1 Carolyn J. Taylor, MBA, PMP Project Manager Mrs. Taylor, a certified Project Management Professional (PMP), has 30+ years of federal government experience that includes 25+ years of program and project management experience. Possesses outstanding capabilities building strategic coalitions and strengthening communications across multi-disciplinary areas. A strong collaborative management leadership style with remarkable business acumen and an exceptional record for developing and executing strategic and operational plans, concepts of operations and business cases, reengineering business process, and managing government publishing programs. Excellent management Professional Experience Summary skills, proficiency in directing and supervising people, projects, resources, budgets, vendors and other business partners. Outstanding communications skills with the ability to articulate a strategy, an idea, in a clear and concise manner. Expertise in program management, technology planning, and an ability to align and leverage the technology for the advantage of the enterprise. Proven track record and experience in optimizing resources and consistently achieving objectives on time and under budget. Ability to conduct comprehensive cost benefit analyses and feasibility studies. Knowledgeable in enterprise project scheduling methodology. Flexible and works well in fast-paced environment. Job Assignments Significant Achievements Won contract and directed start-up of first outsourced operation to classify patent applications for USTPO. Successfully prepared NIH loading dock operation for ISO certification. Organization passed with no findings! Transformed the Air Force Publishing Program from a manually intensive infrastructure to a state-of-the-art, XML-based, solution Migrated Air Force Publishing distribution operation away from paper distribution to a digital focus Caption Statement of relevance SI International, Reston, VA: Program Director (240) (cell)/(540) (ofc)/(301) (home) July 2005 Present Mrs Taylor has successfully lead a multi-functional team in standing up a 160+ person operation to classify patent applications for the US Patent and Trademark Office (USPTO). This is the first time this operation has been outsourced. Her involvement included preparing the management response to the initial RFP; identifying and bringing the technical support resources to the effort; selecting the facility to house the operation; developing and executing the subcontract agreements for staffing and technical support; developing the in-house staffing strategic plan for recruitment and staffing of an operation that requires employees with graduate level science and engineering degrees; reviewing resumes and interviewing key personnel; guiding the development of the inhouse training on how to classify applications; interacting with the proposed and eventual client to fine tune customer expectations; and building the project plan and schedule that was executed to reach operational capability. Effort will result in a minimum of 2,000 applications being processed daily. Mrs. Taylor served as the off-site program manager for the National Institutes of Health (NIH) Loading Dock service contract. She oversaw a staff of 60+ employees that receive and deliver research associated items to NIH personnel; and, provide physical security for specific loading docks on and off the NIH campus. By her personal approach to employee interaction as well as her firm adherence to a strong work ethic, she has significantly reduced the absenteeism rate. As the site s internal auditor, she guided the Loading Dock operation through
2 its initial external audit for ISO 9001:2000 certification that it passed with flying colors. During her tenure, turnover rate has been dramatically reduced, and the current contract expanded to add two more buildings where SI employees will be responsible for receiving and delivering items arriving at those loading docks; while one more loading dock support requirement is in negotiation. Her personal interaction with her customer enabled her to quickly understand her customer s objectives, challenges and to quickly resolve minor issues. In response to an on-going requirement in her business unit, Mrs. Taylor also provides subject matter expertise in project management, logistics, operations management, and document management to a number of proposal efforts as she assists with writing and reviewing proposals. SETA Corporation, McLean, VA: Project Controller and Thought Leader September July 2005 Served as on site project analyst at the Transportation Security Administration (TSA). Mrs. Taylor drafted Information Technology (IT) project management policies and procedures to be used by the project management staff within TSA s Office of the Chief Information Officer (OCIO). She actively supported a recent OCIO reorganization by creating a mock organization and defining roles and responsibilities for each functional category within the OCIO s Performance Management Directorate (PMD). This effort resulted in job descriptions being updated and performance metrics being developed. When the OCIO was trying to select a standard