VIEWS: 4 PAGES: 11 POSTED ON: 9/22/2012
David H. Cohen David is a senior level PMP Certified Project Manager. Accomplishments: Managed a 4 company transition/conversion of selected Centura Financial Consultants (FCs), 6000+ client accounts (including pensions and mutual funds) and the asset content of their client accounts to RBC Dain, including all IT Infrastructure hardware changes (including communication routing), software changes, re-imaging of hardware, email exchange transition. Managed structured analysis and design techniques to re-engineer, develop and integrate group pension databases (IDMS) and administrative support systems for defined benefits and contributions reserve calculations. Managed multiple assignments, policy management re-engineering and conversions in retirement systems development including defined benefits, defined contributions, actuarial reserves, matching assets and investment alternatives to projected pay out streams and management of benefits. Audited major banks database systems and disaster recovery review, including Commercial loan, Mutual Fund Accounting, ERISA, Credit Card, Coupon Bond and transaction histories. Recommended database changes, which reduced processing time by as much as 85%. (Chase). Managed development of the Mayo end-to-end PMO & PM methodology for all business, IT and infrastructure projects including initiation of CMM level 2 efforts. Selected objective criteria and metrics for monitoring project performance. Managed major data conversion and ETL efforts. Managed the re-engineering, development, conversion and implementation a loan request, creation and management system for a State Economic Development Agency. Managed the re-engineering/conversion of a 16-year-old, antiquated Cobol/BAL system and migrated it to a commercial database environment. Revamped the processes that support and surround the development of the Intel client platform model into a new, repeatable process, aligned with CMMI model concepts. Responsible for delivering & release management of 217 change requests (100% of resources were offshore) across 11 application areas under a world class (evaluation by Capers Jones) software development life cycle. Separate assessment of PM processes resulted in a CMM of 4.3. Responsible for identification and validation of requirements for the Statement of Work (RFP) sections for Hardware, Security and Confidentiality, Business Continuity, System Performance, System Availability, Problem Management, Change Management, Quality, Network Communications, Interface Support, Project/Account Management, and Disaster Recovery for migration from one major service vendor to another, for ATM, Debit Card, POS and Stored Value Card processing (100+ million transactions). Multi-million dollar vendor incentive. Managed proof of concept of using Thin-Clients (Bricks) in a Common Platform Program for Wells Fargo. Managed the design, development, conversion and implementation of a Federal Prototype for National Managed Health Care including patient capitation, tracking client flow, computerized membership & medical records, under a mixed IPA/HMO/Hospital structure. Participated in grant proposal/acquisition/grant reporting. Implemented the first statewide, community controlled family planning health program in the nation. Managed for grant proposal/acquisition/reporting, computerized membership & medical records, conversion. Conducted comprehensive internal audit for Health and Hospitals Corp. of Integral Systems (ISI) production payroll processing (45,000 checks bi-weekly) as well as proposed on-line enhancements. 2a0dd1a9-58d5-41b7-9c21-09c15960d84e.doc email@example.com (480) 452-3283 Page 1 of 11 Developed Management Information System for Metropolitan HMO. Managed an independent review (including vendors) of a highly complex, mission critical ERP (including trading functions), a multi-year, multi-million dollar, IT development project (3-tier, VB, SQL 7 integrated with an AS400, DB2) that was significantly behind schedule and over budget (Forest City Trading Group). Managed the development of the Buzzeo ERP Implementation Methodology Body of Knowledge, a full life cycle and gap assessment methodology for web-based (fund accounting as it relates to University and Federal Student Loans/Grants) software implementation, conversion. Included release management. Only Endorsed Service Provider for Project Management Services by the Arizona Association of Industries. Skills / Technologies Senior Project/Program Manager/Business Planner/Analyst who has worked in Project Re-engineering, Project Recovery, Earned Value, Disaster Recovery, SDLC (change & Release Management), Off- Shoring, Operational Risk Assessment, Risk Mitigation, Information Technology Development (fixed fee), Implementation, Data Management & System Conversion, Quality Assurance, Strategic and Tactical issue resolution, Compliance, Internal