Brian Starkey Email & Phone Number

United States

Serves as Deputy Program Manager for a Portfolio consisting of multiple projects and managers for a team of 105 developers, testers, DevOps engineers, and DHS certified 508 experts.* Organizes, directs, and manages contract operation functions, involving multiple, complex and interrelated project tasks that use Agile (Scrum & Kanban) development methodologies* Manage teams of contract support personnel at multiple locations so that that delivery is on time, within budget, and meets the specifications and requirements. * Maintains and manages the client interface at the senior levels of the client organization and meets with customer and contractor personnel to formulate and review task plans and deliverable items and ensure agreement with all work and deliverable timeframes. * Establishes and maintains technical and financial reports to track project progress to management and customers. Organizes and delegates responsibilities to subordinates and oversees the successful completion of all assigned tasks.* A notable achievement on this contract is that for 2 consecutive years, the Program has the distinction of receiving the highest possible GPAR score. In addition,one team was certified by the OIT organization to manager their own deployments allowing the team to achieve a cadence of at least one Production deployment per week.

United States

Responsible for a multiple Scrum teams including 89 developers, scrum masters, and test engineers for a mission critical law enforcement system modernization effort. The project was composed of 10 scrum teams, as well as several cross-functional teams, with a >$30M/year budget.* Java/WebLogic based modernization effort leveraged open source tools and Agile frameworks to fully replace the existing mainframe based application. * The team developed & maintained a fully automated Continuous Integration (CI) pipeline, including Liquibase - for fully automated DB updates. The pipeline also ran test scripts covering the core functionality which prevented broken builds from being promoted to subsequent environments.* Established a separate environment to allow feedback on in-development modernization effort from a select number of the 80,000 system users and created small web-based training units that could be updated frequently and quickly as funtionality evolved.

Washington D.C. Metro Area

Contracted to the Department of Homeland Security (DHS) U.S. Citizenship and Immigration Services (USCIS)Served in several roles since August 2014, in response changes in the organization and returned to the role of Portfolio Manager in March 2015. Responsible for all aspects of Project Management for one project, and manage 4 other projects via 3 Project Managers who report to me (~$10M/year).Accomplishments:* Managed the successful implementation of SAS (which was already in my portfolio prior to the organizational change).* Converted the Remedy projects to the Agile/Kanban framework/methodology.

Washington D.C. Metro Area

Contracted to the Department of Homeland Security (DHS) U.S. Citizenship and Immigration Services (USCIS)Promoted to Portfolio manager overseeing a portfolio of five projects with ~35 staff for a total value of $8.5M/year. Directly managed four projects and managed/mentored a junior project manager of one project. Performed all aspects of project management including planning, scheduling, monitoring, earned value, metrics management, retrospectives and client management.Accomplishments:* Managed the successful transformation of the Refugee, Asylum, and Parole System (RAPS) and Asylum Pre-Screening System (APSS) teams from the Waterfall methodology to the recently mandated Agile/Kanban framework/methodology. * Received the coveted USCIS/OIT Agile “Bear” award for a rapid release that helped the business meet a court-mandated remediation release date (RAPS)* Received another “Bear” for the continued cadence of releases for FDNS-DS (16 releases in one year).

Washington D.C. Metro Area

Contracted to the Department of Homeland Security (DHS), U.S. Citizenship and Immigration Services (USCIS) Recruited from General Dynamics to manage the Fraud Detection and National Security-Data System (FDNS-DS) for USCIS – a 24 person, ~$6+M/year project. This system is used world-wide and is considered mission-critical. FDNS-DS is comprised of multiple COTS products, including Siebel CRM, OBIEE, OSES, Informatica, and BI Publisher. Acted as project manager and requirements lead for the project for most of the seven years supporting this project. Concurrently managed the upgrade to Open UI (major COTS upgrade) and a second baseline that provided functional upgrades. Accomplishments:* Managed a refresh of most of the COTS products along with a migration of the system to a new data center. * Managed the successful transformation of the team from the Waterfall to the Agile/Kanban framework/ methodology. This transformation resulted in a significant improvement in cycle time: in a five-week period the team deployed five releases to production.* Received the peer-nominated White Hat award for excellence in 2011.* Received the highest customer approval rating of all projects for FDNS-DS in 2012, becoming the first recipient of the SPAS Customer Service award (awarded by the customer).

