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Susan Graves | s.graves@sbcglobal.

San Diego, California 92131 | Cell (858) 414-5465
Online Profile:

Director Project Program Management | PMO

Project and program management leader with more than 15 years of experience in PMO development and project portfolio
oversight. Strong background in building and mentoring effective teams and implementing best practices in project
management planning, design, and scope management to keep goals aligned and facilitate effective execution. Background
also includes software upgrades, software implementation, sales support, consulting, and support services.

Key Accomplishments

100% success rate developing PMO teams by working with cross-functional leadership to clearly understand strategic purpose
50% increase in successful project and program outcomes by working with leaders to implement Project Management Institute
(PMI) practices and other industry best practices
25% increase in customer close rate by working directly with sales and client to effectively sell the value of implementation
project management services
75% success rate turning around troubled projects for key clients such as the State of Hawaii, the County of San Diego, Waste
Management, Dell, and Unisys to better align scope and statement of work

Other Competencies Include

Presenting to Executives

Training and Development

Risk Management

Process Analysis and Design

Coaching and Mentoring

Change Management

Technology Innovation

Enterprise Resource Planning

Professional Experience
Operations Program Director (Contract Consultant)
CareMore (Subsidiary of Anthem Inc.) - October 2014 to April 2015
A Health Plan and Medical Group serving Medicare Beneficiaries
Reported to the VP of Operations to establish project and portfolio management methodology, tools, structure, and protocols for
strategy execution.
Primary accomplishments:

Aligned a portfolio of strategic projects with operational priorities

Developed staffing requirements and hiring plans

Established project management methodology and tools for project management staff

Developed process improvement measures to facilitate collaboration between Information Technology (IT) and Operations

Provided analysis and recommendation consulting for new health plan management services organization (MSO)

Program Lead and Manager (Contract Consultant)

Scripps Health - February 2013 to September, 2014
A private, nonprofit health system that includes hospitals, outpatient clinics, home health services, and hospice care.
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Worked directly with Scripps leadership to drive an initiative to transition the organization from its current ICD -9 coding/billing
structure to the government mandated ICD-10 structure. Responsible for analysis of revenue shift resulting from the mandate
and managing the organizational change across the revenue cycle for all facilities and clinics.
Primary accomplishments:

Designed and directed revenue impact analysis on Diagnosis Related Groups (DRG) and Hierarchical Condition
Categories (HCC)

Identified gaps in efficiency and potential opportunities across the revenue cycle to offset the productivity impact of

Developed a transition plan to minimize the impact to claims management

Developed and executed a plan that included process improvements, additional reporting, and staff augmentation

Developed and executed a method to proactively monitor and measure the impact of ICD-10 through data analytics
and data warehouse development

Engagement Manager
Huron Consulting Group August 2012 to January 2013
A consulting leader that optimizes performance for healthcare providers to deliver revenue cycle gain while increasing patient,
physician, and staff satisfaction.
Managed teams of professionals that implement workflow systems and process improvements in the revenue cycle to recover
millions in lost revenue. Methodology included detailed process and data analysis, documentation, and tools implementation.
Acted as a change agent for enabling efficiency and improving organizational performance. Maintained overall responsibility for
implementations, client relationships, risk mitigation, client staff training, and organizational change.

Project Management Office (PMO) Manager

Kaiser Permanente - May 2006 to June 2012
An integrated managed care organization consisting of health plan, hospitals, and medical group providers in eight regions of
the United States with over 7 million members.
Primary accomplishments:

Successfully built a PMO team of senior project managers and business consultants

Developed portfolio management processes for strategic projects and programs ranging in value up to 25 million

Developed best practices for implementing complex initiatives that required integration with other systems

Utilized expertise in client/stakeholder relationships to successfully maintain leadership accountability on projects and

Collaborated with leadership to set priorities for current and future strategic and tactical initiatives

Developed protocols for reporting status to senior management

Was the primary point of contact for escalations related to project resources, schedules, risks, and funding

Portfolio of projects included: initiatives under the Affordable Care Act (ACA), process improvements, legacy system upgrades,
new system development and integration, and other programs within the eight regions of the Kaiser Permanente Health
Plan. Developed standard tools and practices for the PMO. Developed planning and direction for the PMO. Collaborated crossfunctionally with sponsors, line-of-business managers, compliance, legal, and others to develop strategic direction for key

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Program Director
ACS Healthcare Solutions - 2003 to 2006
ACS Healthcare Solutions provides the healthcare industry a full array of IT consulting, IT outsourcing and management
consulting solutions.
Provided pre-sales assessment of the current business process to give best practices recommendations and create solutions for
project and strategy execution. Worked with sales and other resources to provide ROI analysis and RFI/RFP development
leading to vendor selection. Provided end-to-end project management oversight for large hospital networks. Developed best
practices for full project lifecycle initiating, planning, executing, controlling, and closing activities. Also developed practices for
return on investment analysis, organizational change management, staff training, and process documentation for hospital

Professional Services Manager

Kronos, Inc. - 1999 to 2003
Develops and Markets frontline labor management systems that improve workforce productivity and the utilization of labor resources
by planning, tracking and analyzing time and activity information about employees.
Primary accomplishments:

Successfully built a professional services staff of project managers and application consultants

Developed methodology for project execution

Assisted with presales activities that included preparation of scope, statements of work, return on investment, and cost

Presented and sold enterprise services to prospective and existing clients

Promoted the value of the Enterprise Services Department nationally within the Kronos Organization. Worked with the sales force to
develop statements of work and RFI. Managed overall customer satisfaction in a resource challenged environment by managing
expectations, scope, and change during the implementation lifecycle. Crafted implementation plans across several different vertical
markets including Government, Education, Healthcare, Retail, and Manufacturing. Managed issues requiring coordination with
developers, quality assurance, and sales force. Managed the flow of communication regarding software enhancements or issue
tracking between Kronos and the client, as well as between departments. Reported revenue and expense monthly and forecasted
resource utilization based on pipeline estimates and current workload.

MBA/Healthcare Emphasis
BS in Accounting; San Diego State University
Project Management Professional (PMP) Certification

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