< Back
Edit this resume to make it your own!

Your Name

IT Project Manager

McLean, VA

Work Experience

IT Project Manager

Smart Innovations, Inc., Fairfax, VA

Nov 2011Current

Public Company Accounting Oversight Board (PCAOB), Washington, DC 
PCAOB protects the interest of investors in public companies, brokers, and dealers by auditing the work of audit companies in the US and several other countries. Worked as an IT project manager in the project management office and prepared quarterly status reports that PCAOB submitted to the Security Exchange Commission. This report provided detailed status of all the current IT projects. 
Managed PeopleSoft HCM (9.0) maintenance that included applying regular tax updates and legally required changes affecting PCAOB and enhancements as per the business needs. The HCM at PCAOB is a customized system and all changes require comprehensive testing before they are deployed in production. 
Managed IT projects that improved and supported the business of PCAOB. Some of these projects were implementing new email archiving system (eVault), upgrading the Remedy ITSM 8.0, implementing SharePoint 2010, and supporting research and analysis division by producing ad hoc report requests.  
Citizens Banks, Fairfax, VA 
Worked as a lead PeopleSoft functional expert to upgrade PeopleSoft HCM from 8.9 to 9.1 for the Citizens Bank. This upgrade involved reviewing of all the customization in version 8.9 for HR administration, payroll, labor distribution, benefits administration and ensuring that all these customization were not impacted in the new version 9.1. Also implemented PeopleSoft Talent Management module 9.1 covering recruiting via applicant tracking and integrating the applicant in the core HR module upon hiring, and managing training and performance of employees in this module. 
Environmental Projection Agency, Washington, DC 
Worked as a subject matter expert for the task of migrating the Environment Protection Agency’s human resource services including transaction processing, compensation management, payroll processing, benefits administration, time and attendance, and human resource reporting from its current PeoplePlus (based on PeopleSoft HCM) to the Shared Service Center of National Business Center. This task entailed detailed architecture study of PeopleSoft HCM, federal enterprise architecture, Human Resources Line of Business (HRLoB), and NBC's Federal Personnel Payroll System (FPPS). Additionally, performed a detailed fit-gap analysis; devised and validated migration strategy; developed and executed detailed migration plan; developed detailed data conversion specifications; and implemented new job roles and responsibilities.

Sr. IT Project Manager

AITC, Washington, DC

Jan 2006Oct 2011

Managed a team of PeopleSoft experts who provided support to customize PeopleSoft (HRMS), HR/Payroll system in the District of Columbia government that had over 30,000 employees. The team designed, tested, and integrated the new enhancements to meet the unique requirements of the District. The team also supported data base administration, database modeling, implementation of Oracle RAC, PeopleSoft HCM/HRMS Module development, and Payroll/Time and Attendance system development. Led the upgrade of HR, Payroll and Time & Labor modules from HCM 8.8 to HCM 9.0. Managed project plans, issues, and created project artifacts. 
Managed Business Process Reengineering experts who provided various services to Human Services Modernization Program (HSMP), such as requirements analysis, business analysis, and case management analysis using Rational Unified Process (RUP). HSMP built an enterprise-wide technical infrastructure to enable the sharing of client data across District health and social services agencies. Facilitated citizen's access to the services they needed by establishing a single point of entry into the District's human services system. Under the family-centric service model, District residents were able to go to any agency within the system to find out what services they were able to receive, and applied for those services, regardless of where the services would be delivered. 
Managed a team of data analysts, a DBA, and a data architect that provided support to the Citywide Data Warehouse project. The Citywide DW collected data from 25 data sources and multiple agencies in the District of Columbia government and provided data in customized formats to the office of Mayor, other agencies, vendors, and the citizens. Citywide DW supported front end access via numerous tools such as Google Maps, Mobile Web browsers, CSV/XLV downloads, Business Objects, Dashboards etc. Also wrote custom PL/SQL to populate aggregate tables to be read by Business Objects and to support ad hoc reports requests from multiple agencies. 
Managed several task orders that provided services to the Citywide IT Security Program (CWITS). The task entailed managing risk and vulnerability assessment, applications security assessments, wireless security, anti-virus deployment and maintenance, and certification and accreditation services. 
Managed complete cycle of new business development and delivered projects to customers based on Statement of Work (SOW). The new business development included identifying all new possible opportunities, conducting extensive research for deciding bid and no bid on a new opportunity, preparing technical and business proposals based on the SOW, and submitting the complete proposals to the contracting office. After the award of a contract, recruited and hired necessary staff to execute the work based on SOW and managed multiple projects from project initiation to project closing. Ensured that all deliverables were produced with the best quality to satisfy the needs of customers and they were within budget and on time.

