Surveillance Earned Value Manager/Project Manager/ Principal Professional Staff: Johns Hopkins University/Applied Physics Laboratory, Laurel, MD. Currently acting as the team lead and APL surveillance representative to NASA and sponsor for all surveillance activities related to the APL EVMS. This has entailed the development of an annual surveillance plan and approach, assigning resources to each planned review, documenting and communicating surveillance results, tracking corrective actions to closure, develop and maintain surveillance databases and metrics to assess the systemic health of the process as demonstrated across reviews, acting as lead interviewer when CAM interviews are required and verifying compliance with the EVM System Description and project EVM Implementation Plan.

I have been directing the efforts of the Earned Value Management and Scheduling team in the implementation of an Earned Value Management System (EVMS) at the Johns Hopkins University/Applied Physics Laboratory. A compliance review was just completed on the EVMS. This review was conducted through the Office of Chief Engineer - NASA. The project used to demonstrate the EVMS for the review was the Solar Probe Plus mission. This mission will put a spacecraft in orbit around the sun for the first time. The mission cost is over a billion dollars. The PMB for the demonstration was approximately $400M. The assessment from the review team was deemed successful with further work remaining to be deemed in compliance with the EIA-748 guidelines. This remaining effort (noted through discrepancy reports) will be completed and eventually accepted from the government over the next several months. At that point a letter of acceptance should be issued was all items are closed.

Contract Value at $70 million (CPAF and CPFF). Responsible for the day today financial management of the center. This included meeting targeted financialgoals (Revenue, OI, DSO and Margin) and Internal and External customer ServiceLevel Agreements (SLA's) These goals were accomplished by; advising Senior CSC andProject Management on all finance and accounting matters related to the contract's,through the development, administration and control of direct and indirect budgets,the preparation of in depth financial analysis, monthly financial reporting,reconciliation and final approval of monthly invoice's, making sure that fundingrequirements were met for the projects, administering the direct labor chargingprovisions of the contract's. Supervised seven on site finance analysts.

Manager for Earned Value and Scheduling ­ Finance Program Control. Contract Value$1.1 Billion (CPFF and FFP). Directed the efforts of the Earned Value andScheduling teams in all aspects of the Earned Value and Scheduling processes forthe IRS PRIME modernization contract. This entailed producing monthly Earned Valuedata (Formats 1,3,4,5 and Variance Analysis reports) and reporting on same tointernal CSC Management and externally to the IRS. Being the main Point of Contactfor EV on the contract and being the interface with CSC and IRS Management for allEV issues. Responsible for all EV infrastructures (Electronic Database containingRAMs,WADs,CBBs etc.) and for the training of EV to CSC Managers and Program Controlstaff. The Scheduling responsibilities included schedule layout, resource loading,development of EV types, maintaining and statusing schedule data for each Projectand the Bi-weekly and monthly reporting of Schedule data to internal and externalcustomers. Supervised a staff of sixteen that included one Manager and fifteenAnalysts.Accomplishments ­ 1) Successful Certification of the EVMS occurred Apr. 04 2)Successful system reviews of the EV system occurred Sept.02 and Oct. 03. 3)Successful implementation of a new EV tool while running in parallel with the oldsoftware. 4) Appraisal ranking 1- Excellent 5) Winner of Presidents Award forExcellence in Leadership

Manager Finance Program Control ­ Finance lead for the Volpe Technical Systemscontract. Contract value $190 million (CPAF and CPFF). Responsible for the day-to-day financial management of the contract. Included meeting targeted financial goals(Revenue, OI and Margin) and Internal and External customer Service LevelAgreements (SLA's) and maximizing the performance ratings for the cost controlcriteria for the contract. These goals were accomplished by; advising Senior CSCand Departmental Management on all finance and accounting matters related to thecontract, through the development, administration and control of direct andindirect budgets, the preparation of in depth financial analysis, monthly financialreporting, reconciliation and final approval of the monthly invoice, making surethat funding requirements were met for on site projects, administering the directlabor charging provisions of the contract, overseeing accounts payable for traveland employee reimbursements and the supervision of five on site analysts.Accomplishments: 1) Initially took on the commitment of improving the invoiceprocess. This improvement led to increased customer satisfaction. This wasevidenced by memorandum, early payment of invoices and a fee pickup of 100k due tothe positive feedback regarding the metric for cost control. Developed an overheadreport that was reviewed with the Program and Deputy Managers to provide analysison the overhead and to provide a better understanding of the impact of the overheadto the bottom line. 2) Appraisal ranking 1 - Excellent

The Financial Lead for the Eastern Region Overhead budget.This included all clients with yearly overhead costs in excess of Forty fivemillion dollars. Involved working closely with CSC Vice Presidents, Finance Sr.Management and Lines of Service Managers to meet financial goals established forthe Eastern Region. Entailed detailed Financial Analysis on Cost and OperatingMargin, providing meaningful metrics for greater insight into the business costdrivers for each client, preparation of forecasts and budgets and providing ad hocsupport when needed. Additional responsibilities included supporting thedevelopment of the Annual Operating Plan for the Eastern Region - five hundredmillion dollars, intercompany reporting process - twenty five million dollars, thedevelopment of large financial spreadsheets, responsibility for the Account StatusFinancial Reporting system, train other Analysts, provide Excel and Pyramid(finance database) expertise as needed.Accomplishments: The development of a reporting process to track intercompany workorders. This added value to the financial analysis process, for the region,through quicker analysis to the cost drivers within this element of cost and inmeeting corporate operating margin goals.

Assigned for two months to Land Systems; yearlycontract value thirty million plus. Acted as the Lead Finance person on site whilethe assigned Sr. Financial Analyst worked on a corporate budgeting project.Effectively took on all on site finance responsibilities which included interfacingwith CSC and Land Systems Senior site management and performing all finance relatedfunctions.Accomplishment: The corporate budgeting project came to completion and customersatisfaction remained at very high levels.

Initial responsibility was to work on the Finance team for thetransition from Bath Iron Works to CSC. This entailed cost modeling and duediligence for maintenance and lease agreements. Responsibilities following thetransition included the detailed preparation and administration of applicable costcenter budgets. The budgets included labor, material, contractual agreements andcapital expenditures. The development of and the administration of the monthlybill for CSC to BIW (avg. bill in excess of two million dollars). Entailed theintegration of all CSC cost elements into a detailed bill that met and fit BIW'scharging requirements for its customer - the Navy. The lead person and point ofcontact for all billing and budgeting between CSC and BIW.