Experience

• 

  Iit research institute

  Jan 1979 - Jan 1996

  Project manager/engineer

  • Project Manager (MS Project Tracking, Budgeting & Scheduling), RF/Electromagnetic Engineer & Software Engineer for the following Federal Government projects.• National Security Agency (NSA) SINCGARS/RBECS Software Development Project• U.S. Army National Training Center (NTC) Support Project• Capability Maturity Model (CMM) Integration Project• USAF Joint Tactical Information Distribution System (JTIDS) Project• White House Communications Agency Support Program • Air Force Satellite Control Network (AFSCN) EMC Support Project• Defense Nuclear Agency (DNA) Position Location And Communications Effects Simulation (PLACES) Project• Multiple U.S. Air Force Projectso F-22 Emitter Operating Ruleset Development (SA-6/SA-11 radar-guided missile analysis).o B-1B Defensive System Upgrade Program (DSUP) Support.o F-16 Improved Data Modem (IDM) Analysis.o System Certification Electronic-Warfare EMC Analysis Show less

• 

  Alion science and technology

  Jan 1979 - Jan 1996

  Project manager/engineer

  Successor to IITRI above

• 

  Trandes corporation

  Sept 1996 - Apr 1998

  Program manager

  Program Manager of systems integration program for Federal Government and Commercial clients. Responsible for Project Management tasking, tracking and scheduling of project hardware and software efforts using Microsoft Project.Project: Remote Assets Management System (RAMS) Product• Action: Managed a staff of 22 IT personnel in the design, development and documentation of RAMSTM – a remote device management and monitoring system. Responsible for DELPHI language GUI software development, sales, contract negotiation, procurement, budgeting, marketing, staffing, technical training and risk management relative to potential client accounts. Primary contact for both internal and external clients.• Result: Development/installation of remote monitoring system at the U.S. Navy Pacific Missile Range Facility (PMRF), budgeted at over $2.0 million dollars. Also resulted in the development and sale of the commercial version of the product to the U.S. Naval AEGIS Training Center for remote control/monitoring of network routers and switches, allowing for remote network configuration changes, programmed at $650K. Show less

• 

  Alltel information systems

  May 1998 - Sept 2001

  Senior program manager

  Managed custom development for Advanced Commercial Banking System (ACBS), an integrated family of commercial lending solutions licensed by more than 50 leading financial institutions.• Hired personnel/managed multiple teams of up to 32 software Sales, Development, QA and Banking Consultant professionals in the sale and customization of ACBS for client banks. Developed, tracked and controlled project budgets via MS Project and review of client invoices using Crystal Reports.• Served as PMO Process Engineer for overall corporate Business Process Improvement initiatives.• Developed and published PMO required corporate standards for Change Management, Client Emergency Contact Procedures and documents associated with adoption of CMM processes and procedures. Process improvements reduced Time-to-Market by over 50%, resulting in lowered production costs and increased client satisfaction, as well as greater retention of valued staff.• Managed full life-cycle custom software implementations for the following commercial banks (major projects detailed below).ABN Amro (Amsterdam)Bank of America (BOA)Bank of TokyoBarclays (London)Chase Manhattan Bank (New York)CIBC (Toronto/London)FujiBank (New York)JP Morgan (New York)Natwest Markets (London)NM Rothschild (London)State StreetTwin Cities Financial (TCF Minneapolis) Show less

• 

  Fidelity national information services (fis)

  May 1998 - Sept 2001

  Senior program manager

  Successor to ALLTEL Information Systems above

• 

  Government marketing group (gmg), inc.

  Oct 2001 - Apr 2003

  Director of program management & it operations

  Director for national product sales & services organization with annual sales in excess of $300 million dollars. • Directly supervised 8 key-staff Program Managers of Business Development, Sales, Production, Logistics, Client Services, Contract Management, Accounting & Finance and Human Resources.• Managed project selection/prioritization and financial plan using ROI & Cost-Benefit Analyses.• Measured project performance using EVMS• Managed customer, sponsor and sales/service staff relationships Project: Government Sales Enhancement Program • Action: Directly managed the $300 million-dollars per year sales activities of 6 Regional Sales Managers and 18 Sales Representatives covering the United States, Europe and Asia. Established marketing goals/critical milestones and directed IT and Architecture/Engineering (A/E) activities through use of MS Project charts and reports. Identified, prioritized, and directed new-product marketing strategies, adoption of appropriate technologies and project management methodologies.• Result: Generated record annual sales in 70-year history of U.S. Department of Justice (DOJ) technical product and services program we marketed. Project: IT Process Improvement Program • Action: Directly managed staff of 6 IT personnel and their interactions with business and sales personnel. Directed the deployment of and defined business requirements for IT initiatives (including SAP integration, Web-Based Relational DBMS and T-1 telecommunications upgrade). Defined, documented and managed implementation of Business Goal-Driven Project Management and IT process improvements. The annual budget for this part of our IT program was $500K. • Result: Integrated GMG activities with DOJ Enterprise Resource Planning (ERP) System; created paperless status reporting system that allowed for ad hoc forecasts and reports generated by both GMG/sponsor personnel worldwide; installed T-1 line to improve data speed by 2600%. Show less

