ROBERT NAGLE

Cell: 443-***-****

Email: acui6a@r.postjobfree.com

Mr. Nagle is the Vice President of Program Operations and the Program Operations Division Manager. Mr. Nagle is a seasoned project and program management professional with expertise in information technology consulting services which include strategic planning and deployment, business process optimization, program management office, acquisition management, systems development, operations management and information technology expertise. Mr. Nagle is an innovative problem-solver and decision-maker. Areas of expertise include:

EXPERTISE

Acquisition Strategies and Management

Budget/Financial/Cost Management

Business Case development

Business Process Reengineering (BPR)

Capital Planning and Investment Control

Change Management

Client Relationship Management (CRM)

Communications Management

Demand Management

Earned Value Management (EVM)

Executive level communications

Federal Government IT Acquisition Management

Financial Management

Issue Management

Release and Deployment Management

Life Cycle Cost (LCCE) Estimations

Operations Management

Organizational Change Management (OCM)

Performance Measures

Performance Metrics

Project and Program Management

IT Governance

Project plans and Integrated Master Schedules (IMS)

Resource Management

Return on Investment (ROI)

Risk Management

Schedule Management

Scope Management

Systems Development Life Cycle

Stakeholder Management

Strategic Planning

Time Management

Total Cost of Ownership (TCO)

Software Release and Version Control

Work Breakdown Structures (WBS)

EXPERIENCE:

02/2014 – Present; Vice President, Program Operations, GCC Technologies, LLC, Oakland, MD

Mr. Nagle provides senior management support to several Federal Government support contracts. Mr. Nagle manages multiple concurrent contracts. Mr. Nagle provides project management oversight ensuring project contract leads have proper direction and guidance. He ensures adherence to contract scope, maintaining contract relationships and assisting with the development of work breakdown structures (WBS) and project schedules. He oversees and develops resource-loaded schedules, formulates work plans, manages and controls risk, oversees task orders (TOs), manages contract funding and resources, and serves as point of contact for several contract efforts. He oversees the acquisition support contracts for the government’s acquisition of systems integrators, system operations and maintenance services for programs. Mr. Nagle establishes roles and responsibilities and provides performance monitoring, mentoring and training of program management staff. He also supports business development efforts. Mr. Nagle has direct interface with senior government staff and corporate C-Level corporate staff. He provides communication briefings on the status of contracts, monthly progress reporting, performance measures, mitigates contract risks, resolves issues and addresses resource issues. Responsibilities include:

Leads Cross-Functional Teams / Processes: Schedules, Work Breakdown Structures, Finance, and Subcontractors

Organizes matrixed resources to support multiple tasks simultaneously and manages the execution of those tasks across corporate resources and sub-contractor teams

Provides oral and written communications on status and issues with all contract Team Leads, Task Leads, Project Managers, and Deputy Project Managers.

Anticipates issues or problems; works to mitigate or negate the anticipated effects of the problems.

Manages day-to-day tasks of multiple projects, ensures projects have detailed plans and staffing is allocated efficiently, defines and monitors metrics to ensure projects are on track.

Coordinates with Program Management and Director of Quality Assurance on the project assuring effective internal as well as external quality assessments, reporting and tracking, and other activities.

Ensures events and meetings are accurately documented and recorded, and resulting action items are assigned and tracked to completion.

Ensures Statement of Work responsibilities and deliverables are delivered on time and according to specifications and requirements. Assists PMs with schedule and technical performance of projects and provides expertise regarding project documentation requirements; monitors adherence to project plans and schedules' performance.

Supports direct reports by participating and leading in client and prospect meetings within the Public Sector, Federal

Provides ongoing development of project teams including identifying recruiting, hiring and training new

Coaching and mentoring direct reports regarding strategies to drive closure.

Reports on project/contract activities and forecast to senior management.

Monitors the activity of the team, and tracks the results.