project management system to support its operation, Mrs. Taylor conducted a comprehensive analysis of Primavera, Niku, PlanView, Oracle and MS Enterprise Project solution sets and, based on the organization s goals, objectives and culture, recommended a best of breed solution for use in TSA s OCIO. She drafted standard operating procedures (SOP) and an implementation plan for TSA s OCIO Phase Gate process a systems development life cycle (SDLC) methodology for tracking a project s schedule, costs and risk mitigation efforts from a project s start to finish. The process, once employed, would give senior decision makers a snapshot of where a project or portfolio of projects were at any stage of development and enable those decision makers to decide whether or not to proceed with project development. She evaluated the quality of documents project managers prepared to support SDLC processes and Capital Planning and Investment Control (CPIC) procedures and offered guidance on ways to improve presentations. Mrs. Taylor drafted policy and procedures for accomplishing Earned Value Management (EVM) as well as SOPs for project baseline reviews to establish schedule and cost baselines for each project. Lead team in preparing SDLC Artifact checklists that would be used to determine if documents required for each phase of a project had actually been prepared and when (timeliness of documentation impacts project schedule). She reviewed and assessed monthly project updates submitted by OCIO project managers to ensure consistency with corporate strategy; consistency across projects in employing project management tools and techniques; and customer satisfaction with the product deliverables. Mrs. Taylor wrote articles for and edited the quarterly OCIO Project Control Office (PCO) newsletter. She was recognized for the vast improvements she made so quickly in the appearance and content of the newsletter. Because she also prepared training material and taught project managers on project management principles, tools and techniques, she tied her news articles to her course of instruction as an additional learning tool. In addition to her offerings in her organization s newsletter, she contributed project management articles to OCIO newsletter on a monthly basis. Always sensitive to scheduling requirements, Mrs. Taylor consistently met all of her deadlines. When the OCIO s Project Control Office initiated efforts for Capability Maturity Model Index (CMMI) certification, she assisted with the assessment by baselining where the PCO currently stood in and what needed to be done to reach certain CMMI levels of maturity.
3 Project Management Institute (PMI), Washington, DC, Chapter, Career Development and Outreach Committees Volunteer Coordinator for PMI Mrs. Taylor is an active volunteer in PMI s Washington, DC, Chapter, the largest chapter in the world (7,000+ members). She serves as the Event Coordinator for the Chapter s in-house training sessions for the Project Management Professional (PMP) certification test; as well as a PMI outreach representative, interacting with multiple organizations to educate others in the value of project management as a profession, as a career, as a functional discipline that should be embraced in the work place. In July 2006, she represented PMI at the Blacks In Government conference held in New York where she gave a workshop on how to obtain project management certifications. In May 2007, she hosted a web cast to multiple chapters of the Federally Employed Women (FEW); speaking on the merits of a project management certification and how to acquire such certifications. She mentors several aspiring project managers. US Air Force Departmental Publishing Office, Bolling AFB, Washington, DC Manager August March 2004 Directed and managed activities of government employees (civilian and military) and managed several contracts for maintaining the Air Force centralized electronic publishing and physical storage operations for printed products and printing procurement mission. Operation had annual budget of $18M. Implemented a Content Management System that transformed the way information was gathered, used and shared via forms-based processes, saving the Air Force an estimated $50M per year. Served as Senior Publishing Manager for the Air Staff and Secretariat. Served as Publishing s senior advisor on the Air Force s Communication and Information Management Career Panel for the Information Management Career field. Contributed to formation of course requirements for career advancement. Adjudicated military appeals as an active member of the Air Force Board for Correction of Military Records. Selected Air Force civilians for senior level awards as member of the Air Force Civilian Awards Boards. Lead development and implementation of web-based training application for forms design and development. Lead development and execution of in-house training program in project management fundamentals. Established an in-house incentive program consisting of quarterly awards (XTR-Mile Award) and peer-to-peer recognition awards encouraged to be given out at any time; especially during monthly meetings. Recognized monthly