Director Project Management Office Resume Example

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Jessica Claire
  • Montgomery Street, San Francisco, CA 94105
  • H: (555) 432-1000
  • C:
  • Date of Birth:
  • India:
  • :
  • single:

Results-oriented and high-energy professional with a talent for leading by example and inspiring peak performance. Over 24 years diversified experience in healthcare, administration, finance, information systems integration and development, program and project management, Lean Six Sigma, process engineering, evidence based care, business development. Customer focused with excellent communication, organizational and analytical capabilities. Devises innovative solutions to resolve business and technology challenges. Project Manager well-versed in all aspects of project management from inception to completion. Excels in recruitment and talent acquisition, as well as process re-engineering and improvement.

  • Cerner Platforms
  • Project development and lifecycle
  • Risk management
  • Quality assurance and control
  • Strong analytical skills
  • Document management
  • Excellent problem solving skills
  • Conflict resolution
  • Relationship and team building
  • Project Management Systems
  • CRM Pivotal Call Logging Application
  • Detail-oriented
  • Client/customer-focused
  • Change management
  • Microsoft Suite and Window platforms
  • Budgeting and forecasting
  • ACD Phone System (Call/Agent tracking application)
  • Programming Languages (Pascal, MUMPS, C++, Basic)
  • Unsurpassed work ethic
  • Productivity improvement

Key Accomplishments

Instrumental in re-structuring a Project Management Office (PMO) for Eastern Maine Medical Center. Restructured Project Management Office in order to function as a strategic Center of Excellence offering Project Management and Lean Six Sigma professional leadership services in order to provide adequate support for shifting priorities and faster delivery cycles. While building transparency and consistency into portfolio planning, designing innovative execution methods, and driving learning and development within two years Project Management Office's portfolio tripled in size with 70% of projects/programs aligned as cost saving and/or revenue barring initiatives.

Managed the technical, schedule and performance of the Eastern Maine Medical Center Bedside Medication Verification System ($1.4 M CIP). Received 100% customer satisfaction and rated as first house-wide IT seamless rolled out to clinical areas. Control and performance measures (99% scanning patient wristband, 97% scanning medication) achieved and sustained for each deployment. Developed strategy and directed program expansion to include seven (7) organizational deployments, and (3) new software (CareAdmin, CareMobile, Auto Infusion Pump Integration) products.

Managed the improvement plan, schedule and performance of the Eastern Maine Medical Center Stroke Program. Within 12 months of executing performance plan EMMC was certified by The Joint Commission as a Primary Stroke Center of Excellence. The multidisciplinary team was awarded the American Heart Association GWTG Bronze Performance Achievement Award for sustaining 85% for all the applicable performance measures for ninety (90) consecutive days.

Promoted after 2 years service, Source Medical Solutions, Inc., Acquired window base next generation Client Service Division. Restructured division and improved overall customer satisfaction scores, call indicators, issue resolution response time.

Promoted after 9 months of service, Source Medical Solutions,Inc., lead as Software Manager/Programmer development, implementation and technical support for 167 nationwide surgical centers.

Instrumental in integrating two Source Medical Solutions, Inc. Ambulatory Surgical Center software support divisions (CA, CT) into one in order to deliver efficiency, profitability and consistency across the service line. Managed the integrations plan, schedule, resources, and performance measures in order successfully launch a 3 tier support model to provide unsurpassed service to over 3,400 nationwide facilities.

Assisted in merging a 5.2 million dollar credit union into a 42 million dollar facility.

Created and managed a 5.2 Million dollar Credit Union.

First EMMC Leader to earn Lean Six Sigma Black Belt. Completed 9 month program and earned Lean Six Sigma Black Belt Certificate from Villanova University and earned the following belts:

  • Certificate in Lean Six SIgma Black Belt
  • Master Certificate in Six Sigma - HealthCare
  • Certificate in Six Sigma Green Belt - HealthCare
  • Certificate in Lean Six Sigma

