Chip Houlihan MBA

Chip Houlihan – MBA 15450 John Smith Road Vancleave, MS 39565 228-363-2282 (Cell) 228-826-2627 (Home) [email protected]

SUMMARY

 35 years project management/team lead experience strategizing and implementing large/complex custom and off-the-shelf shared-service solutions for Human Capital Management (HCM), Enterprise Resource Planning (ERP), Campus Solutions, and other organizational process improvement solutions through the full system lifecycle development (SDLC) process.  25 years contract management experience including planning; requirements gathering, validation, and consensus building; contract type selection; translation of requirements into requests for information/bid/proposal, CLINs, deliverables, RFP development; vendor scoring and selection; independent vendor validation and verification; performance evaluation; earned value management; subcontractor and off-shore management; and contract validation and closeout.  10 years Project Management Office (PMO) background supporting multi-million dollar, multi-campus, and worldwide shared-service HCM and ERP implementations through the full system lifecycle. Worked with a diverse set of project managers, functional and technical stakeholders through organizational strategic business planning, business case development, requirements consensus building, specification development, vendor/source selection, independent vendor verification/validation (IVV), and contract award/management for custom developed and commercial off-the-shelf application implementations.  Big 4 management experience leading activity-based costing, business process analysis/redesign, organizational change, metrics development, and continuous process improvement teams using the Malcolm Baldridge National Quality Award, Kaizen, leadership training, and customer-focused organizational improvement programs.  Extensive background working with “C” level executives developing mission statements, strategies, and goals and objectives to support those strategies. Activities include organizational assessment, aligning business processes and programs with goals, cost reduction strategies, evaluation and prioritizing each project based on organizational goals and readiness.  Cross-industry experience includes State and Local Government, Federal Government, Higher Education, Healthcare, Not-for-Profit, and Telecommunications.  Strong interpersonal and communication skills, technical ability, team leadership and management skills.

PROFESSIONAL EXPERIENCE

CIBER, Inc. November 2008 – November 2009 Project Manager

Client: Peralta Community College District, Oakland, CA Project Manager The Peralta Community College District is a system of public two-year colleges, consisting of four colleges - College of Alameda, Laney, Merritt and Vista - and one community education center, with total enrollment of more than 26,000 students.

 Provided project management support for consulting services across four campuses, and the district offices at Peralta Community College District.  Project lifecycle management using CIBER’s CPMM lifecycle methodology  Projects were managed using CIBER’s proprietary CPMM methodology which is based on the Project Management Institute’s Project Management Book of Knowledge (PMBOK).  Responsible for the overall project management of implementation and post-production support for HR/Payroll, Position Management, Financial and Asset Management, Student Financials, Student Administration, and a Business Intelligence (BI) prototype.  Developed organizational breakdown and resource assignment matrices for each of the four functional application areas: Human Resources, Finance, Student Services, and Business Intelligence to ensure all participants understood group and individual responsibilities.  Responsible for developing and monitoring project costs against the statement of work and plan; the development and maintenance a library of project artifacts, identification, logging, and monitoring issue and risk management logs; and monitoring and controlling consultant assignments.  Continuously monitored, controlled, prioritized, documented progress against contract goals and objectives, issues/risks and developed mitigation strategies. Monitored scope, cost, and schedule, reporting to the “C” level stakeholders weekly.  Monitored the progress of a critical third party integrator, to determine the impact on the CIBER schedule, and costs.  At the request of the Chancellor, and his ‘C’ level staff, created an implementation roadmap including an organizational readiness assessment  Responsible for technical/functional consulting and DBA production support for Peralta’s HRSA and Financial databases.

Borders Solutions Group (8a-Certified) - April 2007 – November 2008 Project Manager/Director

Client: Florida A&M University, Tallahassee, FL – April 2007 – July 2007 and April 2008 – August 2008 Project Manager Florida Agricultural and Mechanical University was founded as the State Normal College for Colored Students, and on October 3, 1887, it began classes with fifteen students and two instructors. With an enrollment of over 12,000 students, FAMU is the largest Historically Black College and University.

 Project Manager, leading a team engaged to perform an assessment and development of a reconciliation strategy for over 1100 grants. Worked directly with the senior executive staff to development a project scope and implementation strategy.  Responsible for the creation of a project plan that included cost estimates and schedules for a proposed implementation/upgrade involving multiple 3rd party delivery partners and their individual ERP/Student Administration, Contracts and Grants solutions.  Project lifecycle implementation strategy was customer-focused, but aligned with the Project Management Institute’s Project Management Book of Knowledge (PMBOK).  Developed documentation and a communications strategy to ensure the Project Sponsor and key Stakeholders had a clear understanding of the project status, issues, risks and mitigation strategies.  The team developed metrics to track variances (planned versus actual and estimate to complete).  Developed and deployed a customized internal training program to ensure end-users received process-specific training to improve individual performance.  Assisted the CIO, Vice Chancellor for Sponsored Research, and CFO in a readiness assessment to determine institutional readiness for an upgrade of PeopleSoft Student Administration, Financial Management, and Human Resources from version 8.8 to 9.0.  Presented the Vice Chancellor for Sponsored Research three options/strategies for preparation reconciliation and audit by the State Controller  Working with the CIO, the team developed a draft strategy and business case for the implementation of a Business Intelligence solution that could eventually provide cross- servicing opportunities for other universities. Client: YMCA of the Metropolitan Area of Washington DC, District of Columbia – October 2007 – March 2008 Project Manager The YMCA of Metropolitan Washington has been providing vital programs and services for local adults, children and families for more than 150 years. It is one of the largest social service agencies in Washington D.C., suburban Maryland and northern Virginia. Last year, they provided services to 265,000 people through 17 branches and program centers.