Establishes corporate project management processes and procedures,

Establishes Project Management SharePoint repository of all processes, procedures and templates.

Directs, establishes, implements, and manages contract technical and deliverable requirements (government and non-government) plans and timelines to inform staff in\ achieving project/corporate goals. Determine activities and resources required to meet client scope and business objectives at an appropriate level of quality for the specific requirement.

Directs, establishes and implements all contract milestones, schedules and timelines; resources required to execute; preparing budgets; identifying areas where subcontractors are required, reviewing proposals and selecting optimal subcontractors for the project; determining potential areas of difficulties and preparing back-up strategies and subcontractors.

Responsible for the tracking and use of financial resources for the various project team members. This includes invoice tracking, forecasting revenue recognition, meeting corporate financial objectives in support of Finance reporting to Executive Management.

Develops consistent practices across reporting of all business unit objectives amongst project management responsibilities.

Directs and carries out project plans as defined by the scope and activities under each contract

Evaluates overall project performance on a regular basis; developing appropriate departmental capabilities to perform responsibilities

Manage subcontractors and oversees in-house contract functions

Uses SharePoint database with shared access by stakeholders to store all information regarding the deliverables

Communicates all project issues/needs to all levels of the organization including Executives, Senior Staff and Department Heads ensuring that all objectives, requirements and deliverables are met

Evaluates decision points for on-going project/contracts in order to ensure that contracts and relevant corporate objectives are on the desired path and are executed of appropriate quality, within budget and on time

Ensures that project priorities and decisions are communicated, are consistent within project management to support the overall corporate objectives.

Participates in business development pursuing new opportunities and organic growth

Oversees all contract operations and reviews quarterly performance with all customers

Develop resource plan, develops position descriptions, interviews candidates and hire appropriate personnel

Allocates resources and makes work assignments

Maintains an understanding of all projects ensuring that all goals, objectives, requirements and deliverables are completed on time and within budget

Spearheads strategies as a result of on-going continuous process improvements

Oversee cost containment programs that design more efficient ways to schedule and execute project and program portfolios

Evaluates the use of alternative procedures to improve efficiency and reduce costs

Develops and analyzes project accounting forecasts and manage revenue - profit/loss evaluations for contracts and projects

11/2010 – 01/2014; Vice President, Simtec Global, LLC, Arlington, VA

Mr. Nagle led Simtec’s efforts as a subcontractor to History Associates Inc. (HAI) supporting the development of a DOD-IT compliant SQL ‘hardened’ database for the National Military Medical Museum located at Walter Reed Medical Center in Bethesda, MD. Additionally, Mr. Nagle provided the management of the technical solution for the asset cataloging. The museum assets were in four disparate locations that could not be networked and therefore Mr. Nagle was responsible for the implementation of 4 standalone networks of the asset tracking system and ensuring that the data from these disparate locations were synchronized. Each network was independently located at each required museum site. The standalone network utilized wireless communications linking bar code scanners and laptop computers that were required for the data entry of the assets. Bar code scanners would be synchronized with the asset tracking system and the information uploaded transferring data to the independent SQL database at each of the three sites. Each instance of the database was loaded onto a ‘hardened’ portable hard drive and transported to and synchronized with the entire asset tracking data. The updated database would be loaded back onto the portable hard drive and then loaded onto each site’s server and the process would begin again. The implantation required a phased roll out of each asset tracking system as each location became available. Mr. Nagle developed a move plan for each museum location. During this effort, Mr. Nagle provided status updates to HAI and interfaced directly with senior level staff as well as providing oversight to the Simtec staff. Mr. Nagle provided invoicing, profit and loss calculations, and all hiring.

