Chris Jensen, Project Manager in Gainesville, VA, United States
Chris Jensen

Project Manager in Gainesville, VA, United States

Member since February 29, 2020
Chris is a leader and a teammate. He's worked through the ranks from PM to PMO director for large companies, receiving awards for agile implementations and project management innovation. Chris understands that every project is an exercise in change and must achieve real business results.
Chris is now available for hire

Project Highlights

  • Led multiple Scrum teams in the project to upgrade core app and add modules for scheduling and mobility for field workers; responsible for agile execution, change management, training, development, business process management, and testing.
  • I managed the implementation of the Workfront PPM tool at the company; rolling out a capability used from project team members to the CEO.
  • Led multi-project program to transition multiple components of a comprehensive BPO program, including component projects 1) infrastructure outsourcing (IO), 2) consumer services (CS), and 3) human resources (HR).

Expertise

Education

Select Certifications

Employment

  • Director, Project Management Office (PMO)

    2015 - 2020
    WGL
    • Led a group of in-house and contract project and program managers to execute the company's most complex initiatives from idea through close.
    • Drove innovation in disciplines that had the biggest impact to the company such as business process management (BPM), organizational change management (OCM), agile frameworks, strategic alignment, communications, training, and reporting.
    • Received the annual “Values and Innovation in Practice (VIP)” award for Agile project management.
    • Led merger and acquisition (M&A) work-streams during acquisition.
  • Integration PM/PMO Manager

    2014 - 2015
    Navy Mutual Aid Association
    • Handled the oversight and management of projects and programs, followed Agile and Waterfall methodologies, and all process groups from initiation to closing.
    • Implemented project and portfolio management (PPM) tool, Workfront, to be used by all PMs, leadership, and project participants; included service desk queues for requests, bugs, issues, and change orders; and dynamic dashboards, and roadmaps.
    • Steered alignment of the organization’s strategic objectives to specific project/change efforts; linked objectives to project progress for empirical reporting to officers and the board of directors.
    • Established enterprise PMO from scratch. Contributed to the PMO charter, policy development, initiated robust processes under portfolio, program, and project management standards of practice.
  • Project Manager

    2013 - 2014
    NetImpact Strategies
    • Built out CA Clarity PMAT scheduling, reporting, risk and issue management, and task management.
    • Created a foundational network enclave for DoD medical systems, hospitals, clinics, and data; the infrastructure home for new DoD Healthcare Management Systems Modernization (HMS), a multibillion-dollar effort led by the Interagency Program Office.
    • Developed an integrated master schedule (IMS) with multiple sub-projects, bills of material, issue papers, governance process documents, risk/issue registers, and concept of operations (CONOPS).
    • Led the team of contractors, subcontractors, and stakeholder program offices in program execution.
  • Program Manager

    2012 - 2013
    Concept Solutions
    • Deployed and maintained multiple geographically-separated environments including production, user acceptance testing (UAT), testing and development, and disaster recovery for 30+ systems and 10+ PostgreSQL and Oracle DBs.
    • Managed a diverse set of operations and maintenance activities including software development, database administration, network engineering, systems engineering, and 24x7 tier 1 and 2 service desk.
    • Successfully achieved ISO 9001:2008 certification efforts. Implemented robust processes, audits, and reporting.
    • Interfaced with the C-level corporate team and senior FAA management concerning program and project priorities such as financial status and weekly and monthly status meetings on key projects.
  • Communications Officer

    2001 - 2003
    United States Air Force Reserve
    • Provided C4I planning, network management, and in-depth analysis for Defense Information Systems Network (DISN) systems and interface solutions. (Plans and Programs Officer, Defense Information Systems Agency (DISA)).
    • Served as an engineer on the quick-response team that specialized in implementing emerging technology and solving the agency's toughest problems. (Special Engineer to the CTO, Defense Information Systems Agency).
    • Researched technologies, designed network architectures, resolved issues, authored reports, and made recommendations for implementation into operational networks.
  • Consultant

    2001 - 2002
    KPMG Consulting
    • Provided key leadership and guidance to implement an IT governance framework for a large government agency.
    • Directly consulted with the CIO and his staff enabled the implementation of a new systems engineering model and integration of review and control boards.
    • Led an effort to determine the impact on the Internal Revenue Service (IRS) wide area network (WAN) of 50+ on-premise applications. Based on the advice provided, nationwide consolidation methods were changed to avoid application failure.
  • Communications Officer

    1996 - 2001
    United States Air Force
    • Coordinated the base communications long-range plan, architecture, supervised the management of ongoing communications projects, and standardized PM methods with >$23 million dollar portfolio under management. (Manager in the PM branch).
    • Led the joint-service team in providing network management, fault management, and performance optimization for the National Military Command Center LANs. (Network Engineer and officer-in-charge).
    • Led a team of 31, and managed all Charleston Air Force Base telephone, wireless, and airfield communications through in-house maintenance and contract. (Flight commander).
    • Managed the office staff, time, and duties. Acted as the liaison to squadron command staff and base headquarters’ staff. (Executive officer and chief assistant to the commander of a 1,200 member group).

Project History

  • Work Management App
    Led multiple Scrum teams in the project to upgrade core app and add modules for scheduling and mobility for field workers; responsible for agile execution, change management, training, development, business process management, and testing.

    Led over 50 development team resources in the US, Canada, Philippines, India, and the Czech Republic to accomplish the company's most strategic initiative. Together, we innovated our use of Scrum, the use of a "video first" training and communications strategy, adapted business process management to Scrum, and added in-app help via WhatFix—all while executing the work faster than vendor teams had ever seen it accomplished.

    The company awarded me with an inaugural "Values and Innovation in Practice (VIP)" award for agile development at the completion of our work.

  • Workfront PPM Implementation
    I managed the implementation of the Workfront PPM tool at the company; rolling out a capability used from project team members to the CEO.

    Led with PPM policy and process development, followed by tool selection. The project established:
    - Robust service desk queues for internal service providers; seamless handling of requests, bugs, issues, and change orders through analysis and resolution via tickets or projects
    - Dynamic, executive-level dashboards to roll up a graphical roadmap of key projects
    - Resource management grid to deconflict cross-portfolio resource allocation constraints
    - Alignment of the organization’s strategic objectives to specific project/change efforts; linked objectives to project progress for empirical reporting to officers and the board of directors

  • Business Process Outsourcing (BPO) Transition
    Led multi-project program to transition multiple components of a comprehensive BPO program, including component projects 1) infrastructure outsourcing (IO), 2) consumer services (CS), and 3) human resources (HR).

    I led multiple project managers and a couple hundred project team members to accomplish data center transitions, onshoring of call centers, and changing HR benefits providers.

    IO Transition: primary and secondary data centers, infrastructure tools, end-user computing (EUC), desk-side support, IT call center to new locations/teams with 100+ team members

    CS Transition: primary and emergency customer call centers from offshore to onshore with back-office support–200 new jobs recognized by the Governor of Virginia

    HR Transition: change benefits providers and related back-office processes

Education

  • Master of Science degree in Telecommunications and Computer Systems
    1999 - 2001
    The George Washington University - Ashburn, Virginia
  • Bachelor of Science degree in Business Management
    1992 - 1996
    United States Air Force Academy - Colorado Springs, CO

Certifications

  • Certified Scrum Master (CSM)
    NOVEMBER 2017 - MARCH 2022
    Scrum Alliance
  • Certified Scrum Product Owner
    NOVEMBER 2017 - MARCH 2022
    Scrum Alliance

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