Dear Ladies and Gentlemen,
We just completed the successful cutover of the USA District of Columbia Unified Communications Center (DC UCC) on September 22nd, 2006. The DC UCC handles E911, 311 and USA District of Columbia Emergency Management Agency (DC EMA) voice, data, video and wireless communications and is an important asset in the region telecommunications interoperability.
http://www.gcn.com/online/vol1_no1/42141-1.html
http://www.washingtonpost.com/wp-dyn/content/article/2006/10/04/AR2006100400672.html
http://www.washingtontimes.com/metro/20060926-111215-2158r.htm
http://www.usatoday.com/printedition/life/20060920/bl_cover20.art.htm
http://www.washingtoninformer.com/ARUCC2006Sep28.html
http://www.gsnmagazine.com/sep_06/one_on_one.html
http://www.emergencymgmt.com/story.php?id=100494
http://www.homelanddefenseweek.com/template41/41/html/nowplaying/washingtondc_ucc.htm
Please find attached, for your convenience, my updated documentation.
I usually take assignment roles as:
Senior Global/International/National Programs Director/Practice Director,
Senior Global/International/National Engagement Manager/Program Manager/Projects Manager,
Senior Global/International/National General/Group Product Manager,
http://www.cs.umu.se/education/examina/Rapporter/KindeborgLinder.pdf
Senior Global/International/National Asset Manager/Property Manager/Construction Manager (US IREM Certified Property Manager (CPM) Candidate),
Senior Global/International/National Business System Analyst,
Senior Global/International/National Enterprise Business Architect,
http://www.bptrends.com/publicationfiles/wp-ProformSixSigma.pdf
Senior Global/International/National Business Process Reengineer (BPI,BPR)(BPMN,BPEL4WS,SIPOC,ICPOCF,IDEF,IDEAL,RUP,UML,FEA),
http://www.rummler-brache.com/MethodologyMap.htm
http://www.change-management.com/tutorial-adkar-overview.htm
Senior Global/International/National Entrepreneur & Operations Director (CEO/COO/CTO/CIO,BPM,BPO)
within these sectorial specialties:
Business Consulting & Outsourcing Services (i.e., Vietnam BPOs)
Asset Management & Property Management
Multi Tier Systems Architecture, Legacy and Agile, Information Technology
Voice, Data, Video Compressed/Wide Band/Wired/Wireless Telecommunications
Industrial/Manufacturing Engineering & Operations Leadership and Management in:
Agro Industry, Forestry, Steel, FMCG, Chemicals, Detergents, Perfumes & Cosmetics, OTC Pharmaceuticals, Foods, Government (USA, Federal, State, Local, Foreign, International),Oil & Gas, Energy, Finance/Banking/Credit Cards/Credit Unions, Health Insurance(PPO/HMO), IT/Telecommunications, Automotive(CKD,SKD,IKD, etc), Machinery(Rapid Prototyping), Fabrics, Furniture, Prefabricated Housing, Fashion wares & Kitchen wares, Clothing, Shoes, Luggage, Luxury Items.
For my compensation, I remain flexible and will entertain opportunities and positions assignments on their particular merit.
I favor long term (five (5) years +) opportunities and can work W2 or FTE.
Ladies, Gentlemen,
Born in 1949 in Phnom-Penh (Cambodia), I lived the first five years of my life between Cambodia, Vietnam, Laos, Thailand, Malaysia, Indonesia, Hong Kong and Singapore. My father (deceased) was Agronomist and moved often from very remote countryside to townships during all our life in Asia, Africa and Middle East.
Leaving the Far East, we moved to Madagascar, and during the following twelve years our base being Brazzaville (Congo), we radiated to Zaire, Malawi, Rwanda, Burundi, Gabon, Cameroon, Central African Republic (then Oubangui-Chari), Chad, Niger, Nigeria, Benin (then Dahomey), Burkina Faso (then Upper Volta), Ivory Coast, Mali, Guinea, Senegal, Mauritania, Morocco, Algeria, Tunisia, Jordan, for finally end-up in France for my High School Diploma, my Universities, French Army Reserve Officer School and a tour of duty.
During my stay in Jordan, then a University student in France, I participated in the Program and Project Design, Management and Evaluation for a turnaround, reorganization and training of a Cooperative, with stays in Aqaba for integrated logistics supplies organization, and feasibility studies for commercial small holder production projects.
The Cooperative mainly agricultural included production of tropical crops, vegetables, fruits, cattle and light industrial shops. As in numerous cases in this part of the world irrigation technology was of primary importance, and I participated in its planning and development for the Cooperative.
After leaving the French Army, I participated in a short turn-around mission from Metra Proudfoot International at the Cockerill Steel Pipes manufacturing plant in Luxembourg, applying the all range of Industrial Engineering techniques to reduce costs by 30% and increase profits to reach 5%.
At the end of 1975, I joined the Colgate Palmolive Industrial Department as a Regional Manager. The Paris District which included contracts and distributors in Far East and Africa contributed over 30% of French sales and was the key to a Common Market commercial sales strategy. When I arrived, the Region had been below quota for the previous two years. I examined the marketing and management plans and working directly with Division Management, devised a one-year plan to augment our distributor network in Paris and overseas, and move into high profit industrial chemical systems, penetrating the food, cosmetics and fragrance industries.
