Lyle Hamlin

Experience

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  North Oakland Medical Center (Pontiac General)

  Apr 1978 - Sept 1986

  Director, Information Services

  Set strategic and tactical planning and support for a major healthcare facility. Responsibilities included; project management, budget preparation, personnel/application development, training, and vendor contract negotiation. Directed the implementation efforts of several projects where complete life cycle methodology was incorporated. Created the first centralized Patient Management System where true database technology was the foundation. Orchestrated the organizations first usage of online communications throughout the enterprise. Show less

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  Bay Medical Health Services

  Sept 1986 - Apr 1989

  Director, Information Services

  Set strategic and tactical planning and support for a major northern healthcare facility. Responsibilities included; project management, budget preparation, personnel/application development, training, and vendor contract negotiation. Directed the implementation efforts of several projects where complete life cycle methodology was incorporated. Transformed remote vendor hardware/software support to the creation of the organization first in house Data Center. Created Voice/Data Networks (IBM ROLM Switch) and implemented new Patient Management System. Provided facilities management; contract administration, cost estimates, bid evaluations, construction inspections, progress payments, billings and job closeout. Monitored and coordinated planning, scheduling architectural design services, construction contracts and project cost control and work performed by consultants. Show less

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  Computer Task Group

  Apr 1989 - Apr 1991

  Sr. Advisory Consultant

  Managed the implementation efforts of two major projects. The first was Commercial Paper, to develop a large credit application that was utilized by more than 300 independent banking facilities. The second was an Electronic Mail function for more than 6000 dealerships throughout the U.S., as well as rolling out new hardware to support their connectivity to the host site (PC's, hubs, routers, etc.).Managed the implementation efforts of a data warehousing initiative and developed a large reporting bridge application that was used by more than 200 agents within the facility. Project involved the extraction of complex data from an assembler based application into a DB2 repository for general reporting and financial forecasting.Managed the implementation efforts of a hierarchical database (IDMS) to a relational structure (DB2) for one of Canada's largest petroleum companies. Responsibilities included; project management, budget preparation, personnel/application development, training, and vendor contract negotiation. Show less

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  St. John Health System

  Apr 1991 - Nov 1992

  Project Manager

  Managed and supported the development efforts for a major healthcare facility as it relates to financial and patient management applications. Responsibilities included; project management, budget preparation, personnel/application development and training. Developed the organizations in house staff training program and managed the implementation efforts of a major General Ledger System.

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  Mercy Health Services

  Nov 1992 - Oct 1996

  Manager, Product Support

  Managed and supported the development efforts for one of Michigan's largest healthcare entities. Responsibilities included; project management, budget preparation, personnel/application development, training, and vendor contract negotiation. Management liaison between all mainframe clients throughout the Midwest region and the Information Services internal structure.

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  Macomb County Government

  Oct 1996 - Feb 1998

  Program Director, Product Support/Applications Development

  Managed and supported the development efforts for one of Michigan's largest county's. Responsibilities included; project management, budget preparation, personnel/application development, training and executive liaison between all clients and the Information Services internal structure. Implemented internet methodology for communications access; developed backbone network to connect client entities. Led the organizations GPS Infrastructure initiative, where Global Positioning Technology was used as the enabler to provide connectivity for Law Enforcement entity (Macomb County Sheriff). Developed Y2K implementation strategy. Show less

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  Compuware

  Feb 1998 - Apr 2005

  Senior Project Manager

  Established processes, trained and developed procedures while coaching, mentoring and consulting the Global Engineering Group (Powertrain). Extensively used SDP-21 and created a subset of that methodology. Re-engineered SDP-21, provided training and workshop metrics, rolled out the new methodology in support of the Engineering Business PMO while maintaining ISO 9001 compliancy; to include:• Specialized training of the Business Project Managers (PM); understanding/usage of corporate Systems Delivery Methodology (SDMP).• Integration techniques into general Project Delivery (Corporate), as it relates to Engineering specific Business Requirements.• Coached and Mentored PM’s throughout the Quality Management Lifecycle, etc.Additionally, established Quality Management processes within the Validation & QA Test Center Group of NAPP Manufacturing Systems Development. CMMi/SDMP Mentor/Coach to GM Application Development Project Teams and SEPG CM Lead, Process Member for Global Manufacturing Quality Software Development Organization; Appraisal Participant, Completed/Successful SCAMPI A, (L2) and (L3) Certifications. In addition, managed several initiatives for the CAE Group (Tools), both Global and Local; Body Structures Pilot (sedan/coupe) and CAD/CAE/ME integration; activities include:• Developed high-level work plans, schedules, estimates, resource plans and budgets. • Implemented, tracked and analyzed all aspects of Project Delivery to ensure adherence to quality standards.• Managed client relations (CRM) to ensure that expectations, both delivery and service are developed, monitored and met.• Directed, motivated and developed project staff, while addressing training and developing the needs of other project managers and there teams.• Established, monitored and presented all Senior Management Reporting to executives and project teams at all levels; as it relates to status and dash-boarding. Show less

