HOME Name Address City, State, Zip, Country Phone number email Billing Address Company Name Address

City, State, Zip, Country Phone number email EDUCATION Education level achieved (select one) Year degree awarded Name of institution Address of institution City, State, Zip, Country Field of Study 35 HOURS OF PM TRAINING Course Title Name of institution Start Date (dd/mm/yy) End Date (dd/mm/yy) Eligible hours Course Title Name of institution Start Date (dd/mm/yy) End Date (dd/mm/yy) Eligible hours Course Title Name of institution Start Date (dd/mm/yy) End Date (dd/mm/yy) Eligible hours Course Title Name of institution Start Date (dd/mm/yy) End Date (dd/mm/yy) Eligible hours Total PM Training hours

Rob Weaver 628 Saddleback Circle Livermore, CA 94551 925-321-3170 pmi@accuweaver.com

AccuWeaver LLC BOX 107589280 Sioux Falls, SD, USA, 57186 925-321-3170 pmi@accuweaver.com

High School 1975 Leigh High School 5210 Leigh Avenue San Jose, CA 95124 College Prep COURSE 1 CIS-099H 9298 Info Tech Proj Mgmt (PMP Prep) Diablo Valley College 1/17/2006 5/26/2006 54 COURSE 2 COMSC-150G 8038 Advancd Project Mngmt Overview Diablo Valley College 8/16/2007 12/16/2007 51 COURSE 3 Project Management Fundamentals/PMI PMP Prep Bright Ideas and Concepts 2/7/2009 3/7/2009 40 COURSE 4 PgMP Information Webinar SFBAC PMI Aileen Ellis AME Group, Inc 4/2/2009 4/2/2009 1 146

Project Name Cisco IT4IT Reference Architecture Cisco Keystone Project Cisco Selective Entitlement Cisco Care Metrix Calico Replacement Cisco CA entitlement CFP Cisco FDF Project JMH Stabilize Electronic Data Interchange JMH Enterprise Scheduling Software Selection JMH EDI Audit database and reporting Cascade Healthcare McKesson Clinical Implementation JMH AppWorx implementation and upgrade

Timeframe From 01/2001 Through 03/2001 From 03/2001 Through 08/2002 From 08/2002 Through 04/2003 From 02/2003 Through 12/2004 From 12/2004 Through 07/2005 From 09/2005 Through 11/2005 From 11/2005 Through 03/2006 From 03/2006 Through 12/2006 From 01/2007 Through 12/2007 From 09/2007 Through 03/2008 From 01/2008 Through 10/2008 Total: Required: Still Need:

Actual Qualified Month Month Hours Hours s s 3 312 0 0 18 2272 17 2145.78 9 1196 8 1196 23 3076 20 3076 8 1112 7 1112 3 212 3 212 5 768 4 768 10 12 7 10 108 1512 1648 1090 1680 14878 9 12 3 7 90 60 0 1512 1648 1090 1680 14439.78 7500 0

PROJECT INFORMATION Title of Project Start Date (dd/mm/yy) End Date (dd/mm/yy) Total billed hours (from timesheets & estimated) - low Cumulative (from low) Total possible hours calculated (from start/stop * 8hrs per week day) - medium Cumulative (from medium) Total possible hours calculated (from start/stop * 9hrs per week day) - High Cumulative possible hours (from high)

PROJECT 1 Cascade Healthcare McKesson Implementation 9/1/2007 3/14/2008 1076 1076 #NAME? #NAME? #NAME? #NAME?

PROJECT 2 AppWorx implementation and upgrade 1/1/2008 10/3/2008 1213 2289 #NAME? #NAME? #NAME? #NAME?

Weighted average (P+4M+O)/6 - Total hours of experience for this column should be close to this number #NAME? Cumulative probable (from weighted average) Difference from weighted average #NAME? #NAME?

#NAME? #NAME? #NAME?

CUMULATIVE PROJECT HOURS

1140

2820

PROJECT 3 John Muir EDI audit database 1/1/2007 12/31/2007 1526 3815 #NAME? #NAME? #NAME? #NAME?

PROJECT 4 Enterprise Scheduling System Selection 3/27/2006 12/31/2006 1453 5268 #NAME? #NAME? #NAME? #NAME?

PROJECT 5 Stabilize EDI operations 11/14/2005 3/26/2006 679 5947 #NAME? #NAME? #NAME? #NAME?

#NAME? #NAME? #NAME?

#NAME? #NAME? #NAME?

#NAME? #NAME? #NAME?

4468

5980

6748

PROJECT 6 Cisco FDF 9/26/2005 11/4/2005 180 6127 #NAME? #NAME? #NAME? #NAME?