Over the next 12 months, I recruited and trained a 15-man regional marketing and engineering support staff, revitalized our distributor network in Paris, Far East and Africa, and increased sales 30%, profits 40%.
Several months later I was recruited to manage a $10 Million Region for a subsidiary of Unilever. At that time Unilever had been steadily losing Paris, Far East and Africa market share to Colgate Palmolive and Henckel. I analyzed their marketing, management and production systems and determined too much time was spent in administration, not enough time spent moving product. By defining objectives, simplifying paperflow and production systems and initiating a policy of top management working with the sales force in the field organizing, developing and training our distributors in Paris, Far East and Africa, I was able to improve our volume within four months and initiated a trend of increasing market share 2% annually.
Leaving Europe, during a 3-year assignment with a subsidiary of petroleum group Avia-Elf, I was Executive Vice President for their LPG (Liquified Petroleum Gas) and photovoltaic solar systems power utility on the island of Guadeloupe in the Caribbean's.
Starting with an annual deficit of $200,000 and a history of employee strikes, I was able to negotiate a new contract based on productivity, start five LPG storage and distribution facilities in the islands surrounding, generate a 20% annual growth rate by introducing new services and products in the Caribbean's, Central and South Americas.
The result was an annual profit of $200,000 on total volume of $2 Million, in addition to an average wage increase of 20%.
In 1979, I emigrated to the United States where I have been running a massive residential, commercial and industrial Real Estate portfolio generating revenues of over $5 Million annually. Originally running at a loss, I had to analyze costs and develop a plan for ensuring profitability for over 1,000 owners. By using a PERT project management system, in construction management and operations and developing purchasing economies of scale, in addition of using Value Engineering techniques, I was able to cut expenses 30% while increasing the quality of service. The last year the portfolio generated a 10% profit for the owners before depreciation.
In 1981 I took over a string of stores to turn around for MC Donald's managing day-to-day operations, coordinating program schedules and supervising efforts of personnel. Interviewing, training of personnel. Planning, organizing and monitoring programs, schedules and technical requirements versus budget. Preparation of budget and accounting systems. Supervision and assistance in overall facilities planning and operations. After thorough needs analysis I worked with a Panasonic agent to set the stores as prototypes to investigate, analyze, develop and implement systems and programs to plan, organize and monitor point-of-sales systems. I worked with the budget and accounting systems, conducting project management and general supervision through the implementation phase troubleshootings and follow-up, using Televideo/CPM, Zorba and Panasonic microcomputers.
In 1983 I was recruited to plan, organize and develop international development, trade and counterexchange departments for Africa and South America for International Trading Corporation. My 75% of the year travels brought me, in particular, twelve weeks uninterrupted to Niger, Mali, Benin, Togo, Nigeria and Ghana. I worked with OPVN (Office des Produits Vivriers du Niger)(Niger governmental agency for food crops) supplying planning and management assistance to organize the cooperatives marketing, logistics and financial process for a triangular counterexchange trade on L/C (Letter of Credit) for 120,000 MT/year of rice, stock feed, sugar, beans, mil, fertilizers. I made different trips in Mali (Gao, Bamako), back to Niger (Niamey, Tahoua, Zinder), Nigeria (Kano), Benin (Cotonou, Porto Novo), Nigeria (Lagos), Togo (Lome), Ghana (Accra) providing feasibility studies for small holder production projects. I left Africa to organize the same system in Chile and Peru in South America. I investigated and resolved quality control and assurance process problems on marketing, logistics and financial processes involving embezzlement on agricultural, light industrial and construction equipment. I developed feasibility studies on information and telecommunication systems, feasibility analysis, business planning and management assistance to small and medium scales enterprises in Africa and South America.
After a short brush-up course on advanced technology in 1985, I was recruited by Texcom to direct analysis, design and implementation of communications systems. I integrated customized embedded HW/SW computer applications. I relocated a computer center and coordinated facilities management of a network control center and user help desk. I analyzed business requirements and turned around a project in public safety communications and emergency E-911 systems to achieve on-time and within budget performance. I designed and implemented data, voice and video communication networks (US Army, US Navy, Pentagon, FTS 2000, Perry Nuclear Power Plant), as well as radio and TV broadcasting systems.
In 1987, as the Director of the Consulting Services Division for Development Procurement International (DPI), I managed people and projects for mutual benefit and maximum performance incentives. I developed plans, processes and budgets, resulting in effective and efficient allocation of technical, managerial and administrative resources to achieve high levels of customer satisfaction. I managed complex international projects in the Middle East and the Far East. I was responsible for technical, engineering and production related aspects (CIM II, MRP II, JIT, DFM, GT, TQC, QFD, AGV, AS/RS, WCM, LAN/WAN, TCP/IP, FGM), using IBM 3090 and IBM RISC System 6000 AIX. I led and motivated a diverse international workforce by implementing effective communications and teamwork.
