Jim Cheatle, PMP

IT Project Manager

Project Management Background

Robert Half Technology, Sacramento, CA.

Security National Servicing Corporation

Project Manager,  June 2008 to current

 

Job Requirements

Manage projects following SDLC Project Management methodology.  Manage team members throughout project process ensuring adherence to documented procedures.  Measure project performance based on estimated level of effort and managed resource schedule and cost accordingly.

 

Projects:

Enhance reporting capabilities within AMS, Refresh web design for the Marina Center and automate payroll data created by third party vendor; ADP into SN’s accounting system; SAP

·         Manage entire project life cycle

·         Create & maintain teams supporting project development and implementation

·         Lead team members during project scope, schedule and budget planning

·         Acquire Project Sponsor approval to continue project following Gate Review

·         Measure, control and communicate project status to project team members and upper management

 

Nationwide Health Plans, Sacramento, CA.

Project Manager,  April 2004 - Present

certified Project Management Professional (PMP) - June 2005

 

Job Requirements

Manage multiple projects in a cross-functional environment.  Adapt complex tools within projects to facilitate effective planning, communication, measuring and control of each project.  Manage and direct virtual teams located in multiple locations within the US.  Act as subject matter expert on project teams.  Provide feedback to Management and peers of project team and individual performance.  Function within the Program Management Office (PMO) environment.

 

Projects:

Release following products supporting Office of Strategic Initiative goals:  High Deductible Health Plans, Health Savings Account (HSA) qualified plans, member discount programs, multiple benefit & deductible option PPO Health plans, major medical plans, term Life Insurance products, and Dental/Vision products.

·         Manage entire project life cycle.

·         Create & maintain virtual teams supporting project development and implementation.

·         Lead team members during project scope, schedule and budget planning.

·         Initiate and maintain vendor relationships and contracts.

·         Measure, control and communicate project status to project team members and upper management.

·         Overall performance of products exceeded Strategic Sales Goals for 2005 & 2006.

 

Manage complex IT projects affecting mainframe, web, and infrastructure, including producers located abroad.  Projects include introduction of accepting payments over the Internet (credit card and ACH), provide online rating and electronic submission of application tools to field producers, and large system conversions.

·         Launch software development projects through home-grown Software Development Life Cycle (SDLC).

·         Perform feasibility studies and evaluations.

·         Gather requirements in support of business functions and system requirements.

·         Analyze industries best practices model.

·         Acquire necessary Security Accreditation and Certification with third party vendors ensuring protection of Protected Health Information (PHI).  Negotiate and procure vendor support, defining expected service levels and penalties if not met.

·         Prepare project documentation, defining deliverables and estimated project schedule and cost for approval to move forward to the next phase.

·         Perform scope management and risk controlling processes to ensure project remains on track and will deliver expected results on time and within budget.

·         Interface with business analysts, system architects, project stakeholders, and executive management to ensure project deliverables are understood and agreed upon prior to execution of project.

·         Perform risk analysis and mitigation strategies for contracts

·         Perform team building exercises and provide coaching and mentoring as necessary.

·         Implementation of accepting credit card payments over the Internet decreased auto-termination of policies by 20%, thereby reducing administrative costs to retain customers.

·         Implementation of online rating tools and submission of electronic applications to our field producers increased overall performance of handling applications process by 50%.  In addition, application turn-around time was reduced from 28 days to 16 days.

·         Implementation of administrative system conversion increased abilities to support new products and billing methodologies, customer awareness, and reduction in overall administrative costs through improved processes and automation of common processes.

 

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