Serve as an Enterprise Architect (EA) reporting directly to the Division Director of Policy, Strategy, & Planning (PSP) with responsibility for leading the enterprise architecture activities that form and guide policy and strategy of IT systems, applications, data, and infrastructure across approximately 15 ACF program offices and 10 regional offices.The primary advisor to the Division Director for ACF’s future state enterprise architecture. Provide an enterprise-wide framework and approach within the ACF regarding identification and prioritization to successfully execute a comprehensive technology portfolio of initiatives and projects.

Department of Homeland Security (DHS) Information Technology Services Office (ITSO) Product & Service Delivery Management (PMDSO) Continuous Diagnostics and Mitigation (CDM) Program Management Office (PMO)• Effectively work with CDM PMO Government Project Managers to perform a Gap-Analysis, of all DHS Agency components, to identify deficiencies in the current CDM Phase 1 and 2 implementation • Developing Request for Service (RFS) packet for each DHS Agency component, consisting of a Discovery Questionnaire, Request Intake Form and Requirements Traceability Matrix, to identify work required for CDM Integrator• Developed and maintain an Integrated Master Schedule (IMS) to enable the development of project status reports for CDM Leadership briefs and accurate project reporting

Federal Emergency Management Agency (FEMA) - Federal Insurance & Mitigation Administration (FIMA) Federal Insurance Division (FID) Program Management Office (PMO) • Served as Deputy Program Manager to a team of fifteen to kick off a PMO for the FEMA Federal Insurance Division• Developed a PMO Roadmap to enable FID leadership the ability to plan to support strategic and long-range goals by matching short-term and long-term goals with specific technology solutions• Successfully developed and implemented a Risk Management Program that allowed the client the ability to meet the reporting remands of the Agency in addition to implementing risk response strategies more effectivelyDepartment of Homeland Security (DHS) Information Technology Services Office (ITSO) Product & Service Delivery Management (PMDSO) Continuous Diagnostics and Mitigation (CDM) Program Management Office (PMO) • Work with CDM Phase II Information Sharing and Services Office to create and maintain CDM master and individual component schedules, ensuring that this information was transmitted to the CDM Integrator to allow for accurate planning and reporting• Attendance at CDM Phase II technical and operational meetings to capture action items and assure accountability• Successfully served as liaison to the CDM PMO Government Team and the CDM Integrator in the change management process, to ensure timely responses to change requests as they went through the Change Request (CR) process• Responsible for collecting status updates from DHS Components and ensuring that DHS Leadership is notified in a timely manner for informed decision-making• Provided assistance to the CDM PMO Operations Manager to address issues and/or concerns between CDM Integrator and CDM Agency Components, that became operational, to successfully to ensure successful completion of Full Operational Capability (FOC)

• Understanding of all phases of project life cycle development (waterfall and agile methodologies), scope documents, project management plan, scheduling, integration, risk and configuration management plans, implementation plans, support and maintenance plans, development and organization of CCBs, test plans, etc.• Provided leadership in the oversight of portfolio projects and consolidated performance reporting• Work with government and contract staff to ensure achievement of program and project goals and objectives within time and budget constraints• Developed and maintained project management documentation consistent with department standards• Effectively managed cost, schedule, change, issues and risks, and interfaced with senior management as required • Led project meetings in an ambiguous environment, fostering a collaborative atmosphere across cross functional senior-level teams• Analyzed complex business issues through the application of advanced principles, theories and concepts to provide innovative and actionable solutions• Responsible for seizing an initiative by contacting and working with stakeholders to verify their scheduling needs in order to maintain individual project plans and an integrated master project schedule• Provided mentoring and support to client and contractor staff in project management methodologies

• Responsible for organizing and executing a Microsoft Project Server implementation• Working with client to develop new Risk Management standards to allow for better risk management and reporting to DOS CST Leadership• Responsible for managing and reporting on risks and issues from a centralized Risk Register to aid leadership in decision-making

• Managed and reported the status from multiple Integrated Master Schedules• Developed project plans for new information technology projects, utilizing the System Development Lifecycle (SDLC) framework• Collaborated with Enterprise Architecture (EA) team to ensure projects align to existing agency EA model• Developed new Risk Management standards to allow for better risk management and reporting to USCP Leadership

General Services Administration (GSA) - Business and Accounts Receivable (BAAR) Program Management Office •Leading the Project Controls Team in the areas of Schedule Management, Earned Value Management (EVM), and Risk Management•Managing team in Development, Management and Reporting of the program integrated master schedule (IMS)•Perform Critical Path Analysis (CPA) and provide monthly Variance Analysis Reports (VARs) United States Department of Treasury - Homeland Security Presidential Directive HSPD-12 Program Management Office•Responsible for creating and maintaining the Program Work Breakdown Structure (PWBS), Integrated Master Plan (IMP) and the Integrated Master Schedule (IMS) for the HSPD-12 Program Office•Led the development and maintenance through effectively managing team•Responsible for fully analyzing the impacts to the Master Schedule and following the appropriate processes for changes and re-baselining•Provided drafts and support the implementation of standard analysis and ad-hoc report templates to develop, update, and deliver Treasury HSPD-12 Schedule status reports on a regular basis•Responsible for reviewing use of accepted, structured methodologies to develop cost and schedule baselines and make recommendations for improvementUnited States Citizenship and Immigration (USCIS) - Transformation Program Office •Responsible for creating a Program Work Breakdown Structure (WBS) for the USCIS Transformation Program Office•Led the development and maintenance of the Integrated Master Schedule (IMS)•Performed Critical Path Analysis (CPA) and provide monthly Variance Analysis Reports (VARs) •Authored Schedule Management Plan, Schedule Development Guidance and Process Flows•Managed Scheduling Team in Schedule Management and Development (Progressive Elaboration)

