Project Manager

Allan R. Hickman

3005 Portside Drive                                                                  

Rockwall, Texas 75087                                                                                 Cell:  (972) 771-2955

E-Mail:  allan.hickman@yahoo.com

 

QUALIFICATIONS

 

For the last 5 years Mr. Allan Hickman has been working in the Program Management office of IBM, and has served in many lead roles as Project Manager, Deputy Project Manager and Subject Matter Expert for internal Program Management Reviews. He has over 18 years experience in program management & healthcare environments spanning both the federal and commercial sectors. Prior to IBM, he held many positions in the healthcare environment ranging from Project Manager, Managing Consultant, Materials Management, Clinical Resource Manager, Supply Chain Manager, Purchasing and Business Manger.  Allan has proved to be a versatile and adaptive consultant serving on many projects across varied industries. Allan has excellent communication skills necessary to work with all levels within an organization and has demonstrated the ability to work in all environments. He has delivered solutions to a broad range of clients with the emphasis on process management, development of standardization, supply chain and patient charge and revenue capture. He has also served on projects that include system implementation, process management, process re-design, and optimizations

 

WORK HISTORY

 

IBM, Global Business Services,                                                                  7/2005- 3/2012

Project Manager, AIS Practice

 

 

 Centers for Medicare and Medicaid Services EDSC

02/2012 – 03/2012 Deputy Project Manger

  • Lead multiple core teams to support staffing efforts to fill open seats internally and externally.
  • Conduct staffing calls with RDM's, recruiters and sub-contractors
  • Led direct reports to client.
  • Conduct high level weekly meetings with Project Executives.
  • Complete internal requirements for reports
  • Maintained detailed administrative and procedural processes to improve accuracy and efficiency.
  • ·       Managed project and served as primary liaison between client and multiple internal groups to ensure clarity of goals and quality and adherence to deadlines.

 

Securities Exchange Commission

01/2012 - 02/2012 Subject Matter Expert

  • Performed internal Project Management Review on the Securities Exchange Commission project.
  • Review all program documents and deliverables.
  • Validate to make sure project is in scope, on time and within budget.
  • Conduct interviews with staff and client.
  • Drafted action plans and led meetings with department executives to review project status and proposed changes.
  • ·       Audited TADs, WADs, work plans and offered recommendations for improvements.

 

Logistic Data Management Service Project

01/2007 - 03/2012 Project Manager

  • Managed a government project with a budget of $ 71 million dollars
  • Drafted action plans and led meetings with department executives to review project status and proposed changes.
  • Monitored costs, timescales and resources used to achieve 98% satisfaction rating by client.
  • Developed slideshows and other forms of media to present project progress to the executive team.
  • Developed new analytics tool to allow senior management to understand the impact of each project.
  • Managed team of 42 of professionals, comprised of sub-contractors, and internal personnel
  • Streamlined the chain of command and internal structural roles, relationships and responsibilities

 

Healthcare Corporation Kelsey- Seybold

08/2006 - 01/2007 Site Coordinator

  • Managed go-live implementation with clinics as they transition from the old patient scheduling and billing system to EPIC environment.
  • Train and educate staff, communicate problems and resolve issues.
  • Schedule staffing and assign positions to onsite training aides.
  • Participate in risk calls, and lessons learned drill down
  • Maintained detailed administrative and procedural processes to improve accuracy and efficiency.
  • ·       Coordinated all department functions for team of employees.

 

Healthcare Organization CHRISTUS HEALTH

08/2005 - 08/2006 Team Lead

  • Performed as team lead for staff augmentation project, with focus on Item Master standardization for a hospital chain with 24 facilities. The team was made up of 14 consultants from 3 different companies.
  • Managed work flow, tracking issues, education of staff, and quality assurance.
  • Trained team members on project guidelines, and standards
  • Oversaw team member’s productivity and quality of their work.
  • Served as resource for all questions and problems for team.
  • Analyzed each team members training needs and developed new training programs based on the analysis.
  • Verified and logged in deadlines for responding to daily inquiries.

 

Healthlink, Incorporated, Houston, Texas (acquired by IBM on July, 1, 2005)      2004-2005

Managing Consultant

 

Healthcare Organization CHRISTUS Healthcare

04/2005 - 08/2005 Quality Reviewer

  • Served as a member of the Quality team on a project designing business and clinical processes for a hospital chain with 24 facilities.
  • Responsible for final review of project deliverables, this included proof reading, redlining final map formatting, packaging documents, and making sure all deliverables met client criteria
  • Directed the installation of improved work methods and procedures to achieve agency objectives.
  • Ensured the accuracy of project deliverables and materials.
  • Provided thorough supervision for day-to-day operations of facility in accordance with set policies and guidelines.
  • Analyzed facility activities and data to properly assess risk management and improve services.

