1. Ability to formulate project plans using software such as Primavera Project Planner for managing and monitoring progress on enterprise-wide Information Technology (IT) projects.

Introduction: I have managed 12 projects with Primavera as Project Scheduler. Projects have included Y2K computer projects, major long-term construction and fiber optic cable for IT systems.

Example 1:

(context) From 1997 to 1998, I served as the Project Manager for (challenge) certifying that all HCFA internal mainframe systems were year 2000 compliant and maintaining support for the Medicare and Medicaid services. My actions included, but were not limited to the following:

(actions):

1. I initiated a program schedule to monitor and track the progress of the testing Communicate with a team of HCFA computer specialists to design a process to collect and organize the information needed to populate the schedule.
2. I determined the critical path to continuously monitor and update the program information to determine the level of progress achieved.
3. I recommended sequencing of the systems to allow for the most efficient testing procedures.
   Results: The project identified that 30 mission critical computer systems would have first priority for certification with the remaining systems to follow.

Example 2:

(context) I was the Project Scheduler for 15 years utilizing Primavera to manage subway projects in Philadelphia, PA. The subway was built in the 1920s.

(challenge) The project involved pulling the rail and communication system and utilizing pre-cast pieces. We replaced all of the above ground structure for a 5-mile segment on the week-ends only. On Friday evening we shut down that one section; every week-end. We installed a bussing system for subway customers to the next working section of the subway. I directed the following activities in order to repair the 5-mile segment:

(actions)

1. Prepared and maintained the program schedule management for the design, property acquisition, environmental permitting and installation of the fiber optic cable.
2. Developed resource and cost loaded schedules for analysis to track resource usage and associated costs.
3. Reviewed the design plans with the engineering staff to insure fiber installation design does not conflict with existing underground utilities such as gas, electrical, water, sewer and etc.

Result: Every week for 15 years, we finished construction 5 a.m. on Monday morning.

Relevant Training Courses or Degrees:

Primavera Project Manager, Primavera Corporation, 2 days, 1995

Relevant Awards or Recognition:

Received a letter and commendation for outstanding service of project manager for subway construction in downtown Philadelphia. "Michael was the leader of the team who rebuilt and kept our subway running during 15 years of methodical construction. Thank you for your outstanding management of the Frankford Elevated Reconstruction Project. Executive Director, Southeast Pennsylvania Transit Authority (SEPTA)

Michael C. Brown Social Security No: 333-33-8888 Announcement No: RN-CO-99-056 Page Two

2. Ability to perform risk management and resource costing as a part of project management

As the lead Project Scheduler for the Philadelphia Subway, I performed risk management and resource costing.

I was responsible for ensuring that the renovation projects were completed by Monday at 5 a.m. A fine of $7,500 per hour was established if the general contractor missed the deadline. More than 10,000 people were transferred by bus over the week-ends to the next available subway. I ensured that the following occurred ensuring maximum efficiency:

• Created a schedule with more than 50 activities; outlined the project work/ ran the schedule with detailed duration and sequence utilizing Primavera to calculate dates.
• Coordinated with internal and external staff in order to ensure security and safety with bussing services and security surrounding construction.
• Assigned a resource list; cost load resources and dollar values; and communicate this information to all project participants.
• Ensured flexibility to meet changing customer direction and meeting city and construction needs.

Results: Projects were managed so tightly that only one hour was fined in 15 years for opening the subway at 5 a.m. on Monday.