HOWARD ALEXANDER 967 Springside Court, Greenfield, Indiana 46140 (Cell) 410.474.9308 (Office) 317.

212.6084, PMI Project Management Professional (PMP) Offering over 15 years of project management and government consulting experienc e Mr. Alexander's greatest strength is his ability to clearly and effectively comm unicate technology and project management processes to non-technical managers, s taff and project stakeholders. He has demonstrated experience in project managem ent and documentation, scheduling, business process analysis and improvement, cl ient training and IT development as well as general business management utilizin g the latest practical methodologies and industry best practices. Mr. Alexander 's most recent role is the training of both experienced and novice managers with in the Defense Finance and Accounting Service in project management processes an d the use of available project management technology. EXPERIENCE AND SKILLS OVERVIEW * PROJECT MANAGEMENT(PM) o Project plan development including scope definition and work breakdown structu re development, communications planning and stakeholder analysis, risk managemen t, and S.M.A.R.T. objective development o Schedule development and maintenance utilizing MS Project, Project Server, Sha rePoint and Project Web Access o Project metrics, assisting (and training) clients in the development of earned value methodology and project delivery metrics o Client training including training guide and PM artifact development, workshop s, conference presentations and one-on-one training and mentoring of client proj ect managers o Client project planning facilitation * BUSINESS PROCESS IMPROVEMENT o Process mapping and analysis o Business case analysis development o Analysis of alternatives development * INFORMATION TECHNOLOGY o Client requirements gathering and development o WEB application design and development o Application test management o Application user training and training materials development * GENERAL BUSINESS o Commercial and not-for-profit proposal development o Development of client standard operating procedures o Client audit and appropriation research and monitoring

o Design and production of promotional and reporting materials including briefin gs, newsletters, and press releases o General business management including annual budget development, financial rep orting, staffing and logistics o Work with boards of directors in the private and non-profit sector; with Senio r Executive Service members at the Defense Finance and Accounting Service EDUCATION * Certificate in Project Management, St. Mary's College * MA Golden Gate University, Business Management for the Arts * BA University of California, Irvine * California Teaching Credential * Enterprise Risk Management Program - DFAS Indianapolis * Earned Value Management, George Washington University EMPLOYMENT HISTORY * Booz Allen Hamilton - Senior Consultant - 2002 to Present o Clients have included: * Defense Finance and Accounting Service (DFAS), Indianapolis: Project Managemen t Center of Excellence; Disbursing Service Center Project Management Office; Glo bal War on Terror Cost of War (GWOT CoW) Reporting Improvement Project * Naval Air Systems Command (NAVAIR); Office of the Comptroller, Warfare Aircra ft (NAWCAD) and Weapons Divisions (NAWCWD, Patuxent River NAS * Navy and Marine Corp Intranet (NMCI), Patuxent River NAS * Naval Facilities Engineering Command (NAVFAC), Washington, D.C. * Environmental, Safety and Occupational Health (NAVIR, AIR 1.6), Patuxent River NAS * Marketswitch Corporation - Manager, Web Development - 1999 to 2001 * Alcatel Data Networks - Application Programmer - 1992 to 1999 ADDITIONAL INFORMATION * Project Management Professional (PMP), Project Management Institute, 2007 * Member, Central Indiana Chapter, PMI * Former VP Administration, Project Management Institute (PMI), So. Maryland Cha pter * Excellent written and visual communications skills * Advanced experienced in utilizing all Microsoft Office applications including Word, Excel, Access, PowerPoint, Project Professional (including Project Server, SharePoint and Project Web Access), Visio and Publisher; also iGrafx Flow Chart er and the Adobe CS2 suite of illustration and WEB development applications * References: Upon request. -------------------------------------------------------------------------------------ATTACHMENT: ASSIGNMENT DETAILS Booz Allen Hamilton, Senior Consultant, 2002 to Present Client: Defense Finance and Accounting Service (DFAS) - Indianapolis, 2007 to Pr esent Assignment: Project Management Center of Excellence (PMCoE), April 2009 - Presen t Project Management (PM) Consulting: * Currently assisting client in executing the DoD Audit Readiness Initiative pro