In 1989, I founded and operated the JII Group (USA) including Human Systems Architects, Inc(HSA)(USA). As the President of HSA I solved challenging managerial and technical problems for the MCI telecommunications traffic system (MCI-NTS) by providing premier professional consulting services. I specialized in Information Engineering using IEW, IEF, ADW, BACHMAN and other CASE tools in addition to CICS, DB2, VS COBOL II, and PL/1 on an IBM 3090 and ADABAS and C on an IBM S/88. I achieved extremely reliable, fast and cost-effective message traffic, leading to exceptional profitability in a highly competitive marketplace.
In 1991, as President of JII Group (USA) I obtained exclusive contracts to privatize several ongoing projects in Laos and other parts of Southeast Asia (1991). I led the strategic planning and analysis of human resources, programs and systems. I used organizational analysis methodologies to implement workforce deployment, human resources development, personnel systems and process methods and procedures. I performed cost and economic analyses.
In 1992, I co-founded Thien Tam Corporation (Vietnam) and I led a team of consultants in a management and technology consultancy in Vietnam and throughout Southeast Asia. I applied the systems life cycle process and finely-tuned business leadership skills to maintain P&L accountability. I managed development and execution of small and large scale technology and business growth. I ensured the quality and integrity of the practice. I established a track record in business solution consulting, leading to loyal, repeat customers.
In 1997, visiting the USA, I was recruited by Aerotek/Maxim Group.I applied Arthur Andersen's System Development Life Cycle (SDLC) Method /1 Methodology and RUP/UML (Inception, Elaboration, Construction, Transition) in different projects. As the mission required, I acted as Business System Analyst (BSA) or Project Manager (PM), submitting the Project Definition Report, Business Systems Analysis Report, Business Systems Design Report, Build Report, Test Report and Roll-out Report reflecting the successful completion of different industries major efforts going from health care insurance company virtual office to international credit card financial operations migration and international telecommunications carrier Y2K projects.
To name just a few clients and their projects, in chronological order from 1997 to 2000, here are the following:
- Qwest Telecommunications - Denver, CO – Information Strategic Plan, datawarehouse/ data marts/ data mining analysis, design, development and implementation project management
- Blue Cross - Blue Shield - Jacksonville, FL – Virtual Office Internet Web based business functions, hardware, software, connectivity analysis, design, and implementation
- American Express - Phoenix, AZ – Canadian Operations hardware, software, connectivity (including Internet Web based) migration analysis, design and implementation
- MCI WorldCom - Arlington, VA – Y2K PMO IV&V and remediation, analysis, design, development and implementation, project management
- PowerCerv - Tampa, FL – Florida Area Regional organization, turnaround and new strategic business and technology plans development and implementation
- Qwest Communications - Columbus, OH – Metasolv Telecommunications Business System, analysis, design, development and implementation project management
- US Federal Government Agency State Department HQ - Washington, DC – Y2K Program Management Office (PMO) Independent Verification & Validation (IV&V) and remediation
- Concert (British Telecom and AT&T) - Dulles, VA and Global One (France Telecom) - Dulles, VA – Business Process Improvement & Integration and Business Process Reengineering project management
In July 2000, the IRS Prime (CSC/Logicon (Northrop-Grumman)/CMS) Enterprise Integration and Test Environment (EITE) team was tasked to develop a core environment which represents the US Government Agency IRS enterprise capability to integrate, test, evaluate and accept all business systems modernization releases. As the Team Lead for business integration activities, the mission responsibilities centered around business integration functions, specifically business process modeling and design, organizational development, business case management, identification of best practices, identification and development of service level agreements (SLA's) as well as performance measurement. The assignment was to be the team's focal point for business integration expertise and conduct workshops and work sessions with IRS subject matter experts. The workshops and work sessions were aimed at defining and designing business processes down to the elementary business process level, developing process threads and process workflows, measuring the performance and business value of existing processes by applying industry recognized methodology "best-in-class" best practices of business process improvement and integration (BPI) and business process reengineering (BPR).
In 2001, I was recruited by Lac Viet Computing Corporation in Vietnam. I led, coached and managed Vietnam and International activities as a Group Product Manager, Group Program Manager and International Business Manager. As a Group Product Manager, in Vietnam and internationally, acted as a customer advocate to the development teams and as a teams advocate to the customers. Managed customers' expectations. Developed, maintained and carried out the business cases. Drove features identification and prioritization. Developed, maintained and carried out the communication plan. As a Group Program Manager, in Vietnam and internationally, drove the overall process. Managed the products and services scopes and specifications. Managed teams "health" and roles. As an International Business Manager, worked on clients business processes outsourcings (BPOs) for major efforts on IT and Telecommunications projects in Asia, Europe and the USA. These efforts resulted in very satisfied customers, deliveries within projects constraints to specifications based on valid user requirements, addressing all known issues and enhancing user performance, ending in smooth deployment and easy ongoing management.
In October 2003, I was recruited by Mindbank for Northrop Grumman Mission Systems in the USA to become consultant to Northrop Grumman Mission Systems for IRS TIPPS Program as a Senior Process Analyst/Business Process Reengineer Level 5. I verified and validated the major details of the IRS Automated Collection System (ACS) As-Is sub-processes to define the following:
Process Decomposition Diagram/Function Decomposition Diagram (FDD)
Process Flow Diagram (PFD)
Functions Roles Table (P, C, I, R, A) (i.e., Performs, Contributes, Influences, Reviews, Approves)
Action Diagram Table (HIPO/AD) (i.e., key metrics, key activities, inputs, outputs, security issues, privacy issues, key enablers)
Capabilities to Process Matrix
Loaded the information on Proforma Provision.
