Stuart Barnes Email & Phone Number

Built, from the ground up, a Program Planning & Control (PP&C) business unit to enable Draper to transition its role as the US Navy Strategic Systems Program’s (SSP) GN&C design agent to a new role as system integrator/ prime contractor responsible for managing the development and production of the MARK6 MOD1 inertial guidance system. • Established, implemented and maintained a set of business processes, procedures and tools enabling Program Mangers (PMs) and Control Account Managers (CAMs) to effectively manage the scope, schedule and cost for their respective programs/control accounts. The result of the implemented business rhythm has been the successful completion of major program milestones to include; PDR, CDR, first three test flights, as well as the delivery of initial production builds, on schedule and cost.• Established and implemented an ANSI/EIA-748 compliant Earned Value Management System (EVMS).• Oversaw $2.4B in planning, monitoring, and control across multiple development, R&D, and production contracts.• Conducted earned value reporting, analysis, and joint DCMA surveillance on 19 contracts totaling $1.4B.• Established and presented program health metrics to senior management at monthly internal Draper financial reviews and customer program reviews.• Established and conducted training on project planning and earned value management.• Trident planning processes and EV tools recognized by CMMI Level 3 SCAMPI appraiser as a company strength.• Successful completion of DCMA EV Center Progress Assistance Visit (PAV) audit in preparation for EVMS validation.• Trident Risk Process Manager responsible for chairing Risk Management Board (RMB) to review, assess and disposition program risks.• Selected as a member of Draper’s Enterprise Process Group (EPG) whose focus is on creating and implementing action plans for Organizational Process Improvements (OPIs) in order to drive process and product excellence.

Responsible for managing the NaviOne product development and customer implementation projects. NaviOne was a turnkey VISP solution that included; Subscriber and Revenue Management, Desktop Software, Internet Access, Messaging Services, and Customer Care components that were all thoroughly integrated for maximum performance. Specific responsibilities included:• Program management for development/implementation projects to include; generating project plans/project notebooks, conducting status meetings, ensuring adherence to department/company processes and overall interface between release engineering, quality assurance, engineering and customer care personnel.• Direct interface with customers to conduct needs analysis, generate statements of work, requirements specifications, and coordinate product implementations.• Managed the release of three (3) major core releases and seven (7) customer implementations that were all delivered on time and met or exceeded customer expectations. • Developed a process for the management of NaviOne product software defects to include: tracking, prioritization and assignment to software engineers.• Managed the Implementation Engineering team in the branding and incorporation of customer requested enhancements/features.• Act as engineering focal point with NaviOne product management for the development of the NaviOne product ‘roadmap’, as well as, scope out new product features and requirements.• Generate work procedures, work instructions, and processes for the NaviSys Quality Management System in preparation for a successful ISO9001 certification.• Interface with 3rd party vendors for coordination of product services.

Hanscom Afb

Provided technical/ management support to various US Air Force SPOs in the acquisition of command and control systems. Involved in complete system development lifecycle. Specific tasks included:Manager, USAF Mission Planning SPO Dec 1998 – Sep 2000• Managed a schedule to track the integration/release of 50 software modules being developed by multiple contractors in support of AFMSS, JMPS and FMS MSS.• Conducted weekly teleconference with customer, test agency, and engineering personnel to identify/resolve schedule/resource conflicts. Reduced operating expense by 45% while greatly increasing productivity by adding structure to teleconference and improving briefing materials. • Worked closely with contractor and customer representatives to coordinate project schedules; resulting in a 100% success rate in achieving Y2K implementation for 25+ platforms.Test Manager, USAF Mission Support System Jul 1992 – Dec 1998• Managed the test programs for multiple mission planning systems.• Evaluated contractor’s schedule and funding performance; saved the program $1M in claims by contractor, efforts resulted in selection as “Employee of the Quarter”.• Reduced test budget by minimizing duplication of testing between programs.Test Lead, Independent Test and Evaluation Team Feb 1988 – Jul 1992• Established and coordinated activities for an Independent Test and Evaluation team, consisting of 7 test engineers, supporting 13 C2 projects. • Worked closely with customer to identify project test requirements based on needs, funding, schedule, and available resources.• Team was selected as Electronic Systems Center’s (ESC’s) “Outstanding Test Organization”.DRC Task Lead Jul 1992 – Sep 2000In addition to supporting specific projects, acted as the DRC Task Lead for a team of up to 20 multi-disciplined personnel. Maintained a close working relationship with the customer to ensure all requirements were met in a timely manner.

Provide engineering support to Electronic Systems Command, Hanscom AFB (Joint STARS)

Conduct in-flight acceptance testing of all E2C aircraft avionics and provide flight test interface to engineering personnel for various developmental projects.

Naval Flight Office / Mission Commander assigned to VAW 124, Norfolk, Va (E2C Squadron); Assistant Professor of Naval Science at Norwich University

• Assistant Professor of Naval Science, Norwich University, VT• E2C aircraft Mission Commander, VAW 124, USS Nimitz (CVN 68)

Bsee

Msem, Engineering Management