1. Michelle Andree
40 Converse Street (B)
Stafford Springs, CT 06076
michellmma1122@gmail.com
860-335-8541
 Project Management Professional (PMP); Projects managed using PMI Methodologies through life-
cycle ensuring projects are successfully completed within planned budget, schedule and scope.
 Six Sigma Green Belt certified; Quality assurance and management techniques applied with
DMAIC methodology
 Recent areas of successful work include Project Management (Infrastructure and Application-
based) and PMO Leadership in all areas of the project life-cycle, including project
definition/initiation, requirements & design, QA & testing management, execution & deployment.
 Building the project framework with a solid foundation through formal process engineering &
governance, schedule planning and management, scope definition and controlled execution, team
systems training, risk identification and mitigation, with strong team leadership to control and
maintain the project’s overall plan.
 Able to identify critical path dependencies between organizational and procedural issues,
developing remediation approaches to bridge organizational process, procedural and standards
gaps
 Energetic; customer-focused; solution-oriented. Proven ability to identify and mitigate potential
risk factors within project life-cycle
 Superior verbal and written professional inter-team, Business partnership, Executive and Sr.
Leadership, and communication skills.
 Proven ability to solidify and implement training for standard process and procedure model usage
among Account-wide teams, while maintaining the relationship between effective internal training
programs and satisfying client requirements.
PROJECT MANAGEMENT PORTFOLIO:
Methodologies and Techniques Applied: Waterfall project management methods and
techniques, application of PMI/PMBOK standards and best practices (cost, scope, human
resource, time, integration, quality, risk, procurement and communications management
knowledge areas/processes), SDLC, Six Sigma methodologies and techniques, Testing & QA
management, earned value, critical-chain, SWOT analysis, root cause analysis, Pareto charting,
process engineering, change management, Agile
Industry Experience: Financial Services, Healthcare, Insurance, Education, Nuclear,
Pharmaceutical

3. RELATED EXPERIENCE:
June 2013-
September 2014
TEKsystems, Consulting at Voya Financial (formerly ING) – Windsor, CT
SR. IT PROJECT MANAGER
o Managed Enterprise Application Services Application Migration Program,
consisting of several individual project efforts, spanning Enterprise organizations
and Business applications therein.
o Planning: Worked with Leadership, Business, and IT Development teams to
define the application and server re-hosting requirements and scope under
each project effort. Engaged necessary areas within organization to kick-off
the project Intake process, Security assessment, Financial estimates and
budget appropriations analysis for funding required, and project resource
on-boarding.
o Business Requirements: Gathered high-level Business objectives, and the
associated detailed functional specifications required to support Business
requirements, as defined at the project-level. Collaborated with Business
Management team members to validate the objectives and requirements
established, and drive the ownership and Business partnership needed to
support successful application and server migration results, per the scope of
each project under the Program scope.
o Technical Design: Engaged and collaborated with Technical Services
Subject-Matter Experts to develop the Technical Design and supporting
Architectural foundations to fulfill the application and server migration
requirements for seamless re-hosting thereof.
o Leadership Communications: Directly reported to Sr. Program Manager, as
well as Business and IT Directors and Sponsorship, communicating project
status upwards to each area’s Leadership Teams and Business Partners,
raising awareness of and recommending risk mitigation strategies, and
conveying Financial health both at the individual project-level, and at an
overall Program-level basis to Executive Leadership members.
o Organizational Awareness Management: Assumed role of Program
awareness liaison with Enterprise-wide Program and Project Stakeholders
to ensure awareness for all organizational levels, impacted Business and/or
Downstream application areas, and Executive IT and Business Sponsorship
and Leadership members.
o Production Readiness: Managed Production readiness activities and process
execution to ensure that deployment plans were developed thoroughly and
collaboratively with interfacing areas, technical supporting teams, Business
testing partners, and Production Support teams. Facilitated deployment
plan mass reviews to obtain concurrence from all stakeholders, and
Business approval to proceed with deployment plan execution.
o Program and Project Life-cycle Management: Projects were managed at an
individual level, as well as a consolidated Program, inclusive of financial,
schedule, resource, and risk/issue management. Resource planning and
financial forecasting closely managed, aligned to the scope of the work,
estimated labor and durations thereof, and appropriated to the project

