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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] 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 Page 2 DAVID N. COTÉ 4219 W. HARWELL ROAD LAVEEN, AZ 85339 CELL: 757-412-8618 E-MAIL: [email protected] 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 Page 3