Graduation Date: December 21, 2010

Director, Project Management Office , 08/2011 to Current
Alerus Financial Oakdale, MN,
  • Member of Leadership Team
  • Restructured Project Management Office in order to function as a strategic Center of Excellence offering Project Management and Lean Six Sigma professional services. Increased Portfolio by 75% within 2 years.
  • Resigned Project and Program Portfolio to include the following services: Lean Education, Six Sigma Consultation, Business Analytics, Data Analytics, Data Harvesting and Presentation, design of clinical/medical processes in order to define best practices, Project Management Services, Executive Leadership Strategic Partnership Project Management Functions.
  • Recruitment, development, engagement and retention of professional clinical (RN) and non-clinical staff in order to sustain a high-performing strategic Project Management Office. Which consist of Clinical Informatics, PMP certified, Lean certified, Six Sigma Black Belt certified whom support IT, process improvement and financial initiatives.
  • Plans, directs, and coordinates activities of the Project Management Office to ensure that project goals are accomplished within the prescribed time frame and funding parameters.
  • In conjunction with senior administration and affiliate project managers, develops project plans specifying goals, strategy, staffing, scheduling, identification of risks, contingency plans, and allocation of available resources.
  • Works with project leads and staff to educate them as to best practice project management tools and techniques, and reinforces the utilization of these tools and techniques through feedback and demonstrated leadership. Shares evaluation of these staffs’ skills with appropriate managers/directors.
  • Directs the Project Management staff in order to surround the project work assigned to the Patient First Initiative Directors and EMMC Financial Steering Committee.
  • In conjunction with the EMMC Chief Medical Information Officer maintains the role of EMMC Information System Account Manager and works closely with EMHS Chief Information Officer to ensure information system organizational priorities are resourced and on plan.
  • Lead the planning, acquisition, implementation, operation, and support of all information technology services for EMMC while ensuring consistency with the overall approach to information technology taken throughout EMHS. The role spans the boundary between EMMC and EMHS IS representing the concerns of each to the other.
  • Organizes and monitors departmental programs and services consistent with the goals and objectives of EMMC. Prepares and submits a cost effective Operating and Capital Budget, in an accurate and timely manner. Operates the department within the authorized 1.5 M budget as measured by the actual monthly budget performance reports.
  • Maintained capacity to serve with strategic areas identified by EMMC Executive Leadership (Patient Flow, Physician Practice Financial Performance initiatives, Lean Education and Surgical Service Line and growth opportunities)
  • In conjunction with Chief Financial Officer established the Financial Performance Steering Committed to financial indicators and initiatives are kept at bay and data is available at real time to course correct as need to meet organization financial expectations.
  • Coordination, consultation and management of (122) FY14 Financial Initiatives (38 M Contribution Margin)
  • Managed project/program portfolio with 9 million calculated ROI for FY14. Project included: Physician Practice Loss Referral, Referral System, Ramp of Provider Panel Size, Physician Practice Program Over-site.
  • Project Manager for the following projects: Modernization Project, Bedside Medication Verification System, House-wide Patient Flow, ViewPoint 6, Lean Program, Business Intelligence, Inpatient Provider and Nursing Documentation, Meaningful Use, Smart Pump Auto Pump Integration, Replacement of Clinical Workstations
Project Manager, 02/2010 to 08/2011
Deloitte Boston, PA,
  • Project Manager for Information Systems and Lean house-wide projects. Project included: EMMC work request process, EMMC Information System Down Time, BMVS and Lean Education
  • Project Manager for Bedside Medication Verification System project. (1.4 M) Capital Improvement Project. Project duration 18 months. Maintain plan, schedule and governance structure (Steering, Core, 10 Task Teams). Successfully went live on time with initial launch. Seamless implementation which reflected 100% customer satisfaction and rated as the best clinical IS solution that went live at EMMC. Critical performance target measures achieved on day one of go-live and sustained through proceeding roll-out phases.
  • Plan, direct, and coordinate assigned IS and lean project activities to ensure that organizational project and strategic goals are accomplished within the prescribed time frame and funding parameters.
  • Coordinates the development, refinement and implementation of assigned project work using standardized project management tools and techniques.
  • Develop and maintain project documentation and coordinates project activities with operations managers to ensure goals and requirements are met.
  • Prepares and presents the statement of work and project proposals for identified clients.
  • Works with clients and staff to educate them as to usage of new software and best practice and techniques.
  • Reinforces the utilization of these tools and techniques through feedback and demonstrated leadership.
  • LEAN Intensive Instructor and member of the EMMC PMO LEAN team. Assist with the development and implementation of EMMC Lean intensive course work and the transformation of Lean methodology within organizational culture.
Performance Improvement Manager, 04/2006 to 02/2010
Bluecross Blueshield Of Louisiana Baton Rouge, LA,
  • Member of the EMMC Leadership team.
  • Integrated EMMC Quality Team within Performance Improvement and Data Management.
  • Identified data management tools, streamlined data registry work flow to capture functional requirements in order to develop and implement, refine data management tools and reporting needs.
  • Harvest data from various clinical systems in order to automate data abstraction for CMS, Joint Commission Core Measure and Clinical Outcome Measures.
  • Planning, implementing and coordinating Performance Improvement and Registry activities.
  • Responsibilities included project/resource management, designing requirements for data collection tools, staffing, team building and coordinating and/or maintaining medical staff performance plans and activities for Services/Units.
  • Projects managed: Patient Satisfaction, Hand Hygiene Observation, ED Quality Measure, NICU Quality Measures, Central Line Bundle Compliance, Primary Stroke Center Program, NNE Vascular Registry, CMS Quality Indicators, ACC Action Registry and Critical Care Performance Improvement and registry activities