4. timeline accordingly. Risk mitigation and issue resolution were managed
from both the Program and project-levels, engaged the needed IT support to
execute mitigation/monitoring plan, identify potential resolutions, and
minimize impact to Business and end-user communities.
August 2012-
May 2013
TEKsystems, Consulting at Lincoln Financial Group – Hartford, CT
BUSINESS TECHNOLOGY OPTIMIZATION PROJECT MANAGER
o Transitioned regulatory project initiative in early Analysis/Requirements phase to
enhance the functionality of four compensation systems to withhold tax imposed by
the State of California on qualifying selling agents and firms
o Planning: Restructured compensation system analysis effort to determine
financial noncompliance exposure and solidify scope of non-exempt entities,
producing metrics to formulate Business solution recommendations for
remediation and ongoing CA tax regulation compliance.
o Requirements and Business Design: Managed Business Requirement
development, engaging Business and IT partners to establish end-to-end
Business needs and expectations to drive solution design
 Engaged and collaborated with cross-functional Business area
Subject Matter Experts, Business Analysts, IT, Business
Management, Tax Compliance, and Vendor partners to ensure all
inter-organizational and vertical dependencies and impacts were
identified, assessed, and integrated into the project’s solution design
and development
o Business Organizational Readiness
 Partnered with Business Sponsor and Business Line Management to
develop an end-to-end Business Organizational Readiness plan to
ensure seamless implementation transition to ongoing operational
support and maintenance of CA tax withholding compliance.
 Managed compensation analysis effort to identify potentially non-
exempt entities, per CA tax regulation non-exempt qualifying
criteria, to prepare for mass communication of intent-to-withhold
CA tax
 Planned communication of intent-to-withhold CA tax to identified
qualifying non-exempt entities, partnering with Distribution
Gateway relationship management and Tax Compliance to analyze
mailing lists and develop communication package, including
Exemption Form, provided by the State of CA, offering opportunity
for entities to claim exemption from CA tax withholding
 Developed post-implementation support strategy, collaborating
with Business areas to develop operational staffing models and
plans to support CA tax withholding compliance ongoing
 Managed development of post-implementation manual processes
and procedures for all manual support activities required to
maintain CA tax compliance, partnering with Organizational
Readiness/Training group to create Training plans and materials to
be delivered to impacted organizational areas and Business area
support teams
o Project Management: Managed CA Tax Withholding project triple
constraint, with regard to schedule, scope, and budget, with a focused
concentration on quality solution design, ensuring adherence to Business

5. area requirements and expectations.
 Upon successful completion of compensation system re-analysis
and metrics output to recommend withholding solutions and
obtaining Stakeholder approval thereof, re-created Tier 1 project
estimate, partnering with IT and Vendors to develop holistic project
forecasted budget
 Re-forecasted project phase-based timelines for each compensation
system through implementation, developing project plan, and
allocating resources according to project estimates and committed
phase and delivery targets
August 2011-
July 2012
TEKsystems, Consulting at CIGNA – Windsor, CT
ENTERPRISE PROJECT MANAGER
o Managed Enterprise-wide Claim Improvement initiatives
o Planning: Created project charters and enterprise project plans,
collaborating with application service group, Business and IT partners to
define benefit and detailed scope.
 Assessed and planned risk mitigation strategies, developed and
presented benefits analysis, engaged key stakeholders to kick-off
project, gather requirements, and plan the implementation
 Engaged downstream technology service groups to validate and
define impact to each area, develop cost estimates and functional
requirements
 Managed vendor engagement, statement of work development and
integration into the project scope and schedule for functional
requirements and design milestones
o Execution/Implementation: Managed one integrated and one non-integrated
project release for Claim Improvement initiative
 Managed project at enterprise level, integrating status and schedule
from all areas to drive and facilitate project delivery and report
executive release status
 Worked closely with release management and testing area to
monitor and manage any defects or gaps identified. Escalated risks
and issues accordingly and drove to mitigation/resolution with
project team
 Facilitated communication between ASG, Business and IT
stakeholders to develop an analysis plan that defines current and
future state claim scenario behaviors within the application,
meeting logical coding and Business expectations
 Managed project communications, schedule and milestone plans,
resourcing requirements, scope, schedule and budget throughout
all SDLC phases
o Project Acceptance: Managed projects through Warranty period, ensuring
successful delivery and satisfied Business expectations
October 2010-
June 2011
Consulting at CIGNA – Bloomfield, CT
ENTERPRISE PROJECT MANAGER
o Managed Enterprise-wide testing process improvement and development project
o Planning: Created detailed project charter, project plans (multiple plans