Washington D.C. Metro Area

Contracted to the Federal Energy Regulatory Commission (FERC)Recruited from CSC to work as the project manager of the FERC’s largest enterprise system, the eLibrary document repository. This FileNET/Oracle-based system is composed of public-facing web query interfaces and is populated by document scanning, electronic (web) filing and electronic loading interfaces. Managing the eLibrary project required sharp client management skills as the internal customer base cut across all the program offices of the Commission.In addition to managing and leading requirements for eLibrary, I also led the DAMS project, which was an effort to redevelop a “home-grown” distributed MS Access system into a centralized SQL Server-based system that provided DRP/COOP support. Accomplishments:* Public acknowledgment from the Secretary of FERC during a Commission Meeting for the successful implementation of a time/effort-saving software initiative* Managed the deployment of a microfilm conversion component, which provided the Commission with ability to greatly increase the number of documents available online with minimal expense.* Was the only manager on the program to concurrently manage more than one development team/project through the CMMI Level 2 preparation and successful assessment in 2005.* Instrumental in the establishment of a SOA architecture, and a framework for maintaining and “growing” services in the organization. Led the team that developed the first consumable service.* Received a cash award for delivering the DAMS application on budget and ahead of schedule.

Washington D.C. Metro Area

Contracted to the Environmental Protection Agency (EPA)Promoted to the level of Software Engineering manager responsible for ~40 developers and PMs for all software development projects of the CDX Program. Managed existing PMs and hired new ones as the program grew. Responsible for new development, O&M, technical helpdesk and business development for the CDX Node. Coordinated development and testing activity among states, various EPA organizations and other contractors.

Washington D.C. Metro Area

Contracted to the Enviornmental Protection Agency (EPA) Recruited from prior assignment to manage multiple web-based modules of EPA’s Central Data Exchange (CDX) project, a portal, through which states, volunteers and other registered users upload information and data collections (flat file or XML) via a common interface. Managed the creation of the XML schema, validation of the schema and development/integration of XML translators when appropriate.Responsible for all aspects of obtaining and managing each project, including new-business development, initial responses to requests, scoping and estimating projects, creating a schedules (MS Project), hiring/staffing, managing the client, developing and managing requirements, maintaining the schedule, reporting status, maintaining program knowledge bases and managing internal hand-offs. As a technical project manager, also responsible for technical direction. and set up coding estimation standards.Accomplishments:* Played a key role in contract start-up activities, including team formation, developer PC specification/purchases, software specification/purchases and procedure development.* Led the first effort on the program to deploy an all Java-based dataflow into the CDX environment.* Led the first effort on the program to integrate the CDX/web environment with the new CDX/Node via a web-services interface, linking legacy ASP/ColdFusion technologies with new web services technologies.* Was one of two CSC staff in a division of several thousand to receive employee recognition for Outstanding Achievement for accomplishments on the program.

Washington D.C. Metro Area

Employed a the CSC Corporate OfficeReported directly to the vice president of Office of the Chief Engineer for CSC/Civil Group. Interviewed system users, met with management and worked closely with and managed a portion of the development team to document enhancements to the Subcontractor Management Information System (SIMS). Coordinated geographically dispersed users and decision makers to develop and refine requirements. Accomplishments:* Completion, testing and acceptance of the electronic interface between TES and SIMS.* Completion of a prototype for the electronic interface between SIMS and Costpoint, which reduced rekeying, improved accuracy, and reduced the time to bill for services (reduced the cost of money).* Successful transition of system management from Civil Group to the Application Services Division (ASD) with no disruption of service.

Washington D.C. Metro Area

Contracted to the Nuclear Regulatory Commission (NRC)Recruited from the Federal Energy Regulatory Commission (FERC) to manage the development and maintenance of the Agency-wide Documents Access and Management System (ADAMS) for the Nuclear Regulatory Commission (NRC). Responsible for all aspects of project management for the project, which was comprised of several COTS products (FileNET, WaterMark, and Ensemble and ForeMost) as well as a considerable amount of custom VB code (~40K lines). ADAMS is accessed by 3,200 NRC staff located in two headquarters buildings and five regional offices via a WAN/LAN. Both the public and NRC staff located at hundreds of regulated facilities access ADAMS via the web through a Citrix server. Accomplishments:* Led the major upgrade of the underlying FileNET COTS product.

