SUMMARY:

• A leadership position offering opportunity with professional challenges and growth where my experience can contribute to the mission goals and objectives.
• Active Top - Secret Security Clearance, CISSP, PMP, and ITILv3 Certified, Program and Project Manager with over 20 years of experience managing information technology, health and welfare, and business process orientated projects.

PROFESSIONAL EXPERIENCE:

Confidential

Program Manager

Responsibilities:

• I am the Program Manager for the Application Cloud Readiness Assessment team whose mission is to assess existing applications, considering multi-Cloud Service Provider suitability, and recommend the Cloud Service Provider that is most suitable for the application, cloud Service Providers under consideration include Amazon Web Services, milCloud 2.0, and Azure. I manage a team of three Cloud Architects, one Systems Engineer, one Security Engineer, and a matrixed surge support team of five technical resources. To date, we have completed application assessments and migration strategy development for 12 applications. Applications assessed ranged in size from small (500 users) to Large (an average of 11 million hits per day).
• This contract was new and required development of tools and templates for the assessment activities and recommended migration strategies. The assessments include the discovery and documentation of each application’s current state and the development of the recommended migration strategy from the data center to the Cloud Service Provider. The deliverables include updated application documentation, migration risk heuristics matrix, migration strategy document, a high-level migration project schedule for the identified Cloud Service Provider, and an infrastructure Rough Order of Magnitude cost estimate for migration.
• Process improvement is a key focus point for the assessment process. The prioritization of process improvement resulted in a reduction of 35 business days to complete an application assessment; the first application assessment required 45 business days and the most recently completed application assessment required 10 business days to complete.

Confidential

Program Manager

Responsibilities:

• As the Program Manager over three teams, I provided management of the daily operations of 13 team members, provided weekly metrics reports, and planning for all team members.
• I filled three vacancies on the Active Directory Operations team which had been open for more than four months upon my arrival to the contract. I validated and revised the job descriptions, modifying the job descriptions to align with the Statement Of Work. I met with the customer representatives and identified the key requirements the customer had for each position and hired quality employees into each open position.
• I identified missing data points in the raw data used to generate the Active Directory Operations teams weekly metrics report. I escalated the issue to the team that generates the raw data resulting in a project to update the report data to ensure quality assurance of the data used to measure the team’s performance against established Service Level Agreements.

Confidential

Customer Support and ITSMO Team Lead

Responsibilities:

• As the Confidential (ONR) Architecture and Program Support team lead, I provided guidance to the Government customer in support of reestablishing the Infrastructure Technology Infrastructure Library (ITIL) processes and procedures. This support includes managing the development of Process and Procedure documents, creating new documents where none existed, and replacing the existing, poorly developed documents, covering the ITIL process areas and facilitation of Continuous Process Improvement for ONR.I identified the need to elaborate the configuration of the Remedy application to facilitate the customer service provided to ONR customers, including the planned implementation of the Remedy Service Request Management (SRM) module and the institutionalization of Remedy as the tool of record. The Remedy SRM module will replace a time intensive web interface for customer requests, reducing Asset Manager and web developer support requirements and integrating customer requests into the Remedy records management system. Implementation of the SRM module allows expedited report generation, Asset assignment to individuals, and a true one portal for customer service requests.
• I presented a monthly status briefing to the ONR Command Information Officer (CIO) providing status of the integration of the ITIL framework into the daily activities of the ONR Information Technology staff. The briefing covers work status of Process and Procedure document updates and Change Management reengineering activities.
• I have managed the remediation of poorly constructed project schedules at ONR by providing guidance and oversight to the Project Manager to ensure the schedules meet the ONR CIO standards and engaged the Government customer in conversations regarding implementation of Project Server for ONR to facilitate development of an Integrated Master Schedule.
• I was the direct manager of four employees, and fill in for the Program Manager as needed, overseeing 38 employees. I visited my team members daily to ensure they are working on their required activities and to provide assistance with any roadblocks they may encounter. The objective was to meet the clients’ goals, so ensuring my staff had the required information or tools to accomplish their work is a responsibility I took seriously.
• I have completed employee evaluations for the SuprTEK team, in conjunction with the evaluations I provided () recommendations and one of my employees was promoted from the Service Desk to the Cyber Security team.
• I have provided corrective counseling to employees. This was accomplished by documenting the issue was, consulting with Human Resources, meeting with the employee to explain the issue, and developing a plan to overcome the issue. In some cases, the employee is simply not the right fit for the position he or she is in, in those cases I have attempted to help the employee find a more appropriate position.
• As the Customer Support team lead for ONR, I provided Service Desk management for two service desks, one Legacy and one interfacing with the network provider, NMCI.