04/2013 – 08/2013; Senior Project Manager, VisionIT, Detroit, MI

Provide senior project management for Freddie Mac located in Tysons Corner, VA. Provide PM oversight for the Single Family Legacy Remediation/Infrastructure Stability Program Office. Work directly with the Single Family Servicing Director providing acquisition and solicitation planning and execution support for the IT Infrastructure Projects from start (developing the business case) to finish (project close-out). Oversee a Freddie Mac matrix team to achieve project objectives and establishing project requirements. Provide quantitative, analytic, and project management skills such as source selection evaluations, budget analysis, schedule analysis and other performance measures. Manage seamless integration of complex infrastructure (storage, network, server, data center) implementation of remediated applications throughout their development, operations and maintenance lifecycle. Manage the acquisition, source selection, scope, performance, schedule, budget, quality, risks and issues, impact on the remediated legacy applications from an unsupported to a supported architecture. Coordinates communication between Freddie Mac organizations such as Freddie Mac’s Architecture, Freddie Mac’s IT Factory, Freddie Mac’s Multi-Family, Freddie Mac’s Single Family Selling, Freddie Mac’s Single Family Servicing, Freddie Mac’s Procurement and Freddie Mac’s Vendor Resource Management and all of the interested vendors. Engaged senior level communications providing status briefings, performance metrics analysis, staging tool demonstrations and documentation such as program management plan, communications plan, risk management plan, etc, etc. Developed the Freddie Mac Request for Proposal (RFP) of legacy unsupported applications to be modernized to a supported architecture; communicated with and coordinated the subject matter experts (SMEs) for requirements analysis and collection; enlisted SMEs to provide demonstrations of the legacy applications to the interested vendors; established the source selection team; developed the evaluation criteria; reviewed and scored submitted proposals; consolidated scoring of source selection evaluations; and, wrote the evaluation report for Procurement to justify the award of the contract.

Management and planning of all efforts associated with the project including: systems development and management of work plans, define and deliver individual project deliverables as a part of the overall program deliverables, manage the expectations of all stakeholders, organize and address emerging project requirements, manage project relationships and integrations, manage more than one project team in delivery of commitments.

Managed scope of work to be delivered through effective expectations setting, communications, change management control, budget control and management, and overall business understanding of the project needs.

Provided project management development of the following: project plan, scope management, budget management, resource management, time management (activities, scheduling and task planning), communications, risk, procurement, testing, user training, program / project delivery, transition, maintenance and support management.

Developed reports of the project progress; identified risks and issues; and provided weekly status reports.

Communicated effectively in both verbal (e.g. day-to-day discussions, team meetings) and written (status reports, change requests) form, as well as provided clear and concise communications.

Communicated key messages for projects by understanding communication requirements of the various key stakeholders, providing outcome-based, crisp and actionable communication, escalating critical issues and risks promptly, provided regular communication on accomplishments and initiatives (scope, schedule & budget), coordinated SME application support, established risk management, defined key next steps.

Identified, assessed, analyzed and established mitigation strategies for project risks/issues associated with each project and systematically managed and reported on project risks/issues.

Ensured technical solutions complied with all infrastructure requirements such as information security, performance, maintainability, scalability, and extensibility.

Ensured use of sound business practices replacing old processes with newer ones where feasible, and provided feedback for process improvement realizing process efficiencies.

Accomplished win-win results; effectively navigated through Freddie Mac organization, key stakeholders, procedures, processes and ensured goals were achieved.

05/2012 – 01/2013; Senior Program Manager, Acentia, Falls Church, VA

Contract Account Manager for the National Archives and Records Administration and Securities Exchange Commission. As the program manager, I provided expertise for the program management section of the proposal development and production support that included color team reviews, word processing, graphics, formatting, styles, version control, editing, proofing, and final product to client. I developed the work breakdown structures and schedule for the proposed work including providing a resource loaded network and the basis of estimate (BOE). Developed the performance measures that would provide insight to the contract performance, input to the contract dashboard, compliance to the stated standards and established the roles and responsibilities for the project team.