In October 2004, I was recruited by Manpower for Motorola in the USA to become a Contractual Program Manager for Motorola USFDMD NAGSI Division
Overall main Point Of Contact (POC) for up to nine (9) projects. Full life cycle Program Management for USFDMD, NAGSI Division, Land Mobile Radio (LMR) installation projects in the Continental USA (CONUS) and overseas.
Provided specific technical and process expertise in service, systems and change management
Provided excellent and experienced project management
Prepared information strategy planning and performed feasibility studies
o Strategy: Understanding: Clients/customers; Costs; Competition; Making choices about: Objective; Scope; Constraints; Assumptions; Risks; Roles; Responsibilities; Deliverables
Designed and built new operations architecture to ensure the successful rollout of a mission critical application;
o Planning & Organizing: Build the work breakdown structure (WBS), (Phases, Activities, Tasks, Milestones); Determine work effort required; Allocate and assign resources; Schedule; Baseline
Supplied guidance through the myriad of data, video, wired and wireless telecommunications options available today.
o Controlling: Measure progress; Identify variance; Identify & implement corrective action; Revise schedule; Measure results (Staging, Site Development, In-Field Acceptance, Final Acceptance)
In July 2005, I was recruited by Telecommunications Development Corporation (TDC) (USA) as a Project Manager for TDC to become a Consultant and Project Manager for Washington DC Fire & Emergency Management Service (F/EMS)
Responsible for defining, identifying, investigating and correcting various interface issues between AVL (Automatic Vehicle Location) and CAD (Computer Aided Dispatch) systems
Led and managed as a Public Safety Technology Systems Expert
Demonstrated strong Public Safety Project Management experience to aid in the implementation of the unified technical systems associated within Washington DC Unified Communications Center (UCC)
Showed above and beyond ability to interface with all levels of Management and Divisions for a successful cohesive Public Safety Technology Project
Assisted in performance of various duties as required by the Washington DC Fire & EMS (F/EMS) Department Management Team
Demonstrated capacity to implement innovative software and hardware solutions that save lives and decrease call handling times in small to large call centers
Redesigned network to segregate 911 and CAD subnets using wireless modems and routers. Troubleshooted Positron intermittent disconnects and ESE time synchronization problems
Provided excellent data review and analytical skills
Reviewed and helped develop solutions to troubleshoot ENRoute Mapping as an ActiveX EXE developed using VB6 and ESRI MapObjects supporting 911, CAD and AVL
Provided excellent communication and interpersonal skills
Demonstrated outstanding leadership abilities, being able to coordinate and direct all phases of project-based efforts while managing, motivating, and leading project teams
Showed hands-on experience leading all stages of system development efforts, including requirements definition, design, architecture, development, testing, QA and support for DC CDPD Transition Project to 1xRTT and EVDO.
Completed the successful cutover of the USA District of Columbia Unified Communications Center (DC UCC) on September 22nd, 2006. The DC UCC handles E911, 311 and USA District of Columbia Emergency Management Agency (DC EMA) voice, data, video and wireless communications and is an important asset in the region telecommunications interoperability.
In October 2007, I was recruited by DSD LABS/IBM/IRS SEAT MANAGEMENT BPR PROJECT (USA) for the Senior Business Process Reengineering (BPR) Specialist-IBM Team IRS EUES BPR Desktop Service (DT)-Team Lead role.
The overarching goal of the EUES Business Process Reengineering (BPR) effort was to deliver seat management services at substantially improved levels of performance and cost-effectiveness. Achieving this goal required the optimization of desktop services through reduction of "touch" support and increasing the use of standard tools and procedures by support staff. A feedback loop with the Enterprise Service Desk, Customers, and Users to ensure continuous service improvements had to be established.
Targeted improvements included:
• Improve workflow management
• Improve standard operating procedures (SOPs)
• Develop a toolkit incorporating FAQs, knowledge management and portal tools
• Limit the number of base images and run streams
• Rationalize the equipment portfolio
• Rationalize and manage software licenses, including the number of versions
• Reduce downtime to support achievement of IRS mission
• Standardized maintenance contracts and SLAs
• Dedicated staff to manage all vendors
• Close gap with industry performance
• Create a better work environment for staff
• Manage Customer and User expectations regarding Desktop services
The mission of the DT Team was to develop new operational model for desktop services, resulting in a right-sized force focused on providing dependable, on-site support for issues requiring a physical presence, incorporating adherence to and compliance with security requirements.
Scope of the DT Team included desk-side client and application services.
In November 2008, I was recruited by CNSW/EES/US DOE HQ- for the Senior Business Process Consultant role.