Audit, Process Flow, Telecommunications, Governance, Proposal and Grant applications, supply chain and ERP. He has a reputation for leadership and PM skills (including project recovery), high energy, detail orientation, dedication, creative problem solving, facilitation, communication, consensus building (collaboration among groups and cultures), impartiality, technical awareness and outstanding customer focus and service. He has completed 5 successful global projects and projects over $100 million. His experience encompasses numerous industries including Government (DMV, DJJ, CDCR, NJEDA, HRA, etc.), Insurance, Pensions, Healthcare (HIPAA), Brokerage (including mutual funds prior NASD license), Banking (including SOX, Mortgage origination, refinancing and Basel 2 Accord), Manufacturing, Retail, Community Service Organizations, Market Research, Printing/Publishing and, as a working team member on the projects. Professional Experience Decision Support, Inc. Managing Consultant 4/2001 to Present Senior Project Manager CA Dept. of Motor Vehicles/Delegata 4/2008 to Present Responsible for the re-development and recovery of the Web Site Infrastructure (WSI) Project master integrated project schedule, for a vendor based, $35 million, SOA, Web Portal, the capture and monitoring of project risks and issues as well as change control. Utilized Microsoft EPM. This was the FIRST, DMV fully integrated schedule including: the vendor, DMV business areas (21), DMV IT as well as DMV organizational readiness, with "committed" buy-in from all parties. This required the involvement and coordination of 21 resource groups from the DMV. This re-planning effort identified a number of tasks which previously had been accidently omitted. Three key functional components of the project were Identity Management, Enterprise Service Bus (ESB) and an Agency wide shopping cart concept for various DMV service offerings. The Identity Management, ESB and organization wide shopping cart concept is being considered by the Statewide CIO as a possible model for the other 130 CIO based organizations in the State of California. Senior Project Manager CA Division of Juvenile Justice/Delegata 3/2008 to 4/2008 Enhanced the structure of the transformation capabilities of the Division of Juvenile Justice to enable realization of a reform vision that also satisfied the Farrell remediation requirements. Collaborated with the Office of the Attorney General to respond to an Order to Show Cause Why DJJ should not be given over to a Receiver. 2a0dd1a9-58d5-41b7-9c21-09c15960d84e.doc firstname.lastname@example.org (480) 452-3283 Page 2 of 11 Enabled the DJJ executive team to sponsor the projects which will drive DJJ to achieve the vision of Reform and Farrell Remediation. Enhanced DJJs ability to define and manage projects to achieve the reform vision, introduce standard project management principles into DJJ based on recognized PMBOK standards. Provided Project Management and Mentoring services for the DJJ Transformation Structure Enhancement project. Prepared and management of a Master Project Schedule and of all related Sub Project Schedules Senior Project Manager CA Dept of Corrections & Rehabilitation/Delegata 1/2008 to 3/2008 Member of four (4) person facilitation & planning team which assisted CDCR executive management (Asst. Secretary Level) in a major project planning effort. CDCR needed to create a plan which satisfied California Court Orders to correct agency deficiencies as well as effect the organizational transformation changes necessary to revamp the agency. This is currently estimated to be a multi- BILLION dollar business and IT project effort. Senior Project Manager CalPERS/Delegata 10/2007 to 1/2008 Guided the CalPERS Information Technology Services Branch (ITSB) in the definition and implementation of a Workload and Capacity Management process and tool. The purpose of this process and tool is to ensure that the ITSB Management Team can lead ITSB to fulfill its work commitments for the Pension System Resumption (PSR) Project, while simultaneously maintaining existing production and project schedules. Allowed ITSB Management to clearly see its volume of work, so they can make appropriate decisions to support it. This effort has received a GTC Award. The project is to better organize and communicate ITSBs capability to support: Immediately the incoming $200 million PSR project and all other associated projects Need to support CalPERS with the PSR solution being delivered Retirement of all technology and applications being replaced by PSR CalPERS ongoing business Senior Project Manager US Airways 3/2007 to 9/2007 Recovered two multi-million dollar, vendor, web-based projects. Accepted responsibility after both projects were beyond their implementation dates. Previously, each project had either 3 or 4 prior project managers, who had attempted, unsuccessfully