6. managed concurrently, as ten processes were improved), and cost estimates
 Assessed and planned risk mitigation strategies, developed and
presented benefits analysis, engaged key stakeholders to kick-off
project, gather requirements, and plan the implementation
o Execution/Implementation: Managed project team to develop future state
testing process artifacts for the CIGNA enterprise
 Managed team of process engineers, trainer, and collaborated with
subject matter experts to analyze process improvement
opportunities (gap analysis) and reconstruct the testing future state
processes, policies, and procedures
 Engaged vendors to analyze external testing relationships with
CIGNA software development vendors and other contracted
services and improve the testing processes engaged in throughout
the SDLC, including standard and policy improvements for contract
amendments
 Worked closely with project sponsor to ensure requirements were
met throughout development and instituted an approval process to
encompass all subject matter experts and managers to buy-in on the
deliverables and prepare for enterprise roll-out
 Managed project financials, creating a format that reported actual
cost against budget by month, resource and/or deliverable. Rolled
financial status up to senior management portfolio and provided
executive status reports
 Developed organizational communications to raise awareness of the
future state testing process for each testing area/phase within the
CIGNA waterfall SDLC testing model
o Project Acceptance: Closed project successfully within budget and schedule,
meeting project sponsor and organizational objectives and requirements
January 2003-
October 2010
COMPUTER SCIENCES CORPORATION – Stafford Springs, CT
PROJECT MANAGER
o Managed Infrastructure-based projects
o Planning: Created project definitions, Microsoft Project plans
 Detailed in-scope project activities and deliverables, assessed risks and
assumptions, interfaced with project teams to develop labor estimate and
pricing estimate
o Execution/Implementation: Managed infrastructure-based projects with regard to
scope, schedule and budgetary changes throughout project execution phase,
communicated status to Client-base, reported financials and health to senior
management
o Resource Management: Managed project team resources, tracking work completed
against estimated labor, planning next tasks and tracking labor and dollars expended
o Project Acceptance: Closed projects successfully within budget and schedule,
ensuring all in-scope deliverables were produced and accepted by Client
o Implemented EPMO (Enterprise Program Management Office) for Westinghouse Account
PMO/DMO
o Developed MS Project Server plans to load resource demand in EPMO
o Reported resource assignments and demand to Account Management and Client,
analyzing over-allocated resources to balance capacity with demand
o Managed PERFORMA (Project Management tracking tool) implementation throughout

7. North America region Account PMO’s
o Interfaced with and assisted Accounts to realize maximum cost and labor savings to
their Accounts and Project Managers
o Managed configuration, deployment and support of PERFORMA at each Account
o Worked closely with developers and accounts to satisfy requirements to
PERFORMA Developer to ensure smooth transitions and realize full benefits to
each Account
o Managed project financials and earned value
o Assumed APMO role at St. Vincent’s Catholic Medical Centers Account
o Introduced, trained and implemented GIS National Mid-Market PMO standards to
the GIS PMO; managed Project Managers to standard processes and procedures
integrated with quality project output
o Created APMO model to Pilot at Account, that will encompass standards
throughout GIS, GTS and Consulting LOS; to be deployed throughout NMM PMO
region Accounts
o Mentored Project Managers on the effective use of Performa as a standard project
management tracking tool
o Streamlined and developed process for project documentation, scope and financial
approval from Initiation to Closure phase
RELATED EDUCATION:
May 2010 - Present
Post University, Waterbury, CT
o Bachelor of Science - Management
May 2009
Project Management Institute
o Project Management Professional (PMP) – Certified
o Renewed May 2012 through May 2015
January 2007
Computer Sciences Corporation
o Six Sigma Green Belt – Certified
OPERATING SYSTEMS/SOFTWARE:
 Microsoft Office Applications; Word, Excel, PowerPoint, Project, Visio, and Access
 SharePoint / Enterprise Program Management Office (EPMO)
 Clarity
 Clarizen
 E-mail/Communications; Microsoft Outlook, Lotus Notes, Lotus Same Time, Office Communicator