 Project Manager responsible for the establishment of a program management office. I developed a detailed project and supporting documents in accordance with the Project Management Institute’s Project Management Body of Knowledge® (PMBOK).  Developed a detailed work breakdown structure to support the upgrade the intranet connecting 17 remote sites supporting YMCA activities.  Created processes for change control; risk/issue identification, analysis and response; communication management; time and cost management; quality assurance; and procurement management were a critical part of this project.  Working with the project implementation team, and based on best-practices, a set of metrics were developed to measure the success of the call center management project.  Inventoried and analyzed the existing hardware and software environment to determine organizational readiness for the upgrade. Identified those devices requiring upgrade or replacement.  Established a standardized purchasing agreement ensuring just-in-time delivery, reducing inventory and warehousing costs.  Applied my background in networking and data communications to assist with the analysis and design of a new network strategy and topology with a goal of “Five Nines” uptime for 17 remote sites.

Client: State of Maryland Department of Public Safety and Correction Services (DPSCS), Annapolis, MD – March 2008 – May 2008 Project Manager The Maryland Commission on Correctional Standards was established by the General Assembly to advise the Secretary regarding standards for state, local and privately-operated correctional facilities. The Commission staff audits correctional facilities and private home detention monitoring agencies to determine levels of compliance, develop audit reports and provide technical assistance to correct areas of noncompliance. Trained volunteers are used extensively to accomplish the inspection process. Final audit reports of correctional facilities are reviewed by Commission Members, who are appointed by the Governor for a term of three years. The Commission's work is forwarded to the Secretary of the Department for final review and comment.

 Project manager for a Joint Application Design (JAD)/Rapid Application Development (RAD), Oracle Business Intelligence Enterprise Edition (BI) prototype implementation.  Identified key stakeholders, determined requirements, created cost estimates, and obtained project sponsor approval to proceed.  Based on the agreed scope, developed an integrated project plan, schedule and resource assignment matrix to ensure all of the implementation partners understood primary and secondary roles and responsibilities.  Created a central document repository to ensure that all project artifacts were readily available to all of the project team.  Created a SharePoint repository to provide his was a multi-vendor development effort, and I was responsible integrating technical and functional plans into a consolidated project plan.  Implemented Earned Value Management (EVM) to identify and report variances in cost, schedule, and scope, and make appropriate changes to the project management plan.  worked with the sponsor, functional, and technical project managers to incorporate any approved project changes into the project management plan.  Developed lessons learned throughout the project, and final lessons learned document was developed by the team to evaluate vendor performance against contract line items, and provided them to the prime contractor for future reference.  Validated all contract requirements were met and conducted contract closeout.

PeopleSoft, USA - June 2001 – January - 2003 Client Executive/Project Manager

Client: Department of the Navy Space and Naval Warfare Command (SPAWAR), San Diego, California SPAWAR provides the vehicle for fielding the Defense Integrated Human Resource System (DIMHRS). DIMHRS has been designed to field and resource a fully integrated human resources system. while simultaneously supporting reengineered business processes, replacing failing systems, reducing data collection burdens, enhancing readiness, and connecting Soldiers, Sailors, Airmen and Marines directly to their personnel and pay system.

 Practice/program manager working directly with the Navy program management office, and military service branch functional managers.  Integral team member that supported the development of requirements to support a $350M PeopleSoft HRMS implementation for a shared-service Human Resource and Payroll system to standardize processes and procedures across all four active and reserve military services.  Facilitated requirements workshops with executive and end-users, and assisted in gaining consensus from the four military branches.  Participated in the revalidation/analysis of the business case, build or buy and software version determination and impact.  In concert with the Navy PMO, our team prioritized module and service implementation schedules, and impacts on existing projects and processes.  Key team member in the RFP development process, prime contractor selection, independent verification and validation (IVV), and contract oversight.  Coordinated resourcing for both on- and off-site support services. Client: eArmy University, Arlington, VA - 2002 eArmyU provides Soldiers access to over one hundred degree plans at regionally-accredited colleges and universities. Through eArmyU, eligible Soldiers have the opportunity to earn a certificate or an associate, bachelor’s, or master’s degree from a home college while taking classes from multiple colleges.