Provided support to US DOE EITS through the development, support, and administration of sound business practices; leveraged best practices application found within the IT industry, while integrating budget, finance and asset management applications to maximize organization effectiveness while delivering high quality products and services efficiently to customers. This position interacted with all levels of staff and management both at the corporate offices and Federal client sites in support of the US DOE EES Program Management Office and the US DOE Federal IT Management Office. Was responsible for supporting the below following functions along with analyzing business and user needs, documentation of requirements and translation into proper system requirement specifications. The Business Services Office supports the following functions:
• Provide expert financial management support for IT business processes, services, and applications
• Create and maintain Project Plan(s) in support of documentation initiatives to define business processes, policies, and comprehensive transaction flows and processes
• Provide research assistance and develop draft business flows (e.g., Flowcharts) to clearly and efficiently support the understanding of current processes and to assist in the formulation of standard billing procedures and unit costing
• Maintain and coordinate total cost billing applications
• Update manual cost and billing processes through automation and integrate cost allocation and billing tools
• Conduct industry research of existing applications in support of automation
• Establish and maintain unit cost and sales price methodology
• Assist in the maintenance of the Service Catalog by providing current, comprehensive pricing information, and structures
• Define, document, and maintain billing procedures
• Interface with IM-12 reference funding memos
• Track billing components and additional charges
• Track funding for license refresh
• Track and coordinate the three year budget plan
• Track and create financial plans
• Track and create monthly financial reports at task level
• Develop consolidated billing report
• Track cost savings
• Integrate business applications to increase process flow
Automate business practices and provide training during conversion, implementation, and maintenance of applications
Performed the following:
- Development of structured interviews (to determine the as-is process and engineer the to-be process)
- Interviews with US DOE and contractor personnel with a broad range of seniority, including those early in their careers as well as SES.
- Be part of the facilitated sessions, used as a means to quickly develop portions of the to-be and
- Development of documentation (including visual representations) of the to-be and as-is processes.
- Development of authorities for the to-be process.
- Development of a requirements traceability matrix.
- Brief as-is and to-be processes to senior personnel.
- Ensure that to-be processes appropriately leverage leading-edge technologies which might be used to support the mission.
- Contribute to the change management plan.
- Develop a gap analysis and transition plan.
- Develop evaluation criteria and participate in the evaluation of CMM tools, and develop a final report with recommendations.
- Defend the recommendation of CMM tools to senior management.
- Excellent consulting skills.
- Previous demonstrable experience in as-is and to-be process modeling and process development.
- Understanding of information technology.
- Experience with Microsoft Office products.
- Experience with Visio.
- Experience with: DOORS, Documentum. SmartPlant.
- Knowledge of particular regulations and rules in configuration management for enterprises that work with nuclear materials, preferably through experience in nuclear power plant, nuclear materials management, or at the Nuclear Regulatory Commission.
- Understanding of Records Management, particularly as it applies to the nuclear power industry.
I hope this will help clarify a little my personal history and I am enclosing herewith a copy of my resume
Sincerely Yours,
Jeff Lollichon.
1-703-473-1431
jflollichon@msn.com
Jeff Lollichon
17217 Amity Drive; Rockville, MD 20855(USA)
1.703.473.1431 – jflollichon@msn.com
Mission:
"To help people and organizations be the best that they can be."
Objective:
• To manage turnaround/rehabilitation and implementation projects, operations and maintenance
• To integrate people, systems and technology
• To promote technology transfer, knowledge assimilation and organizational change.
Qualifications Summary:
Over twenty years of international/global C.R.I.S.P.Y. consulting and services:
C. Crises, conflicts, changes management
R. Reorganizations, business processes reengineering, rehabilitation/turnarounds
I. Integration of complex systems, integration of people, systems and technology
S. Strategic planning, SWOTs, critical success factors identification, market niches creation
P. Programs/projects and operations & maintenance management
Y. International/global investigations, interventions and implementations
Achievements:
CNSW/EES/US DOE HQ- Senior Business Process Consultant, Germantown, MD (USA)-November 2008 – Present
Senior Business Process Consultant
Provided support to US DOE EITS through the development, support, and administration of sound business practices; leveraged best practices application found within the IT industry, while integrating budget, finance and asset management applications to maximize organization effectiveness while delivering high quality products and services efficiently to customers. This position interacted with all levels of staff and management both at the corporate offices and Federal client sites in support of the US DOE EES Program Management Office and the US DOE Federal IT Management Office. Was responsible for supporting the below following functions along with analyzing business and user needs, documentation of requirements and translation into proper system requirement specifications. The Business Services Office supports the following functions:
• Provide expert financial management support for IT business processes, services, and applications
• Create and maintain Project Plan(s) in support of documentation initiatives to define business processes, policies, and comprehensive transaction flows and processes
• Provide research assistance and develop draft business flows (e.g., Flowcharts) to clearly and efficiently support the understanding of current processes and to assist in the formulation of standard billing procedures and unit costing
• Maintain and coordinate total cost billing applications
• Update manual cost and billing processes through automation and integrate cost allocation and billing tools
• Conduct industry research of existing applications in support of automation
• Establish and maintain unit cost and sales price methodology
• Assist in the maintenance of the Service Catalog by providing current, comprehensive pricing information, and structures
• Define, document, and maintain billing procedures
• Interface with IM-12 reference funding memos
• Track billing components and additional charges
• Track funding for license refresh
• Track and coordinate the three year budget plan
• Track and create financial plans
• Track and create monthly financial reports at task level
• Develop consolidated billing report
• Track cost savings
• Integrate business applications to increase process flow
Automate business practices and provide training during conversion, implementation, and maintenance of applications
Performed the following:
- Development of structured interviews (to determine the as-is process and engineer the to-be process)
- Interviews with US DOE and contractor personnel with a broad range of seniority, including those early in their careers as well as SES.
