Joe Halligan

Experience

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  TRW Consulting Services, Inc.

  Jun 1998 - Feb 2000

  Program Manager

  Engaged to assist CIO’s of Delta Airlines, Pratt and Whitney (ERP), and Dulles/Reagan National Airport Authority develop Y2K compliance system failure contingency plans. • Executed Business and Manufacturing Process mapping & Impact Analysis Modeling to determine processes that contributed most significantly to the company’s business objectives• Led TRW’s 50-member team in facilitation of a problem free Year 2000 rollover• Negotiated Service Level Agreements to maintain high service levels and increase customer satisfaction• Defined basis for improving business processes, increasing productivity and saving ~5M over 5 years• Developed IT disaster recovery plans Show less

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  CSC

  Feb 2000 - May 2002

  Program Manager

  Recruited to serve the Director General, Saudi Arabia National Information Center, Ministry of Interior. Reviewed and optimized business processes and oversaw software development and infrastructure deployment. “National Security Identification System” consisted of researching and implementing identification technologies; retinal scan, finger print and signature scan at country entry points. Effort was two years in duration with a budget of $50M and 250 resources. • Conducted image transmission simulation to determine load on server clusters and identify needed changes. • Designed, developed and deployed a passport/visa Identification system that produce printed “smart cards” with digitally captured photos, signature, fingerprint and retinal scan with identifying profiles• Designed, implemented, installed and administered Enterprise Project Management and Earned Value Management (EVM) used to bring project in on-time and on-budget• Developed and managed helpdesk technical support• Managed and supported staff of 250 technical engineers and Project Managers. Show less

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  ESPM, Inc

  Jan 2002 - Jan 2013

  Enterprise Project Management Consultant

  Engaged by USPACOM to direct/control Pacific Land Mobile Radio Project, Ft. Shafter, Hawaii / Alaska Land Mobile Radio Project, Elmendorf AFB, Alaska. Set up and operated Program Management Office (PMO) to deploy a trunked, VOIP, LMR communication system consisting of 124 project sites including Tripler Army Medical Center, spanning 5 years and consuming $140M. Cost and scheduled resource pool of 2 Program Managers and 40 - 60 professionals. Project Planning SupportDeveloped and maintained overall program management plan and associated project plans using Enterprise Project Management SystemEffective Decision SupportExpanded Decision Support Activities to all Services, DoD Agencies and Local governments associated with Program Project Funding SupportDeveloped funding requirements for projects and cash flow phasing by cost center; determined funding shortfalls based on plans and requirements; managed Firm Fixed ContractCentral point of contact for Alaska Land Mobile Radio (ALMR) Project, Elmendorf AFB, Alaska, Program Management Office (PMO) Support Contractor selecting project/program portfolios best aligned with mission/business strategies• Developed an Economic Viability Analysis (EA) to examine alternatives: 1) Continue communication network partnership on a cost shared basis, or 2) dismantling network into discretely owned and operated systems by each partner • Independent Validation for Cost Reasonableness (IVCR) Show less

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  L-3 Communications

  May 2007 - Mar 2009

  Cost Budget Manager

  Managed cost, budget, schedule and staff (WBS) planning and execution of Government Program Management Office (PMO), Logistics Modernization Program (LMP), U.S. Army, Fort Monmouth, NJ. A $2.9B program implementing ERP (SAP) Army wide into four manufacturing commands; Computers and Electronics (CECOM), Tank Automotive & Armaments Command (TACOM), Aircraft and Missiles (AMCOM), Joint Munitions & Lethality (JM&LC). Saved $15M by eliminating an overstatement of new requirements. Provided CPIC support including OMB 300 reporting.• Developed project Plan, Schedule and Life Cycle Cost Estimate for SAP implementation and required Infrastructure.• Evaluated “Roadmaps” SAP (AM, MRP, QM, HR/HCM, PC, CRM, PM, PP, SNP/SRM, FI, CO, MM, SD, WM, MRO, ISU-EDM, ISU-CCS, PP/DS, BW/BI, WF, PS) and exported ASAP “Roadmaps” to MS Project to leverage full functionality of MS Enterprise Project Management Solution• Developed and automated Engineering Change Process to estimate level of effort and cost of software changes for infrastructure change requests• Measured cost performance of implemented business solutions and infrastructure• Recommended PMO automation thru deployment and administration of MS Enterprise Project Management Solution, - MS Project Professional 2007 - MS Project Server 2007 - MS Portfolio Server 2007 and SharePoint Server 2007 Show less