  • Maintain a heightened awareness and continually seeking, identifying, and/or proposing opportunities to improve process and procedures within the department to decrease resource's time spent on key projects in order to take on additional performance improvement tasks.
  • Work closely with and in conjunction with the Director of Performance Improvement in order to ensure projects are standardized, diverse and support hospital's incentives.
  • Promote sharing of knowledge, teamwork, coaching and guidance from team members, peers and management.
  • Develop and implement individual and department specific dashboards in order ensure project specific targets are met.
  • Manage resources and projects effectively in order to meet deadlines and/or project targets.
Consultant, Project Manager/Business Analyst, 2003 to 06/2004
City Of Seattle, Wa Seattle, WA,
  • Integrated two surgery software support divisions into one in order to deliver efficiency, profitability and consistency across the entire department Lead/managed the Surgery Support operations integration.
  • Updated and revised the support process documentation in order to ensure standard and consistent performance across product lines.
  • Responsible for the overall managerial responsibilities of the Surgical and Practice Management Software divisions servicing over 3,900 nationwide facilities.
  • Successfully implemented a 3 Tier support structure in order to improve client response time, voice mail and abandon call rates.
  • Streamlined processes within the department resulting in continuous improvement of work flow and improved service to customers.
  • Created structure and flow of the ACD Call queues and rolled out processes to agents.
  • Built Call Management system reports for daily, monthly and year-to-date reporting needs.
  • Implemented training processes and several knowledge bases for new.
Director, 2000 to 2003
Source Medical Solutions, Inc City, STATE,
  • Successfully re-structured Client Services, which increased efficiency across units.
  • Converted DOS call logging system to Pivotal CRM system.
  • Converted DOS phone system to Nortel ACD Call Management System.
  • Responsible for directing all phases of Client Services for over 2100 nationwide surgical centers and practice management facilities.
  • Direct, motivate and mentor a team of 35 members in order to facilitate software distribution, quality assurance, Call Center customer support and provide electronic submission of medical claims.
  • Work closely with other development to prioritize software enhancements and patches in order to meet set goals of general release.
  • Set schedules, goals and test plans to perform extensive testing of software prior to delivering to the client base.
  • Re-structured customer support teams in order to increase phone availability and cross-trained team members to build well-rounded personnel.
  • Responsible for general release and best practice client base web-ex on-line training and content.
  • Responsible for recruiting, hiring and setting expectations for team members.
  • Manage department budget and identified areas of improvement in order to minimize staffing for units as needed.
  • Developed process flows and metrics to ensure profitability.
  • Re-structured operation teams in order to increase phone availability and cross-trained team members to build well-rounded personnel.
  • Responsible for recruiting, hiring and setting expectations for team members.
Manager/Programmer Ambulatory Surgical Center, 1998 to 11/1999
Source Medical Solutions, Inc. City, STATE,
  • Member of the Management Team.
  • Lead Mumps Programmer for software division.
  • Promoted to management after 11 months of service.
  • Responsible for developing, implementing and providing technical support to 167 nationwide surgical centers.
  • Oversee a support team of four and manage day-to-day operations of the medical software suite.
  • Establish all external and internal documentation for software changes.
  • Daily responsibilities included troubleshooting software misbehaviors, writing patches to correct product errors, repair and rebuild corrupted client databases, and custom program medical form changes.
  • Assist client base in developing query reports in order to gather medical statistical data.
  • Provide clients with hardware and software recommendations to convert to window base product.
Computer Systems Manager, 1994 to 04/1995
Northern Maine Medical Center City, STATE,
  • Converted hospital's AS 36 computer system to an IBM AS-400 mini computer system
  • Manage day-to-day operations of the hospital computer systems.
  • Established policies and procedures for computer operations.
  • Responsible for all phases of computer installations and operations.
  • Oversee and monitor all admission procedures for inpatient and outpatient registration.
  • Troubleshoot software and hardware problems across the hospital.
  • Determine needs for equipment and service requirements.
  • Coordinate software education workshops for departments.
  • Process and manage hospital payroll for 280 employees.
  • Monitor accounts payable department and support electronic claims submission, and batch charge entry.
  • Maintain disaster recovery plan on current system.
  • Build and delivery query reports to hospital departments as requested by department heads.
Vice President / Branch Manager, 02/1991 to 04/1993
Northern Maine Branch City, STATE,
  • Assisted in merging a 5.2 million dollar credit union into a 42 million dollar facility.
  • Awarded 8 years of service as an officer of the Aroostook County of Credit Unions.
  • Member of the management team of a 42 million dollar credit union which provided the Board of Directors with recommendations on policy and information on business conditions.
  • Supervise branch staff, serve on committees, and serve as loan officer for consumer and commercial loans and market programs and services to members and the general public.
Manager / Treasurer, 1987 to 02/1991
Northern Maine Credit Union City, STATE,
  • Created and managed a 5.2 million dollar credit union
  • Oversee the entire operation of a 5.2 million dollar credit union in accordance with established rules and regulations.
  • Responsible for hiring, training and maintaining adequate and competent staff.
  • Project quarterly, through budgetary means, the credit unions income and expenses.
  • Analyze the ratio of expense to income enabling the credit union to meet its membership obligations in terms of low cost services.
  • Work closely and in conjunction with the Board of Directors and committees on all aspects of the credit union operations.
  • Serve as collections officer, loan officer, control cash and investments, and provide financial counseling to membership.
  • Also, responsible to setup all credit union operations on computer system and select appropriate software.
  • Market; promote all financial services to the potential client base.
Education and Achievements
Bachelor of Science: Business Administration And Computer Application, Expected in May, 1994
University of Maine at Fort Kent - Fort Kent, Maine