to develop and move the projects forward. Both projects were been brought under control, requirements (including network) and plans revised with team input and successfully recovered. FAA Single certification awarded 9/2007. EmpowerMX (Project recovery ) The project focus was to replace/install, at locations across the country, the existing Sinex production maintenance and engineering tracking application for aircraft maintenance with a customized Java based EmPowerMx application. Its web based and utilizes Java technologies and Oracle. It was also necessary to develop several new interfaces. This will enhance the company service capabilities at all service sites nationwide and save over $1 million/yr. Jouve Content Management (Project recovery ) The other project will utilize customized Jouve software (using Jouve, Documentum, Renderex & Arbortext), across the division, nationwide, to perform content management and authoring of work packages, task cards, manuals for maintenance of the various aircraft fleets and comply with FAA governance. An initial guiding principle was to formulate a DTD as a single-source DTD. Project will save over $2 million/yr. Senior Project Manager RBC Dain 3/2006 to 12/2006 Took responsibility for co-developed vendor web-based project which was 8 months late. Project was delivered early and under budget based on the revised time table and budget specified in the approved change order request. 2a0dd1a9-58d5-41b7-9c21-09c15960d84e.doc email@example.com (480) 452-3283 Page 3 of 11 The custom, vendor developed marketing site provides Financial Consultants (FC) the ability to order and send personalized, on demand, marketing and collateral materials to their clients utilizing an extract, transform and load (ETL) process. Image portion is written in .Net. Includes all compliance processes: Allows for turnkey delivery of marketing programs that align with the firms strategy and are compliant with regulations. Presents more branding opportunities for the development of FC business. Image Library application provides users the ability to store and manage images and metadata of employees. The creation of an Image Library allows for the ETL of photos and employee associations to outside vendors. Executives will have the ability to search for and view images of employees. Centura Conversion/Transition, (On-time, under budget): Managed a 4 company data extract and transition of selected Centura Financial Consultants (FCs), 6000+ client accounts (including pensions and mutual funds) and the asset content of their client accounts to RBC Dain, including all IT Infrastructure hardware changes (including communication routing), software changes, re-imaging of hardware, email exchange transition, transfer of the individual FC files from Centura to Dain as well as facilitate data security and credentialing for the personnel involved. As a by-product, I created a repeatable process for future utilization. He also managed the development of a Referral Tracking Report for cross-company shared fees. RBC Dashboard (On-time, under budget): Product (business intelligence) was co-developed with the vendor to identify different opportunities for business development with existing client accounts for a FC. Managed the rollout of a single sign-on environment and a daily ETL data feed for the vendor as well as create an easy web-based internet link for the Financial Consultants for ease of utilization of the RBC dashboard. The Individual FC Web Sites (On-time, on-budget-in flight): Managed the in-house portion of a single sign-on environment and daily ETL data feed update of a vendor hosted web environment. The hosting will provide up to 1400+ FCs with a personalized web site, complete with a link from the corporate site. Includes all compliance processes. FDIC Sweep (Held pending One B-D implementation) Project will provide the ability for brokerage clients to seamlessly sweep funds to a FDIC-insured account with unlimited transactions. Offer Tiered Interest Rates based upon account or cash value to maximize revenue on the account level and provide incentive for clients to consolidate cash balances. Senior Project Manager - Planning Intel 9/2005 to 2/2006 High Productivity Client Platform Project focus is to create a repeatable process for development of cutting edge, integrated, mobile client computing platforms (80,000) through harnessing leading edge, component models, software and hardware capabilities. Establish a unique alignment of Hardware, Operating System, ISTG Services, and Productivity Software roadmaps to allow Intel to completely redesign the client experience, becoming the absolute role model for worker productivity aligned with CMMI model concepts. Revamped the processes that support and surround the development of the client platform model. Delivered convergence of Santa Rosa notebook with associated component software