• I have a Top-Secret clearance for this position• My program oversees 10 federal contracts and fourteen (14) task orders (TO) exceeding $100M, and more than 100 staff. Oversee all program activities, including scope, schedule, and cost baselines. I directly face the customers with my subordinate project managers as we create/update program/project initiatives to align with customer objectives. • Guide my project managers to analyze, evaluate, and overcome project risks, and to produce reports for customer leadership and stakeholders. Reviewed project schedules and Work Breakdown Structures (WBS). • Approve timesheets, approved invoices.• Perform annual reviews.• My program portfolio includes: - U.S. Army Contracting Command at Aberdeen Proving Ground: Software Engineering Center (SETA), - U.S. Army Transportable Tactical Command Communications (T2C2): at Aberdeen Proving Ground (SATCOM), - Defense Contracting Management Agency (DCMA): Data Analytical Support for Chief Data Officer (CDO), - DHHS/FDA: Records Management, - DHHS/FDA: Ethics & Organization Training, - Federal Bureau of Investigation (FBI): Microfilm scanning / digitizing, - National Reconnaissance Office: Staffing (in partnership with AT&T Broadside), - Navy Supply Systems Command (NAVSUP) Fleet Logistics Center (FLC): Employee Transition Program, - Park Services (PEPC), and - USDA (Cybersecurity Service Support Policy).

* I had a secret clearance for this position.* This contract is with Defense Information Systems Agency (DISA). Our mission is to manage the maintenance and upgrades of military IT equipment (IT Operations).* Scope Management: As project manager, I kept our work within scope. As each request for work arrives from the Change Control Board (CCB), a project was formed around the assigned work. I got the project charter approved and disseminated weekly project status reports.* Scheduling: I created the project schedule (WBS) via MS Project and combined all of the project schedules into an Integrated Master Schedule (IMS). My experience with MS Project is a decade long. My plan was to train the scheduling team then move on to the next assignment; unexpectedly I was instructed to take over the entire scheduling process. I created a Kanban board to track work progress. A few of the projects I service utilize JIRA.* I created a Kanban board to track work progress.* Process Mapping: I mapped business processes via in Microsoft Visio. * Team Management: My team for each project was assigned via “Matrix”.* Risk Management: I kept a Risk Register (aka R.A.I.D. Log) for the program. I worked with the technical teams and program manager to decide on mitigation, acceptance, or avoidance.* DISA management reorganized a great part of their enterprise and dissolved branch to which we were contracted. Consequently, DISA did not exercise our option year.

* I had a secret clearance for this position.* This contract was with the IT Cyber Security Division at the National Oceanic and Atmospheric Administration (NOAA), at their Satellite Operations Facility. We manage the security of NOAA’s Satellite Ground Data Links, including networks, servers (telemetry, command and control, databases), satellite antennae, software applications, and security management processes. * Project Integration: As each request for work arrived, my team did the following: created a project charter, worked with the architecture and engineering teams to create a project schedule (WBS and IMS), created, and disseminated weekly project status reports, and project closeout. * Secured the ground data links of 12 satellite systems (including 5 weather satellite groups).* Project Management: My responsibilities were many as we stood up the PMO. NOAA uses Google * Workspace, so we use Google docs, sheets, slides, etc.* Scope management: As project manager, I kept our work within scope.* Scheduling: I created the PMO Integrated Master Schedule (IMS) in MS Project. I created a Kanban board to track work progress using SmartSheets.* Process Mapping: I mapped business processes via in Microsoft Visio. NOAA stood up this new PMO to create a management framework to control the various satellite teams. POA&M Management: There are many kinds of POA&Ms (Plan of Action and Milestones) at NOAA, and all of them require different processes. * Team Management: My PM wanted a "hands on PMO" so I was sent to work with every team we managed. My team for each project was assigned via “Matrix”.* Risk Management: I kept a Risk Register (aka R.A.I.D. Log) for the program. I worked with the technical teams and program manager to decide on mitigation, acceptance, or avoidance.* I interacted with international partners (India and South Korea). The Partner Antenna Access Network (PAAN) team works with other countries’ space programs.