Technical Project Manager

Confidential

Responsibilities:

• Working with the Confidential to establish Configuration Management practices where none exists. Working to update and streamline the organizations Change Management activities, support to the development of process documentation and follow on procedure documentation.
• As a member of the Security Architecture Working Group (SAWG) I reviewed the ONR Cyber Security Managers (IAM) Security Gap Analysis of the ONR network and the McAfee Engagement Summary Report. I correlated the McAfee Engagement Summary Report findings with the Security Gap Analysis produced by the ONR IAM, into one comprehensive report. I facilitated the SAWG meetings where recommendations to close the identified gaps were determined, documented the recommendations and in the final ONR Gap Analysis Report, delivered to the ONR Chief Information Officer (CIO).
• As a member of the ONR (SAWG) I used the correlated McAfee Engagement Summary Report findings and the Security Gap Analysis report to develop the ONR GAP Analysis remediation project schedule which totaled 1,521 lines. This schedule included short and long term solutions to close the security gaps (i.e. short: clean up firewall rules, long: implement Data Loss Prevention). The schedule divided the gaps into three major groups, Cyber Security, Engineering, and Project Management Office. Each group had a Government Lead who was responsible for executing the required activities to close the gaps assigned to their area. I developed a project schedule and workflow template for this activity as it is expected to occur again next year.
• Wrote the Configuration Management Policy for ONR Business Division Information Technology Department. This policy document did not exist prior to my writing of the Configuration Management Policy. This document is a requirement for the Navy Process Capability Assessment Tool (PCAT), which is the Navy version of Capability Maturity Model Integration (CMMI).

Confidential

Senior Technical Project Manager

Responsibilities:

• Provided technical project management in support of the migration of the Joint Staff Organization into the JITSP-P resource domain. Managed two IPTs, Server services and Active Directory/Domain Named Services. Worked with the two teams to document pre migration tasks and ensuring the engineering team had what they needed to execute the pre migration tasks. This support included coordination of on demand Firewall implementation support from a sister Agency and coordination of Terminal server builds on the Joint Staff network, and ensuring the required permissions were assigned, allowing the JITSP-P engineers to execute network discovery, a key factor in the JSP engineering teams on schedule readiness for the Joint Service Server migration.
• Corrected the Project Schedule for Server and AD/DNS activities, developed an Implementation plan for use by the four other IPTs, and located historical application migration survey document and provided to the Applications IPT PM. Coordin0061ted the accelerated Administrative Account creation for 15 Joint Staff Systems administrators, reducing the time from request to Token delivery from 10 days to two. Coordinated data collection and consolidation of services matrix offering of the JITSP-P organization for the Joint Staff team to review and identify service gaps.

Confidential

Senior Technical Project Manager

Responsibilities:

• Managed Engineering Projects for the Enterprise Infrastructure Technology Division of the Joint Service - Pentagon. Managed and coordinated subject matter experts for a portfolio of projects and development efforts within the OSD network. Provided deliverables and executive reporting to include the scheduling, status, briefings, financial and execute implementation of Enterprise Architecture programs to meet milestone objectives. Developed and managed project schedules with MS Project 2010.Routinely documented new requirements, design, development plans, and produced operational procedures for large, complicated infrastructure projects, employing both physical and virtual machine infrastructure. Regularly communicated the level of effort required to complete project tasks and task scheduling. Provided executive level communication with regard to the level of effort required to complete project tasks and task scheduling. Communicated project and program status with the OSD Project Management Office, internal OSD customers, and other relevant stakeholders. Managed the transfer and hand off of completed engineering projects to the OSD Operations and Maintenance team employing the ITIL v3 Service Design Life Cycle and PMI Project Management methodologies and frameworks. Demonstrated a consistent ability to navigate complex environments and deliver timely results for customers.
• Executed the workstation Life Cycle Refresh and associated infrastructure upgrades for another network with 1000+ users while simultaneously planning the shutdown of a legacy network to include the migration of approximately 50 critical applications to the OSD network.
• Maintained a portfolio of approximately 10 projects with a collective value of $1,494,301, which required matrix resource load of 30 Systems Engineers.
• Facilitated the and Accreditation package process from start to finish. The and Accreditation facilitation included ensuring mitigation of Cyber Security Vulnerability Alerts (IAVA), implementation of required Security Technical Implementation Guides (STIG), Enterprise Mission Assurance Support Service (eMASS) entries, Authorization to Operate (ATO) approval, and facilitated Plan of Action and Milestones (POAM) development as required.

Confidential

BlackBerry Team Lead

Responsibilities:

• Federal Bureau of Investigation. Managed planning, scheduling for teams of BlackBerry Engineers during the nationwide deployment of 3000+ BlackBerry s to the FBI Agent population. Equipment deployments overlapped and required coordination of equipment procurement, account creation, coordination of onsite to local Information Technology offices and creation and distribution of user guides for both the Information Technology personnel and the BlackBerry user community.

Confidential

Communications Noncommissioned Officer

Responsibilities:

• Larissa, Greece. Transformed a failing NATO Video Teleconference Center implementation into a successful VTC center that provided VTC interconnectivity between the Joint Command South Central command in Greece and the Allied Joint Force Command Headquarters in Naples, Italy. Established documentation and provided VTC operation, maintenance, and troubleshooting to soldiers in preparation for deployment to Bosnia.
• The result of this data analysis was the reduction of staff by four full time employees and elimination of on-site support overnight (12 hours overnight) with no impact to the Data Center uptime.