applications. Integrated the notebook development with the product groups. Senior Project Manager American Express 4/2005 to 7/2005 Security and Governance 2a0dd1a9-58d5-41b7-9c21-09c15960d84e.doc firstname.lastname@example.org (480) 452-3283 Page 4 of 11 Facilitated compliance with security mandates from the U.S. government and other international regulatory agencies. AMEX must provide web-based Security Awareness Training to all (150,000) global AXP employees, contractors and vendor employees who use AMEX systems. Sarbanes/Oxley (SOX) Application Controls Compliance Support Project. Implemented as result of AMEX internal re-organization, an Ownership Validation of 128+ Critical Applications. Supported SOX Application Control Guidance on Process, Risk, Type of Control, and Test. The SOX controls are intended to reduce risk associated with various application processes. Implemented a Pilot SOX Application Control Effort QA review of SOX Critical Key Control Tests for AEB Financial Closure. Senior Project Manager USAA 9/2004 to3/2005 Given responsibility of delivering 217 change requests (100% of resources were offshore) across 11 application areas under a world class (evaluation by Capers Jones) software development life cycle. Separate assessment of PM processes resulted in a CMM of 4.3 status. IT PM for the emergency acquisition, installation of Triple DES Encryption, and implementation of 4 ATMs, from a credit union that was closing 4 of its regional offices, across 4 different time zones. The project was allowed a 45 day duration to become operational on 12/31/04. Implemented all networking requirements, design & implementation, QA, development of internal processes, support contracts with all vendors, including level one and two, equipment/software maintenance, ATM processing provider, procurement of equipment, communications and interface with personnel of selling institution. IT PM responsible at USAA for identification and validation of requirements for the Statement of Work (RFP) sections for Hardware, Security and Confidentiality, Business Continuity, System Performance, System Availability, Problem Management, Change Management, Quality, Network Communications, Interface Support, Project/Account Management, and Disaster Recovery for migration from one major service vendor to another, for ATM, Debit Card, POS and Stored Value Card processing (100+ million transactions). Multi-million dollar vendor incentive. Migration/conversion planning. Responsible at USAA for the initial planning of the Enterprise Caching Project to reduce calls to back- end systems and improve application performance for 2 million members and 14,000 service representatives, by providing a high performance caching utility for use by all USAA Web Applications. Senior Project Manager/Business Analyst - Wells Fargo/Executive Directions Inc. 8/2004 to 9/2004 Team was tasked with researching, identifying, defining, and high-level mapping of existing operational domain risk controls and measurement systems used within the bank and its current operational risk processes. Utilized the Risk and Control Self Assessment (RCSA) approach to gather current process flows to develop the necessary data feeds for a loss event database, to facilitate a qualitative and quantitative review and numerical calculation of operationally related loss reserves. These efforts would incorporate some/all of the operational risk requirements of the Basel 2 Accord, Sarbanes-Oxley, COSO, for governance and compliance and CMMI alignment of CPM. Responsible for the Risk Assessment of the Corporate Project Management methods/processes (CPM) domain and identification of required data fields to populate the Op-VAR Loss Event Database. Identified 15 gaps in the CPM. PM Mentor/Business Analyst/SME MD Anderson Cancer Research 1/2004 to 7/2004 Team (multi-cultural) was tasked with removing the need for shadow accounting and the improved utilization of encumbrances in a customized PeopleSoft 8.0, fund/commitment accounting environment for a state university. 2a0dd1a9-58d5-41b7-9c21-09c15960d84e.doc email@example.com (480) 452-3283 Page 5 of 11 Responsible for assisting in process flow requirements gathering (JAR), including the initial (JAD), and implementation of the requirements for a re-engineered management process, for the organization with strong roots in CMMI. Team mentor for business case, analysis, investigation (frequently acted as a working session facilitator), prototyping, functional requirements and design of a 2-phased implementation effort. Developed the QA strategy and SQA metrics for the migration/conversion of over 1500 objects within a 6-month window. Developed the project management metrics for the project. Senior Mortgage Loan Officer Morgan Financial LLC 8/2003 to 12/2003 Client interface for the origination and processing of new mortgages (purchase) and refinancing. Originate