IT Project Manager

SAIC, Falls Church, VA

Apr 2003Dec 2005

Federal Emergency Management Agency (FEMA), DHS
Lead Systems Engineer for developing the detailed requirements for the Grants Business Management Systems (GBMS) of FEMA. The goals of GBMS were to establish process consistency across grants programs, develop an e-grants system structure, improve the response time of system delivery, and provide training and user support. I converted all the detailed requirements of the grants process (six major activities - Solicitation of Grants, Application, Eligibility Review, Awards, Grants Management, and Closeout of Grants) into use cases and class models. These detailed requirements in terms of use cases and class models served the basis for acquiring/customizing a new grants system for FEMA.

Provided project management support to the Assistance to Firefighters Grants System and eMitigation Grants System at FEMA. This support included reviewing of current functionalities, verifying enhancement requests, monitoring development of enhancements, reviewing testing plans, monitoring deployment of new enhancements in these two systems at FEMA.

Department of Agriculture (USDA)
Supported the analysis for selecting a Payment Engine for the ePermits. APHIS was faced with adopting one of the several payment engines for the new Comprehensive Electronic Permitting System (ePermits). There were three choices available within APHIS: 1) the Govolution solution piloted by Veterinary Services (VS), 2) the EzGov solution chosen by Plant, Protection and Quarantine (PPQ) for Phytosanitary Certificates, and 3) solution developed by the US Treasury. I evaluated advantages and disadvantages of each of these solutions and made recommendation to the management.

Bureau of Census, Department of Commerce
Led a study to determine the costs and benefits of four alternative solutions for the human resources and payroll system used for the 2010 Decennial Census for the Census Bureau. Specifically the work entailed:
  • Evaluated the following four alternatives:
* A customized PeopleSoft HRMS, the BOC used for the 2000 Decennial Census and the 2004 Census Test;
* The in-house development of dedicated software;
* The utilization of an eGovernment solution such as DFAS and its partner GSA, or NFC and its partner DOI; and * The outsourcing of the process to a private vendor.
  • Compared these four alternatives to the baseline alternative. The baseline alternative represented the current functionality as implemented for the 2000 Decennial Census and the 2004 Census Test.
  • Computed the net present value (NPV) and the return on investment (ROI) for each alternative and compared the results.
  • The results of this calculation yielded a positive NPV for the customization of a PeopleSoft HRMS and the outsourcing approach. The customization of PeopleSoft HRMS had the lowest total cost and was also considered to be the lowest risk.
  • The study recommended a customized PeopleSoft HRMS solution.

Senior Financial Systems Consultant

AMS, Fairfax, VA

Aug 2000Mar 2003

Worked as a subject matter expert for the federal accounting and external reports and resolved complex accounting and technical issues related to SF-133, SF-224, Form and Content Reports, US Standard General Ledger, FMS-2108, and FACT I and II for several federal agencies. 
Department of Housing and Urban Development (HUD) 
Led the automation of the SF-224 report (Statement of Transactions) for HUD. HUD submits this report to Treasury each month. This report replaced the antiquated and fragmented approach of HUD for generating SF-224. Performed extensive analysis for SF-224 in Federal Financial System (FFS) and set all the associated tables used to generate the report. During the automation of this report, several processes were modified and several parts of the software were customized as per the special needs of HUD. Managed the work of about twenty programmers, functional analysts, and accountants, and automated the report successfully. 
Served as a Senior Consultant to HUD for cash reconciliation with Treasury. This task involved downloading information from Treasury at the appropriation fund level, comparing these downloaded statements with the balances in the general ledger, identifying discrepancies, and resolving these discrepancies using appropriate actions. 
Federal Agencies Centralized Trial Balance System (FACTS) I & II 
Served as the FACTS I & II expert for the FFS and Momentum Baseline teams. In this role, performed analysis to determine FACTS I & II compliance with the new Treasury and Joint Financial Management Improvement Program (JFMIP) requirements and helped determine solutions in cases where FFS and Momentum were non-compliant. Wrote the design document for the new Treasury requirements and supervised the development and testing of these requirements for FACTS I & II. 
Office of Personnel Management (OPM) 
Led the task of developing interface from the personnel/payroll systems to the financial systems for the OPM. This task involved through understanding of both payroll/personnel and financial systems. During this task I led the requirement analysis, design and development of the interface, testing and successful implementation of the interface for OPM. 
Led the task of annual close for the fiscal year 2002 for OPM. The task involved closing of all open requisitions for the expiring funds, liquidating of obligations for the canceling funds, carrying over data of the reference tables from the fiscal year 2002 to the fiscal year 2003, carrying over balances for the no year funds from the fiscal year 2002 to the fiscal year 2003, and performing the annual close by closing all the temporary General Ledger Accounts to the permanent General Ledger Accounts as required by the Treasury. 
Led the task of implementing Form and Content Reports (Balance Sheet Statement, Statement of Net Cost, Statement of Custodial Activity, Statement of Changes in Net Position, Statement of Budgetary Resources, Statement of Financing) for OPM. This task involved reviewing the manual process of preparing Form and Content Reports and modifying the processes as necessary to generate automated accurate reports efficiently directly from the financial systems.

