Business (System) Analyst IV
Laura K. Wegener
3904 SE 115th Ave. Portland, OR 97266
(503) 761-1686 (home) (618) 791-2661 (cell – please do not text)
Business Analyst, Business Systems Analyst, Product Manager, Enterprise Architect, Technical Lead
Decisive self-starter with experience in business engagement, organizational transformation, object-oriented and service-oriented architectures and modeling, business process modeling technologies, methodologies, and frameworks (UML, BPMN, EBMM, DoDAF, FEAF, etc.), as well as Lean, Agile, and Waterfall SDLC methodologies. Strong history of developing and maintaining positive relationships with team, vendors, stakeholders, and clients. Accustomed to large, fast-paced environments, handling information at various levels of sensitivity, and interacting with employees and stakeholders of all levels, from Developers to Users to C-level. Analytical thinker skilled at moving from problem statements to well-designed, consensus-driven client deliverables.
Business & Analysis: As-Is/To-Be/Gap Analysis, System & Process Modeling, Knowledge Management, Business Engagement, Project Management, Policy & Procedure Administration, Requirements Gathering & Documentation, Research, Architecture Design & Development, Time & Behavior Management, Stakeholder Management, Program Implementation, Change Control, ADKAR, Mentoring
Modeling Tools: EA Sparx (EA), System Architect (SA), RAID (I-2), Visio, ARIS, iRise
Other Tools: Windows Suite, SharePoint, Skype, Lotus Notes, myBalsamiq, JIRA
Concepts & Standards: Department of Defense Architecture Framework (DoDAF), Federal Enterprise Architecture Framework (FEAF), Object-Oriented Modeling, Service-Oriented Architecture (SOA), Unified Modeling Language (UML), Integrated Definition (IDEF), Business Process Modeling & BPMN, Enterprise Business Motivation Model (EBMM), Institute of Electrical and Electronics Engineers (IEEE)
Methodologies: Agile, Waterfall, Rational Unified Process (RUP), Rapid Application Development (RAD), LEAN
Deliverables: Use Cases, User Stories, Business Requirements Document, Requirements Traceability Matrix, Operating Procedures, User Guides, Training Documents, Business Process Models, Architecture Diagrams, System & Architecture Designs, Technical Specifications, Test Cases, FAQs, web page designs, others as required by Project/Agency
2010: MS Portland State University, Sociology (GRADUATED)
Thesis – “War, Peace, and Principled Action: A Study of Veterans and the Peace Movement”
2007: BA Southern Illinois University, Sociology, Summa cum Laude (GRADUATED)
TEKsystems, Inc., Portland, OR June 2016-Present
The Standard, PMO
Business Analyst IV
Voluntary Project (October to Present):
The Voluntary Project is an effort to provide our clients with supplemental insurance coverages, to include Hospital Indemnity, Critical Illness, and others. Current work is being done with the vendor NTT (formerly Dell) and is focused on two efforts. The first is adjusting the member and employers portals, as well as all relevant documentation (applications, proposals, etc.) for New York and Vermont to accurately reflect language for Critical Illness (Specified Disease). The second effort is focused on broader functional and usability updates and modifications to both the employer and member web portals.
- Working with vendor (NTT) on:
- Requirements identification and gathering
- Business Requirements Document reviews
- Testing – including, test plans, parameters, and scripts
- Bug fixes – identification, re-testing, etc.
EASY Project (June to October):
The PMO at Standard had identified over 75 pain points across ten business processes (including Producer Termination, Authorized Signor Changes, Manual Commissions, Amendments, New Plan, New Group, New Producer Setup) and four business units (Employee Benefits (EB), Individual Disability (IDI), Retirement Planning (RP), and Annuities (ANN)). The project focused on reviewing systems used (SalesForce and Work Manager), identifying the pain point root causes, adjusting documentation and process, and training the teams impacted.
- Focused on process improvement, submission documentation, training, SLAs, management reporting, technology review (SalesForce and Work Manager), customer service response
- Developed the project plan with the Project Manager
- Corrected and modified all relevant documents and forms
- Worked with Business SMEs to accurately document both current and future state business processes for each business unit
- Performed root cause analysis and solutioning for previously identified and newly discovered pain points
- Socialized changes to come and preparing training and guidance for impacted teams
Software Transformations, Inc., Portland, OR (Short term contract) November2015-April 2016
Oregon Health Authority, Office of Information Services (OHA/OIS)
Business Systems Analyst III
Oregon voters passed HB3400 legislation in 2015. This legislation legalized recreational marijuana and changed the regulations and controls around medical marijuana. The initial enhancement effort at OHA/OIS was focused on creating two new web-based systems, one external-facing and one an internal case management system. The system allows up to 60,000 individual external users annually to create accounts, make payments, and manage their inventory online. The next phase is focused on taking the new and existing web-based systems and databases used by the various medical marijuana roles (Dispensary, Grower, Patient, Staff, etc.) and creating interface between each of them. Eventually to become one external facing system for registrants, and one internal system for OHA staff to use for case management, executive-level dashboards, and reporting. The project is also implementing changes and controls around inventory tracking, inspections, and registration business processes.