• I started accepting temporary positions, like this one, so that I could spend time with my father until he passed in November of 2018. This was a 6-month effort, but we finished ahead of schedule.• Hourly consultant on a Department of Homeland Security (DHS) contract. We were migrating DHS financial systems from Department of Interior (DOI) data centers into a Perspecta “Cloud” solution. • Worked with my manager to stand up the PMO and support migration of DHS IT financial operations to the Perspecta “Cloud”. Our mission was to create an on-premises cloud infrastructure for DHS, not purchase it from AWS or Azure. We implemented the following “Cloud” approaches:* Infrastructure as a Service (IaaS)* Platform as a Service (PaaS)* Software as a Service (SaaS)* Backup as a Service (BaaS)• Coordinated technical activities between Perspecta and IBM. Used Microsoft Project to create WBS. • Worked with technical teams in geographically distant locations: Herndon, VA, Washington DC, Clarkesville VA, and Stennis MS. We worked with the DHS technical management team to design the architecture in Joint Application Development (JAD) sessions.• Created monthly system up-time reports and reported our FISMA compliance to DHS.• Managed team activities to satisfy Statement of Work (SOW) deliverables and requirements.• Utilized Scrum to organize the deliverables. • Risk Management: I kept a Risk Register (R.A.I.D. Log) for the program.• Created a Kanban board to track work progress.• Worked with the Program Manager on Enterprise Architecture (EA) for the program. Many of my contractual PMO deliverables, which fell in line with EA, included the Work Breakdown Structure (WBS), Phase-In Plan, Disaster Recovery Plan, Process • Improvement Plan, and the monthly System Availability Report. • Technologies: Oracle M8 Supercluster Server, Oracle ZFS data store, Oracle 12c, Virtual Machines, CA-PAM, and One Net network.

My father’s health had deteriorated significantly (late-stage congestive heart failure). I viewed the end of the Hendall contract as an opportunity to spend quality time with my last parent before he passed. As it turned out my father was a fighter, and he outlived my financial resources (he didn't pass until November of 2018). I needed to return to work. Moving forward, my decision was to continue accepting temporary and short-term work. While the time off was much longer than I expected, I am glad I took it.

• Hourly Consultant. I started accepting temporary and hourly positions, like this one, so that I could spend time with my father as he entered the final stages of congestive heart failure. • Supported the Department of Health and Human Services (HHS), Centers for Medicare and Medicaid Services (CMS), Survey and Certification Group (SCG). Supported AWS-based cloud solution to update and streamline the certification process for healthcare institutions and providers that wanted to join the Affordable Care Act (ACA) framework. Hendall had recently completed an "As Is" analysis of HHS processes (year 1 of a 3 year plan with HHS). • My job was to study the "As Is" analysis and start outlining early development options to discuss with our HHS customer.• If the follow-on contract had been won, I would have been invited to come onboard as a development manager. As I was spending time with my ailing father, the future contract uncertainty posed no risk for me, so I was in a position where I could “wait and see”.• CMS froze this project when the US Congress started debating the future of the Affordable Care Act.

1) Interim Program Manager: Homeland Security: National Protection and Programs Directorate, Infrastructure Protection, SharePoint Program* Program was worth $10 Million, comprised of three (3) projects: SharePoint / Knowledge Management Team, Office for Bombing Prevention (OBP), and CRM Team.* Responsible for project coordination, staff leadership, customer/stakeholder management, and scope control. 2) Project Manager: USDA: WIC Medicaid Simulation Study * My mission was to streamline the application process for WIC, Medicaid, and SNAP. * Lobbied and convinced the Illinois Department of Human Services (IDHS) to join the WIC Medicaid Simulation Study. Negotiated MOU agreements with Illinois WIC, SNAP, and Medicaid.* This was a systems integration project. * Risk Management: I kept a Risk Register (R.A.I.D. Log) for the program.3) Interim Program Manager: USDA: Supplemental Nutrition Assistance Program (SNAP)* Temporary position. Proposed PM did not join the company. * Business Process Re-engineering (BPR) effort. * Project Integration: As each request for work arrives, my team does the following: create a project charter, work with the architecture and engineering teams to create a project plan, work with the architecture and engineering teams to create a project schedule (WBS).4) Requirements Analyst: IRS Business Reengineering and System Centralization* This was an IT Development task* This task was part of an internal IRS reorganization for the Small Business/Self Employed (SB/SE) unit. The IRS had identified 100+ systems and 300+ employees for transition to the SB/SE Business Reengineering Project Office. 5)Project Manager: Department of Homeland Security, Science and Technology Directorate: Remote Teleconferencing Capability Study* Managed team activities to satisfy Statement of Work (SOW) deliverables and requirements.* I created the Work Breakdown Structure (WBS) using MS Project.