 

Government Department of Defense

12/2004 - 04/2005 Quality Reviewer

  • Quality Process Team lead for a government project.
  • Responsible for final review of project deliverables, this included proof reading, redlining and mapping, and packaging documents
  • Validated all deliverables were up to client standard
  • Devised short and long-range action plans to address a wide variety of mapping needs

 

Healthcare Organization Sharp Healthcare

09/2004 - 12/2004 Implementation Trainer

  • Provided go-live support and installation support and staff training on the Picis system
  • Offered specific training programs to help employees maintain and improve job skills.
  • Evaluated training materials prepared by instructors.
  • Conducted lessons learned meetings

 

Healthcare Organization Tenet Healthcare

04/2004 - 09/2004 Managing Consultant

  • Supported a nationwide hospital group to link patient charge codes to item master file records for high cost items.
  • Reviewed 12,000 items in the legacy CDM database and created new CDM codes for identified products.
  • Verified the revenue codes for all items in item master file.
  • Provided c-codes for applicable items and established new guidelines for adding items to the database.
  • Reviewed department sub accounts and made changes related to product pricing vs. unit of measure to ensure proper costing and charging
  • Identified "bottlenecks" and implemented new and improved processes and policies.
  • Documented process flows and developed requirements for functional improvements and enhancements.
  • Conducted activity-based analysis of business processes and made recommendations based on the findings.

 

HCA, North Texas Medical Center, McKinney, TX                                                 2003-2004

02/2003 – 04/2004 Meditech Coordinator

  • Supervised building of doctor preference cards for online charging
  • Created MEDITECH item dictionary from inventory management system.
  • Established and requested for procedure codes, maintained files and updates for process improvement
  • Implemented automated time charge levels throughout the hospital.
  • Linked MEDITECH item numbers to materials management item master for inventory and order management
  • Standardized MEDITECH item descriptions to match materials management items.
  • Assigned proper location to MEDITECH items
  • Updated OR preference cards with current descriptions and item numbers
  • Created automated time charge levels
  • Standardized MEDITECH item descriptions to match materials management items.

 

HCA, Medical City Dallas Hospital, Dallas, TX                                                        1996-2003     

08/2000 – 02/003 Project Manager

  • Led project team of 18 members representing 13 local hospitals to standardize charge master system
  • Drafted action plans and led meetings with department executives to review project status and proposed changes. Responsible for establishing and implementing procedure codes for chargeable items and provided revenue codes, c-codes, and hcpcs codes to supply items.
  • Updated and managed project databases.
  • Established guidelines in which new items would be set up in materials management.
  • Improved revenue generation for the hospital, reduction defense audits on patient bills and improvement in patient satisfaction.
  • Established a centralized CDM office. This office main responsibility was for issuing all revenue codes to new items before being activated in the materials management system. The office eventually grew and supported all 13 division based hospitals in the North Texas area.
  • Boosted revenue charge reimbursement .Reduction in miscellaneous charges dropped from fifty-five percent to three percent.
  • Responsible for negotiating vendor contracts and; maximizing contract efficiencies. With annual savings of 2 million dollars

 

 

 

02/1998 – 08/2000 Clinical Resource Manager

  • Worked with all department executives to implement corporate and hospital initiatives to reduce supply expenses throughout the hospital.
  • Facilitated the implementation of contracts to maximize efficiency. During the first year the hospital experienced over one million dollars in savings from supply expense.
  • Created a standardization committee for all new products, which was comprised of doctors, nursing officers, and administrators. This committee function was to establish guidelines when new products would be introduced and accepted in the hospital system, and to set standards when products would be trialed.
  • Trained in-house staff members in evaluation, data collection, analysis and reporting strategies.

 

04/1996 – 02/19 98OR Materials Manager

  • Managed staff of 10 employees,
  • Implemented materials management module for the O.R., trained material staff, and nursing staff, in document charging, electronic requisitions.
  • Redesigned supply storage areas for better flow of product.
  • Implemented process redesign of work flow to enhance productivity.
  • Converted supply stock usage to contract vendors to increase utilization of prime vendor contracts. Increased supply utilization from 15% to 96%, thus increasing market share for contracts and reduction of supply expense.
  • Established and implemented standardization of procedure codes and charges
  • Managed contract portfolio in excess of 15 million dollars
  • Improved revenue generation and reduced defense audits with chargemaster clean-up
  • Reduced number of miscellaneous charges from 55% down to 3%
  • Created Hospital Oversight committee to evaluate new products and report supply issues
  • Enforce utilization of contracts to maximize rebates and discounts, and reduce supply expense by 33%
  • Implemented process redesign in the OR to facilitate improved utilization for staff
  • Served on original Bullet-Train for centralized distribution warehouse
  • Established and implemented standardization of procedure codes and charges

 

 

Baylor University Medical Center, Dallas TX                                                          1993-1996
Department of Anesthesia Business Manager

 

  • Managed the Anesthesia, Pain Management and Recovery budget, forecast and procurement budget.
  • Responsible for reducing supply expense and increasing revenue in the all departments.
  • Implemented a certified training program for the anesthesia technicians on operation of cell salvage machines, and then negotiating a supply contract. The result was generating revenue of 5 million dollars annually. 
  • Educated anesthesia technicians on electronic requisitioning, just in Time ordering and order management also resulting in a reduction of supply expense.
  • Reduced Anesthesia , PACU, and Pain Center supply expense with JIT order process
  • Increased revenue in PACU with redesign of supply charge codes
  • Served on Cost Containment Committee

 

 

 

EDUCATION AND TRAINING

 

Eastfield College - 2 years

Certified in Healthcare Information Technology Process Methodology and Mapping: Prolink4

  • ID#: 69111
  • Location: Rockwall, TX , 75087

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