William Marshall, Msm, Pmp Email & Phone Number

Responsible for providing requirements elicitation, analysis, and documentation; process improvement; technical writing; and consultation and facilitation services to a wide range of customers.

Responsible for planning, coordinating, and executing the systems engineering and software development efforts of two teams across six efforts. • Implemented process improvements to more effectively manage work-in-progress using Kanban boards for all Daily Stand-Ups. • Facilitated behavior-driven development for all work items practicable, including lessons learned sessions to improve quality. • Ensured 100% of active work tickets included new standards my teams developed for capturing user behavior and Acceptance Criteria in Product Backlog Refinement sessions with developer input. • Managed 100% of dependencies and risks by developing queries and reports and fostering relationships across the program. • Facilitated decision-making and conflict resolution of two teams. • Tracked and communicated status to both agile leadership and the Program Management Office weekly

Responsible for vetting and prioritizing requirements in coordination with others on the Branch’s Leadership Team and managing the scope, schedule, and performance of the Branch’s contractor-led Scrum teams. • Revamped and created process around an Enterprise-wide briefing, resulting in broader, more active engagement and receiving accolades from senior leadership. • Appointed as the contractor lead for a suite of products undergoing transition and decommission, decommissioning one system four months early. • Implemented Branch-wide rhythm of meetings and reporting mechanisms to lead meetings more effectively and efficiently, drive the planning and execution of products and services, and provide awareness to senior leadership. • Drove the leadership team’s backlog of service request tickets down from dozens, some aged more than a year, to one through facilitating weekly meetings. • Issued guidance and created processes to help Scrum teams plan and manage their work in Jira and Confluence. • Developed mechanism to help leadership track the types of work teams perform for various paying customers.

Maryland, United States

Served within the Program Management Office (PMO) to oversee eight Technical Task Orders related to cyber software development activities. Liaised between development teams and Government Leads to manage cost, schedule, performance, and risk of associated efforts. Ensured accurate and timely completion of Contract Deliverables. • Created and executed communication plans with various customers based on needs and modes and frequencies of communication. • Coordinated with CTS PMO, Sub-contracting partners, Government and contractor leads concerning funding, staffing, and risk. • Managed CTS sole Completion-Based effort, reaching all milestones on-scope, on-schedule to achieve 100% Award Fee. • Served as Independent Non-Advocate Review Lead for the GLIDINGEAGLE Proposal. • Co-authored section of Technical Volume for TECHNICALKNOCKOUT Proposal. • Served as core member for preparatory actions for PUFFYPENGUIN Proposal. • Directed and guided teams’ adoption of Scrum as an agile software development approach, working Government and contractor leads to implement best practices. • Achieved Initial Operating Capability on two projects as Scrum Master and Technical Lead, stepping in to lead teams facing personnel attrition. Elicited and analyzed requirements, created Requirements Verification Traceability Matrices, planned and executed work within a Scrum framework, and coordinated heavily with Government leadership to ensure scope and schedule. Achieved Initial Operating Capability on both efforts on schedule. • Analyzed requirements, identified required system interactions, and developed systems engineering artifacts to help stakeholders understand process flows and work required to implement. • Facilitated all Scrum ceremonies including Backlog Grooming, Sprint Planning, Sprint Retrospectives; and managed Jira boards and Confluence documentation.

Supervised full-time staff developing software analytics; served as Tour Supervisor mentoring and coaching rotating cadre of concurrent Co-Op students, inters, and Development Program participants. Oversaw administration of requirements management and project execution including soliciting partnerships with Technical and Mission Mentors.* Developed FY18 Strategy and Vision; created, managed staff performance evaluations against all strategy elements.* Reached record-high levels of program participation; many of whom got promoted to the next grade.* Conducted extensive outreach and marketing, growing participation to 12 Early-Career Development Programs.* Conducted 21 operational interviews with prospective Co-Ops, interns, and external candidates; many accepted CJOs.* Created requirements management and project execution framework governing analytic development.* Adopted continuous improvement practices and streamlined documented process from 17 to four pages.* Oversaw execution of ~35 development efforts supporting both capabilities growth and key mission requirements.* Coordinated work for all contractor Division personnel as Contracting Officer’s Technical Representative (COR-T) of ROADRALLY.

Provided technical direction and guidance to Section personnel in support of mission requirements.* Established mission, vision, and strategy for new organization partnering with Section Chief.* Directed and steered analytic development efforts, including supporting several Intelligence Community members.* Coordinated work for all contractor Division personnel as COR-T of AMPERE and ROADRALLY.* Created partnerships with over 30 organizations across the Agency to gain brand recognition for new Division.

Enabled Office-level mission sets by managing requirements, teaming with leadership, and coordinating work for all contractor Office personnel as COR-T of AMBULATE, AMPERE, EPM III, LITTLEJOHN, PDS II, and SDS II.* Managed large cross-initiative investment portfolio, coordinating with senior leadership to prioritize and fund efforts.* Led effort combining corporate tools resulting in ability to tie personnel and funding to software development tickets.* Prioritized and funded efforts as Business Lead of a second large portfolio with a specific technological focus.* Led organization-wide mentoring and knowledge transfer team establishing speed mentoring sessions, a mentoring Bootcamp class, job/reverse shadowing opportunities, and a book club; shared best practices with other organizations.