- Participated with the Project Manager and Business Engagement Lead on project schedules, project activities, project resources, requirements management, and scope definition and control.
- Created web page mock-ups
- Managed development of SDLC deliverables:
- Requirements Traceability Matrix (350+)
- User Stories (50+)
- Use Cases (50+)
- Process Models (12+)
- Context Diagrams
- Test Plan
- Test Cases (40+)
Compucom, Portland OR (Contract) November 2014-November 2015
M Financial Group
Senior Business Analyst/Product Manager
Supported program initiated to identify and implement measureable improvements to new business processes, targeting time savings and an improved client experience. Specifically, the program increased product differentiation from competitors by shortening the sales cycle, reducing Member Firm effort, improving accuracy, and preparing firms for the next generation of clients and staff. The project implemented forms fill and electronic signature functionality streamlining the new business processes. The tool pulls in Client data from the CRM (SmartOffice or Sales Force), and pushes it via XML to the forms system.
- Worked with SMEs and other Stakeholders to:
- Gather, track, analyze, and implement system requirements with the developers.
- Review and analyze business and system processes and policies.
- Key player in issue resolution and change control for enhancements, features, and additional product functionality.
- Developed and implemented a training program for the new business paradigm - approach, schedules, documents, business process models, user guides, webinars, and videos.
- Participated in testing and validation (user acceptance testing (UAT) and documentation).
- Coordinated with Docupace (tool vendor) to correct bugs, perform testing, gather requirements, develop reporting, identify system enhancements, and other areas as needed.
- Developed and maintained maintenance policies and processes.
- Worked with the Project and Program Managers on project schedules, project activities, project resources, requirements management, and scope definition and control.
- Created and maintained custom reporting using the Docupace reporting feature.
- Controlled user access and controls (security).
- Worked with the Team Manager to establish the SDLC program implementation need, define the approach (iterative/agile-light), select and create documentation, SharePoint site development, and training/adoption.
- Supported and worked with Technical Support at Tiers 1, 2, and 3.
- Increased FAQ library from 16 to over 105.
- Modified/created conditional SQL scripts for mapped information validations.
TEKSytems, Portland, OR (Contract) January-November 2014
Kaiser Permanente (KP)
Solution Design Consultant (SDC) (teleworker)
Supported KP’s implementation of a new claims system which will reduce the cost for processing a claim, improve auto-adjudication rates, and deliver an extensible solution that can adapt future business, regulatory, and compliance needs.
- Worked with Business, Developers, and Vendors to ensure that appropriate deliverables are articulated clearly, and delivered in a timely fashion.
- Liaised between Business, Developers, and Vendors for coordination of efforts and to ensure alignment between project-related efforts.
- Facilitated technical discussions with the Business, Developers, and Vendors.
- Documented work stream architecture via the following products: Agile Solution Architecture Document, Conceptual Model, Use Cases, Requirements Traceability, and Data Mapping.
TEKSystems, Portland, OR (Contract) May 2011-January 2014
Bonneville Power Administration (BPA)
Technical Lead (no programming), Business Analyst, Enterprise Architect
Tech Lead (no coding) for the Application Migration team on the IT Virtualization & Consolidation (IVC) project, BPA HQ. The project was an enterprise level effort for over 250 applications, systems, and components, residing on over 600 servers across five business areas. Systems ranged from small stand-alone in-house development to large enterprise level systems such as PeopleSoft HRMIS, FMS, and CRM. IVC targets: configuration management, server baselines and standards, network scalability, system monitoring, emerging technology rollout, and support processes. This ensured a scalable infrastructure to meet current and future technological needs, a cultural shift from ad-hoc to managed support using industry best practices, standardization, and system configuration to better prepare for agency audits, improved system support, and better cost control on hardware and software inventory.
- Coordinated efforts with other Technical Leads to develop and guide the development of enterprise-level technology requirements to be translated to system designs or solutions.
- Worked with technology/area experts and PMO to ensure that appropriate deliverables were articulated clearly, and delivered in a timely fashion.
