What I did:• Manage all aspects of test and integration of software application that supports logistics operations on a DoD program. Directed approximately 15 formal test events per year in using a hybrid of Agile and Waterfall methodologies in a high performance environment. Group consisted of a team of 10+ testers. Responsibilities included staff, budget, test standards, methodology, test coverage, and process improvement to maintain CMMI Level 5 certification.What I accomplished:• Improved testing process and eliminated duplicate work. As a result, the average staff testing hours were reduced from 60+ hours/week to 40 hours. This resulted in both staff retention and the ability to hire better candidates.• Changed out and/or reassigned test staff so that their jobs were more suited to their skills. This retailed the best staff by providing more interesting and advanced jobs.• Changed the culture of the test staff to reuse older tests to construct new tests. • Improved testing coverage by rotating testers among scrum teams. • After a formal trade study, switched to an open source performance test tool. This saved the customer well over $100K/year in license fees and was faster and easier to setup. • Automated the Requirements Traceability Matrix (RTM) generation via custom JavaScript plugins to the existing Application Lifecycle Management tool (Rally). In this way, sprint and release test plans can be made in under an hour versus a day or two as was done previously.• After all the improvements, my team accomplished approximately 40% more functionality than before any improvements were made because the baseline expanded. The staff was reduced because of budget cuts, some of us had to get security certifications because of new IA requirements; and, yet, any overtime we did work was rare but predictable.

What I did:• Overall responsibility for BRAC activities to move MDA to their new locations. These activities were both physical (computers, printers, cubicles, interim office restacking, surplusing equipment) and virtual (making sure data was moved ahead of the employees with no loss).• Disposed large amounts of surplus equipment and disks containing data of all classifications. What I accomplished:• Worked with our team and subcontractors to move data to its new location. This happened as the employees worked with a final “push” at night. When the employee arrived the next morning, their workstations were pointing to the new location and most reported no difference in performance. This was a “rolling” effort as we only did a handful of employees at a time and most had good things to say about the effort.• Worked with government managers to find the fairest way to dispose of assets, considering internal culture and proper disposal procedures. Through mutual agreement, a previously stagnant task became a known, repeatable process. Government managers then worked the very few exceptions and I often got thanks for starting a process that was not feasible in the past.

What I did:• Managed a highly-specialized staff of system and software engineers that were intimately familiar with technical aspects of IRS compliance programs. This was multi-disciplinary in an organizational sense within IRS.• I personally helped Branch Chiefs and SES with structured alternative analysis efforts to determine the direction of several projects, organized into portfolios. Many of these programs were highly technical in nature, dealing with Enterprise Networks, Enterprise Architecture, Compliance, and Statistics of Income disciplines.What I accomplished:• Developed a repeatable, quantitative process to decide which of the many alternatives for each program was most suitable. This removed previous indecision that was driven by anecdotally-driven decision making that was largely ineffective as it was not defensible.• Developed recommended process changes to Network Operations guidelines to make the networks more secure and reliable. This was done using ITIL methodologies and was accepted universally for implementation.

What I did:• Overall responsibility for production web-based software/hardware releases, including extensive interface with customers to determine release scope, requirements and reporting. • Team consisted of 12 developers, 6 testers, 2 DBAs and various matrixed staff from within SEC and other agencies.What I accomplished:• Successfully deployed a complex software release involving internal staff, SEC staff, vendor staff, staff from other agencies, and staff from a leading bank. Coordination among all parties was quite problematic, but the release went live very smoothly on time.• Improved project estimation process that supported quantitative scoping and estimation, elimination much guesswork that led to problems, historically.

What I did:• Engineering support for project portfolios to comply with the IRS Enterprise Architecture. This work included development of end state visions and technical designs to comply with new architectural requirements. • Worked with IRS Appeals Business Unit on various small tasks in support of their mission. This largely was design work to integrate Appeals into the other IRS Business Units electronically, relieving them of paper and fax-base information sharing.What I accomplished:• Technical consistency and the ability of the IRS to move forward under the new architecture. This also involved consistent feedback to the contractor who developed the architecture as some of the roadblocks were as a result of the architecture itself as opposed to the implementation of programs.• Laid the technical foundation for Appeals to share information electronically in accordance with the Enterprise Architecture being implemented in the rest of IRS. This gave Appeals more credence and a seat at the table to participate and share in the new applications being developed. Our team got many kudos from the customer for this work.

What I did:• Overall responsibility for full life cycle of web-based software development for case management.• Managed software designers and developers, some of which were provided by the customer.What I accomplished:• Since part of my staff was the customer, this was a different kind of management. This was probably one of the first Integrated Project Teams (IPTs) in the IRS to participate in this many levels of the software development lifecycle. The main accomplishment was a successful first iteration of software while teaching the customer to think and develop software in more modern terms. This was an Agile program in nearly every sense but the Agile methodology was not yet developed.

What I did:• Provided technical leadership, design and software development within the following subject matter areas:o State and Local Governmentso Colleges and Universitieso Local school systemso Federal Government (specifically GAO)o Telecommunications Industryo Banking industry• Contributing member to the Core Software Group that provided a reusable, three-tier framework for development of application software. Major platforms included:o MVS, DOS, and VAX mainframeso Unix/Java-based and Unix/Smalltalk-based front-ends to existing mainframe product line.• Technical troubleshooting• Performance testing• Installations• Client training and presentations• Software Architecture• Sales supportWhat I accomplished:• One of the key contributors to productize highly-customized systems. This became the basis for a few product lines, which increased sales and greatly reduced maintenance.• Key contributor to the first ever loan application internet web site.• Technical manager for an industry-specific mortgage insurance web site.• Satisfied customers by reducing their workloads, troubleshooting, and training them beyond the manuals to customize the system.• Key contributor in one of the first computerized purchasing systems, containing state of the art built in internal controls.• Worked with marketing team to develop a new presentation method. Instead of pamphlets and a paper-based presentation, we demonstrated our understanding of high-level requirements with actual mainframe demonstrations that were customized according to the situation. This was highly effective as it affirmed our true understanding of high level requirements of RFIs.