Kathleen Hass and Associates, Inc.

Principal Consultant               February 2009-Present

Kathleen Hass is the founder and principal for this consultancy, specializing in strategic planning and execution, organization assessment and turnaround, complex project management & business analysis practices. 

Management Concepts

Project Management and Business Analysis Practice Lead   December 2002-January 2009

Kathleen Hass is the Project Management & Business Analysis Practice Leader for Management Concepts, Inc. Ms. Hass is a prominent presenter at industry conferences, author and lecturer in strategic project management and business analysis disciplines.  Her expertise includes leading technology and software-intensive projects, executive coaching, building and leading strategic project teams, and program management for large, complex engagements.  Ms. Hass has more than 25 years of experience in project management and business analysis, including project portfolio management implementation, project office creation and management, business process re-engineering, IT applications development and technology deployment, project management and business analysis training and mentoring, and requirements management.  Ms. Hass has managed large, complex projects in the airline, telecommunications, retail, manufacturing industries, and in the U.S. Federal Government.

Her consulting experience includes engagements with multiple agencies within the Federal Government, e.g., USDA, USGS, NARA and an agency within the Intelligence Community, as well as industry engagements at Colorado Springs Utilities, Toyota Financial Services, Toyota Motor Sales, the Salt Lake Organizing Committee for the 2002 Olympic Winter Games, Hilti US Inc., The SABRE Group, Sulzer Medica, and Qwest Communications.   Client services included maturity assessments, project quality and risk assessments, project launches, troubled project recovery, risk management, and implementation of program management offices, strategic planning and project portfolio management processes.

Provant Project Management (formerly Project Management Services, Inc.)

Assistant Vice President         1999-2002

As site manager for the Provant Project Management Denver office, Ms. Hass has built and managed this regional office from the ground up.  Ms. Hass directs the staffing, marketing, client relationship management and oversight of the Denver office, which spans the Rocky Mountain region. 

Ms. Hass, who is a specialist in leading workshops for initiating projects, also served as a senior consultant in establishing Program Management Offices and Project Management Methodologies and providing oversight to large, complex development projects.   As a member of the Project Management Center of Excellence (PMCE), Ms. Hass has served as an instructor and workshop facilitator.

American Stores

Project Management Office Director  1995-1999

Ms. Hass created and managed all aspects of the Project Office supporting the largest re-engineering project in the nation.  The $3M project consisted of more than 100 productivity enhancement, cost reduction, information accessibility, and decision support projects.  Ms. Hass instituted the Project Office structure, methods, and controls based on PMI industry-standard project management practices.  Led project managers in project initiation, planning, control, and quality/scope management, resulting in on-time performance, which reduced cost overruns by 80%.  Ms. Hass designed and directed the executive project selection, prioritization, risk, and vendor management processes.

Unisys Corporation

IT Manager     1982-1995

Ms. Hass managed the software development team consisting of project managers, client managers, architects, business analysts and developers. Ms. Hass led the integration and implementation of a purchased software suite consisting of Requisitioning, Purchasing, Receiving, Inspection, and Accounts Payable applications comprised of more than 1200 programs. 

Ms. Hass led the Project Management Improvement Program across four geographically dispersed business units.  The result was the transformation of the IT department.  Project management best practices were assessed and improved using the industry benchmark improvement structure designed by Carnegie Mellon University Software Engineering Institute (SEI), the SEI Capability Maturity Assessment Model.  The James Martin Information Engineering software development methodologies were integrated with project management to increase project performance.  The result: a consistent set of practices and improved management oversight processes were put in place across four dispersed business units setting the stage for improved monitoring and control and continuous improvement of project delivery.