Leading the organization in adherence to the Scaled Agile Framework (SAFe) and the adoption of Agile methodology best practices, including technical agility assessments and improvements, achieving better outcomes through mentoring and metrics, redefining roles and responsibilities to align with SAFe, and functioning as a Release Train Engineer (RTE) for the MDM/EDM program. Product Owner (PO) for the implementation of an Enterprise Data Lake product employing AWS cloud services (S3, EC2, Glue, QuickSight). Additionally, I am a key contributor in new business development activities (RFP, RFQ, SOW, SOO, PWS, and Orals).Key Accomplishments:• Senior team member in the re-certification of CMMI maturity level 3 (DEV and SRV).• SAFe trainer delivering Release Train Engineer (RTE) and SAFe for Teams instruction to 40+ staff.

Leading a 53-member team composed of user experience engineers (HCD), product owners, product analyst, software engineers, testers, and documentation specialist in the development and maintenance of new products for Medicaid drug program. Responsibilities include oversight of O&M activities, customer engagement and reporting, and corporate business development. All development effort is performed within the Scaled Agile Framework (SAFe).

Project Manager responsible for a mix of small and large projects (4 to 70+ staff) originating within the IT Services Division (ITSD), with the larger, multi-year projects spanning across multiple missions and divisions. Responsibilities include the management of multi-vendor (6 concurrent) contracts, managing resource utilization across multiple projects and divisions, the application of project management best practices utilizing traditional and Agile methodologies, and the mentoring of staff in the formation, execution and management of projects and resources. A diverse set of projects include the development of multiple websites, integration of Single Sign-on across COTS and custom applications, and the upgrade of building infrastructure – electrical and cooling systems.Key Accomplishments:• Introduced within ITSD, and advanced for STScI, the application of the Agile methodologies. Recognized as the leader in transitioning the Institute to using Agile methodologies.• Lead the development and introduction of portfolio management, and associated metrics, for the purpose of improving decision making by the executive leadership. Identified as a key stakeholder in guiding the redefinition of the Project Management Office (PMO).

Project Manager responsible for multiple NASA and DARPA contracts including the System F6 Cluster Flight Application (CFA), an application designed to manage from 2 to 20 satellites orbiting in flight formation, with the ability to scatter and re-gather to avoid collision with other objects in orbit. Responsibilities include the management of $8m+ in contracts, resource allocation among multiple projects, project monitoring, control, and reporting to Emergent, DARPA and NASA senior managers. Used of Agile (Scrum), in a Large-Scale Scrum (LeSS) environment, to guide the software development effort and delivery, and Microsoft Project to support monitoring and control. Additional projects include unmanned aircraft systems, space qualified hypervisors, Internet over satellite, and GPS receivers for small satellites.Projects:• F6 CAPSat – a PicoSat for System F6 Adjunct Interfacing• Space Qualified Hypervisor for COTS Processors• Autonomous Onboard Control of Satellites for Space Superiority• Collective Detection Based GPS Receiver for Small Satellites• Flexible Fault Management Architecture for Cluster Flight• Unmanned Aircraft Systems Architecture for Distributed Sensing OperationsKey Accomplishments:• Improved project budget and resource management that lead to more accurate EAC/ETC forecasting

Responsible for the creation of program and project charters, assembling and managing budgets ($8mil+) , initiating and managing resources on project tasks and activities, providing status reports and project reviews to senior management. Projects focus on advancing test environment capabilities, establishing test data management governance, increasing the use of off-shore resources, and the consolidation of testing resources.

Project managed the activities and tasks associated with the development and integration of Web based Business Intelligence (BI) tools. Such BI tools include Business Objects, Advantage Suite and MicroStrategy used in the gathering, storing and analyzing of payment information, medical claims and patient eligibility data.Key Accomplishments:• Senior member leading the project management effort for the conversion of multiple legacy systems from the HIPAA 4010 to HIPAA 5010 standard in preparation for processing ICD-10 encoded Medicare claim data.

Project managed the activities, tasks and budgets ($5mil+) associated with the development or acquisition of information systems and services, including supporting hardware components, for the Maryland Transit Administration.Key Accomplishments:• Managed multiple concurrent projects that focused on increasing accuracy and consistency in dispatch services, the provisioning of Internet based regional trip planning products, and the improvement in the distribution of Automated Passenger Counting information for agency-wide dissemination.• Managed the contract terms and conditions governing service providers and vendors of information systems and technologies.

A Director’s position responsible for leading the development of IT strategies and initiatives critical to achieving corporate publishing, electronic distribution, and fulfillment goals. I re-organized the information services organization to strengthen quality of service, staff capabilities and the establishment of career paths. Controlled a $6 million operating budget and managed the daily operational activities of a 28-member team consisting of line managers, project managers, systems analyst, Java software engineers and UNIX system administrators. I mentored project managers in the use of new effort estimation techniques and Earned Value Management, and performed project management duties on a select set of critical projects.Key Accomplishments:• Managed the Security (defense and terrorism) domain, governing the merging of the security and energy product lines.

Managed an 8 member team composed of Java software engineers and UNIX system administrators in the design and development of Internet and non-Internet based applications. I performed requirements analysis, project planning and scheduling, resource allocation and risk analysis for multiple concurrent projects within the Electronic Services department.Key Accomplishments:• Developed and implemented a new set of disaster recovery guidelines to achieve production restoration within 2 hours, down from 24 hours.• Mentored project managers in new effort estimation and resource allocation techniques as applied within a portfolio of products.

Developed project plans, effort estimates, schedules, resource allocation, project monitoring and control for the fault resolution and product enhancement of standalone Java and Web based applications.Key Accomplishments:• Reduced software maintenance from 38% to 18% in a 9-month period, making 5000 hours/year of software engineering effort available for new product development.• Directed the development of software fault and product enhancement procedures/process to monitor and support the management of product updates.