- Be part of the facilitated sessions, used as a means to quickly develop portions of the to-be and
- Development of documentation (including visual representations) of the to-be and as-is processes.
- Development of authorities for the to-be process.
- Development of a requirements traceability matrix.
- Brief as-is and to-be processes to senior personnel.
- Ensure that to-be processes appropriately leverage leading-edge technologies which might be used to support the mission.
- Contribute to the change management plan.
- Develop a gap analysis and transition plan.
- Develop evaluation criteria and participate in the evaluation of CMM tools, and develop a final report with recommendations.
- Defend the recommendation of CMM tools to senior management.
- Excellent consulting skills.
- Previous demonstrable experience in as-is and to-be process modeling and process development.
- Understanding of information technology.
- Experience with Microsoft Office products.
- Experience with Visio.
- Experience with: DOORS, Documentum. SmartPlant.
- Knowledge of particular regulations and rules in configuration management for enterprises that work with nuclear materials, preferably through experience in nuclear power plant, nuclear materials management, or at the Nuclear Regulatory Commission.
- Understanding of Records Management, particularly as it applies to the nuclear power industry.
DSD LABS/IBM/IRS SEAT MANAGEMENT BPR PROJECT (USA) – October 2007 to February 2008
Senior Business Process Reengineering (BPR) Specialist-IBM Team IRS EUES BPR Desktop Service (DT)-Team lead
The overarching goal of the EUES Business Process Reengineering (BPR) effort was to deliver seat management services at substantially improved levels of performance and cost-effectiveness. Achieving this goal required the optimization of desktop services through reduction of "touch" support and increasing the use of standard tools and procedures by support staff. A feedback loop with the Enterprise Service Desk, Customers, and Users to ensure continuous service improvements had to be established.
Targeted improvements included:
• Improve workflow management
• Improve standard operating procedures (SOPs)
• Develop a toolkit incorporating FAQs, knowledge management and portal tools
• Limit the number of base images and run streams
• Rationalize the equipment portfolio
• Rationalize and manage software licenses, including the number of versions
• Reduce downtime to support achievement of IRS mission
• Standardized maintenance contracts and SLAs
• Dedicated staff to manage all vendors
• Close gap with industry performance
• Create a better work environment for staff
• Manage Customer and User expectations regarding Desktop services
The mission of the DT Team was to develop new operational model for desktop services, resulting in a right-sized force focused on providing dependable, on-site support for issues requiring a physical presence, incorporating adherence to and compliance with security requirements.
Scope of the DT Team included desk-side client and application services.
TELECOMMUNICATIONS DEVELOPMENT CORPORATION (TDC) (USA)/WASHINGTON DC FIRE & EMS (USA) – July 2005 to May 2007
Project Manager for TDC - Consultant and Project Manager for Washington DC Fire & Emergency Management Service (F/EMS)
Responsible for defining, identifying, investigating and correcting various interface issues between AVL (Automatic Vehicle Location) and CAD (Computer Aided Dispatch) systems
Led and managed as a Public Safety Technology Systems Expert
Demonstrated strong Public Safety Project Management experience to aid in the implementation of the unified technical systems associated within Washington DC Unified Communications Center (UCC)
Showed above and beyond ability to interface with all levels of Management and Divisions for a successful cohesive Public Safety Technology Project
Assisted in performance of various duties as required by the Washington DC Fire & EMS (F/EMS) Department Management Team
Demonstrated capacity to implement innovative software and hardware solutions that save lives and decrease call handling times in small to large call centers
Redesigned network to segregate 911 and CAD subnets using wireless modems and routers. Troubleshooted Positron intermittent disconnects and ESE time synchronization problems
Provided excellent data review and analytical skills
Reviewed and helped develop solutions to troubleshoot ENRoute Mapping as an ActiveX EXE developed using VB6 and ESRI MapObjects supporting 911, CAD and AVL
Provided excellent communication and interpersonal skills
Demonstrated outstanding leadership abilities, being able to coordinate and direct all phases of project-based efforts while managing, motivating, and leading project teams
Showed hands-on experience leading all stages of system development efforts, including requirements definition, design, architecture, development, testing, QA and support for DC CDPD Transition Project to 1xRTT and EVDO.
Completed the successful cutover of the USA District of Columbia Unified Communications Center (DC UCC) on September 22nd, 2006. The DC UCC handles E911, 311 and USA District of Columbia Emergency Management Agency (DC EMA) voice, data, video and wireless communications and is an important asset in the region telecommunications interoperability.
MANPOWER/MOTOROLA – USA-October 2004 to July 2005
Program Manager (Contract) for Motorola USFDMD NAGSI Division
Overall main Point Of Contact (POC) for up to nine (9) projects. Full life cycle Program Management for USFDMD, NAGSI Division, Land Mobile Radio (LMR) installation projects in the Continental USA (CONUS) and overseas.
