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DAVID N. COTÉ
PROJECT MANAGEMENT PROFESSIONAL (PMP)
CERTIFIED SCRUM MASTER (CSM)
CERTIFIED SCRUM PRODUCT OWNER (CSPO)
WEBSITE: DAVIDNCOTE.ME / TWITTER: DAVIDNCOTEPMP / LINKEDIN: DAVIDNCOTE
4219 W. HARWELL RD  PHOENIX, AZ 85339
CELL: 757-412-8618  E-MAIL: [email protected]
W ORK E XPERIENCE
Project Manager
G.D. Barri, August 2016 - Present
IS Project Manager
Information System (IS) Project Manager working for the IS Project Management Office (PMO) at Palo Verde
Nuclear Power Generating Station. Currently managing a project portfolio of seven capital funded IS projects
totaling 2.2 million dollars. Responsible the complete system development life cycle of a software project
(SDLC) methodologies for multiple systems successfully. Currently managing a data mining and data
analytics project using Cross-Industry Standard Process for Data Mining (CRISP-DM) methodology.
Responsible primarily for budget, resource allocation, traceability and gap analysis, from initiation until
deployment and maintenance phases. Other critical responsibilities include reporting capital expenditures
and budget status, schedule, contractual issues and project scope of each project. Coordinate all development
efforts in a matrixed environment. Project teams typically consist of 4-6 personnel. Most projects consist of
traditional waterfall methodologies, several use agile methodologies such as SCRUM and Kanban. Managing
four projects that are in the execution phase and three new projects in the initiation and design phases. Current
projects include:
 Development of the Worker Protection module addition to a suite of applications to allow workers to sign
off on clearances without having to return to their work centers for clearance signoff. Project includes the
deployment of 10 hardware kiosks that will be placed around the power plant to allow workers to log off
and close out work orders.
 Purchase and installation of HP’s Autonomy IDOL search tool used to power document searches in
various databases and file systems.
 The installation, configuration and development of a Project Management Dashboard using CA Clarity.
Dashboard will allow for managers to check the schedule and financial status and metrics of ongoing
projects via a web based dashboard. Functioning in the role of SCRUM Product Owner.
 Design, development and deployment of an As Low As Reasonably Achievable (ALARA) dashboard to
view daily radiation dosage metrics to monitor actual radiation dosage against the estimated dosage.
New projects include:
 Design, Development and deployment of a replacement software program called Software Error and
Activity Tracking System (SEATS) that is used to register various levels of software used on site to meet
regulatory compliance with the Nuclear Regulatory Commission (NRC).
 Development of a data mining infrastructure and six data analytics and modeling applications for different
business users using Domino Data Lab. Using CRISP-DM and Kanban to manage and track
development effort.
 Upgrades to an existing software suite used to create work orders for workers at the plant.
L-3 Communications, Sept 2012 – May 2016
Project Manager Sep 2012 – Jun 2014, Program Manager, Jun 2014-May 2016
Hired to manage a multiyear project valued at $8.1 Million dollars. Project deliverables were to develop new
technical manuals for the Ship-to-Shore Connector (SSC) hovercraft. All manuals were written in Standard
Generalized Markup Language (SGML) using PTC Arbor Text authoring tool and Microsoft SharePoint to manage
workflow. General SDLC principles were used in the development of all technical documentation. Promoted to
program manager after integration into new division.
DAVID N. COTÉ
4219 W. HARWELL ROAD  LAVEEN, AZ 85339
CELL: 757-412-8618  E-MAIL: [email protected]
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Continuously developed and maintained excellent working relationships with all customers and key
stakeholders including the prime contractor, the US Navy, the Program Management Office (PMO) as
well as division and sector corporate executives.
Created, updated and briefed weekly, bi-weekly, and quarterly reporting of project status including
financial, schedule, and quality control metrics to the Program Management Office (PMO), division and
sector corporate executives reporting EVM metrics, and US Navy (Naval Sea Systems Command)
reporting program progress as well as creating other briefings and presentations as needed.
Ensured an effective implementation of the ISO 9001:2008 certified Quality Management System (QMS)
in all work processes resulting in a 100% first pass yield on all contractual deliverables.
Managed an 18-person Production Team, geographically dispersed with team members located in
Virginia, Maryland, Arizona and California. Team consisted of developers, technical writers, systems
administrators, SQL database administrators, and trained Quality Assurance (QA) staff.
Managed and monitored contact with a total value of $8.1 Million dollars and involved in several cost and
schedule negotiations resulting from Engineering Change Proposals (ECPs) as well as contract and
schedule extensions due to craft design and construction delays by customer.
Chaired Ad Hoc Process Improvement Team (PIT) resulting in a 33% reduction in time for products spent
undergoing quality control reviews without negative impacts to first pass yield.
Developed hybrid project management processes incorporating SCRUM and agile based methodologies
with traditional Project Management Book of Knowledge (PMBOK) methodology.
VT Group, May 2011 – Mar 2012
Project Manager
Project Manager for a variety of shipboard and shore side IT installations including data networks,
communications and navigation systems on various ships.