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  CACI International Inc

  Mar 2009 - May 2012

  PMO Enterprise Project Management

  Implemented and administered MS Enterprise Project Management (MS Project Server 2010) used by Project Managers, IT engineering team to support Pentagon’s infrastructure projects. Upgraded Project Server from 2007 to 2010,• Installed WINDOWS 2008 R2, Hyper-V, MS WINDOWS 2008 R2 on virtual machine.• Installed MS SQL 2008 Standard with Analytical Services and Reporting Services• Installed MS SharePoint 2010 Enterprise Edition and configured MS Project Server 2010• Installed and configured MS Report Pack 2 using SQL Report Builder 3• Moved Microsoft Report Pack II, written by MS Consultant Engineers, from PS 2007 to 2010, which required creation of custom fields in Project Server. These fields automatically mapped to SQL databases. Using Report Builder 3, I created reports, modified SQL Quires and provided “real time” reporting against Project Server project data. The reports were then mapped against SharePoint navigation available to the Project Server Quick Launch menu for execution by any Project Server user. Selected reports were mapped to a SharePoint portal allowing access by the more general community.• Administered Project Server, building Resource Breakdown Structure, Custom Fields, Security Groups • Managed deployment from WINXP to WIN7 on 18,700 workstations• Tracked execution of Program Management Office (PMO) projects• Led Capital Planning and Investment Control Implementation design • Led Workflow Automation of Governance processes enforcing CPIC in project execution• Led design of processes in Innovation Management, Portfolio Management, Project Management, Application Development Management, Operations & Maintenance of infrastructure assets and Asset retirement plans • Reported Project Earned Value on all in-flight projects Show less

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  Merck

  Jun 2012 - Dec 2012

  Sr. Project Manager/Enterprise Project Management Consultant

  Oversaw project portfolios using portfolio selection and integrated master schedules. Mentored project managers, dynamic scheduling, resource loading and real-time updating of project % complete. Architected and administered MS Project Server 2010. Utilized UMT Project Essentials for costing and workflow development in the pharmaceutical manufacturing domain. Integrate Project Server with SAP.

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  TD Bank

  Jan 2013 - Apr 2013

  Technical Project Manager

  Deploy Win7 to branch locations.

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  Celgene

  May 2013 - Oct 2013

  PMO/Project Manager Support, Project Server, Global IT

  Oversee project portfolios using portfolio selection and integrated master schedules. Mentor project managers, dynamic scheduling, resource loading and real-time updating of project % complete. Architect, Configure, Install and Administer MS Project Server 2010. Use UMT Project Essentials, for costing and workflow development in the pharmaceutical domain.

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  IBM

  Nov 2013 - Jul 2014

  Director Infrastructure

  Manage cost, budget, schedule and staff planning, and operation of Government Data & COOP Centers, Logistics Modernization Program (LMP), U.S. Army, Ft. Monmouth, N.J. Provide MS EPM solution.Develop & deploy infrastructure services that improve performance, efficiency, value, availability, and scalability. The role is responsible for directing operations staff for a large group of facilities for all aspects of customer service, including support, investigation and resolution of highly complex matters of significance. Establish business development guidelines and strategies in compliance with policies and procedures. This oversight and responsibilities encompass Communications, Information Assurance, Network Operations, ITSM, Infrastructure Monitoring, Consolidation and Cloud Deployment - IaaS and SaaS configurations, Service Desk Operations, Server Administration, Data Center Operations, Quality Assurance, Portal and Web Applications, and Wintel Citrix. Show less

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  SAP

  Aug 2014 - Jun 2015

  IT Infrastructure Project Manager

  Globally responsible for geographic placement, provider selection process, build-out, infrastructure and IaaS platform readiness of data centers for use in transitioning of SAP on premise customers to SAP cloud offerings. Chartered with : • Aligning data center investments with critical business requirements via direct customer facing interaction with both public and private sector business units and customers, including international aerospace and DoD entities• Development of efficient processes fostering the adoption of new technology• Improved efficiencies relating to capital expenditures and use of resources• Improved energy utilization via optimal technology and capacity choices• Directly involved in the development of potential revenue vs. cost business cases for placement of SAP Partner and SAP Co Location data centers. • Execute alignment and deployment of Data Center technologies and services for cloud enablement of SAP Hana Enterprise Cloud and SAP SaaS products sets.• Architect, install and configure Enterprise Project Management in SAP cloud: 1. MS SQL Server 2012 with SSRS 2. MS SharePoint 2013 3. MS Project Server 2013 Show less

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  AASKI Technologies

  Jul 2015 - Nov 2015

  Senior Program Manager

  Financial and Budgeting applications made up major Project Management work activities. Projects required software development utilizing SDLC methodologies; Agile and Waterfall. Project Server, Team Foundation Server, Visual Studio, Agile/SCRUM are used in management of development projects for US Army. As Program Scrum Master, I managed development of High Level Requirements and Technical Requirements for development or upgrade of software. Personally installed SQL Server 2012/Reporting Server/SharePoint 2013/Project Server 2013/Office365 EPM/Team Foundation Server followed by PM training in use, EVM and scheduling and control of projects. Show less

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  ESPM Inc.