• 

  Redistaff consulting group

  Jun 2003 - Jan 2005

  Senior technical consultant

  Responsible for contract and direct-hire recruiting for the IT industry: Interviewed and screened applicants to determine skill sets/experience to assess placement opportunities and candidate suitability, including background screening and skills verification.

• 

  Usaa

  Feb 2005 - Apr 2005

  Senior technical project manager

  Responsible for managing multiple enterprise-wide projects from concept definition to contract closeout, including the following:Project: IBM DB2 Database Upgrade Project • Managed 14 Database Analysts/IT Architects as well as 15 DBAs in 13 separate operations departments to upgrade DB2 from V7.1 to V8.1 enterprise-wide, budgeted at $1.1 million. The effect of the installation was transparent to 15,000 employees dependent on the upgrade. Additional storage space and functionality was an added benefit.Project: Knowledge Management System (KMS) for Help Desk Project • Managed 15 team-members (Development, QA, Procurement and Business Consultant personnel) in the Test & Installation of the COTS KMS system, programmed to exceed $300K. The system reduced help-desk search engines from five repositories to a single/master one for answers to questions from members. Show less

• 

  Innovasystems international

  Oct 2005 - Jun 2010

  Senior process engineer & project manager

  • Primary responsibility for Integrated Project Management and Business Process Improvement processes for 18 software development projects, including Personnel Accounting and Assessment System (PAAS).• Established and led deployment of formal Strategic Project Management Office (PMO), including charter, configuration control board, staffing and integration.• Maintained PMO Best Practices database and formal metrics program, including causal analysis and statistical process control.• Managed Process Improvement Teams of 4 to 18 project managers and software engineers in support of CMMI Level 3 compliance in an Agile SCRUM methodology environment.• Participated in formal Software Engineering Institute (SEI) CMMI SCAMPI B appraisal teams for both Level 2 and Level 3 certification. Show less

• 

  Indus technology, inc.

  Oct 2010 - Jul 2020

  Senior program analyst and tech writer

  • Technical documentation and engineering analysis for Naval Information Warfare Center (NIWC) Pacific PMW 790• Published articles on metrics, PMO and Agile in Crosstalk Magazine, The Journal of Defense Software Engineering.• Responsible for research/documentation of Lab-as-a-Service (LaaS) program, allowing users to remotely perform experiments and laboratory tasks via Cloud or the Internet• Published Naval Information Warfare Center Pacific Agile Project Management Reference Manual, describing acquisitions, teaming, estimation, requirements, stakeholder involvement, training, oversight, documentation and progress reporting in various Agile environments (i.e., Scrum, XP, etc.)• Responsible for gap analyses and Business Process Improvement (BPI) for Project Planning, Management & Control, Integrated Project Management, Configuration Management, Decision Analysis & Resolution, Measurement & Analysis, Requirements Management & Development, Peer Review, Product Integration, Technical Solutions, Verification & Validation, Product & Process Quality Assurance, Risk Management and standardization of practices across constituencies through maintenance of the SSC PAC Organizational Set of Standard Processes (OSSP) database.• Drafted Systems/Software Engineering Management (SEM) Guide and other documents providing guidance for Communication & Networking Systems, Test & Evaluation, C4ISR, Systems Engineering, Research & Development and Science & Technology Innovations.• Completed, documented and formally presented gap analyses and metric reports for 41 Agile projects, leveraging best practices with recommendations for improvement.• Member multiple formal SCAMPI ML3 assessments for both Development and Services.• Awarded CMMI Level 3-Dev certification in August 2012 by Software Engineering Institute (SEI). Show less

• 

  Project engineering systems

  Jul 2020 - now

  Senior project manager

  • Responsible for gap analyses and Business Process Improvement (BPI) for Project Planning, Management & Control, Integrated Project Management, Configuration Management, Decision Analysis & Resolution, Measurement & Analysis, Requirements Management & Development, Peer Review, Product Integration, Technical Solutions, Verification & Validation, Product & Process Quality Assurance, Risk Management and standardization of practices across constituencies