Hal Moore Email & Phone Number

Springfield, VA, US

Lorton, VA, US

I have been an acquisition specialist assigned to the Chenega IT Information Services (ITES). I supported the Foreign Military Sales-Army Case Execution System (FMS-ACES), which was part of Army PEO Enterprise Information Services (EIS), PM Defense Integrated Business Systems (DIBS) My focus has been on managing the development of major acquisition.

Mclean, VA, US

I was a Lead Associate in the Consulting and Mission Operations functional service offering at Booz Allen and assigned to the Global Defense Group Navy Marine Corps account in Washington DC. I have provided acquisition support services for Navy Enterprise Networks (PMW 205) and Program Executive Office-Enterprise Information Systems (PEO-EIS), which was.

• I supported the Deputy CIO for the Office of Personnel Management (OPM) in establishing an Enterprise Program Management Office (EPMO), as well as developing an enterprise architecture and governance framework for the.
• identify the current state of architecture and governance for OCIO through document analysis and interviews;
• develop a future state template for the OCIO, with targeted improvements in processes and policies designed to maximize in maturity levels based on Capability Maturity Model (CMMI), Federal Information Technology.
• construct a model for initiating an EPMO around a monthly performance review briefing, prioritization of governance initiatives to develop, and deploy “SWAT” teams as needed to assist ailing project managers;
• respond to Citizant business capture opportunities and develop marketing strategies for program management related inquiries and proposals.

• I supported the Director of Multi-Channel Technologies (MCT), which was established in 2017, as a new directorate within the Veterans Administration’s Veterans Experience Office (VEO). As a principal consultant, I:
• worked with a 10-person contractor and government team to conduct research, analysis, and development of a strategic plan. This plan was linked to a new Secretary of Veterans Administration (SECVA) Strategy for.
• supported a government lead and participated in a planning group for the parent VEO organization to develop a VEO Operations Plan;
• collected status documents for over 20 MCT projects into a monthly VEO Performance Review Board (PRB). This effort involved developing key performance indicators and performance metrics for the projects; and
• developed a multi-year (five year) budget justification plan for MCT’s future funding; and
• created governance structure to support the Veterans Administration role as the lead agency in customer experience.

I completed various short-term projects for various clients, including program management plans, test and evaluation master plans, data analysis services, presentations, and translations of documents into French.

I served as a program manager for the Defense Health Agency (DHA) Inventory Assessment and Management Support (IAMS) contract. During the course of the contract, I supervised a team of Spartan and KPMG subcontractors in developing DHA’s first general equipment policy, including information technology equipment. My team also developed an inventory.

Los Angeles, CA, US

• I served as a lead instructor for ASA, the nation’s largest sailing association, and Navy Sailing, where I am rated as an instructor for large offshore sailing vessels, including those racing, in all conditions, and.
• accumulated over 10,000 oceanic miles in the western Atlantic, qualifying over 200 people at various ASA and U.S. Sailing levels.
• volunteered as a skipper/instructor at the U.S. Naval Academy, sailing their Navy 44 Offshore Sail Training Vessels with midshipmen crews between Annapolis, Newport, and Bermuda.

Mclean, VA, US

• I served as a multidisciplinary systems engineer in the Integrated Missile Systems Division (E600). I:
• completed an extensive study on the impact of overhead costs that was a part of the annual Director of National Intelligence Senior Acquisition Executive’s Program Management Plan submission to Congress in January 2010;
• as a member of DNI-SAE staff, supervised acquisition programs, document deliverables, and milestones A through C for the equivalent of ACAT I programs at NSA, NRO, NGA, DIA, and CIA;
• drafted responses to several congressional mandates regarding Nunn-McCurdy breach compliance and its impact on intelligence community major systems acquisitions;
• mentored over 15 different initiative coordinators/program managers at one agency, resulting in actual contracts that were concluded at a cost within 10% of the original estimate;
• served as the group lead for MITRE’s support to Aegis Ballistic Missile Defense (BMD), responsible for planning battle management data exchange, satellite communications, space cueing, and link interoperability;

Mclean, VA, US

• I served as a program manager in the Economic and Decision Analysis Center (EDAC). From 2004-2011, I was the lead for the Center for Acquisition and Systems Analysis (CASA)’s Program Management Technical Team, which.
• created several program offices to manage many projects, putting into place program management plans, detailed financial documents, a risk management process, and other programmatic plans;
• worked with matrixed functional development teams to design effective work packages and earned value metrics using Agile methodologies and ITIL processes;
• in response to requests for a “recipe” on how to build a program management office (PMO), developed “PMO-in-a Box”, which described in detail how to build a program for the entire life cycle of an IT project.
• conducted an architecture study of major Intelligence Community (IC) agencies that use intelligence community email.
• participated in a contract development team to replace 15 expiring contracts to support an IC organization with over $250 million in annual contract spending. My team participated in pre-solicitation research.

Dublin 2, IE

• Hal was a manager in the Federal Market Unit (Supply Chain Management Competency) with the Washington D.C. Accenture office, primarily supporting government clients in the national security arena. Hal:
• Supervised an integrated government and consulting team tasked with writing the procurement blueprint for a major software reengineering product that took place over five years. This deliverable was used by the.
• Led a major government agency in passing one of the first audits of a major government agency by the General Accounting Office (GAO) for Capability Maturity Model (CMM) compliance. Hal organized the strategy, work.

Washington, DC, US

• Hal served on cruisers, destroyers, frigates, and afloat staffs charged with protecting aircraft carrier battle groups from air and cruise missile attacks, prosecuting submarines, and operating offensively in strike.
• Qualified and served in all of the major officer surface warfare officer billets and watch stations found on a surface warship, supervising more than 200 officers and men in ships worth over $300 million.
• Made numerous deployments to the Mediterranean, North Atlantic, and Southwest Asia regions, conducting extensive operations tracking Soviet submarines in the Atlantic and Mediterranean and coordinating Tomahawk strike.
• After serving on one of the first warships equipped with the advanced SQQ-89 system, winning the Sixth Fleet Top Ship award, Hal attended the Naval Postgraduate Schools Underwater Acoustics program, where he.
• Enforced several United Nations resolutions directed at the former Yugoslavia and Iraq, including the boarding and inspecting of hundreds of commercial ships, as well as securing the airspace and sea lanes in the areas.

Washington Navy Yard, DC, US

• The Undersea Weapons Program Office was responsible for acquisition, testing, tactical development, logistics, foreign military sales, and life cycle management of all naval torpedoes and associated systems. Hal:
• Directed, coordinated, and executed the maintenance of an inventory of $2.8 billion in torpedoes.
• Developed maintenance policies, including production workload, quality efforts, and budgets, and quality assurance direction for 6 maintenance facilities around the world, with an average of 50 employees each.
• Managed a geographically distributed staff of 35 personnel assigned to the Naval Underwater Warfare Center (NUWC) in Keyport, WA and Newport, RI, in support of the Torpedo program.
• Conducted extensive foreign military sales assistance efforts, and made several overseas visits to several allied nations to establish partnership efforts in torpedo acquisition and development.
• Developed pre-solicitation and award acquisition documents for the MK 54 Hybrid Torpedo program, as well as test plans for MK 50 and MK 48 ADCAP torpedo variants.

Master Of Business Administration (Mba)

Program Manager'S Course, Project Management

Master Of Science (Ms), Undersea Warfare, Underwater Acoustics

Bachelor'S Degree, Economics