1 & v1.2 per the DOD DITSCAP Security process crossing Air Force MAJCOMs between Keesler AFB, Biloxi, MS and Eglin AFB, Fort Walton Beach, FL. Successfully revitalized the Pediatric Tele-Echo project between Keesler AFB, Biloxi, MS, Eglin AFB, Ft. Walton Beach, FL and Pensacola Navy Medical Center, Pensacola, FL. Guided the Air Force in identifying the Operation Instructions required to implement the Telehealth processes Wrote Operation Instructions drafts for the Air Force Base which included how to conduct a Telehealth consult Guided the development of Operation Instructions with UPMC-DSI (Software owners) Obtained buy-in from all parties on present and on-going Help Desk procedures Guided the Institutional Review Board (IRB) sub-project processes for exempt studies Developed and wrote the UPMC and USAF Configuration Change Control Board process and documents Wrote and implemented Project Change Control procedures, MS Project plans Established and implemented the UPMC Program Management Office (PMO) DOD Security Clearance Procedure Established a cochlear implant team that included the 3 FDA approved competitors to work with UPMC and the AF in identifying a common box approach to permit physicians at implant centers to globally access, monitor and adjust their patients implants regardless of the patients location. Wrote Broad Agency Announcement (BAA), Bio sketches, and budget estimates for submittal to USAMRRA (US Army Medical Research Acquisition Activity) for: Teleaudiology Simulation and Training initiatives using the WISER mannequin o Simulation Training Center o Nursing Injury Prevention Program Education initiatives for Nursing Leadership Training Program Nursing Magnet Program startup University of Pittsburgh, Pittsburgh PA Purchasing Department (Supplier Management, Purchasing Services, Payment Processing, Information Management) Consulting Manager - SCM February 2003 July 2003 Managed the process reengineering project, including project plan and charter to develop, pilot, and implement a new, Best in Class acquisition procurement methodology for the University of Pittsburgh community forecasted to generate savings of $5.6 million a year. Project result was a: 6 Phase Life Cycle of an Acquisition with tools, techniques and a dynamic process methodology for products and services Trained the project team in developing plug-and-play tools for internal and external staff Conducted internal and external staff interviews to collect as-is and what-if scenarios Guided the web search for best practice samplings from Universities and industry Used by the Director Purchasing and Payment Processing, and Vice Chancellor of Budget & Control Established the Document Control System for forms, tools, and process documentation Trained the Purchasing Manager on conducting successful kickoff meetings for phase by phase implementation of the process to external and internal staff Lead Work Breakdown Structure (WBS) investigation Cultivated process ownership during the project Developed a SOP template and the Acquisition Manual template Developed the Purchasing & Payment Processing Departments Transition to a World Class Organization document for presentation to the Chancellor and Vice Chancellor of Budget & Control. Context justified a major FY04 reorganization of Supplier Management, Purchasing Services, Payment Processing, Information Management and the infusion of higher level professionals valued at ~$225K/year. GlaxoSmithKline Consumer Healthcare of NA OTC Division Pittsburgh, PA IT Business Information Consultant September 2002 December 2002 Developed and implemented; Project Change Control for PRISM upgrade efforts Production Environment Change Control for PRISM Documentation Change Control to obtain FDA system validation certification Developed System Security and Contract Manufacturing SOPs and test cases Genesis Health Ventures, Inc. - Kennett Square, PA Skilled Nursing Facilities Division Business Services Consultant July 2001 March 2002 Project planning, target and interim vision development, process reengineering including technical requirements, organizational restructuring, and documentation using Provision Workbench, MS Projects, and PowerPoint to reengineer the SNF (skilled nursing facilities) and business office operations across five operating regions within the Eastern US (15 states and +350 SNF). Developed and gain consensus on Billing, Cash Applications, Collections, and Change Management recommendations for interim and target vision by interfacing with all levels and departments corporate, regional, and SNF resulting in Efficient methods for data collection and utilization, organizational restructuring, AR enhancements, and outsourcing to improve internal operations and customer service Technical enhancements included web enabled tools for SNF and regional office personnel Identified required data fields and timing for real time decision making, transaction processing enhancements, testing, and validation Researched and