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  BearingPoint

  Apr 2005 - Mar 2008

  Senior Consultant/Manager

  Established framework, processes, and procedures while developing the organizations Automotive PMO. Extensively used SDP-21 in support of GM’s Global Manufacturing Quality Software Development Factory and Global Engineering Product Development Organization. Established approach and execution of CMMi (L3) for the organizations Automotive Practice in support of GM; specifically, Service Delivery Management, where Customer, Resources, Projects and Programs (supporting OLA’s, SLA’s, Dashboarding, Metrics, Customer Satisfaction), were the key areas of focus in both Infrastructure and Software Development initiatives. Provided CMMi/SDMP quality/process support, as Compliance Manager for a major GM Global initiative, GFIMS, SAP based project bringing financials to the plant floor. Also, have managed several additional initiatives, as CMMi/SDMP Compliance Manager; GMQ Connected Vehicle, GMQ Part Linkage, GMQ Quality Information Systems II (QIS2, Chairman’s Honors, Award Winner) and GMAC Sox-Basel II Integration; where specific areas of performance include: 1. Risk and Asset Management improvement.2. Compliance of Asset/Risk offset; eligible Capital to Risk Aggregate Ratio of 8%. 3. Compliance of Data Capture; 3 years of data within GMAC Repository.4. Global Operational Risk Metrics; Risk Management Planning.5. Compliance of Meta-Data, awareness, Data Standards and Corporate Data Models. 6. Compliance of Process, awareness, Roles and Skills related to Operational Business Process Modeling.7. Compliance of Basel Committee’s (BIS), awareness; i.e. Use Test directive, Model Estimates and composite elements of Expected Loss. 8. Use Test Score-carding; Strategies, Metrics, Defects, Corrective Action Planning; Process Validation, 2 year minimum. 9. Bank and Regulatory Resource Planning; design, develop, implement and progress measurement. Show less

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  Computer Sciences Corporation

  Mar 2008 - Jun 2011

  Portfolio Manager

  Established and executed framework for global sourcing transition initiative for procurement area of Chrysler. Managed applications outsourcing with budget of $10 million and staff of eight onsite and 30 offshore. Created global call center and centralized software development factory, instituting cross training to bring all staff in line with mission. Key Accomplishments: ▪ Spearheaded development of processes, procedures and delivery of “off-shoring” support/transition of eight (8) complex Procurement Systems. ▪ Maintained SOX compliance across all projects while supporting OLAs, SLAs, Dashboarding, Metrics and CRM. ▪ Led management applications outsourcing, including Development and Break-Fix, Development Methodology Support, SOX Quality Support, CMMi and ISO Compliance, Global Help Desk Management and Knowledge Management. Show less

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  Strategic Staffing Solutions

  Jun 2011 - Apr 2015

  Delivery Manager

  Delivery Manager for one of Michigan’s largest Healthcare Insurance carriers (BCBSM), responsible for managing the efforts of large staffs related to enterprise-wide portfolio. Provide oversight for the Federal Business Division’s (FBD) Medicare Advantage Group. Additionally, provided Corporate IT liaison support to the Federal Business Division, while mentoring project teams in standard Delivery Management processes. Familiarity with care and risk methodologies, in-depth usage of CMMi Model, PPM, analysis, reporting and metrics management, as it relates to provider performance, PMO, Program/Project Portfolio’s and Federal Compliance. Also, provided Change / Release Management support, as it related to the organizations FBD Portfolio.In addition, spearheaded the effort to consolidate the organizations FBD Portfolio framework; items to include:• Alignment of FBD Portfolio to coincide with the organizations strategic goals and Corporate Business directives. • Implemented portfolio/program/project tracking to centralize Senior Management Reporting, through the organizations standard communications/reporting tools; i.e., “WhatFirst”, SharePoint and ChangePoint.• Orchestrated the organizations Change Management initiative, where coordinating supplier interaction within the portfolio led to highly effective product development and organized Release Management. • Established Delivery Framework within the portfolio, where Project Managers would follow, standardized Corporate Methodologies (SDLC, Agile/Scrum) in performance of business initiatives.• Developed and implemented the portfolio’s Project Estimation Strategy, where tools would drive the “Top-Down and Bottom-Up” approach to standardizing the Estimation Process. Show less

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  ZF TRW Automotive Group

  Apr 2015 - now

  Program Manager