Analyst/Project Manager

DC Government, Washington, DC

Jul 1996Aug 2000

Analyzed and developed functional requirements and coordinated with programmers to implement changes into the new financial system of the DC Government. The applications of the new financial system were based on mainframe (KPMG's COTS products R*STARS and ADPICS) and client server (Performance Series of COGNOS) software. During this implementation, led the data migration from the old financial system to the new financial system. 
Led the development of the design document for payroll interface program to move financial data from the District's payroll system to the District's new financial system. Supervised the testing and implementation of the payroll interface program. 
Managed the strategic planning for implementing the new financial system by developing key milestones. In this strategic planning document, the new District's financial system was divided into five main projects (R*STARS, ADPICS, Performance Budget, Performance Executive, and Fixed Assets System) and each one them was then further divided into sub-tasks to measure the progress of each task in a timely manner. 
Prepared reports for budget development, budget execution, contract management, activity based costing, and auditing. Specifically designed and produced variance reports that compared year to date actual expenditure to the expected spending for that period and projected spending for the whole fiscal year. 
Produced the Operating Budget and Financial Plan totaling $5.1 billion for the District Government. This task involved collecting budget requests from all agencies, incorporating modification in the budget that was done through the complex legislative process, and loading the Congressionally approved budget into the new financial system.


MA in Economics

SUNY at Stony Brook, Stony, VA


MBA in Finance

Howard University,



University of Delhi, Delhi, Delhi


Additional Information

  • Programming Languages: SQL (Oracle, Sybase, and DB2), SAS/TSP, TSO, JCL, COBOL, C++
  • Software: MS Access, MS Project, MS Excel, MS PowerPoint, MS Word, MS Visio, QMF/DB2, SharePoint 2010, Lotus Notes, Outlook
  • SDLC methodologies: Waterfall and Agile
  • Business Intelligence tools: Business Objects, Hyperion, and Cognos
  • PeopleSoft: HR, Base Benefits, Benefits Administration, e-Development, e-Recruit, Payroll, Workforce Administration, Application Designer, PeopleTools, Data Management, Training Administration, Crystal Reports, PSQuery, Security, DMS Scripts
  • Project Methodologies: Rational Unified Process (RUP), CADIT (modified OMT methodology)
  • Knowledge of Service-Oriented Architecture (SOA), Enterprise Architecture, and Federal Enterprise Architecture Framework (FEAF)
  • Requirements Analysis: Software Requirements Specification (SRS) writing, Use Case writing and modeling, Interface Control Document (ICD) maintenance, Requirements Traceability from SRS and ICD to Use Cases
  • Design: Software Design Specification (SDS) writing and coordination, Software component design and versioning for phased deliveries, Requirements traceability to SDS
  • Modeling: Rational Rose Modeler and Enterprise Edition tools, UML and OMT object oriented notations, Domain Modeling, OO Analysis Modeling, Component Design Modeling, Class diagrams, Sequence diagrams and Collaboration diagrams, State diagrams, Activity diagrams, Deployment diagrams, Reverse Engineering to As-is model (manual and automated)
  • Testing: Test Case Scenario writing, Test Case traceability to requirements and Use Cases, Test Case performance and Test Report maintenance, Database initialization validation Acceptance test support
  • Commercial-of-the-Shelf Software (COTS): Federal Financial Systems (FFS), PeopleSoft HRMS (HCM), Momentum, and Procurement Desktop
  • Information Technology Infrastructure Library (ITIL): Extensive knowledge of ITIL for strategic planning of IT service delivery and management.
Resume Builder | Resume Templates | Resume Examples | About Us | Privacy Policy | Terms of Use | Help Articles | Contact Us © 2013-2017