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MICHAEL A. BOONE, Ph.D.

associate faculty members who teach in the program, and assessment of program
outcomes.

• Serve on various university committees including the Faculty Senate, Graduate Studies
Committee, and the Outcomes Assessment Committee.

• Responsible for course development using the University’s learning management system.
This includes designing, developing, and revising all master course modules which
include a variety of multimedia components like online lectures, flash videos, and other
interactive online media.

• Responsible for all phases of recruitment and selection of associate faculty and also for
maintaining and enhancing program integrity which also includes making decisions about
shifting associate faculty teaching loads and determinations about extension or
termination of teaching assignments.

Director, Business Process Reengineering, Florida A&M University 8/2009 – 6/2011

• Served as an internal consultant for the university by providing consultation on a variety
of strategic initiatives. One of the key initiatives undertaken was the fundamental
redesign of business processes in the Division of Administrative and Financial Services.
This effort involved leading multiple BPR teams to redesign business processes by
leveraging the existing and future PeopleSoft ERP enabling technologies. Served as the
change management lead for the project which involved designing a new comprehensive
training program, designing and implementing a university-wide communication plan,
advising on organizational structure redesign, and managing organizational readiness
programs.

• Redesigned the data file submission process for all Board of Governor files - dramatically
improving the timeliness and accuracy of the submissions.

Director, Business Process Reengineering, North Carolina Department of Revenue 3/2009 –
8/2009

• Responsible for managing the business reengineering efforts related to the
implementation of the Department’s e-Business Strategy. This involved leading multiple
BPR teams to redesign business processes in the agency leveraging the latest enabling
technologies. This fundamental transformation project resulted from a strategic planning
effort that I led in 2007 that was ultimately funded by the North Carolina Legislature
based on the compelling business case which included significantly increased revenue
projections and dramatically improved customer service.

Director, Taxpayer Assistance Division, North Carolina Department of Revenue 2001 – 2009

• Provided leadership for the division of 250 employees focused primarily on customer
service operations. Managed operations of twelve field offices located throughout North

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