 Managed a group of consultants providing functional and technical support to the US Army’s first deployment of eArmy University.  Responsible for ensuring client satisfaction, contract support, budget and schedule remained within acceptable tolerances.

Oracle Corporation – Redwood Shores, CA – 1997 – 1998 Product Development Manager  Product manager for Oracle’s Public Sector Financial and Human Capital Management solutions.  Managed a multi-national technical and functional product development team focused on integrating both applications, while ensuring compliance with newly implemented Federal regulatory requirements. The  Prototype manager for Oracle’s Grants Management and Student Administration solution sets.  Managed and coordinated work efforts for consultants working both in Redwood Shores, and India. He also managed the deployment of HIPAA-compliant solutions for the healthcare market, translating new regulatory and compliance requirements into functional product requirements.

Oracle Corporation – Reston, VA – 1998 – 2001 Practice/Project Manager

Client: National Institutes of Health, Bethesda, Maryland – 2000 – 2001 Practice/Project Manager The National Institutes of Health (NIH), a part of the U.S. Department of Health and Human Services, is the primary Federal agency for conducting and supporting medical research. NIH scientists investigate ways to prevent disease as well as the causes, treatments, and even cure for common and rare diseases. Composed of 27 Institutes and Centers, the NIH provides leadership and financial support to researchers in every state and throughout the world.

 Managed a profit and loss cost center, for a team of consultants engaged to develop a custom grants management solution to automate the management and control of grants awarded by the National Institutes of Health designed to support the multi-discipline research sponsors and principal investigators manage funds allocated across multiple highly visible research activities.  Primary duties included managing a team of 15+ consultants, ensuring project timelines and contract deliverables were met, while maintaining revenue and profit margins were in accordance with corporate objectives.  Managed subcontractor efforts, determined performance against contract, and ensured their task orders supported organization goals and objectives.  Reviewed and approved changes to the scope, cost, or schedule and updated the baseline project plan.  Managed issue/risk analysis and response process, project communications management, resource allocation, and procurement management.  Provided weekly updates to the project sponsor, and monthly reviews to the entire stakeholder team. Quarterly updates were open to all NIH functional managers.

Client: Georgetown University, Washington, D.C. - 1999 – 2000 Practice/Project Manager Founded in 1789, the same year the U.S. Constitution took effect, Georgetown is the nation's oldest Catholic university. What began as Georgetown College, a small gathering of 12 students and a handful of professors, has grown into a major international university that includes four undergraduate schools, respected graduate programs, a law school and a medical school. Georgetown University is the home to over 11,000 students.

 Managed a profit and loss cost center, for a team of consultants engaged to develop a implement a student administration solution across multiple campuses.  Worked directly with the client’s project management office, monitoring the development of business requirements, business case analysis, deliverables, resource estimates and allocation, metrics, and project cost management.  Responsible for managing cost, assessing project risks and reviewing mitigation strategies, and performing periodic quality reviews to ensure all milestones and deliverables were being met according to the contract and project plan.

Client: Tulane University, New Orleans, Louisiana Practice/Project Manager Founded in 1834 in New Orleans, Tulane University is one of the nation's leading educational and research institutions, offering degrees in architecture, business, law, liberal arts, medicine, public health and tropical medicine, the sciences and engineering, and social work to over 11,000 students.

 Provided operations and management support that included contract management, schedule and cost estimates, resource planning, identification of project constraints, monitoring of risks and mitigation strategies, development of change requests, conduct of periodic quality management reviews, and project phase closeout.

Client: HealthSouth, Birmingham, Alabama Practice/Project Manager HealthSouth is one of the nation's largest healthcare services providers. Best known for its rehabilitation services, HealthSouth has more than 200 facilities in United States and Puerto Rico. The company operates 100 inpatient rehabilitation hospitals, 15 long-term acute care hospitals, 60 outpatient rehabilitation satellites facilities and 25 home health agencies.

 Provided operations and management support which included schedule and cost estimates, resource planning/acquisition, identification of project constraints, monitoring of risks and mitigation strategies, development of change requests, conduct of periodic quality management reviews, and task signoff. EDUCATION

MBA, Business Administration, New Hampshire College, Manchester, NH BA, Business Administration, Texas Lutheran College, Seguin, TX AAS, Personnel Management, Community College of the Air Force AAS, Administrative Management, Community College of the Air Force AAS, Instructor of Technology, Community College of the Air Force

PROFESSIONAL ACTIVITIES

Professional Affiliations Project Management Institute (Member) Project Management Institute, Baton Rouge Chapter (Member) KPMG Peat Marwick Alumni Digital Equipment Corporation Alumni Group PeopleSoft Alumni Group

Significant Awards US Air Force Administrator of the Year: 1979 US Air Force Personnel Center Administrator of the Year (Systems Management): 1983

Linked In: http://www.linkedin.com/in/chiphoulihan