5/2009 – 8/2009: Senior Program Manager, Raytheon, Riverdale, MD

Supported the OCIO of Department of Energy for the National Nuclear Security Administration. Provided oversight and management of the various IDIQ tasks with over 100 FTEs servicing the various parts of NNSA OCIO such as systems development, modernizations, enhancements, operations and maintenance, service level agreements, data center operations, service desk, program management office, budget and finance, earned value, quality assurance, program management, laboratory support, resource management, etc..

11/2007 – 5/2009 and 8/2009 to 3/2012; Director of Business Transformation/Sr. Program Manager, Torres Advanced Enterprise Solutions, Arlington, VA

Contract Account Manager supporting the United States Department of Agriculture (USDA) Farm Service Agency (FSA) Modernization and Innovate Department of Agriculture Systems (MIDAS) commitment to modernize a failing and archaic legacy. Lead a team that established new business processes identifying over 300 quick win projects that realized over $20M in cost savings eliminating bottlenecks, eliminating waste, reducing wait time, and creating new streamlined business processes.

Spearheaded the establishment of the MIDAS Program Management Office providing governance and oversight to the MIDAS program.

Developed the MIDAS Program Office Vision, Mission Statement, Strategic Plan and Strategic Goals

Provided contract governance and performance analysis for all support contracts for the MIDAS program

Established the acquisition strategy, acquisition plan, source selection plan and participated in source selection as a part of the evaluation team providing analysis of proposal submission materials

Established contractor communications attending status meetings and in progress reviews (IPRs).

Evaluated all contract deliverables providing analysis and making recommendations to the government for acceptance or rejection

Evaluated all contract performance metrics and identifies poor performances that need to be mitigated

Provided continuous risk management for the integrated team developing the MIDAS program

Created Program Management Plan, Program Plans, Work Breakdown Structures, Schedules, Organizational Change Management Plans, Risk Management Plans, Requirements Management Plans, Communications Plans, Configuration Management Plans

Developed all request for quotes, data item descriptions, attended negotiations, and supported successful source selection efforts

Established the Program Management Information System (PMIS) using SharePoint

Evaluated compliance to process and procedure for best practices and standards such as CMMI, FAR, PMBOK, ITIL, ASAP, Lean Six Sigma, EVM ANSI 748, COBIT and others.

Developed enterprise level program systems development and program management governance for the MIDAS Program

Developed and briefed key messages for the Industry Day panel consisting of several senior executives (SESs), CIO and CFO from USDA

Applied Lean Six Sigma methodologies, tools and conducted site visits throughout the US with State and County Office and producers eliciting business process information capturing As Is process models, pain pointes, bottlenecks, and value stream maps

Identified business activities and manual workflows inefficiencies and developed recommendations for streamlining business processes

Documented the functional business requirements and developed “To-Be” business process scenarios

Provided subject matter expertise for systems integration efforts and development of the systems development roadmap

Established the earned value management plan and standard operating procedures and oversaw Integrated Baseline Reviews

Established and oversaw all the earned value reporting from all contractors supporting the systems integration

Established all contractual EV thresholds and performance indices reporting using the Contract Performance Reports Formats 1 through 5

Provide for complete budget analysis of all contracts supporting the MIDAS program, establishing program roll-up information, American Recovery and Reinvestment Act (ARRA) reporting, and provided monthly updates to the OCIO Dashboard.

Provided understanding of new technologies, business issues, bills, policies, standards and procedures

Developed work breakdown structures, ensuring accurate estimations, evaluated all resource loaded schedules, evaluated task durations of activities and the establishment of program baselines

Communicated with Contracting Officers (COs), Contracting Officer’s Technical Representative (COTRs), Department Heads and Senior Executives (SESs).