loan, locate appropriate lender and negotiate terms (rates and pricing). Oversee loan processing and removal of borrower underwriting conditions. Established a lender matrix comparison for benefit of the client. Senior Project Manager Wells Fargo-Retail 8/2002- 7/2003 Managed the Proof of Concept project to ascertain the advantages and viability of using 30,000 Thin-Clients as a strategic and tactical device in a Common Platform Program. Responsible for the analysis, investigation, prototype and pilot program, user and functional requirement development, developed a full business case with cost benefit and risk analysis. Worked with project control, many functional units, review boards and financial management team. Managed the development of a process enhancement to provide better financial control and forecasting of IT project budgets and reduce monthly budget variances. Primary area of focus was external contractor personnel. Director of Project Management Office Mayo Collaborative Services, Inc. 1/2002 to 7/2002 PMO development with implementation of all necessary methodology and selection of staff within salary constraints. Established a PMBOK (PMI) -based PMO and related processes for business, IT and infrastructure projects. Established a company-wide, end-to-end, Program/Project Portfolio with comprehensive project monitoring. Expanded company-wide project planning and control, including training and mentoring of fledgling Business Project Managers and a model for business requirements estimating. Establish a central repository for templates, tools and other corporate knowledge for CMMI level 2. Selected objective criteria and metrics for monitoring project performance. Project Management Mentor/Methodology V-Commerce 8/2001 to 12/2001 Developed and Implemented Project Management Methodology with business intelligence and an initial PMO structure. Mentored development of a modified RAD Methodology and a project effort estimating model/tool. Senior Business Advisor to CEO and VP of IS Forest City Trading Group ($3.8 billion trading organization) 5/2001 to 7/2001 Utilized various information processes to assist with strategic and organizational planning. 2a0dd1a9-58d5-41b7-9c21-09c15960d84e.doc firstname.lastname@example.org (480) 452-3283 Page 6 of 11 Reviewed business process (and business intelligence) flow from a strategic IT view and impact. Developed strategy to identify/capture Intellectual Capital/Knowledge Management/Intellectual Property. Identified disaster/recovery/contingency issues at independent operating company sites. Provided independent review (including vendors) of complex, mission critical ERP (real-time trading), multi-year, multi-million dollar, IT project (3-tier, VB, SQL 7 integrated with an AS400, DB2) behind schedule and over budget. Assisted management in building consensus of alternatives to complete the remainder of the project. Provided project mentoring to individuals to facilitate project completion. Helped to formalize revised project schedule using a metrics-based, sizing/estimating approach. Reviewed and offered suggestions on the SQA process being utilized. Senior Implementation Project Manager Buzzeo, Inc. 4/2000 to 4/2001 Responsible for the selection & implementation of a Web-based CRM/SFA tool and Product Support-Helpdesk. Responsible for the full life cycle of Web-based eLogix fund accounting, including process flows as they relate to University and Federal Student Loans/Grants software implementation/conversion at client site(s). Responsible for development of the Buzzeo Implementation Methodology Body of Knowledge (BIMBOK), a full life cycle ERP methodology, PMBOK compliant, for gap analysis and web-based software implementation and Conversion at client site(s). Responsible for quality testing and internal implementation of the eLogix Budget, Accounts Payable & Inventory Management software modules using Oracle or MS SQL Server with Actuate reporting. Managed business process workflow mapping, business requirements / rules, gap analysis and conversion. Project Manager/Senior QA Architect Compuware Corporation 6/1998 to 4/2000 Managed Business Process Re-engineering of the Phoenix branch Resume Process. Scope included defining, developing, and implementing an interactive web application. Utilized Oracle database and Crystal reporting. Public Safety Project Manager for Y2K Contingency planning for a large city. Performed a review and gap analysis using a services/systems matrix for 28 departments including police, fire, and airport. Established interdependency relationships, service gaps, and resource conflicts across departments, and contingency efforts still required and determined potential citywide impact (Phoenix). Designed a custom QA methodology using Compuware Corporation automated test tools for integrated testing of three business critical systems for major manufacturer (Distribution & Control, EDI and Accounting) (Micro-Age). Developed assessment criteria and metrics to identify Global Communication Carriers (194) who might not fulfill their commitments to the major credit card financial company in Year 2000 (AMEX). Supervised development of a strategy, project plan, budget, web utilization, and risk assessment and contingency issues, for various telecommunication carriers. Led a team of three members in the conduct of an Independent Verification and Validation (IV&V) survey of a state agencies Year 2000 remediation effort for the Federal Regional Management (DES). Planned, developed, scheduled, tested and implemented a Y2K Vendor/Service Provider readiness survey for a multi-national client (AMEX). Conducted on-site interviews and inspections at various vendor locations. 2a0dd1a9-58d5-41b7-9c21-09c15960d84e.doc email@example.com (480) 452-3283 Page 7 of 11 Provided direction for vendors to rectify any deficiencies and or risks and contingency issues. Managed the development a Global Testing Strategy Primer for business IT areas of AMEX. Interviewed senior management to define requirements. Directed creation of Strawman Generic Y2K Test Strategy/Plan to be used by business areas with specific customization by each areas director. Managing Consultant Decision Support, Inc. 4/1980 to 6/1998 Provided management and Information Technology consulting services to manufacturing, engineering, financial, insurance, and health industries as well as city and state government agencies. Specialized in strategic planning, full systems life cycle, project management, re-engineering, conversion, QA, Disaster Recovery hardware/software selection, systems development, telecommunication, and database solutions. Performed studies, audits, project rescue/implementation and multi-phased projects for over twenty Fortune 200 clients. Managed: Conceptual and logical data model for cash, holdings/position, and risk exposure for a major insurance and pension company. Model included all 9 portfolios, securities, equities, real estate, mortgages and loans etc. $170,000,000 in assets (Prudential). Initiation, team development, planning and initial execution of an IT development project for the Defined Benefits Pension Marketing and Administration departments at a major Insurance Company (ELAS). Structured analysis and design techniques to re-engineer, develop and integrate group pension databases (IDMS) and administrative support systems for defined benefits reserve calculations. Determined feasibility and developed real-time and batch system architecture for group pension area. Saved $450,000 annually (MET). Approximately a 40% efficiency improvement in the 401K processing environment for a major actuarial & pension company. RFP selected a departmental processor for record keeping needs. Assisted in re-design& conversion, and disaster recovery for IBM migration to ADABAS/Natural and functional enhancement of the application (Segal). Capacity study for a major medical insurance carrier to determine the impact of possible new products and system enhancements on a Medical Claims System under a 1,200 terminals network (EMPIRE Blue Cross). Re-engineered, developed, converted and implemented a loan request, creation and management system for a State Economic Development Agency. The project focused on loan request, approval (multiple requests could be approved for an applicant), creation, billing, payments and management of commercial and capital loans, including school/municipal mortgage loans. Loan management included monitoring, collateral, guarantee and restructuring.(NJ EDA). Buy/build, including a full RFP process, which resulted in the complete overhaul of an existing Commercial Loan MIS, for a major bank. Re-engineered/converted a 16-year-old system and migrated it to a commercial database environment. Saved approximately $500,000 and cut 6 months off original implementation schedule. Subsequently expanded to include asset based/retail lending (Marine Midland-HKSB). Similar assignments at Manufacturer Hanover & Barclays. Global seamless (any terminal to any host) computer connectivity study and design for a global investment firm utilizing off the shelf hardware and software, multiple mainframes, minis and client/server, IBM, DEC, Prime, Wang, Hewlett-Packard, Novell and LANs. Only solution without custom programming. (DBL). Product Development, publication & global deployment of TUXEDO Documentation/Services, at request of USL. Re-engineering, database design, development, conversion, disaster recovery and implementation of a trading desk, back office and management system for a global banks foreign exchange trading, which doubled trading profits in the first year. Savings in errors and staffing were over $200,000. (Credit Commerciale Francais). 