Directed personnel activities to manage and execute all contractor functions with the organization. * Coordinated work for all Office contractor personnel as Primary COR of AAARP II; COR-T of AMPERE, EMP II/III, and TEXIS II.* Managed large portfolios, prioritized efforts with leads, and partnered with Contractor Project Managers (PMs) to staff.* Procured money to fund new framework development by finding unprogrammed monies and brokering partnerships.* Created comparison mapping across multiple contracts to improve ability to price-out staffing changes.* Coordinated with Contractor PMs and corporate services to capture contractor deliverables via automated workflow.

Led contractor team to develop next generation foundational capability replacing two legacy solutions.* Reached Initial Operating Capability with close customer engagement employing SCRUM agile software methodology.* Developed and managed transition plans retaining legacy functionality in new system design.* Oversaw creation of dashboard depicting metrics of program health and status of interfaces and dependencies.* Led refactoring effort resulting in 25% more data, 60% reduction of storage needs, and 100% documentation.

Supervised three contractors to provide requirements elicitation, analysis, and documentation services for IT projects coming through the Project Management Office (IT PMO). Also provided facilitation and technical writing services as requested.* Developed a standard requirements elicitation, analysis, and documentation process used on all projects.* Let a pilot using SCRUM to develop in two months 45 templates to support a core Software Development Life Cycle.* Authored or tailored nine Systems Development Life Cycle templates for the IT PMO.* Managed a schedule to deliver a 2010 Decennial Correspondence Oversight and Tracking System in six months.* Developed an MS Excel application to compile and manage all the POAMs assigned by the Department of Commerce to the various software applications managed in the Division, meeting the 80% POAM closure goal in four weeks.* Facilitated sessions to elicit requirements; develop process flows; and identify, assess, and plan responses to risks.* Developing requirements and associated governance documentation for the Intranet pilot for Microsoft SharePoint.

Liaison among survey sponsors and programmers, and IT developers to implement Internet data collection vehicles (Census Taker).* Created a customizable presentation to highlight Census Taker functionality and capabilities to prospective clients, allowing staff to pull together a tailored presentation in one day.* Developed an action plan within the first two months to foster effective communication among survey sponsors, programmers, and Census Taker development staff to improve customer service.

Supervised a staff of four in the collection, analysis, and publication of data on revenue and expenses for the Administrative, Support, Waste Management, and Remediation Services and the Information Services sectors for the Service Annual Survey (SAS). Additionally acted in the role of Internet Coordinator and was responsible for the compliance and proper dissemination of the Division's eight program area web sites. * Developed and monitored the first-ever duration-driven master program schedule, comprising four linked subsidiary project schedules, which drove what the management monitored at our weekly status meetings. * Created two new metrics to monitor the data analysis staff performed, allowing managers to better evaluate performance. * Worked to integrate the SAS into Census Taker; at time of departure, the project was one month ahead of schedule.* Developed Directorate-wide guidelines to track dissemination to prevent inadvertent disclosure of data on the Internet.* Oversaw the web site redesigns for two surveys to comply with a new standard look and feel.* Oversaw the web site maintenance of eight program areas, reducing IT Standards non-compliance by 33%.

Analyzed, edited, and published data for the Vehicle Inventory and Use Survey (VIUS), which measured the physical and operational characteristics of the Nation’s private and commercial truck fleet.* Developed a web site rated #2 in the External Customer Satisfaction Survey and compliant with Census IT Standards.* Led a team to design a web site, delivered two months ahead of schedule, government agencies throughout North America use to share transportation information. Presented the web site at an international Transportation Interchange.* Developed SAS® programs that increased the potential imputation candidate pool 50-fold resulting in zero occurrences of cases for which imputation failed to generate a value.* Authored or co-authored 18 of the 46 specifications detailing the processes staff used to conduct the VIUS.* Awarded “Employee of the Month” for creating historically consistent datasets and program documentation dating back to the 1977 VIUS.* Developed and presented training to office personnel and National Processing Center clerks on processing data, writing valid HTML, using an on-line content management system, and using the 2002 VIUS CD-ROM to handle data requests.

Analyzed, edited, and prepared for publication data for capital expenditures on structures and equipment for establishments in the Arts, Recreation, and Entertainment industries for the Annual Capital Expenditure Survey.* Initiated the first-ever redesign of the survey to improve questionnaire design.* Achieved 100% response rate among establishments with more than 500 employees.

Masters Certificate, Business Analysis

Offered at the Census Bureau in conjunction with George Washington University and ESI International.

Masters Certificate, Project Management

Offered at the Census Bureau in conjunction with George Washington University and ESI International.

M.S., Management, Hr Concentrate

B.A., Economics

Activities and Societies: Omicron Delta Kappa National Leadership Honors Society Omicron Delta Epsilon National Economics Honors Society.

Education record