Oversaw Capital Planning and Investment Control (CPIC) and Business Case development

5/2007 – 11/2007: Principal Program Manager, Professional Solutions, Alexandria, VA

Contract support to the US Patent Trademark Office (USPTO) in the Office of the Chief Information Officer (OCIO) for the Budget and Finance Division (BFD) and the Program Management Office (PMO). Provide senior level program management leadership mentoring both contractor and government staff, instituting processes and procedures to establish and effective program management office.

Oversaw the daily operation of the +20 staff within the program management office.

Instituted process and procedure using CMMI/PMP and system development lifecycle (SDLC) knowledge and experience for:

oProgram and program management

oConfiguration management

oRisk management

oRequirements management

oBusiness Case and Budget development

oEarned value management (EVM)

oWork breakdown structures (WBS)

oActivity based accounting (ABC)

oScheduling

oResource allocation and management

oRisk Management

oConducted capital planning investment control efforts for the OCIO Program Office.

Oversaw the systems development, change request submissions, change request management, enhancements, release management, operations and maintenance, service desk support, telecommunications

9/2001 to 5/2007; Deputy Program Manager, American Systems Corporation, Chantilly, VA

Deputy Program Manager for the contract supporting the National Archives and Records Administration (NARA) Electronic Records Archive (ERA) Program Management Office (PMO). Successfully established the government’s Program Office developing their staffing plan, strategic plan, strategic goals, analysis of alternatives, development of business case and business estimates, budget strategies, acquisition plan, source selection plan, source selection evaluation plan, and all other acquisition and contract support for the ERA program. Additionally, provided Program Management support services for systems engineering overseeing the ERA IT oversight efforts including systems architecture, testing, systems engineering, market research, data modeling, and other IT support.

Established the ERA Program Management Office providing enterprise governance and oversight to the ERA program, contractors and subcontractors

Provided oversight, established governance, and management decision analysis to all support contracts for the ERA program

Spearheaded acquisition strategy, acquisition plan, source selection plan and participated in source selection as a part of the evaluation team providing analysis of proposal submission materials

Provided understanding of new technologies, business issues, bills, policies, standards and procedures

Developed Analysis of Alternatives for the ERA program identifying 3 technologies that possibly would meet the development needs of the program

Implemented communications plan establishing meetings and program reviews

Reviewed all contract deliverables providing analysis and making recommendations to the government for acceptance or rejection

Reviewed and analyzed all contract performance metrics and identifies poor performances that need to be mitigated

Provided continuous risk management for the integrated team developing the ERA program

Created the Vision, Mission Needs Statement, Concept of Operations, System Requirements Specification, Strategic Plan, Strategic Goals, OMB-300 submission, Acquisition Plan, Request for Quotes, Data Item Descriptions, Operational Scenarios, Process Models, Program Management Plan, Organizational Change Management Plan, Requirements Management Plan, Communications Plan, Configuration Management Plan

Ensured compliance to ISO 9001, Clinger-Cohen, SOX, CMMI, IEEE

Oversaw the implementation of MS Project Server for tracking all contract schedules establishing the Master Integrated Schedule

Provided management decision analysis of all contractor earned value (EV) data submissions

Spearheaded the Integrated Baseline Reviews (IBRs) and developed resulting documentation

Provided PMO oversight of all SI efforts reviewing all deliverables, assessing compliance to standards, and engaging at all levels of the program.

Provided Independent Verification and Validation contract support services

Developed acquisition related material such as request for quotes, data item descriptions, attended negotiations, and supported successful source selection efforts.

Managed, planned, directed, and coordinated the program management office

Managed Governments review and oversight of the ERA Prime System Integrator

Served as the primary point of contact between the Government and SI for technical, scheduling and cost issues

Prepared management reports and maintained contract file

Ensured compliance to contract, specified standards, and Federal regulations

Developed and maintained the Integrated Master Schedule (IMS)

Developed Rough Order of Magnitude (ROM), Life Cycle Cost (LCC) and Total Ownership Cost (TOC)

Provided strategic guidance with the development of the project plan

Analyzed project status, developed executive level status briefs, and communicated overall program status

Interfaced with internal and external government customers

Managed schedule, cost and technical performance requirements for a complex enterprise system

Provided program milestone schedule development support

Compliance to Clinger-Cohen Act and Sarbanes-Oxley Act

Developed Budget Exhibits and Manpower study reports

Manage the drafting, reviewing, and revising all program documentation, including: Performance Work Statements (PWS); Contract Data Requirements Lists (CDRLs); and System Design Specification (SDS).