PROJECT 7 CA Entitlement 12/27/2004 7/29/2005 1152 7279 #NAME? #NAME? #NAME? #NAME?

PROJECT 8 CMC 2/4/2003 12/24/2004 #NAME? #NAME? #NAME? #NAME? #NAME? #NAME?

#NAME? #NAME? #NAME?

#NAME? #NAME? #NAME?

#NAME? #NAME? #NAME?

6960

8072

11148

PROJECT 9 Selective Entitlement 8/13/2002 4/25/2003 #NAME? #NAME? #NAME? #NAME? #NAME? #NAME?

PROJECT 10 Keystone 3/1/2001 8/6/2002 #NAME? #NAME? #NAME? #NAME? #NAME? #NAME?

PROJECT 11 IT4IT 1/8/2001 3/6/2001 #NAME? #NAME? #NAME? #NAME? #NAME? #NAME?

#NAME? #NAME? #NAME?

#NAME? #NAME? #NAME?

#NAME? #NAME? #NAME?

12344

14616

14928

PROJECT INFORMATION Title of Project Start Date (dd/mm/yy) End Date (dd/mm/yy) Role Primary Industry (choose one) Job Title Organization Name Address City, State, Zip, Country Phone number SUMMARY You have space to write a 500 character description of the deliverable you managed on the project.

PROJECT 1 Cascade Healthcare McKesson Implementation 9/1/2007 3/14/2008 Project Manager Other / Healthcare Program Manager Cascade Healthcare Community 2500 N.E. Neff Road Bend, Or 97701 541-382-4321

This project involved managing a program of projects to replace the Cerner clinical applications with the McKesson Horizon clinical product suite. Managed 6 project managers and 14 projects.

EXPERIENCE INITIATING PROCESS (enter # of hrs for each task) Conduct project selection methods to evaluate the feasibility of new products or services. Identify key stakeholders and perform analysis to gain buy-in and requirements for the success of the project. Define the scope of the project based on the organization need to meet the customer project expectations. Develop the project charter and review it with the key stakeholders to confirm project scope, risks, issues, assumptions and constraints as well as obtain project charter approval from the project sponsor. Identify and document high level risks, assumptions and constraints using historical data and expert judgment.

HOURS 20 120 120

120 30 410

PLANNING PROCESS Identify key project team members and define roles and responsibilities to create a project organization structure to develop communication plan. Create the work breakdown structure with the team to develop the cost, schedule, resource, quality and procurement plans. Identify project risks to define risk strategies and develop the risk management plan. Obtain project plan approval from the customer and conduct a kick off meeting with all key stakeholders. Define and record detail project requirements, constraints and assumptions with the stakeholders to establish the project deliverables. Develop the change management plan to define how changes will be handled to manage the triple constraints.

180 100 100 40

100 30 550

EXECUTING PROCESS Manage proactively the resource allocation by ensuring that appropriate resources and tools are assigned to the tasks according to the project plan. Execute the tasks defined in the project plan in order to achieve the project goals. Ensure a common understanding and set expectations through communication to align the stakeholders and team members. Improve team performance by building team cohesiveness, leading, mentoring, training, and motivating in order to facilitate cooperation, ensure project efficiency and boost morale. Implement a quality management plan to ensure that work is being performed according to required quality standards. Implement approved changes according to the Change Management Plan. Obtain project resources in accordance with a procurement plan. Implement the approved actions and workarounds required to minimize the impact of project risks.

30 8 50

20 8 8 8 8 140

MONITORING AND CONTROLLING PROCESS Measure project performance using appropriate tools and techniques. Verify and manage changes to the project scope, project schedule and project costs as defined in the change management plan. Monitor the status of all identified risks, identify any new risks, take corrective actions and update the risk response plan. Ensure the project deliverables conform to quality standards established in the project quality plan. 16 16 8 0 40

CLOSING PROCESS Formalize and obtain final acceptance for the project. Identify, document and communicate lessons learned. Archive and retain project records, historical information and documents in order to retain organizational knowledge, comply with statutory requirements, and ensure availability of data for potential use in future projects and internal/external audits. Obtain financial, legal and administrative project closure (e.g. final payments, warranties, contract signoff, etc.) Release all project resources and provide performance feedback. Create and distribute final project report. Measure customer satisfaction at the end of the project.