 Responded to Request for Proposal by writing the technical approach and in coordination with the
estimator, project coordinator and the material estimator created the Work Breakdown Structure (WBS)
and subsequent labor and material cost quote.
 Approval manager for bids under quarter of million dollars and first level approval manager for all bids
over quarter of million dollars.
 Created Plan of Action and Milestones (POA&Ms), as well as various reports for the Program
Management Office (PMO) and the Government.
 Used Earned Value Management (EVM) processes to manage projects, monitoring all phases of the
project and ensuring all tasks were on time and on budget.
 Managed Project Coordinators and Platform Managers installing a variety of communications, navigation
and IT infrastructure projects on multiple ship platforms.
Five Rivers Services, LLC, Sept 2010 – May 2011
Project Manager
Project Manager for the Army Information Technology Base Realignment And Closure (BRAC) 2005 law for the
93rd Signal Brigade (S) (located at Fort Eustis, VA). Area of Responsibility (AOR) included Fort Monmouth, N.J.,
Aberdeen Proving Grounds, MD, Fort Belvoir, VA, Fort Monroe, VA, Fort Eustis, VA, Fort Bragg, NC, Fort
McPherson, GA, and Fort Benning, GA. Responsible for coordinating, scheduling and assessing the success of
all IT initiatives related to or impacting the Governments effort to implement BRAC 2005 law.
 Coordinated several high visibility IT projects by identifying the tasks and stakeholders along with various
dependencies and identified risks within the projects.
 Developed estimates of the time and resources needed to complete various projects.
 Identified IT project risks within the various IT projects through identifying the organizational objectives,
scope, resources, and time schedules for the respective projects.
 Communicated effectively with the key stakeholders at each Army installation and higher headquarters
through internal and external meeting and on-site visits resulting in reduced miscommunication and
clarification of expectations of 93rd Signal Brigade Commander in the implementation of BRAC 2005 law.
 Assisted the Government in the evaluation of IT plans and designs to help ensure compliance with all
applicable laws, Army regulations, Army and Department of Defense (DoD) policies, standards, or
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DAVID N. COTÉ
4219 W. HARWELL ROAD  LAVEEN, AZ 85339
CELL: 757-412-8618  E-MAIL: [email protected]
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procedures, ensuring on time transition of all IT and communications services necessary in support of the
BRAC 2005 deadline.
Minimized tenant’s exposure and risk on IT projects through the on-going assessment of IT gaps and
shortfalls in various initiatives to include the Global Network Enterprise Construct (GNEC).
Identified standards or requirements for infrastructure configuration or change management IAW I3A IT
Infrastructure Architecture Technical guide, MCA BRAC Annex I, and DA Pam 25-1-1 for all BRAC
closing and receiving installations.
General Dynamics – Information Technology (GDIT), Jul 2004 - July 2010
Senior Project Engineer
Managed many different Army IT projects including thin client design and implementation, the design, testing and
implementation of regional data centers in support of the US Army Training and Doctrine Command (TRADOC),
the design and installation of US Army Classroom XXI at sixteen different sites across the United States.
 US Army Brigade Combat Team (BCT) Secret Internet Protocol Router Network (SIPRNET) installation
Design and Installation. Project scope consists of a base year requiring the installation of SIPRNET
infrastructure for forty Army BCTs across multiple Army posts, and exercised options added an additional
forty BCTs. The scope included the implementation and configuration of TACLANE's (encryption
devices), Cisco switches, network cabling, and Hardened Protected Distribution System (PDS) in support
of effort. The project was funded at $18 million dollars and came in under budget by $1.2 million dollars
and under the period of performance by seven months.
 US Army Aviation Logistics School (USAALS) Thin Client Design and Installation. Project scope consisted
of a base year requiring the installation of 750 thin client terminals and drops, and exercised options
added an additional 300 thin client terminals and clients. The technical design included 39 servers, 2
iSAN’s, 54 switches, network cabling including Category 6 LAN Ethernet cable and multimode fiber optic
cable, as well as extensive cable tray management in three buildings in support of effort.
 US Army TRADOC SIPRNET infrastructure Design and migration from Windows NT based domains
consisting of over twenty domain and Microsoft Exchange sites into a single Windows 2003 forest
incorporating a unified Exchange infrastructure. Responsible for the initial preliminary design and was a
member of the Army design team comprising various stakeholders across the US Army. Implementation
included the creation of seven data centers across the continental United States comprised of a blade
server farms and storage area networks (SAN) using Hewlett-Packard blade server and SAN
infrastructure.
P ROFESSIONAL C ERTIFICATIONS AND M EMBERSHIPS
Project Management Professional (PMP), since 2009
Certified Scrum Master (SCM), since 2015
Certified Scrum Product Owner (SCPO), since 2015
Project Management Institute (PMI). Member since 2009
Scrum Alliance, Since 2015
E DUCATION
Old Dominion University
Norfolk, VA
Graduate studies in Instructional Design (Ph.D., not completed) 2009-2014
Old Dominion University
Master of Science in Education (M.S.Ed.)
Norfolk, VA
2007
Trinity Lutheran Seminary
Master of Divinity (M.Div.)
Columbus, Ohio
1992
Granite State College, University of New Hampshire
Bachelor
Manchester, NH
1988
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