Director - Clinical Activation Program Mgmt.
Sidra Medical and Research Center
Total years of experience :21 years, 3 Months
Leading a diverse team of 12+ activation project managers in the successful clinical program activation of a new 399-bed Women’s and Children’s Tertiary Care Hospital. Programs managed include: Diagnostic Imaging, Anesthesia, Perioperative/CSSD, Psychiatry, Pathology, and Center for Medical Innovation, Software, and Technology (CMIST). Collaborating with C-level executives and clinicians to develop and approve upcoming strategic programs. Overseeing foundational program services yearly budgets, CAPEX and OPEX.
Improved time efficiency by 10% by value streaming management of medical equipment vendor transfers.
Enabled rapid and flexible decision-making during activation phase by developing a 12-month roadmap. Led development of service ramp-up models, policies, procedures, and clinical guidelines with operational directors and clinicians.
Led deployment of diverse medical devices for 25+ sub-specialty clinics 2 weeks prior to delivery date by leading a team of Project Managers, BME engineers, and clinical system specialists. Prevented handover delay by leading a “back out” program schedule.
Led activation of 5+ Pediatric ORs theaters by implementing integrated workshops, activation deliverables, testing, and clinical simulations. Created alignment and collaboration between 8+ departments, led joint workshops with 35+ clinicians present.
Initiated program management foundations and best practices implementation within Biomedical Engineering & Facility Planning and Design departments. Developed standardized templates and protocols for all project processes.
Served as advisor to the Strategic PMO, providing feedback, review, and suggestions as needed. Mentored 10+ employees. Provided ad-hoc PM expertise to other clinical groups when requested.
Sped up decision-making, synergized stakeholders, and boosted transparency by clearly communicating activation deliverables to executive chairs, physician leaders, and executive directors.
I managed large scale projects and program initiatives (up to $35M+), worked closely with District Sales and Services teams to plan and forecast upgrades and implementations.
♦ Lead Project Manager on $5M ARIA/Eclipse 11.0 EMR Implementation System Project, finalizing the project in a record time of 6 months instead of the typical 10 months.
♦ Frequently brought in as a “turn-around” expert on struggling and failing projects.
♦ Streamlined project planning for fellow PMs and customers.
♦ Managed the first ever Comprehensive Cancer EMR Solution on the Cloud across 12+ Sites and 3 time-zones (Valued $10M+).
♦ Chosen out of 25 other Software Project Managers to manage both Luminary and Corporate Account customers (1st priority customers for release).
PROJECTS (PROFILING- PRESALES- SERVICE DELIVERY):
♦ FullScale Cloud-Based EMR Implementations
♦ Virtual, Physical, and Citrix Server Implementations
♦ HL7 EMR Interface Integration with EPIC, Cerner, and Meditec (ADT, DFT, MDM, Scheduling, LAB)
Planned, led, and concurrently managed 12-18 projects related to clinical research and innovation. Overlooked the work of 15-25 resources for each project. Managed project costs, resources, change requests, and risk to ensure optimum project performance. Assembled project plans, while working with functional managers to allocate and appropriately engage resources. Collaborated with stakeholders and internal customers who needed complex, vaguely defined clinical solutions and ensured timely delivery. Ensured proper Change Control processes were efficiently used to maintain control of scope, schedule, and budget.
ACCOMPLISHMENTS:
Helped build hospital image and vendor network by leading the center in the Patient Care Program and representing clinical IT.
Worked with vendors such as Philips, Stryker, and Cerner to implement innovative, never-before-seen research products that saved hospital and clinical units several hundred thousand dollars per year and improved patient care and satisfaction.
Worked with Philips to implement a research project that allowed nurses at various nursing units to reduce observation and diagnosis time for potentially critical patients from 48-72 hours to a mere 4 hours.
MANAGED THE FULL LIFE CYCLE OF THE FOLLOWING PROJECTS (PROFILING PRESALES SERVICE DELIVERY |PARTIAL LIST):
Stryker S3 Wireless i-Bed Implementation & Cerner EMR Integration
Physician Interface Upgrade: Morrissey to Suncare-Cerner
AeroScout RFID Patient & Nurse Workflow Tracking
Cerner i-bus Server Upgrades and Implementations
Exchange 2010 Upgrade & Enterprise Vault Migration
McKesson HBI & HPM v16 Application Implementation
Nuance Powerscribe 360 Upgrade Implementation across 8+ Radiology Sites
LIMS Lab Vantage Implementation
Led diverse project resources and teams while directing all phases of various cross-organizational business unit projects. Identified key stakeholders, project objectives, and requirements. Managed and negotiated project release backlog with key internal customers such as manufacturing, accounting, infrastructure, quality, and others. Consulted with executive leadership and integrated organizational strategy and company initiatives to develop project deliverables. Generated metrics to continuously improve processes. Managed multiple teams of 20-40 individuals, including developers, functional testers, system administrators, and architects.
ACCOMPLISHMENTS:
Saved $3M over the course of three years by streamlining work processes by leading various internal Lean Value Steam Mapping exercises and implementing several automated workflow processes.
Helped organization pass our Sox audits with flying colors, which we had previously failed twice, by ensuring the processes were laid out perfectly and that the execution during the test period was handled per SoX audit controls.
Served as the IT Process Council Representative for the Supply Chain Change Control Team, where I worked with representatives from other departments to review and approve all project change control requests.
Successfully release managed a $MM ERP (INFOR) enhancement upgrade project from opportunity to production implementation, while reducing flow time by approximately 15%.
MANAGED THE FULL LIFE CYCLE OF THE FOLLOWING LARGE-SCALE INTERNAL PROJECTS (PARTIAL LIST):
Archive-Purge Implementation and Data Migration Project, ERP LN Future Pack Upgrades
ERP Finance, Warehouse, Purchasing, Bill of Material (BOM) Module Enhancements
ERPLN Upgrades Related to 787 SC Charleston
Enterprise Process Model (EPM) Deployment
EMC Documentum Solution Implementation, 787 Rate Readiness Implementation (250M+ resources)
Responsible for managing daily and weekly Electronic Data Interchanges between CorVel and end clients, overseeing the work of 5 data analysts, and weekly project release implementations for group.
• Programmed with .NET and XML to develop and design web projects/forms for
E-Business team.
• Created Ad-Hoc Queries & Microstrategy monthly reports for forecasting purposes.
• Wrote Microsoft SQL Queries and helped to Design Data Models for Training
database.
• Used VB.NET to develop Oregon Centralized Voting Registration system for State of Oregon.
• Helped design Data Models for database’s, and used Oracle SQL Plus to edit, modify, write SQL & PL/SQL Queries.
• Used ADO.NET to search queries, read data, create relationships, connect to Dataset objects, etc
Managed various ongoing projects related to the company business along with managing resources to complete day to day operational projects.