0 0

0 0 0 0 0 0 1140

PROJECT HOURS

PROJECT 2 AppWorx implementation and upgrade 1/1/2008 10/3/2008 Consultant Other / Healthcare Architect / PM John Muir Health 1401 Treat Blvd. Walnut Creek, CA 925-939-3000

PROJECT 3 John Muir EDI audit database 1/1/2007 12/31/2007 Consultant Other / Healthcare Architect / PM John Muir Health 1401 Treat Blvd. Walnut Creek, CA 925-939-3000

PROJECT 4 Enterprise Scheduling System Selection 3/27/2006 12/31/2006 Consultant Other / Healthcare Architect / PM John Muir Health 1401 Treat Blvd. Walnut Creek, CA 925-939-3000

This project was to document the AppWorx product, clean up and the job scheduling and migrate to a new version of the software.

This project was to create an audit database and reporting system to improve and stabilize the claims processing from trading partners.

This project was to select a new enterprise job scheduling system and implement a system to replace the largely manual process of claims processing with an enterprise scheduling system.

0 24 48

24 24 48

24 48 56

8 48 128

16 48 160

8 56 192

40 32 32 32

32 48 64 32

32 48 64 32

32 16 184

48 32 256

32 16 224

48 720 96

48 720 48

48 720 48

80 16 16 0 16 992

80 16 16 0 16 944

32 8 16 16 8 896

32 80 64 64 240

32 40 40 40 152

8 24 40 32 104

8 56

8 56

8 16

40 8 8 8 8 136 1680

40 8 8 8 8 136 1648

40 8 8 8 8 96 1512

PROJECT 5 Stabilize EDI operations 11/14/2005 3/26/2006 Consultant Other / Healthcare Architect / PM John Muir Health 1401 Treat Blvd. Walnut Creek, CA 925-939-3000

PROJECT 6 Cisco FDF 9/26/2005 11/4/2005 Consultant Communications Architect Cisco Systems 170 West Tasman Dr. San Jose, CA 408-526-4000

PROJECT 7 CA Entitlement 12/27/2004 7/29/2005 Consultant Communications Architect Cisco Systems 170 West Tasman Dr. San Jose, CA 408-526-4000

This project was to stabilize claims processing code and operations by implementing best practices and improving automated jobs

This project was to analyze a business process and This project was to enhance the entitlement services to make recommendations about the best way to improve include elements of customer and product in order to the entitlement foundational data framework to make it make it more granular and flexible. more useful to the business.

16 32 48

0 0 0

0 24 40

16 48 160

0 0 0

8 48 120

32 32 16 16

0 0 0 0

16 24 16 16

32 16 144

0 0 0

16 8 96

16 320 16

0 180 0

24 720 8

32 0 0 0 0 384

0 0 0 0 0 180

16 8 0 0 0 776

8 8 8 8 32

0 0 0 8 8

8 16 16 32 72

0 40

8 0

8 40

0 0 0 8 0 48 768

0 0 0 8 8 24 212

0 0 0 0 0 48 1112

PROJECT 8 CMC 2/4/2003 12/24/2004 Consultant Communications Architect Cisco Systems 170 West Tasman Dr. San Jose, CA 408-526-4000

PROJECT 9 Selective Entitlement 8/13/2002 4/25/2003 Consultant Communications Architect Cisco Systems 170 West Tasman Dr. San Jose, CA 408-526-4000

PROJECT 10 Keystone 3/1/2001 8/6/2002 Consultant Communications Architect Cisco Systems 170 West Tasman Dr. San Jose, CA 408-526-4000

This project was to implement the entitlement common This project was to combine data from the entitlement services for the Cisco CRM project, and refactor code services and historical data to generate reports to be and design from Keystone to improve stability and used to increase revenue for Cisco. performance as part of a software upgrade.

This project was to build the foundational installation of Oracle 11i. Led the team in building the Dynamic Entitlement Verification Engine (DEVO) and Service Agreement Lookup Tool (SALT) using a MVC architecture of Java Server Pages to expose DEVO.

0 24 40

0 24 40

0 24 40

8 48 120

8 48 120

8 48 120

16 24 16 16

16 24 16 16

16 24 16 16

16 8 96

16 8 96

16 8 96

24 2400 8

24 720 8

24 1800 8

24 8 200 0 0 2664

24 8 0 0 0 784

24 8 0 0 0 1864

16 24 24 36 100

16 24 24 36 100

16 24 24 32 96

8 16

8 16

8 16

40 8 8 8 8 96 3076

40 8 8 8 8 96 1196

40 8 8 8 8 96 2272

PROJECT 11 IT4IT 1/8/2001 3/6/2001 Consultant Communications Architect Cisco Systems 170 West Tasman Dr. San Jose, CA 408-526-4000

This project was to design a pluggable framework that the Cisco IT team could use to support project management.

0 8 16

8 8 40

8 16 8 8

8 8 56

16 120 8

8 8 0 0 0 160

0 8 0 8 16

16 8

8 0 0 8 0 40 312