1/1999 to 9/2001; Site Manager/Program Manager, Scientific Applications International Corporation (SAIC), Columbia, MD

Responsible for the overall management of the Columbia, MD SAIC site and the program management of the Center for Medicare & Medicaid Services (CMS) and New York State contracts.

1/1995 to 1/1999; Deputy Director Advanced Systems, Sr. Program Manager, SETA Corp., McLean, VA

Responsible for several federal government contracts with the Department of Defense, Washington Headquarters Services, and several commercial contracts. Oversaw contract support with OSD, J8, DITRA, OPNAV and other DoD clients. Oversaw all systems developments, enhancements, revisions, iterations, change requests and operations on several platforms such as MS Windows, servers, mainframes, etc..

3/1993 to 1/1995: Senior Systems Engineer: Potomac Systems Engineering, Fairfax, VA

Professional Skills:

Agile

Benchmarking

Business Assurance Services

Business Cost Estimating

Business Process Reengineering

Capital Planning and Investment Control (CPIC)

Change Control Plans

Change Management/Configuration Management

Collaboration Coordination

Communication Planning

Compliance (FAR, Standards, Contract, etc.)

Contingency Planning

Continuous Process Improvement

Contract Management

Cost Benefit Analysis

Cost Estimates

Earned Value Management (EVM)

Enterprise Architecture

Facilitation

Financial Management

Independent Validation & Verification (IV&V)

Internal & External Oversight & Reporting

Lean Six Sigma

Management Controls & Sustainment

OMB Schedule 300

Organizational Change Management

Performance metrics

PMO Development and Staffing

Portfolio Management

Process Improvement

Program Assessments

Program Governance

Program Management

Program Planning

Program Review, Oversight & Reporting

Quality Management Support

Record Management and Maintenance

Resolution of Program Issues

Resource Management

Requirements Analysis and Management

Risk Management Support

Scrum

Security, COOP, and Safety Planning

Service Design

Service Operation

Service Strategy

Service Transition

Stakeholder Education and Buy-in

Strategic Planning

Systems Development Life Cycle (SDLC)

Technology Research & Technical Feasibility

Work Breakdown Structures

Workflow Management

Technical Skills:

MS Office

PowerPoint

MS Project

wInsight

SteelRay Analyzer

Risk+

Risk Radar

Rational Rose Suite

SharePoint

MS Visio

Professional Licenses/Certifications:

Program Management Professional (PMP)

PMI-Agile Certified Practioner (PMI-ACP)

Certified Scrum Master (CSM)

Information Technology Infrastructure Library (ITIL) Foundation

Lean Six Sigma (LSS)

Software Engineering Institute (SEI) Capability Maturity Model Integrated (CMMI)

Software Engineering Institute (SEI) Capability Maturity Model (CMM)

Software Engineering Institute (SEI) Software Capability Evaluator

Professional Organizations:

Association for the Advancement of Cost Engineers (AACE)

Program Management Institute (PMI) Member

IEEE Member

ISACA Member

National Contract Management Association (NCMA)

Security Clearances:

Active – Department of Education, 5C

Inactive – DoD TS

TS/SCI Full Scope Poly

DoE “Q” Clearance

DoD NAC Secret Clearance

DHS/ICE Background Clearance

Education:

James Madison University, Bachelor of Science, 1982

U.S. Military Service:

US Navy, Vietnam Era Veteran Status, Honorable Discharge 1978

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