developed the Executive Feasibility Study for a "Payor Oriented" Weekly Billing Cycle Process for Medicare, Medicaid, Private, Commercials, and All Other Payors including technical requirements and recommendations internal and external. Marconi Communications Warrendale, PA Broadband Routing & Switching a $550M + Sales Sr. Programs/Product Manager March 2000 April 2001 Process Development & Optimization Developed and implemented 4 Global (Europe & N. America) customer focused business processes by gaining consensus across functional and technical groups: 1. Demand Replenishment/Demand Pull 2. Procure to Forecast 3. VMI Hub (Vendor Managed Inventory) 4. Direct Fulfillment  a dual order fulfillment process Merge-in-Transit & Direct fulfillment from multiple suppliers to a single customer EAI flows & Diagrams and  i2 and EAI software recommendations for Dynamic Merge in Transit and Third Party Logistics (3PL) to eliminate supplier POs and invoices for solidifying the Outsource Model Data requirements, timing, staffing model, and implementation plans developed Results included: Improved systems usage Oracle 10.7SC validated through transaction process testing, etc. Web access to suppliers inventory and production data Reduced risk, inventory, supply chain lead times, costs, change notices, AP, and open Pos Eliminated letters of authorization Re-engineered key logistics business processes, technical issues, and metrics while maintaining service levels for domestic inbound freight. Streamlined operations in accounts payable, purchasing, and receiving through technical and functional changes. Project Manager of the multidivisional /cross-functional team which developed and implemented a global, standardized process. Identified responsible parties, data requirements, process timetables, etc. - Original Equipment Manufacturer Nine Phase Product Life Cycle Management Project Manager (Functional) for the E-Supplier Extranet effort between Ireland and US to identify and document global users concepts, views, perform quality testing, and go live efforts through interfacing with web developers, IT groups, and the end user community. Sony Electronics, Inc., Mt. Pleasant, PA Manufacturer - Direct View and Rear Projection Televisions, CRT, Aperture Grilles Project Manager Process Development & Optimization 1994 - 2000 Managed $8.9M Budget for the Oracle 10.7SC/i2 Integration and Oracle Financials (ERP/APS) implementations. Constant interface with functional and technical consultants, users, and management. Utilized Oracles AIM Project Implementation Methodology and TQM Wrote user test scripts, validated with users, and worked with IT to troubleshoot Implemented web access to Oracle/i2 Business Processes and End User Guides Developed Oracle/i2 Business Process Procedures introducing a new ISO9000 format Supervised the development of  End-User Guides and training Supervised the Functional Training Guides development & the APICS "AMES" training Developed system architecture information flow Manugistics, Oracle, i2, DCSI, TIMMS Developed materials flow charts illustrating sub-inventory relations between Oracle/DCSI SCM Projects included customer through production improvements including reduction in AP by 60%, process redesigns implemented to maximize operations, inbound Logistics statistics, analysis to reduce inventory and inbound costs, and system transaction processing verification efforts 85% of issues were technical reporting and data insufficient for decision making or business processes not being followed or in place Negotiated and purchased electronic, mechanical rear projection TV parts, and MRO Managed and reduced MRO by 55% Developed Procurement Card feasibility study and guided Sr. Buyer through pilot to rollout Established information sharing between Marconi Communications and Sony Electronics Other Experiences: Purchasing Manager Expendable Thermocouple Manufacturer Materials Manager Breathing Apparatus Company Purchasing Manager/Materials Manager Night Vision Equip. Manufacturer MRO Purchasing Manager Toner Manufacturer Note: In the above positions, identified and managed the implementation of software and process improvements. Purchasing Supervisor International & Domestic Purchasing & Logistics Purchasing Agent International & Domestic Purchasing & Logistics Buyer International & Domestic Purchasing & Logistics Controller Local Savings & Loan Company EDUCATION BS - Business Management - Point Park College Alpha Sigma Lambda Honor Society PMP Project Management Professional Certification Other Training: Foundations in Project Management PMI PMBOK Training Six Sigma PMIs PMP Certification Exam Prep Course TQM Total Quality Management Business Process Modeling/Provision Workbench ISO9000 Concepts MRPII Middle Management Course by Oliver Wight APICS - AMES Training Modules Oracles AIM Project Implementation Methodology PROFESSIONAL PRESENTATIONS LMuvz   & ' ( 3 % & ' ( V  K L m n = > ? 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