Washington D.C. Metro Area

Oversaw 32 contract employees involved in requirements gathering, analysis, design, development and documentation of custom software applications for the FERC. Managed 7 government employees involved in project management, web management and software testing, and reported directly to the Chief Information Officer (CIO). Oversaw the development of multiple projects, prepared an annual budget, provided direction for the development efforts and presented new technologies to various customers in the Commission. Ensured that the 100+ custom-developed legacy software applications were functioning and meeting the needs of customers. Ensured that requests for custom software were properly analyzed so that the data in our new core system was leveraged at every opportunity. Planned and presented the Commission with visionary ways of implementing technology to streamline and/or eliminate manual/redundant processes.Interfaced with Office representatives as Chairman of the Configuration Control Board (CCB) to ensure that the Offices understood and agreed with the IT opportunities identified by the Office of the Chief Information Officer (OCIO).Accomplishments:* Directed the solidification and incremental implementation of system configuration procedures; an overhaul of our “change request/bug” database; and a clarification of team roles as part of an effort to bring the FERC into a more formalized SDLC process* Actively promoted a project to enable end-users to embed tags in their documents that COM/COM+ objects validated and later stripped and inserted into legacy database systems, saving the cost of the current manual indexing process* Oversaw and led the successful effort to pilot a web-based electronic filing interface with the core document management/workflow system with the goal of allowing the public to submit documents directly to the FERC information systems (thereby avoiding the cost/effort of manually processing paper documents)

Washington D.C. Metro Area

Managed and coordinated a FERC staff of 15 full-time and 10 part-time employees as well as a contract staff of 35 full-time employees from three different vendors. Successfully supported a FERC-wide business-process re-engineering (BPR) effort while ensuring that 100+ custom-developed software applications were tested and ready for the Y2K rollover. Managed all aspects of the total reengineering and migration of all core applications on the FERC mainframe to a new and more cost-effective platform (NT/SQL, using Visual InterDev and LiveLink). Responsibilities included requirements analysis, configuration management, software engineering, testing, training, project review and communications. Facilitated the BPR process by monitoring the contract technical staff (systems analysts) as they supported the functional/subject matter experts; briefed functional/subject matter experts (and their management) regularly; and provided on-line demonstrations of software as it was being developed. Interfaced with high-level management including, from time to time, the Chairman of the Commission. Accomplishments:* Ensured the successful Y2K remediation of all core/critical Commission software with minimal disruption to users and no disruption to public-facing systems.

Washington D.C. Metro Area

Managed team members and worked on projects ranging from software upgrades to new software roll-out, including: the GroupWise 5 Upgrade Team, the NetWare Application Launcher (NAL) Roll-out Team and the Y2K Application Evaluation Team. As the Technical Team Leader for the Management, Administrative, Personnel System (MAPS, a PeopleSoft implementation effort), managed and directed the team working on technical aspects of the MAPS project; coordinated with OCIO, Austin Automation Center (AAC) and MAPS staff; and initiated the use of the ITSC to support production MAPS users.

Washington D.C. Metro Area

This rolse was in support of the FERC 1st-a re-engineering team (1998)Researched existing data systems within FERC through surveys and interviews with system owners to develop high-level requirements in support of a Commission-wide reengineering effort. Created a database system to organize and report on the accumulated data and used it to generate color graphs to support the team’s “as-is” findings. Evaluated various document management, workflow and electronic filing systems after reviewing existing processes. Analyzed the entire range of IT issues with consideration toward recommending future strategies. Developed a multi-media presentation, the “FERC 1st MIT Capability,” for the Steering Committee to demonstrate the team's recommendations and introduce Commission employees to the concept of a document management/work flow system. Accomplishments:* Successfully supported the Chairman’s BPR efforts and recognized with an award from the Chairman.

Washington D.C. Metro Area

Acted as point of contact between developers and end-users for numerous PC, mainframe, mini computer and BBS applications under development or revision. Designed, developed and implemented small database applications when appropriate using Visual Basic and Visual FoxPro. Advised and informed management of critical software problems and solutions. Researched and tested new technologies to provide recommendations concerning their applicability to other Software Engineering Team members. Accomplishments:* Implementation of the Commission’s first code repository for non-mainframe applications.* Received recognition for managing the first web-based system for the Commission.* COTR for the Software Engineering Division

Washington D.C. Metro Area

Responsible for technical assistance with software, hardware and planning for microcomputers in the Human Resources Division (HRD). Created, implemented and managed database information systems; evaluated proposed software and hardware purchases; integrated existing and proposed systems to reduce redundant systems and data sets and enhanced the speed and effectiveness of data processing efforts.

Washington D.C. Metro Area

Provided technical PC hardware and software support for the Employee Development Branch (EDB) of HRD. Proposed, developed and implemented changes to the existing EDB database to automate processes. Developed requirements for, and integrated several years of differentiated data sets into one cohesive database for all FERC training records; provided on-line reports for the staff; and created an interface to directly feed training expenses into the DISCAS (accounting system) without re-keying and initiated automatic notice generation. Accomplishments:* Developed an electronic data exchange from the HRD system to the accounting system, reducing re-keying and data errors. This effort included automated reconciliations, drastically reducing manpower needs.