Department of Defense - Defense Information Systems Agency (DISA)•Global Command and Control System – Joint Program Management Office (GCCS-J PMO)•Responsible for updating and reporting on up to 8 Software Release Schedules•Performed release schedule analysis and prepared weekly reports for Critical Path Meetings•Led various meetings as they related to schedule updates, analysis and reporting•Prepared and presented schedule briefing slides for various management and leadership meetings for teams within PMO and DoD-wide

United States Citizenship and Immigration (USCIS) - Transformation Program Office •Led the Microsoft Project Server 2003 implementation•Responsible for creating a Program Work Breakdown Structure (WBS) for the USCIS Transformation program Office•Performed functional assessment and gap-analysis on program office processes and procedures•Wrote and began implementation of Schedule Management Plan and its identified processes and procedures•Prepared and implemented WBS Training sessions for program office•Worked with financial team to map WBS elements to financial cost centers for performance reporting

United States Air Force - Defense Integrated Military Human Resources System (DIMHRS) – Program Management Office •Responsible for creating a schedule for the Air Force DIMHRS internal Program Management Office•Provided schedule updates to the Enterprise Program Management Office (EPMO) and Personnel Service Delivery (PSD) to aid in the facilitation of a military-wide system implementation•Served as Deployment liaison for the Air Force in Deployment Working Group•Aided in the development and management of a Risk Management Plan, which included creating the risk management process and risk register•Worked with workstream leads to develop milestones and task lists for respective areas•Developed a process, by which, workstream leads can forward schedule updates in a less complicated, yet timely manner•Created metric reports for the DIMHRS Program Manager to brief at various meetings and to Senior LeadershipUnited States Department of Homeland Security Campaign – Program Management Office•Responsible for coordinating the integration of major homeland security planning, preparedness and exercise activities that have an impact on TOPOFF 4 Full Scale Exercise•Developed costing for Request for Quotations (RFQs) for client submission•Worked with teams to write responses for PMO related RFQs and RFPs (Request for Proposals)•Created a database to enable client to track and manage system training for the new National Preparedness System (NPS)•Developed and managed MS project schedule for new NPS system development lifecycle (SDLC)•Tracked the execution of the Activities and associated interdependencies to ensure they are integrated and synchronized in purpose and time to accomplish defined objectives•Provided Senior Leadership with the information needed to make effective management decisions•Ensured plans and objectives are clearly defined and that associated risks are identified, communicated and mitigated

United States Department of Defense - Defense Travel System – Program Management Office•Responsible for maintaining the Program Work Breakdown Structure (WBS) as it develops through systems engineering and management planning processes, including change traceability•Used the linkages between the requirements specification, the WBS, the Statement of Work (SOW), the Integrated Master Schedule (IMS), and Integrated Master Plan (IMP) to provide specific insights in the relationship between cost, schedule and performance•Facilitated the development of well-defined and complete plans and schedules for use in day-to-day program execution, thereby mitigating risks and increasing the probability of program success•Provided schedule updates on a regular basis that indicate completed actions, schedule slips, and rescheduled actions and includes the previous schedule for reference•Identified and assess actual progress versus the planned progress

United States Department of Health and Human Services - Grants Consolidation•Successfully aided in the creation of a Program Management Office to effectively manage the grants system consolidation•Used Earned Value Management (EVM) to report valuable schedule and cost variances•Conducted and managed numerous complex and inter-related tasks, milestones, meetings, deadlines, resources, contingencies, budgets, and contracts using industry best practices•Supported the creation of project documentation, such as the project plan, configuration management plan, disaster recovery plan and an Information Technology Investment Review Board submission for fundingUnited States House of Representatives - Business Continuity/Disaster Recovery•Responsible for maintaining the overall program master plan for a Program Management Office (PMO) set up to oversee the completion of 10 Business Continuity/Disaster Recovery projects under the guidance of the House of Representative’s Chief Administrative Officer (CAO)•Tracked milestones and deliverables for each work stream while managing the interdependencies with the individual projects/work streams•Defined task slippages and capability date changes in a weekly status report generated for the CAO to assess the status of the individual projectsUnited States Department of Labor - GovBenefits.gov•Developed and implemented schedule planning and tracking processes and tools for the GovBenefits.gov Program, one of the President’s Management Agenda e-government initiatives•Responsible for working jointly with the sub-project teams to identify milestones, deliverables, dependencies, and resource constraints for quarterly system releases•Aided in delivery of Executive Dashboard reports, which highlighted major accomplishments, issues and risks using RED-YELLOW-GREEN status•Tracked program performance metrics through the use of NetIQ Web Trends Reporting System

•Effectively coordinated Facilities Management construction project schedules for up to 400 jobs with a total budget in excess of $7M•Identified project scopes, milestones, deliverables, operating budgets and critical path analysis with the use of MS Project•Monitored costs throughout the project life cycle and reconciled budgets at project closeout. This included presenting monthly, quarterly and yearly budget information, in excess of $50M, through the use of charts, graphs and spreadsheets•Conceptualized, designed, implemented and maintained departmental databases to provide a system of tracking project change orders and costs•Networked effectively with clients and vendors, causing greater quality assurance and elevated customer satisfaction