viding scheduling and project management support for the legislatively mandated initiative to prepare DoD components and agencies for 2017 independent audits * As PM Subject Matter Expert, assist DFAS staff in organizing projects, impleme nting PM best practices and developing project planning documentation such as pr oject charters, work breakdown structures and project schedules utilizing MS Pro ject Professional, MS Project Server and Project Web Access (PWA); assist in the implementation of delivery metrics to agency-wide, high visibility, Enterprise Resource Planning (ERP) initiatives PM Methodology Development: * Methodology and Workshops - Collaborated in the development of project managem ent templates, guides and PM methodologies and best practices within the agency; lead the research for and the development of a project manager's guide for deve loping and implementing project delivery metrics and conducted delivery metrics workshops for staff of major strategic agency initiatives; assisted project mana gers in developing S.M.A.R.T. objectives and corresponding metrics. PM Training: * PM Forums - Develop and present project management training to DFAS staff in t he form of regularly scheduled "PM Forums" conducted in person at major DFAS off ices as well as remotely via the Internet. * PM Conferences - Assisted in the logistics and the development training materi als for the agency's 2nd Annual Project Management Conference; conducted break-o ut sessions on Earned Value Management (EVM) and project delivery metrics. * Senior DFAS Staff Briefings - Brief agency leadership up to the Senior Executi ve Service (SES) level on project management issues and methodologies. * PMCoE Newsletter - Editor of bi-monthly newsletter distributed to the DFAS PM community. Earned Value Management/Project Delivery Metrics: * Collaborated in the development and application of a customized EVM and projec t delivery metrics methodology for DFAS high priority initiatives under the ausp ices of the agency's Strategic Business Integration Directorate. Assignment: Disbursing Service Center Project Management Office (DSC PMO), June 2008 - April 2009, whose mission was the consolidation of disbursing operations across the organization's remaining post-Base Realignment and Closure (BRAC) end uring sites. Responsibilities included: PMO Governance: * Development and maintenance of the initiative's Project Management Plan includ ing scope definition, risk identification and mitigation strategies, as well as Work Breakdown Structure (WBS) and schedule development using MS Project Profess ional and Project Web Access * Business Case Analyses and Analysis of Alternatives development * Project liaison to the agency-wide Standard Disbursing Initiative (SDI) * Preparation for establishing DFAS Disbursing as a Department of Defense High P erforming Organization (HPO) Assignment: Global War on Terror Cost of War (GWOT CoW) Reporting Improvement Pr oject PMO March 2007 - June 2008. PMO Governance: * Responsible for the development and maintenance of the initiative's Project Ma nagement Plan including scope definition, risk identification and mitigation str ategies, as well as Work Breakdown Structure (WBS) and schedule development usin g MS Project Professional and Project Web Access; also responsible for the initi al development of the project's transition plan from the manual reporting of cos t information by DoD Components and agencies to the new agency-wide automated sy stem The GWOT schedule was one of the first schedules built to be integrated into an

agency-wide management dashboard of major initiatives and used by senior agency leadership Financial Audit and Review: * As member of the DFAS Network Compliance GWOT Audit and Review Team, monitored contingency operation financial audits conducted by the DoD Inspector General's office (DoDIG), the Government Accountability Office (GAO) and the Office of Ma nagement and Budget (OMB) as well as service audit agencies. Responsibilities in cluded: o Researching appropriations law, DFAS and DOD regulations and Component (DoD Se rvices and agencies) financial processes o Acting as advocate for DoD Components to ensure their financial processes and activities were fairly and accurately represented o Assisting DoD Components in identifying deficiencies with the real-time develo pment and implementation of corrective actions o Preparing briefing materials and congressional testimony papers utilizing o Briefing the Director of DFAS weekly on status of audits o Serving as GWOT sub-core lead for the DFAS Enterprise Risk Management Program (ERMP) initiative Audit Liaison Process and Database Development: * Developed repeatable standard operating procedure and database for monitoring audits related to contingency operations, e.g. Operation Iraqi Freedom. This pro cedure has been formally integrated into the DFAS Operations Audit Liaison Proce dural Guide. In addition, the Standard Operating Procedure (SOP), briefed to the Director of DFAS and the Under Secretary of Defense (Comptroller), is now considered "best practice" for the DO D in working with the audit community and lead to the establishment of a new DFA S team tasked with addressing contingency related financial audits for the entir e Department of Defense Client: Comptroller's Office, Naval Air Warfare Aircraft and Weapons Divisions ( NAWCAD, NAWCWD) Patuxent River NAS - 2002-2007 Assignments: Business Process Analysis and Document Management Systems Developme nt Four years as business process analyst supporting the Naval Air Systems Command (NAVAIR) and the Comptroller's Office of the Naval Air Warfare Aircraft and Weap ons Divisions (NAWCAD, NAWCWD) at the Patuxent River, China Lake and Pt. Mugu Na val Air Stations as well as the Special Communications Requirements Division (SC RD) at Webster Field, MD; work encompassed multiple departments (i.e., Commercial Accounts, Budget and Travel) of the Comptroller's Office. Responsibilities included: * Business Process Improvement - Mapped and analyzed key business processes; dev eloped improvement recommendations; assisted client management and staff in succ essfully implementing recommendation as well as the integration of application t echnologies into those new processes * Application Development - Requirements and software test management including preparation of Software Requirements Specifications (SRS), test plans and relea se documentation; coordinated the deployment of Web-based issue tracking and doc ument management systems that significantly streamlined client processes and all owed the NAWCAD Comptroller's office to work more effectively with enterprise ap plications such as SAP and organizations such as DFAS; coordinated development a nd deployment of Web-based management tools to address problem issues and the ov ersight of staff performance; designed and developed Web-accessed database appli cation to capture user registration and access request information for NAWCAD. * Training - Developed client training materials, i.e., Web-based application he lp, quick reference cards, PowerPoint presentation and training applications) an d conducted both one-on-one and group training. Client: Navy and Marine Corp Intranet (NMCI)

* Documented twenty-plus key business and operating processes including flow cha rts and narratives, in support of the development and deployment of the Navy and Marine Corp Intranet (NMCI) at the PAX Naval Air Station. Client: Naval Facilities Engineering Command (NAVFAC) Washington * Documented key business processes in support of a Naval Facilities Engineering Command (NAVFAC) Washington Geospatial Information System (GIS) conversion init iative; process documentation was used to guide Booz Allen and NAVFAC staff in t he conversion of Geospatial Information System (GIS) data at multiple Naval faci lities in the mid-Atlantic region. Client: Environmental, Safety and Occupational Health (NAVAIR, AIR 1.6), Patuxen t River NAS * Member of project management team responsible for the scheduling and resource coordination for the development of a web-based application to be used across Na vy for generating standard, high quality programmatic Environmental, Safety and Health evaluations; directly responsible for development of training materials f or the application

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