Joe Halligan, PMP

Medford, NJ 08055 | C: 808 285 9967 (preferred) | H: 609 654 4147 | halliganjh@espm.us | Manager IT Infrastructure Consolidation

Director Senior Program/Project Manager System Engineering Expert

Senior Project Manager / PMP Certified Professional with extensive, diverse experience in managing large complex
projects, multiple smaller projects, PMO and MS Project reporting. Demonstrated record of success in implementing
and deploying Innovation Management, Portfolio/Program/Project management, Cost-Budget-Schedule-Staffing,
Business Process Engineering, Workflow Automation, SOX, Clinger Cohan Act, FDA Governance. Successfully
integrated Master Plan/Schedule, Expertise and knowledge in standing-up PMO and staffing at US Department of
Defense and the industrial complex, including Banking, Health Care, Pharmaceutical, Manufacturing, Communications,
Chemical and Airline, using MS Project Server 2003, 2007 and 2010.

Expertise in developing, deploying and configuring complex projects, including Microsoft WIN7, SQL Server R2,
SSRS, SSAS, Windows 2008 R2, SharePoint 2010 Enterprise and Project Web Application, Infrastructure upgrades,
SAP Solution Manager 7.1, Openlink Endur - energy commodity management, Harland ENCORE Bank Teller/
Platform, Voice over Internet Protocol (VOIP), Biometric Identification, Disaster Recovery Planning and Infrastructure
Operation and consolidation; ITIL service methodology, Business Process Analysis, Planning and Integration. Cost
and Budgeting. All projects required custom software development utilizing SDLC methodologies, Agile and Waterfall.
Since 2000 all projects have been controlled using MS Enterprise Project Management tools.


Knowledge Areas
SMI310 Implementation Projects with SAP Solution Manager Training Certificate
Army Working Capital Fund (AWCF) Resource Managers Training Certificate.
ACEIT (Automated Cost Estimating Integrated Tools) Training Certificate
SEER project estimating, analysis, planning and tracking software and IT infrastructure Training Certificate
Earned Value Management Training Certificate
ITILv3 process-guidelines to match different aspects of IT management, applications, and services training
Security+ IT infrastructure security features configuration management training

Education
B.S., Finance / Mathematics, LaSalle University, Philadelphia, PA

Certifications
Project Management Professional (PMP)
Project Management Institute, License Certification number: 1549227
Microsoft Certified Technology Specialist MCTS, MS Project Server 2010, Architecting, Installing, Configuring and
Administering, Microsoft Corp., License Certification Number: D692-6661
Certified Knowledge Engineer (CKE); Business Process Automation, Expert Systems, Artificial Intelligence, Intelligent
workflows, Rule Based Systems, International Association of Knowledge Engineers, License Certification Number:
94122D

Security Clearance
Active DoD Secret


Skills Profile
Enterprise Portfolio Planning
Enterprise Project Management
Earned Value Management
Cost & Budget forecasting and tracking
Business Process Management
Business Performance Collaboration
Project Management
Program Management
Contract Management
Innovation Management
Tools Profile
SharePoint Server 2010
MS Project/Portfolio/EPM/ Server 2010
Microsoft Office Suite 2010
Capital Planning and Investment Control (CPIC)
ACEIT- IT Parametric Cost Modeling Tool
SEER- IT Parametric Cost Modeling Tool
Team Foundation Server
SAP Solution Manager 7.1 SP10
Nintex Workflow Designer
Nova Mind Map 5 Mind Mapping
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Experience Summary:
IBM (September 2013 to Present)
Director of Infrastructure Services
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, Infrastructure Monitoring, Service Desk Operations, Server Administration, Data Center
Operations, Quality Assurance, Portal and Web Applications, and Wintel Citrix.

CELGENE (May 2013 to August 2013)
Senior Project Manager Advisor to PMO Director/Enterprise Project Management Consultant
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.

TD BANK (January 2013 to April 2013)
Technical Project Manager
Package a prototype Windows 7 for deployment to branch locations.

MERCK PHARMACEUTICAL - Manufacturing (June 2012 to December 2012)
Senior Project Manager Advisor to PMO Director /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.

CACI - Office of the Secretary of Defense, Chief Information Officer, Pentagon (Mar 2009 to May 2012)
PMO Manager/Senior Project Manager
Implemented and administered MS Enterprise Project Management (MS Project Server 2010) used by
Project Managers, IT engineering team to support Pentagons 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
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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

U.S. AIR FORCE - Contract (June 2008 to Feb 2009)
Program Manager
Central 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)

L-3 COMMUNICATIONS (Sept 2007 to May 2008)
Cost and 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

U.S. ARMY Contract (May 2002 to June 2007)
Program Control Officer
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 Support
Developed and maintained overall program management plan and associated project plans using Enterprise Project
Management System
Effective Decision Support
Expanded Decision Support Activities to all Services, DoD Agencies and Local governments associated with Program
Project Funding Support
Developed funding requirements for projects and cash flow phasing by cost center; determined funding shortfalls
based on plans and requirements; managed Firm Fixed Contract

Computer Sciences Corporation (Feb 2000 to Mar 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
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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.

TRW (June 1998 to Feb 2000)
Program Manager
Engaged to assist CIOs 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 companys business objectives
Led TRWs 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

AT&T/PEROT (June 1996 to May1998)
Senior Management Consultant/Project Manager
Engaged to manage integrated project teams and execute on a range of projects. Entire development life cycle was
used to support and improve AT&Ts billing and fulfillment system.
Operated in a matrix organization, providing strict compliance and accountability to task activities in MS Project
schedules and audited requirements using trace matrices
Implemented project management that led to reduction in cost per development cycle saving $2M by reducing
quarterly solution cycle by 1,500 person days, and provided higher quality solutions which required fewer man-
hours of production support saving ~$150,000 annually.

HMSA Blue Cross and Blue Shield of Hawaii (Nov 1991 to May 1996)
Project Manager/Business Systems Analyst
Hired to implement PMO. Responsible for a 250-member project team supporting the claims systems of Blue Cross,
Blue Shield and the Federal MEDICARE and MEDICAD systems Maintained strict compliance and accountability to
project schedules, using MS Project. Audited requirements using trace matrices.

CITICORP Information Resources, Inc. (June 1989 to Oct 1991)
Application Programming Manager
Managed activities of 15 systems and application programmer/analysts.
Developed, installed and maintained banking applications systems on IBM mainframe computers.
Implemented and tested disaster recovery plan.
Managed total conversion from timesharing system to stand alone mainframes.

AMERICAN EXPRESS COMPANY International Banking (June 1986 to May 1989)
Senior Project Lead/System Programmer
Completed the design and implementation of various PC and mainframe computer accounting programming projects,
leading 6 programmers. Installed and supported the wide area network and LANs. Series 7 Securities license as a
financial services representative.

TRW/FUJITSU (May 1980 to May 1986)
Regional Manager
Managed all phases of marketing and support of Fujitsu computer products throughout the state of Hawaii. Marketed
to high level executives

IBM (June 1966 to April 1980)
Marketing Representative
Ten years experience as a top-down marketing representative. Heavy executive selling using sophisticated marketing
techniques. Five years technical support