Provided specific technical and process expertise in service, systems and change management
Provided excellent and experienced project management
Prepared information strategy planning and performed feasibility studies
o Strategy: Understanding: Clients/customers; Costs; Competition; Making choices about: Objective; Scope; Constraints; Assumptions; Risks; Roles; Responsibilities; Deliverables
Designed and built new operations architecture to ensure the successful rollout of a mission critical application;
o Planning & Organizing: Build the work breakdown structure (WBS), (Phases, Activities, Tasks, Milestones); Determine work effort required; Allocate and assign resources; Schedule; Baseline
Supplied guidance through the myriad of data, video, wired and wireless telecommunications options available today.
o Controlling: Measure progress; Identify variance; Identify & implement corrective action; Revise schedule; Measure results (Staging, Site Development, In-Field Acceptance, Final Acceptance)
Technical Skills Emphasis: SDLC Method/1 Methodology, BPI, BPM, BPO, BPR, CMM, JAD, JRP, KAIZEN, Master Black Belt Six Sigma, Microsoft Frame Work MSF, Niku Workbench, RAD, RUP, UML. POISED CORE, PERT/CPM, Gantt /Bar, Motorola Products and Services: Wireless Communications, Command & Control, Data Applications, Identification, Security, Wireless Networking and all Services related to radios & devices, communications networks, infrastructure (self-sustained and guy-wired towers and base stations cabinets, T1DS1/T3DS3), applications & services for Public Safety, Homeland Security, Fire Service, Federal Government & DOD, Utilities, Rail and all other Public Services.
MINDBANK/NORTHROP GRUMMAN MISSION SYSTEMS –USA-October 2003 to October 2004
Senior Process Analyst/Business Process Reengineer Level 5
Consultant to Northrop Grumman Mission Systems for IRS TIPPS Program
Verified and validated the major details of the IRS Automated Collection System (ACS) As-Is sub-processes to define the following:
Process Decomposition Diagram/Function Decomposition Diagram (FDD)
Process Flow Diagram (PFD)
Functions Roles Table (P, C, I, R, A) (i.e., Performs, Contributes, Influences, Reviews, Approves)
Action Diagram Table (HIPO/AD) (i.e., key metrics, key activities, inputs, outputs, security issues, privacy issues, key enablers)
Capabilities to Process Matrix
Loaded the information on Proforma Provision.
Technical Skills Emphasis: SDLC Method/1 Methodology, BPI, BPM, BPO, BPR, CMM, JAD, JRP, KAIZEN, Master Black Belt Six Sigma, Microsoft Frame Work MSF, RAD, RUP, UML.
LAC VIET COMPUTING CORPORATION– VIETNAM – 2001 to 2003
Group Product Manager/Group Program Manager/International Business Manager
Led, Coached and Managed Vietnam and International activities as a Group Product Manager, Group Program Manager and International Business Manager. As a Group Product Manager, in Vietnam and internationally, acted as a customer advocate to the development teams and as a teams advocate to the customers. Managed customers expectations. Developed, maintained and carried out the business cases. Drove features identification and prioritization. Developed, maintained and carried out the communication plan. As a Group Program Manager, in Vietnam and internationally, drove the overall process. Managed the products and services scopes and specifications. Managed teams "health" and roles. As an International Business Manager, worked on clients business processes outsourcings (BPOs) for major efforts on IT and Telecommunications projects in Asia, Europe and the USA. These efforts resulted in very satisfied customers, deliveries within projects constraints to specifications based on valid user requirements, addressing all known issues and enhancing user performance, ending in smooth deployment and easy ongoing management.
COMPUTER MANAGEMENT SERVICES (CMS) – USA – 2000 – 2001
Management Consultant/Head Coach
The IRS Prime (CSC/Logicon (Northrop-Grumman)/CMS) Enterprise Integration and Test Environment (EITE) team was tasked to develop a core environment which represents the US Government Agency IRS enterprise capability to integrate, test, evaluate and accept all business systems modernization releases. As the Team Lead for business integration activities, the mission responsibilities centered around business integration functions, specifically business process modeling and design, organizational development, business case management, identification of best practices, identification and development of service level agreements (SLA's) as well as performance measurement. The assignment was to be the team's focal point for business integration expertise and conduct workshops and work sessions with IRS subject matter experts. The workshops and work sessions were aimed at defining and designing business processes down to the elementary business process level, developing process threads and process workflows, measuring the performance and business value of existing processes by applying industry recognized methodology "best-in-class" best practices of business process improvement and integration (BPI) and business process reengineering (BPR).
AEROTEK/MAXIM GROUP – USA – 1997 – 2000
Business System Analyst/Project Manager
Applied Arthur Andersen's System Development Life Cycle (SDLC) Method 1 Methodology in different projects. As the mission required, acted as Business System Analyst (BSA) or Project Manager, submitting the Project Definition Report, Business Systems Analysis Report, Business Systems Design Report, Build Report, Test Report and Roll-out Report reflecting the successful completion of different industries major efforts going from health care insurance company virtual office to international credit card financial operations migration and international telecommunications carrier Y2K projects.
