Results-oriented Project Manager with outstanding track record of working through difficult situations to deliver highway design projects on time and within budget, while coordinating with multiple stakeholders and end users to ensure the right project is designed.
As a Sr. Project Manager, I am assigned some of the Region's most complex projects giving me responsibility for high profile, large dollar projects, including HB2017 projects that are watched closely by the legislature and the public, and have direct impact on future agency funding.
My most recent high profile project was the $134M dollar highway widening project on OR217. This project was a combination of several smaller projects pulled into a single large project, with half of the design being designed in house resources while a consultant team designed the other half of the project. There were over 200 team members on this project, between ODOT staff and consultant resources.
The OR217 project required coordination with multiple local agencies who had jurisdiction within or adjacent to the project, presenting at city council meetings and neighborhood associations. I also organized coordination with local law enforcement, ambulance services and hospitals to ensure there were no surprises to emergency services when the project is in construction. Building positive relationships with these agencies was critical to the success of this project.
In addition to working on the OR217 project, I am responsible for three in house design projects and four outsourced projects that required development of contract bid documents, selection of consultant teams, contract negotiations and contract management.
I am also responsible for training new project management staff, introducing them to the way ODOT runs projects, mentoring existing project management staff, and training non- project management staff how to manage a project when they are interested in transitioning into project management.
As a Project Leader I was responsible for all activities necessary to move assigned projects through the design process, from scoping to final product delivery. My responsibility was to maintain the scope, schedule and budget of each project. To successfully manage multiple projects, I needed to recognize and respond effectively to unexpected situations with multiple shifting priorities, and tight deadlines. I needed to effectively organize my work in a way that ensured that tasks were not missed.
I managed up to nine projects at a time, leading multiple project teams of engineers and specialists in disciplines including roadway, traffic, right of way, survey, environmental services, utility specialists, freight/mobility coordinator, rail liaison and public outreach coordinators. I also mentored a new project leader through managing her first project as a project leader.
I was responsible for regularly monitoring the budget and preparing reports to track ongoing expenditures, comparing them to total expected costs for the project. I am responsible for notifying upper management when project costs may over run the budget. I also ensure that the Project Delivery Team was on schedule to make delivery of required products at scheduled delivery dates by keeping the team focused on the project through team meetings, sub-team meetings, and personal attention to identified risks.
Successful delivery of a project requires forward thinking. I coordinated with and considered the needs of the construction project managers who would oversee the construction and the maintenance crews who have to maintain the designed facility. I have established positive working relationships with construction and maintenance crews through construction site visits and maintenance ride alongs to get a better understanding of what these two crews do through their eyes.
I also developed positive working relationships with external stakeholders, including city, county and federal agencies, local businesses and the general public. This was accomplished through effective communication and extensive stakeholder outreach through public meetings, personal contact, interagency corroboration, and intergovernmental collaboration.
As a crash analyst I was responsible for qa/qc of data captured in the crash data system, tracking traffic crashes throughout the state of Oregon. I performed monthly, quarterly and annual quality control processes to ensure that data in the Crash Data System complies with coding rules.
My regular work was often interrupted by priority media, legislative and upper management data requests which required a quick and accurate response for information, often allowing only two hours to respond with a researched answer to critical questions.
When I was hired at ODOT, I was tasked with developing relationships with various law enforcement agencies throughout the state. Once established, I worked with various departments to develop the Annual Law Enforcement Data Books publications.
In coordination with the Lincoln City Oregon State Police (OSP) office, I developed a patrol guide book for the Lincoln City office that successfully determined the reason for chronic crash problems which allowed OSP to modify their patrol patters and affect change in the Lincoln City area. Because of the success of this pilot, I was asked to coordinate a team with OSP and ODOT staff to develop a publication for each OSP office statewide. In 2008 I published the first set of Annual Oregon State Police Crash Data Books (36 volumes) which is used by OSP to report to the legislature on their Key Performance Measures.
I developed presentations of crash data and made public presentations at various conferences, including: Patrol Supervisors Conference, Highway Safety Conference, and School resource officer training.
2021 Nomination for Outstanding Leader Award from ODOT
2018 Nomination for Emerging Leader Award from ODOT
2009 Recipient of Partnership in Service award from Oregon State Police
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