2a0dd1a9-58d5-41b7-9c21-09c15960d84e.doc firstname.lastname@example.org (480) 452-3283 Page 8 of 11 Audits of a major banks database systems and disaster recovery review, including Commercial loan, Mutual Fund Accounting, ERISA, Credit Card, Coupon Bond and transaction histories. Recommended database changes, which reduced processing time by as much as 85%. (Chase). Capacity study for a large teleprocessing call center to determine the volume of check cashing business that could be absorbed before additional hardware was necessary. Resulted in 28% business increase. Formulated a strategic business plan for the project consulting division of a technical consulting company. This included marketplace analysis, product planning, market strategy and a $1,500,000 budget. Planning and the implementation of Cullinet Financial Accounting System for a multi-national manufacturing company, including cash processing. Set goals, objectives and re-engineering requirements for multi-company G/L Consolidation Project using Cullinet. (AGFA/BAYER). DB design, development, conversion, disaster recovery, and implementation of an MRP/supply chain system for a manufacturing and engineering (standard models and custom manufacturing) company. The ERP spanned sales order thru bill of materials (BOM with automatic pricing of kits, and custom models) and was integrated with a just in time sophisticated purchasing, receiving, inventory control, A/R, A/P, payroll and G/L. System minimized work in progress costs, reduced staff effort by approximately 50% and significantly reduced on hand inventory costs. For a major retail consumer product company, collaborated on functional requirements and database design of their market expansion, planning and tracking system. The market expansion system focused on the promotional metrics and accounting associated with assessing the costs and success of their respective efforts. (A&H). Director of Systems, Planning O.R. and Evaluation CompreHealth Corporation 1978 to 1980 Responsible for the project management, and implementation of a Citywide managed health care project (Medicaid Waiver), intended as prototype for federal national health insurance. Integrated systems, planning and operational research under a single program management to recover the project schedule and convert to a capitation payment, computerized membership, medical records and tracking system on time and within budget. Established a citywide medical provider network, which included all medical services i.e., homebound nursing, laboratory and pharmacy. Negotiated provider contracts, which included evaluation and monitoring criteria for internal and federal reporting. Project Administrator-PMO/Manager and Internal Auditor Chase Manhattan Bank 1976 to 1978 Project Administrator and Internal Auditor, I mentored and developed IT project leaders to be higher level project managers by providing project management support and on the job training in initiation, planning, execution, control and closure. The commercial and custodial areas I was program manager for represented one sixth of bank’s development, conversion. Additionally, I had responsibility for maintenance of certain key programs & participated in the selection of the Enterprise-wide database. o Managed and controlled, concurrently, the planning and costs of projects with budgets of $3-$5 million and staffs of over one hundred and forty development professionals. Designed and implemented an interactive system to track project schedules, budgets, costs, and forecast completions, worldwide. o RFP for nationwide, private communications network for major bank. Assistant Director, Office of Management & Control Human Resources Administration, City of N.Y. 1974 to 1976 Assistant Director of Office of Management & Control, provided the project management and implementation for the first on time system development, DB and data conversion, project in HRA history (Cost savings of $70,000,000+). Managed approximately 60 direct and indirect reports and several hundred outside consultants consisting of data processing professionals, Medicaid and social service personnel from project concept through system re-engineering, implementation & evaluation for over a half dozen concurrent successful projects. Provided project management for the “overhaul” 2a0dd1a9-58d5-41b7-9c21-09c15960d84e.doc email@example.com (480) 452-3283 Page 9 of 11 of the delivery of several human services for the City of NY’s Human Resources Administration. Re- engineered and streamlined all major processes utilized in the delivery of purchased social services and federal reporting. Established & implemented QA requirements for human resource and social services. Managed the development and optimized several fiscal control systems (ADABAS) resulting in a 10:1 return on investment. Reduced contract-monitoring time by 60% for purchased senior citizen services: reduced telecommunication and related costs by 50%. Developed real-time