Provided lead Project Control duties for a contract with the USDA Risk Management Agency (RMA). This contract is approximately $30M in labor and $3M in non-labor each year, including 15 Subcontractors providing staff augmentation services. Analyze contract Work Breakdown Structures (WBSs) and unique requirements to recommend project set up in the accounting system (currently CostPoint) that complies with corporate policies, business unit procedures and contract specifications.Build the project teams Estimate to Complete (ETC) according to scope and structure to comply with cost constraints of the contract and SOX 404 compliance policies as set by Corporate. Establish the baseline EAC. Monitor, report and revise Estimate at Complete (EAC) at each appropriate project level for internal and customer reporting. This includes at a minimum quarterly In Process Reviews (IPR) with Operations and bi-annual input into Annual Operating Plans, as well as providing figures for customer monthly and Ad Hoc reporting. Develop detail level cost reports weekly that provide current cost/hours to date, plan and EAC information, inclusive of not yet invoiced subcontractor labor, at each appropriate level of the WBS. Maintained the iSKTS tool for Subcontractor timekeeping. The necessity for weekly cost information required an accurate substitute for Subcontractor invoicing, naturally delayed by each vendors accounting cycle. Current year to date includes 70 Subcontract employees, 170 project numbers.Ensure compliance with internal EAC and reporting policy, requirements, directives, and deadlines. This project EAC is also the basis for corporate revenue recognition.Provide timely evaluation of potential issues, escalate as appropriate for resolution, work or track to completion. Data mine project cost information, analyze and present in meaningful way.Experience interfacing with business and technical counterparts.

Performed PC for a corporate wide IR&D program, Enterprise Private Cloud (EPC) for the Corporate Home Office (CHO) under the CTO. Facilitate knowledge sharing, create efficiency between organizations, and eliminate duplicate spending while productizing our developing services, capitalizing on disparate corporate capabilities in an emerging Cloud market.Coordinated all EPC CHO EACs, created program level baseline EAC and milestone schedule of touch points, and provided project reporting. The CTO required a lot of ad hoc reporting.Worked closely with EPC CHO PM and Chief Engineer on issues of funding, color of money (IR&D or G&A), intellectual property, and purchase requests. Performed the daily EAC, schedule maintenance, variance analysis, fiscal planning and reporting for the Tools and Testbed projects in addition to the CHO responsibilities. Selected to be the PC for the corporate data center move from LaJolla, CA to New Carrolton, TX, project name EPiC-CB. The move coupled an upgrade from legacy systems to a Cloud environment.Created a process for tracking the sizable capital investment related to EPiC-CB. Capital is a balance sheet process, hitting only a balance sheet account ID, not a project identifier. There is a several month lag from the time a PO is issued until the asset is received and tagged, so creating and maintaining a tracking system was vital to keeping the project on budget. We had a total of 40 capital buys and 75 expense buys between May 4th and year end. This was a fast moving, high visibility project.Provided input and presence for the weekly briefing to the CIO on EPiC-CB status. Briefing included technical issues and progress as well as cost status and projections. Acquire data from existing internal data sources, manipulate for clear reporting. Develop graphs, reports, and presentations of project results.Established and tracked this overhead EAC (Opex only) and took over the schedule (RLN) maintenance in MS Project.

Perform all PC duties, including Earned Value Methodologies (Implementing, Maintaining, Analyzing, and Reporting) for the USDS PHIS project, $23M Fixed Price Milestone contract.Provided CSSR, Variance Analysis (VARs) and CFSR reports in accordance with ANSI-748 EVMS requirement.Rebaselined MS Project, Oracle COBRA and EAC as each Prototype release generated new requirements definition.Maintained the EV Artifact library per SAIC corporate policy.Assist the project managers in developing the Basis of Estimates (BOEs) that are the justification for their project cost build up at each appropriate WBS level.Developed an EAC for each of the multiple Units of Accounting on the single contract for corporate policy compliance, as well as the overall project EAC contract management. Developed and maintained Work Authorization form and process for internally developed tool.Assisted in Risk Management Quantification and corporate reporting.

Requirements Analysis for Contract cost constraintsWork Breakdown Structures (WBSs) and WBS Dictionaries Basis of Estimates (BOEs) Estimates at Completion (EACs) (Bottoms Up and Statistical Calculations) Cost and Schedule Monitoring and ReportingRisk Management Quantification Corporate Reporting Early identification of potential issuesScheduling and Use of Resource Loaded Networks (RLNs) Work Authorizations Earned Value Methodologies (Implementing, Maintaining, Analyzing, and Reporting) Variance Analysis Reports (VARs)

Performed all Project Control for the $40M Time & Materials Award Fee UHF Follow-On contract supporting the Department of the Navy, comprised of multiple task orders, subcontractors, and multiple project managers.