- Liaised between technology teams to coordinate efforts, delegate, and assign tasks as required.
- Facilitated technical discussions with the other Technical Leads, and together made financial decisions for the technical team.
- Provided input for the program schedule based on level of effort and cost of completion of the program.
- Developed migration wave plan to ensure a seamless move of applications from the physical to the virtual.
- Prioritized and coordinated technical resources.
Enterprise Architect, Business Analyst role consisted of modeling of “As Is” and “To Be” processes, managing test simulation scenarios for proposed business process changes, and implementing enhancements and upgrades to COTS software used for modeling business processes. Met with stakeholders, leadership, and subject matter experts to build process models, data flow diagrams, and system context diagrams. Maintained these models and diagrams in IBM System Architect (SA) and EA Sparx (EA). Managed BPA’s implementation of SA & EA among over 50 BAs, including enhancements and upgrades to the product in coordination with IT support groups.
- Maintained and configured SA & EA.
- Participated in software business process mapping projects in partnership with functional owners to analyze processes and develop process models. Enabled business process improvements through the use of SA & EA.
- Maintained access controls to SA & EA.
- Performed needs analysis to define opportunities for new or improved business process solutions, from a business and an IT perspective.
- Followed internal change control procedures for configuration modifications, data changes, enhancements, and other system changes.
- Developed application documentation, including process flows. Created new documentation for all changes and enhancements.
- Provided communication to key process stakeholders across the agency.
- Consulted with clients to develop and revise business process models and supports process owners in the use of process models.
- Facilitated clients’ development of design change request documentation and build case for change, where needed.
- Facilitated presentations: one-on-one, small and large groups, with process owners.
- Kept up-to-date with vendor strategies and industry business directions. Kept informed of vendors’ planned software changes.
- Supported new projects including version upgrades and major enhancements. Assessed product’s applicability to the business, tests product for functionality in BPA’s business environment.
UTi Worldwide, Portland, OR September 2010-May 2011
Business Analyst, ARIS Administrator
Business analyst supporting the global IT initiative of a large freight forwarding company. The system in development will replace the current system, and will include in one system all the functionality that presently sits on several different systems. Worked with team members and corporate leadership from several different geographical locations, including South Africa, India, the UK, and other European nations. Coordinated efforts with the Enterprise Architecture team, SMEs, developers, and other stakeholders as required.
- Developed a new data integrity and traceability service.
- Coordinated and vetted development of the enterprise’s glossary.
- Tasked with identifying and analyzing all external interfaces for the new system.
- Gathered and documented requirements for an RFP write-up.
- Created a Requirements Traceability Matrix for functional and non-functional requirements, and business rules across 10 functional areas.
ARIS administrator charged with managing the day-to-day operation and consistency of the ARIS servers and databases, performing audit checks, and ensuring compliance with standards and best practices. Also, developed a training deck for BAs, EAs, and Development teams.
- Scheduled regular back-ups.
- Liaised with Modelers.
- Provided training across three teams.
- Determined database group structure.
- Defined and created Reports, Filters, Templates, Semantic Checks, and User Groups/Roles.
- Published Models.
- Managed access, debugging, and server issues.
Solidus Technical Solutions, Scott Air Force Base (Contract) January 2006-October 2009
Enterprise Architect/Business Process Analyst (teleworker, satellite office in Portland, OR)
Enterprise architect supporting the development of a military mission planning system to be used by the Air Force, Navy, and Army to plan aviation missions, replacing the various mission planning systems currently used today. Maintained solid working relationships with clients and team members in four different geographical project locations. Performed duties within all levels of the program, from developers to end-users. Defined client requirements based on analysis of collected and documented data of the various relevant business processes and system needs of the client. Contributed to the creation of work plans and the project development life cycle
- Developed over 25 operational DoDAF-compliant and 15 systems DoDAF-compliant architecture models for Joint Mission Planning System (JMPS), and for incorporation into the Information Support Plan (ISP) in support of acquisition milestones.
- Mapped over 40 architectural products/models from the program level’s architecture up to the higher command level authority’s Enterprise Architecture.
- Interfaced with Air Mobility Command (AMC) personnel at Scott AFB to develop DoDAF models for the Tanker, Airlift, and Special Mission (TASM) system, based on JMPS, and aligned the TASM model with the higher-level AMC operational model.
- Products were used for design reviews and the ISP (a required documentation product reviewed at major milestones and used for certifications and investment reviews).
- Products guided software development and were used during formal development testing documentation to clarify the requirements to be verified.
- Developed naming conventions for architecture/model products and efforts, and ensured consistency and regulation compliance.
(Previous experience - including military - provided upon request)