Double Major: Business Management, Computer Science

Concentration: Administrative, Accounting, Computer Structure, Programming

PMP: Project Management Professional Certificate, Expected in 2015
- Villanova University,

9 Month Concentration:

  • Essentials of Project Management -Dec'13
  • Mastering Project Management - Feb'14
  • PMP Exam Preparation - Sept'14
  • Advanced Strategic Project Management- Jan'15
Certificate Program: Six Sigma Certificate Program, Expected in 2010
- Villanova University,

9 Month Concentration:

  • Certificate in Lean Six SIgma Black Belt
  • Master Certificate in Six Sigma - HealthCare
  • Certificate in Six Sigma Green Belt - HealthCare
  • Certificate in Lea Six Sigma
: , Expected in
- ,

Academic Excellence Computer Application Award,1994

Religious Education Teacher, 2005 - 2011

Assistant Soccer Coach, 2004 - 2008

Town of Eagle Lake Selectmen, 1993 - 1996

Community Development Building Grant Committee, 1993 -1996

Community Development for Small Business Loans, 1996 - 1997

Aroostook County Chapter of Credit Unions, President, 1987 -1993

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Resume Overview

School Attended
  • University of Maine at Fort Kent
Job Titles Held:
  • Director, Project Management Office
  • Project Manager
  • Performance Improvement Manager
  • Consultant, Project Manager/Business Analyst
  • Director
  • Manager/Programmer Ambulatory Surgical Center
  • Computer Systems Manager
  • Vice President / Branch Manager
  • Manager / Treasurer
  • Bachelor of Science
  • PMP
  • Certificate Program