To name just a few clients and their projects, in chronological order from 1997 to 2000, here are the following:
- Qwest Telecommunications - Denver, CO – Information Strategic Plan, datawarehouse/ data marts/ data mining analysis, design, development and implementation project management
- Blue Cross - Blue Shield - Jacksonville, FL – Virtual Office Internet Web based business functions, hardware, software, connectivity analysis, design, and implementation
- American Express - Phoenix, AZ – Canadian Operations hardware, software, connectivity (including Internet Web based) migration analysis, design and implementation
- MCI WorldCom - Arlington, VA – Y2K PMO IV&V and remediation, analysis, design, development and implementation, project management
- PowerCerv - Tampa, FL – Florida Area Regional organization, turnaround and new strategic business and technology plans development and implementation
- Qwest Communications - Columbus, OH – Metasolv Telecommunications Business System, analysis, design, development and implementation project management
- US Federal Government Agency State Department HQ - Washington, DC – Y2K Program Management Office (PMO) Independent Verification & Validation (IV&V) and remediation
- Concert (British Telecom and AT&T) - Dulles, VA and Global One (France Telecom) - Dulles, VA – Business Process Improvement & Integration and Business Process Reengineering project management
THIEN TAM CORPORATION – VIETNAM – 1992 – 1997
Co-Founder/Director of Operations
Led a team of consultants in a management and technology consultancy in Vietnam and throughout Southeast Asia. Applied the systems life cycle process and finely-tuned business leadership skills to maintain P&L accountability. Managed development and execution of small and large scale technology and business growth. Ensured the quality and integrity of the practice. Established a track record in business solution consulting, leading to loyal, repeat customers.
JII GROUP – USA – 1989 – 1992
President/Owner
As President of JII Group (USA), obtained exclusive contracts to privatize several ongoing projects in Laos and other parts of Southeast Asia (1991). Led the strategic planning and analysis of human resources, programs and systems. Used organizational analysis methodologies to implement workforce deployment, human resources development, personnel systems and process methods and procedures. Performed cost and economic analyses.
Solved challenging managerial and technical problems for MCI telecommunications traffic system (MCI-NTS) by providing premier professional consulting services. Specialized in Information Engineering using IEW, IEF, ADW, BACHMAN and other CASE tools in addition to CICS, DB2, VS COBOL II, and PL/1 on an IBM 3090 and ADABAS and C on an IBM S/88. Achieved extremely reliable, fast and cost-effective message traffic, leading to exceptional profitability in a highly competitive marketplace.
DEVELOPMENT PROCUREMENT INTERNATIONAL – USA – 1987 – 1989
Director of Consulting Services Division
As the Director of the Consulting Services Division, managed people and projects for mutual benefit and maximum performance incentives. Developed plans, processes and budgets, resulting in effective and efficient allocation of technical, managerial and administrative resources to achieve high levels of customer satisfaction. Managed complex international projects in the Middle East and Far East. Was responsible for technical engineering and production related aspects (CIM II, MRP II, JIT, DFM, GT, TQC, QFD, AGV, AS/RS, WCM, LAN/WAN, TCP/IP, FGM), using IBM 3090 and IBM RISC System 6000 AIX. Led and motivated a diverse international workforce by implementing effective communications and teamwork.
TEXCOM, INC. – USA – 1985 – 1987
Program Manager
Directed analysis, design and implementation of communications systems. Integrated customized embedded HW/SW computer applications. Relocated a computer center and coordinated facilities management of a network control center and user help desk. Analyzed business requirements and turned around a project in public safety communications and emergency E-911 systems to achieve on-time and within budget performance. Designed and implemented data, voice and video communication networks (US Army, US Navy, Pentagon, FTS 2000, Perry Nuclear Power Plant), as well as radio and TV broadcasting systems.
Education:
G.C. Control Data Institute – USA – 1985
Computer systems analysis, programming and operations
M.B.A. Strasbourg University – FRANCE – 1974
Business Administration/Management
M.S. Strasbourg University – FRANCE – 1974
Industrial/Manufacturing Engineering
B.S. Aix-en-Provence University – FRANCE – 1972
Economics & Law
Additional Information:
Languages:
Fluent: English, French, Vietnamese
Some: German, Spanish, Arabic, Hausa, Bateke, Wolof, Swahili, Malagasy, Chinese (Mandarin & Cantonese), Lao/Thai, Khmer, Tagalog, Japanese
Societies:
Society of Manufacturing Engineers (SME)
Institute of Industrial Engineering (IIE)
American Society for Training and Development (ASTD)
Other:
US Citizen
Prior security clearance
IREM: Certified Property Manager Candidate (CPM) – Chapter 8 – 1979 – 1981
References available upon request.
I have thirty nine(39) years of global/international professional experience.
I am Fluent in English, French, and Vietnamese.
I am Conversational in German, Spanish, Arabic, Hausa, Bateke, Wolof, Swahili, Malagasy, Chinese (Mandarin & Cantonese), Lao/Thai, Khmer, Tagalog, Japanese.
I am US Citizen and I hold a valid US IRS MBI Security Clearance.
I can travel extensively nationwide and worldwide and I can relocate nationwide and worldwide for the right opportunity.
I am usually based either in Washington DC (USA) Metropolitan Area (DCA, IAD, and BWI Airports) and/or TP Ho Chi Minh and TP Can Tho (Vietnam).
Best Regards.
Jeff Lollichon
1-703-473-1431
jflollichon@msn.com