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Yyyyyy x. yyyyyy

Xxxxxx, XXXXXX xxxxxx (xxx-xxx-xxxx



Qualifications for IT Project Management


IT Project / Program Management IT Planning / Analysis Process Optimization / Management

Strategic Analysis Trends Tracking Best Practice Methodologies Continuous Improvement Programs

Multibillion-Dollar Budget Control Organizational Assessments Process Modeling Team Building / Training

D&A Portfolio Management Standards / Tools Establishment Risk Mitigation / Management Regulatory Compliance


Highly Accomplished Healthcare and IT Project Management Leader who makes sound decisions to reflect positively on multimillion-dollar, high-visibility projects to align with a company s goals and enable business vision and key drivers. Top Performer who offers solutions-centric critical thinking for insightful, change-oriented results, and who strategically controls costs while expertly allocating resources and mitigating risk. Visionary Professional who rises above project challenges to achieve winning outcomes, including quickly adapting to evolving business scenarios. Excellent Communicator who develops solid relationships with multidisciplinary decision-makers, analysts, engineers, healthcare professionals, informaticists, vendors, and on-site and off-shore teams of up to 50, and who leads staff by example and with integrity.


Professional Synopsis


Presbyterian Healthcare Services 2012 Present


Director Project Management Office (PMO)

Capitalize on the opportunity to lead forward-thinking clinical, business, and IT stakeholders to establish project value proposition and intake processes to ensure projects are set up for success. Cost-effectively manage a $50-million project portfolio of healthcare, health plan, and IT projects to meet scope, schedule, and expense expectations. Proactively partner with project governance to ensure the correct projects are undertaken to meet strategic objectives. Coach Project Managers and teams, and partner with physician champions and executive leadership to implement strategic and high-value initiatives. Collaborate with stakeholders to identify and manage project risks and ensure acceptable migration.


  Established and led a Data and Analytics Program to meet strategic goals.

  Seamlessly migrate internal Data Centers to a centralized third-party provider.

  Consistently deliver leadership and mentoring to top Project and Program Managers.

  Expertly managed and coached a PMO staff of 30 Project Managers to optimize resource capacity.

  Designed and deployed a standard Project Management Process to the PMO, including Agile techniques.


Stanford Hospital & Clinics 2010 2012


Senior Project Manager

Strategically steered diverse projects in ambulatory, revenue cycle, clinical, lab, and radiology areas, including developing comprehensive project templates and processes to enhance existing project methodology for PMO staff and IT management. Led team to consensus and trained additional project managers and organizational leadership to put processes into practice.


  Developed key procedures to balance the need for control without stifling those performing the work.

  Collaborated with multi-department professionals to produce quality results while building team relations.

  Redesigned radiology workflows to initiate Cloud-based imaging technology to meet physician / patient needs.


Sutter Health Palo Alto Medical Foundation Mills Peninsula Hospital 2006 2010


Project Manager

Spearheaded large-scale complex projects, including the implementation of an Electronic Medical Record (EMR) IT infrastructure and the consolidation of 2 remote data centers to a centralized data center. Developed detailed work breakdown structures (WBS), prepared work estimates, and produced detailed project schedules. Created hardware and software requirements specifications, and crafted high-level architecture diagrams to meet clinical workflow requirements. Supported IT infrastructure upgrades by developing and documenting tools, processes, and methodologies. Recruited, hired, and led in-house and contracted resources throughout project lifecycles. Directed cost-effective vendor management. Coordinated and managed all project documentation and deliverables (i.e. schedules, issues, actions, risk logs, test plans).


  Led a Data Center Migration project to consolidate 2 remote data centers to a central location.

  Efficiently migrated 350+ server and network devices and approximately 200 clinical applications.

  Project-managed planning, design, and implementation of IT infrastructure in a new 300-bed hospital.

  Delivered all project phases for upgrade of IT infrastructure for EHR deployment with a $6-million budget.



Yyyyyy x. yyyyyy (xxx-xxx-xxxx Page Two


Siemens Ultrasound Modality 2003 2006


Senior Software Engineering Manager Project Manager

Utilized broad scope of industry knowledge toward cohesively directing software configuration management and software quality assurance teams, including overseeing software development and / or IT projects ranging from requirements gathering through to production deployment. Led development, deployment, and outsourcing of IT services / infrastructures. Established engineering IT infrastructures, including promoting efficient server consolidations, software development tools, development processes, and networks at both off-site and off-shore locations in India, Korea, and Slovakia.


  Improved time to market, quality, and cost by establishing measurable process metrics.

  Delivered high-quality software and hardware releases to the market on-time and in-budget.

  Led a server and network rationalization project for development, testing, and production systems.


Acuson A Siemens Company 1999 2003


Software Engineering Manager Program Manager

Drove software engineering success by leading a solutions-focused software configuration management team, including overseeing an 8-person staff responsible for cross-functional / platform tools. Established a software development enviroxxxxxxent, including software builds, tool maintenance / server administration, and new development / productivity tools.


  Led targeted implementation of process improvement goals from CMM Level 1 to Level 3.

  Developed overall policies and procedures to successfully justify and hire a Lab Administrator.

  Turned around a Software Engineering Lab by acquiring required hardware / software tools / resources.

  Led Acuson s Year 2000 efforts to ensure applications, systems, and development tools were Y2K compliant.

  Successfully initiated standard software development tools, including IBM / Rational ClearCase, enterprise-wide project management tools (Primavera), and enterprise-wide requirements management tool (Caliber).


DHL Airways, Inc. 1997 1999


Quality Assurance Manager

Concurrently built, mentored, and managed 2 separate teams of 5-10 engineers within a DHL Corporate Quality Assurance (QA) group and DHL Connect group. Promoted seamless delivery of 2 concurrent products to ensure projects fulfilled schedule and budget requirements and surpassed quality expectations. Led 2 project teams of 10+ people to define scope for DHL s test processes and DHL Connect 1.0. Set up QA infrastructure, including providing integral leadership, adhering to organizational needs, resetting focus and direction, and motivating engineer responsibilities and automation initiatives.


  Developed and implemented a corporate testing lab providing Tier 1-3 services.

  Led all DHL Airways Y2K efforts and ensured applications and systems were compliant by end of 1988.

  Standardized Best in Class system development lifecycle to decrease costs and cycle time and increase quality.


Behring Diagnostics, Inc. 1995 1997


Business Services Manager

Played a vital role in driving multiple diverse network and IT projects while directing all project phases ranging from initial planning and kick-off to project close-out meetings. Expertly presented a lucrative proposal, along with facilitating a feasibility study and ROI analysis to computerize a critical division to ultimately receive $500,000 project funding. Extracted business issues and requirements from the user community and converted them to project deliverables and timelines.


  Expertly standardized corporate desktop systems to Windows95, including converting 1,000+ systems.

  Served on an SAP team administering and deploying multi-site SAP with 500+ end users and customers.

  Led feasibility studies, including planning, scheduling, and training to meet on-time, in-budget deliverables.

  Created a Help Desk function, recruited staff, and established SLAs for a new BU supporting 300+ end users.


Education, Professional Development & Technical Summary


University of Phoenix


Bachelor of Science in Business Administration


Certified ITIL v3 Foundation

Microsoft Project Orange Belt Certification

Project Management Professional (PMP) Certification Project Management Institute (PMI)


EPIC EMR Facets Lawson Vocera LifeIMAGE Merge Pyxis Dragon TeleSitter CareManager


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