OVERVIEW: Manager of 14 Project Managers and Release Managers for the $400M / 10 year HCQIS Program. Provides daily guidance on project scope, work definition, adherence to schedule, contract deliverables, customer relations, best practices for project management while also serving as a Project Lead on the mission critical HCQIS Enterprise Redesign program. As the Project lead for the HCQIS Enterprise Redesign Project: Leads a multifunctional team of subject matter experts to establish a hosting environment that introduces enhanced standardization while providing needed development, test, and production platforms for the Lines of Business under CMS.

OVERVIEW: Worked on several different areas of program management including: purchase requisitions for subcontractors, annual budgets for functional areas, risk management, project control directives, managing financial metrics, monthly Health Check reports. Worked as deputy to support Biometric Software Integration Lab (SIL) Director.Worked as lead and collaborator for Intellectual Property Management Framework (IPMF) compliance paperwork and continued reporting to the Investment Committee. *Subcontracting – Created purchase requisitions in Purchase Requisition System (PRS) for more than $500,000.00 of subcontract labor and equipment purchases. Communicated daily with invoice preparers via phone and e-mail to ensure on-time payment. * Finance – Created and maintained financial model called the IPMF Five Year Financial Forecast that provides a revenue forecast, investment request, return on investment and amortization calculation. The amortization calculation supports the International Accounting Standard (IAS) 38 that addresses Intangible Assets such as Intellectual Property. Provided cost estimate data and background information to the Engagement Assessment Service (EAS) Estimation Centre for Second Estimate calculations for our annual IPMF requests.*Program Office – Supported Biometric SIL Director with budget planning and execution for a approximately $8 million of internal investment funding, prepared the monthly status report called Health Check in support of the Monthly Engagement Health Reporting Framework (MEHRF).*Proposal Support – Supported two major proposals (greater than $40 million estimated value) as the author of the integrated master schedule.

OVERVIEW: Coordinated inputs to GCSS-J Integrated Master Schedule (IMS) with government customer and developed two comprehensive internal engineering schedules for two software releases.*Reviewed and verified existing IMS for accuracy, provided advice and tips for MS Project 2003 for government counterpart, incorporated 84 contract deliverables and all release documentation into engineering schedules.

OVERVIEW: Worked several different areas of program management including: purchase requisitions for subcontractors, managing Inter-Work Transfer Agreements (IWTA), annual budgets for functional areas, risk management, program control directives, performance metrics, invoice processing, weekly financial metrics, monthly status reports, bi-monthly program management status report (CDRL), and semi-annual small business report, as well as CDRL delivery for focus programs. *Subcontracting – Created purchase requisitions in SAP for over 2 dozen purchase orders for more than a dozen active subcontractors, processed monthly invoices in TeamTrack and tracked payment status in SAP. Collected monthly report data from more than a dozen base task subcontractors and consolidated metrics in monthly status report. Communicated daily with invoice preparers via phone and e-mail to ensure on-time payment. Created, funded and oversaw IWTAs with other Lockheed Martin lines of business via e-IWTA system* Finance – Created financial report called Quicklook that combined invoice data by purchase order line item with internal work packages to have one single place for financial data for daily insight into money spent on SWFTS program. Manages multiple CLINs and SLINs each for a total of more than 30 different types of money (color, period of performance) from multiple program offices under Program Executive Officer for Submarines. *Program Office – Supported Deputy Program Manager with budget planning and execution for current and future years, created Program Management Plan, prepared program for successful internal audit, prepared subcontractor small business report semi-annually (SF294), developed cost proposal for hardware purchase, created Risk Management Process and Risk Management Board for SWFTS, represent focus programs for budget, CDRL delivery and contract requirements in customer meetings.

OVERVIEW: Oversaw the development and maintenance of quality assurance processes and procedures. Provided status, metrics and support to external Government Customer.* Reviewed and revised more than a dozen documents for Business Process Reengineering effort. Captured undocumented business processes, created structure for new policies and pursued streamlining methods using IT tools, modifications in roles and responsibilities and prioritized which tasks would provide greatest satisfaction to the customer.

10/13/2006-12/4/2006LOCKHEED MARTIN SYSTEMS ENGINEER STAFF FBI Sentinel Program, Herndon, VA OVERVIEW: Maintained Integrated Master Schedule, analyzed program performance and proactively communicated risks and concerns to program management.* Maintained two separate Integrated Master Schedules in MS Project 2003. Performed nightly checks on both schedules to ensure quality and worked with Master Planner to develop configuration management and data archiving solution to prevent corruption of the IMS.10/01/2005-10/12/2006LOCKHEED MARTIN SYSTEMS ENGINEER STAFF Army Knowledge Online Enterprise System (AKO-ES) Manassas, VA OVERVIEW: Supported contract post-award, pre-task order efforts such as updating cost estimates, providing timelines and schedules.* Built two, individual, five-level deep Integrated Master Schedules (to reflect our two technical solutions) that including more than 1,600 tasks for each IMS over the course of three weeks. 02/15/2005-10/01/2005LOCKHEED MARTIN SYSTEMS ENGINEER STAFF Joint Tactical Radio System (JTRS) Airborne and Maritime/Fixed Station (AMF) Manassas, VA OVERVIEW: Ensured the logical and systematic conversion of the customer's operational requirements into total systems solutions that acknowledge technical, schedule and cost constraints. * Supported translation of operational requirements from System Specification Document down to the specific and detailed requirements used in the Software Requirements Specification, the AMF JTRS Form Factor Subsystem Specification through document inspection, DOORs database work, or maintaining several complex spreadsheet and DOORs exports of information.

(2001 - 2004) Managed geographically separated office under the Air Force Logistics Enterprise Requirements Analysis program on the Agile Combat Support project under HQ ESC/IL and later under AFC2ISR Center working with the Air Operations Center. (2000 - 2001) Managed software development spirals in a $33 million dollar government program supporting the personnel security investigations for the Defense Security Service in Linthicum, Maryland. (1998 - 2000) Authored Year 2000 contingency plan for Mountain Home AFB. Plan ensured the entire base was capable of deploying anywhere in the world within 72 hours of notification. I received a Letter of Commendation from the highest ranking civilian and military members of the Air Force in 2000 for Y2K Program Management efforts.33SX - COMMUNICATIONS & INFORMATION - Duties and Responsibilities: Operates and administers networks. Plans, engineers, installs, and maintains capability to collect, process, disseminate, and use information. Assures timeliness, accuracy, reliability, non-reputability, verifiability, and security of information. Responsible for systems and communications architectures supporting operational needs. Translates system operational concepts, requirements, architectures, and designs into detailed engineering specifications and criteria. Plans and organizes comm and info acquisition life cycle management activities. Manages cost, schedules, performance, and support of procurement programs. Directs information life cycle management. Applies data administration concepts for efficient and economical use of accurate, timely, and sharable information. Analyzes mission requirements. Uses business process reengineering methodologies.