staff meetings were great motivators for entire staff. Issues and concerns could be raised in an environment of nonattribution and resolved by all participants. Maintained a roving trainer on site to provide oneon-one training to employees that expressed or showed a deficiency in the use of any automated tool. This investment resulted in a 100% increase in productivity! Air Force Departmental Publishing Office, Bolling AFB, Washington, DC Program Manager, Electronic Publishing August 1996 August 1999 Directed activities of three-government employees (civilian and military) and oversaw several contracts for managing the Air Force centralized electronic publishing program. Developed and implemented strategic and operational plans to support Air Force Publishing Program. Management $18M+ budget for Air Force Departmental publishing and printing operation. The AF Electronic Publishing Program outsourced the development of the Electronic Transaction System (ETS) designed to automate the distribution of all AF Publications. ETS was funded by the closure of 88 field distribution offices and the deletion of 300 manpower slots. When the contractor failed to deliver the solution, I took over and managed the development of ETS,
4 enabling the closure of the 88 facilities to occur on schedule, saving the Air Force $75M per year. Established a formal training program to provide Air Force s worldwide publishing community with fundamentals of electronic publications and forms management and use of new software applications. Air Force Departmental Publishing Office, Arlington, VA Special Project Officer August 1995 August 1996 Served as Air Force representative on DoD Electronic Publications Management (DEPM) Joint Task Force (JTF) to reengineer and standardize business operations for producing administrative publications across the Department of Defense. Appointed as the lead representative from all services. Refined strategic plan. Developed Concept of Operations and work force structure to support proposed organization. Conducted cost benefit analysis on the consolidation of all military publications warehousing facilities into one. All assigned projects were accomplished on schedule. Air Force Departmental Publishing Office. Bolling AFB, Washington, DC Division Chief December 1988 August 1995 Directed civilian and military employees and managed contract support for the Air Force program for the decentralized storage and distribution of administrative publications and forms. Also directed operations for storage and distribution of headquarters-level publications and forms. Implemented electronic bulletin board for access and dissemination of digitized publications and forms. Supervised the drafting of Air Force-wide policy and procedures for storage and distribution of publications and forms. US Army DCSLOG, Pentagon Logistics Management Specialist February 1986 December 1988 Managed the Army s tactical automated logistics program. Responsible for asset allocations and software development for use on the hardware. US Army Intelligence & Security Command (INSCOM), Arlington Hall Station, VA. Computer Systems Analyst February 1985 February 1986 Supervised teams of computer programmers that created programs for intelligence operations worldwide. USAINSCOM, Arlington Hall Station, VA. Supply Specialist June 1979 February 1985 Conducted feasibility studies and cost benefit analyses of all INSCOM retail level supply operations (worldwide locations) to determine their automation needs. Documented functional requirements for each site visited. Negotiated local support agreements where feasible. Worked with USAINSCOM engineers to design and build computer facilities in Germany and Turkey. Worked with engineers to upgrade infrastructure support in Augsburg, Germany to enable shared data processing. Successfully negotiated with US Army DCSLOG to get standard automated logistics equipment for INSCOM units. Lead multiple teams of government and contract employees at multiple sites to field hardware and software. Greatest challenge was negotiating with the Turkish government to get permission to bring van of automation equipment into country and activate it in the US Army area of operations.
5 Education Webster U, St. Louis, MO, MBA, 2004, Park College, Parkville, MO, BS, 1997 Professional and/or Technical Training Federal Executive Institute, 2002 Air War College, 2001 Air Command and Staff College, 1993 Quality Audits for Improved Performance, ASQ, 2005 Active Security Clearance: Secret Highest Clearance Level Held: Top Secret Security Clearance Honors, Awards, and Other Achievements PMI Volunteer Recognition Awards for support of project management Professional Development activities and PMI outreach activities, Jan Dec 2004; Jan Dec 2005 Department of the Air Force s Outstanding Civilian Career Service Award, March 2004 National Guard Bureau s Minute Man Award, March 2004 e-gov s Excellence in Enterprise Architecture Award, Sep 2003 (first recipient of award of this kind for a large government agency) VP Gore s Hammer Award for Excellence in Government July 1997 Outstanding Performance Awards throughout federal government service