  Dec 2015 - Jan 2017

  PPM/EPM Sr. Program Manager

  Architect installation of SQL Server 2016/Reporting Server/SharePoint 2016/Project Server 2016/Office 365 EPM/Team Foundation Server and Visual Studio. Adopting a structured portfolio selection process helps organizations accomplish the following: • Define and communicate the business strategy: Publish mission statements and high-level strategic objectives. Break down strategy into actionable, measurable, and unique business drivers. Define and effectively communicate business strategy to provide a blueprint that organizational departments can understood and implement. • Drive executive consensus around business driver priorities: Objectively prioritizing the business strategy and driving executive consensus can help organization more effectively assess competing initiatives and select the optimal portfolio. • Objectively prioritize competing projects from multiple dimensions: Prioritizing projects by using a variety of value measurements—for example, strategic value, financial value, and risk—provides a framework for assessing requests from multiple dimensions and for creating a common currency with which to make comparisons. • Identify the optimal portfolio under varying budget and portfolio constraints: Additional variables, such as inter-project dependencies and regulatory requirements, can further compound the problem, creating a challenge in effectively modeling scenarios that will help identify the right projects for an organization to undertake. • Effectively communicate tradeoffs: Budget, available resources, dependencies, pet projects, and compliance requirements can potentially affect the overall value of selected project portfolios. • Maximize resource utilization: Using capacity planning techniques, reschedule projects based on resource availability and model headcount scenarios—for example hiring versus outsourcing—to maximize resource utilization and identify the optimal release roadmap. Show less

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  CIBER Inc./ISC

  Jan 2017 - Oct 2018

  Senior IT Project Specialist halliganjh@espm.us

  Assist FEMA management in the following, but not limited to: the Creation and Maintenance of Database Systems; File Migration, Information Management, and Document Review; Development of Data Reports, Reporting Tools, and Data Analysis Documents (Excel Management & Pivot Tables); Power BI (Big Data). Project Schedules and develop EVM Plans, SharePoint and Programmatic System Development; Create, maintain, and act as the troubleshoot liaison for Region SharePoint tracker(s) to support the components that are being consolidated, organized, and streamlined into the Recovery Division. Tracking the actions associated with processing communications received via the Communications Log. Act as the technical support specialist amongst system users on Communications Tracker Management System. Development of training materials (interactive user trainings) and associated job aides to support the new tools/technologies and the end user functionality of the Case Management System, SharePoint Database, access and Communications Tracker. Show less

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  ESPM, Inc

  Oct 2018 - May 2019

  PPM/EPM Sr. Program Manager

  Architect installation of SQL Server 2016/Reporting Server/SharePoint 2016/Project Server 2016/Office 365 EPM/Team Foundation Server and Visual Studio. Align spending with business strategy. Adopting structured techniques for defining, prioritizing, and communicating business imperatives, and consistently evaluating each competing initiative that contributes to strategic priorities. Adopting a structured portfolio selection process helps organizations accomplish the following: • Define and communicate the business strategy: Publish mission statements and high-level strategic objectives. Break down strategy into actionable, measurable, and unique business drivers. Define and effectively communicate business strategy to provide a blueprint that organizational departments can understood and implement. • Drive executive consensus around business driver priorities: Objectively prioritizing the business strategy and driving executive consensus can help organization more effectively assess competing initiatives and select the optimal portfolio. • Objectively prioritize competing projects from multiple dimensions: Prioritizing projects by using a variety of value measurements. • Identify the optimal portfolio under varying budget and portfolio constraints. • Effectively communicate tradeoffs.• Maximize resource utilization Show less

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  Guidehouse, LLP - FEMA

  May 2019 - now

  Program Delivery Manager

  Program Delivery Manager (PDMG) Power Distribution Utility pole, line and transformer damaged by Flooding (4420) in Lincoln, NE; Using Grants Manager to track PDMG activities, I performed Public Assistance activities; Operational Planning, Disaster Overview Meeting, Damage Inventory, Exploratory Call, Held Recovery Scoping Meeting with Public Assistance Applicant, Developed Program Delivery Plan, Site inspection, Mitigation and Environmental and Historic analysis. Determined Grant amount. Show less