Electronic Fraud Detection System (EFDS) - IRS• Data Mining for Robotic Process Automation (RPA) • Mission: Train / update previous year’s statistical models using IBM SPSS (formerly Clemintine), via repetition, to detect fraudulent federal tax refund requests. The IRS required a workload projection accuracy of 94% or better. Starting January 1st all federal returns requesting refunds are run through the models, which automatically reject those refund requests that had a 90%+ chance of being fraudulent and assigning each case to IRS personnel for review.• Prevented $6.5 Billion from being stolen from the US Treasury.• Managed team activities to satisfy Statement of Work (SOW) deliverables and requirements.• Managed contractor timesheets and invoices. My team included 2 statisticians, 2 Java programmers, 1 database administrator, and a liaison to the IRS fraud division (SME). Both statisticians were required to have a PhD in statistics, and everyone else was required to have a Matser’s degree in their field. • Created C programs for OS calls to filter data samples for the data miners (statisticians) because the programming team was saturated and needed assistance. The IRS loaded C onto all their UNIX servers, so I used the CC compiler to create my programs and shell script wrappers (bsh) at no additional cost.• Oversaw timesheets, meeting facilitation, data analysis, QA, development, testing and implementation were the main duties of the EFDS Project Manager. Responsibility for EFDS being FISMA compliant fell to me. The project management plan budget, requirements plan, WBS (via MS Project), Finance Plan, Quality Plan, Resource Plan, Communications Plan, and a Risk Analysis Plan was created. Status reports were delivered via PowerPoint presentation to the IRS, the SRA business unit director, and vice president.• Technologies used: IBM SPSS, Sun Solaris, Oracle 11g.• This was an end-of-life project; a different contract was building updated models.

Automated Proof of Claim (APOC) - IRS• The APOC contract was a five-year $20 Million systems integration and software development project, that was extended to seven years. My mission was to automate the bankruptcy system for the IRS’ SB/SE (Small Business / Self Employed) Division. • The project mission was to automate the IRS’s manual bankruptcy calculation process by using systems integration and software development. Our plan was to utilize JAVA programs to connect to the IRS insolvency databases, and Independent Data Retrieval Systems (IDRS) for business and individual taxpayers. • My technical expertise with C/C++ saved the contract. We were notified at the project kickoff meeting with the COTR that due to budgetary constraints we would not be allowed to use JAVA. • Corrected shortcomings of the manual system. o Speed up the process via automation: Congress was criticizing the IRS for an enormous backlog of unreviewed insolvency requests. The US Bankruptcy courts were timing out insolvency requests that were too old. Many insolvencies were never investigated; and tax, interest, and penalties were incorrectly calculated, or never sent to the insolvency courts (that got the attention of the Ways and Means Committee). o Corrected an 80% error rate in the manually prepared insolvencies: The US Bankruptcy courts were rejecting thousands of IRS insolvency calculations (tax, interest, penalties) due to error. o Created an economy of scale that increased the intake of taxes, interest and penalties into IRS: The manually calculated and controlled insolvency system collected about $400 million annually. The APOC automation could calculate more insolvency requests than the manual approach and increased tax venue to $6.5 Billion annually, with great accuracy.• My contract was extended 3 more years to add additional functionality to the system.