and attendance system with disaster recovery for 30,000 people. Project Director 21-County Family Planning Program 1971 to 1973 Project Manager for the First State-Wide, state initiated, Community Controlled Family Planning Health program in the nation. Successfully developed and implemented all aspects of program including doubling of service capacity, proposal preparation, grant acquisition and federal reporting. Project duties included development and training of a statewide board of directors consisting of 21 consumers and indigents, 21 medical providers and 21 consumer advocates. Helped build a working partnership among dissimilar groups for a solid functioning community-based board of directors, which controlled and directed the project implementation and on-going operations. Designed DB and medical system and completed all data conversion. Funded by Medicaid and Family Planning legislation Education MBA - Finance (with honors), St. Johns University, Queens, New York. MPM - Masters in Project Management (with distinction) Keller Graduate School of Management Associate Professor, Graduate Department of Computer Science CUNY 14 years - taught the entire SDLC -project management, business analysis/requirements, system analysis, QA, data and information retrieval, conversion and re-engineering. NSF Grant for Computer Application/Technologies. Certificate and Training: Certified Project Management Professional by PMI and Re-certified. UML and EJB training. Completed Oracle Developers Training. Prior NASD license and licenses in all forms of personal insurance- retirement, pensions, health, life, disability. Affiliations : Past Member of Project Management Institute (PMI) International Scholarship Selection Committee. Member of the External Relations Committee of PMI President of Phoenix PMI Chapter -Years 2000 and 2001 - Project Management Institute (PMI). Membership Chairperson of Microsoft Project Users Group years 2003 and 2004. Member of Oracle Users Group of Applications in Arizona. Only Endorsed Service Provider for Project Management Services by the Arizona Association of Industries. Selected Presentations and Publications Presentations: 2a0dd1a9-58d5-41b7-9c21-09c15960d84e.doc firstname.lastname@example.org (480) 452-3283 Page 10 of 11 A featured/guest speaker on The Project Management Profession and the International Project Management Day for the Project Management Week proclaimed by Governor Janet Napolitano 11/07 Project Management and the International Project Management Day for American Express Financial Services Division 11/07 Exploring the Practice of Project Management: An Introduction For Countywide Bank 7/07 A Practical PROJECT MANAGEMENT OFFICE*, Project Management Institute (PMI), Phoenix Chapter 7/02. CONSIDERATIONS IN THE Project Management of Y2K VENDOR READINESS ASSESSMENT PROCESS*, Arizona Millennium Group A Statewide Organization. PROJECT MANAGEMENT OF Y2K VENDOR READINESS ASSESSMENT*, Project Management Institute (PMI), Phoenix Chapter. SYSTEMS ACCEPTANCE TESTING* Mini-workshop to Northern New Jersey Society for Advancement of Management. WATER BRANCH REORGANIZATION AND ESTABLISHMENT OF OBJECTIVES*, Facilitator for U.S. Environment Protection Agency. PROJECT ADMINISTRATION AND PROJECT MANAGEMENT TECHNIQUES*, Seminar to U.S. Government and Department of Defense Personnel. MANAGEMENT PROBLEMS IN THE DEVELOPMENT OF A COMPREHENSIVE SOCIAL SERVICE REFERRAL AND INFORMATION SYSTEM*, Honors Seminar in Information Sciences, Brooklyn College. MULTI-DISCIPLINARY APPROACHES TO FAMILY PLANNING HEALTH SERVICE DELIVERY*, Graduate Schools of Public Health and Public and International Affairs, University of Pittsburgh. Database and Data Acquisition Concepts Seminar to NYS Department of Labor. SYSTEMS ANALYSIS FOR USER ANALYSIS* Seminar to New Jersey Department of Labor under auspices of U.S. Civil Service Commission. DATA COLLECTION AND UTILIZATION IN SOCIAL SERVICE* - Joint Seminar at Kean College NJ. Taught case study oriented courses at CUNY for Systems Development Life Cycle, QA, PM, MIS, Systems Analysis and Design, and Database and Information Retrieval at undergraduate and graduate level for 18 years. Publications: DEVELOPMENT OF A PLANNING CAPACITY FOR THE COORDINATION OF HEREDITARY HEALTH DISORDERS National March of Dimes. CURRENT MANAGEMENT AND DELIVERY PROBLEMS IN FAMILY PLANNING Professional Institute of the American Management Association. EXPANSION OF DELIVERY OF FAMILY PLANNING SERVICES IN NEW JERSEY Department of Health, Education and Welfare. AUTOMATION OF CLIENT RECORDS AND SELECTED MEDICAL CLINIC FUNCTIONS University of Alabama. UTILIZATION OF SUBSTITUTE BEHAVIOR FOR ALLEVIATING ADDICTION TO SOFT DRUGS Nassau County, New York. Seminar curriculum conceived, developed and instructed by David H. Cohen. 2a0dd1a9-58d5-41b7-9c21-09c15960d84e.doc email@example.com (480) 452-3283 Page 11 of 11
"David Cohen Ning"