Project Management Information Technology

The Caldwell Group, LCC Proprietary/Confidential: Need to Know

Resume-Anderson Caldwell, Sr. Page 1 of 11

Anderson C. Caldwell, Sr.

Senior Consultant, PMP2, Certified EA, MCSE

SUMMARY OF EXPERTISE: CONFIDENTIAL: November 2023

Mr. Caldwell has more than 40 years of experience in portfolio, program, and project management, and technical expertise in support of federal, state, local, and municipal government organizations, and private sector clients in the pursuit of excellence in meeting their mission goals, objectives, and needs. He has managed and supervised programs and projects of progressively increasing scope and complexity, overseeing the efforts of a small team of technical experts to a select group of 25 special project officers. His areas of expertise include: strategic and business planning; organizational planning, structure, and governance; policy development and processes and procedures in support of those organizations; Total Cost Management (TCM) and cost engineering addressing the full project life cycle in the design, planning, control of resources, cost, schedule, performance and risk; Portfolio, Program and Project Management (PPPM); Procurement and Acquisition Management (PAM), budget formulation and execution in support of the Planning, Programming, Budgeting and Execution (PPB&E) process, technical studies in support of Information Technology (IT) acquisitions, IT investment management planning and implementation, performance measurement of IT programs including contract support of IT initiatives.

• Extensive programmatic and project level experience for numerous cross and inter-agency program and projects within the federal business domain

• Progressive management experience through all phase of project planning, development and execution

• Specific and extensive experience with the Department of Homeland Security (DHS) – having played a pivotal role in establishing the First Geospatial Management Office (GMO), DHS as Chief-of-Staff, establishment of the Homeland Secure Data Network (HSDN), DHS Working Capital Fund (WCF), Identity Credential and Access Management (ICAM) Program DHS, and Federal Emergency Management Agency (FEMA) Grants Management Modernization (GMM) Program and been involved in the DHS Business Domain for over 25 years.

• Certified Program Management Professional (PMP), through the Program Management Institute

(PMI)

• Successfully supported multiple programs across the Federal Government in preparation and briefings to Government Accountability Office (GAO) Engagements; internal agency Inspector General reviews in the areas of: Program and Project Management; Cost, Schedule and Performance and Earned Value Management; Total Cost Management – Life Cycle Cost Estimation (LCCE); and Integrated Master Schedules. PROFESSIONAL EXPERIENCE

PORTFOLIO, PROGRAM AND PROJECT, ENTERPRISE ARCHITECTURE, TOTAL COST MANAGEMENT SUPPORT OF THE GRANT MANAGEMENT MODERNIZATION (GMM) PROGRAM; FEDERAL EMERGENCY MANAGEMENT AGENCY (FEMA) [AUGUST 2016 – PRESENT] (THE CALDWELL GROUP, LLC)

• Developed the GMM Life Cycle Cost Estimate (LCCE) based upon the development of the Function Point Analysis (FPA) Model used for estimating forecasted Agile Development Teams and Achievement of Full Operational Capability (FOC).

• Ensured the GMM Program met Department of Homeland Security’s (DHS’) aggressive schedule to meet Technology Business Management (TBM) value-management approach and compliance ahead of the Office of Management and Budget’s (OMBs) schedule, by incorporating The Caldwell Group, LCC Proprietary/Confidential: Need to Know Resume-Anderson Caldwell, Sr. Page 2 of 11

the details of TBM taxonomy and framework of Financial and Business Cost Pools and Information Technology (IT) Towers in the design of Program-level cost estimations; facilitating Departmental requirements for inclusion in the Annual Business Case as part of the budget formulation, planning, and programming process. Subsequent to budget approval this would facilitate collection and reporting of program commitments, obligations and expenditures and reporting as future OMB TBM requirements were levied upon Federal Organizations for budget execution and cost accounting.

• Briefed the GMM LCCE to the LCCE Review Board (LRB), Department of Homeland Security

(DHS) and received Approval by the Acquisition Review Board (ARB), DHS for the GMM LCCE (March 2019) and the GMM LCCE Update based upon the Program Re-baseline

(November 2019).

• Employed the GMM FPA Model for forecasting program progress in completing Agile Development Progress Tracking and the completion of Story Points, Function Points and the Program Developed Team-Sprints approach.

• Developed the GMM Program Business Case (former Capital Investment Plan and Business Case

(Exhibit 300) and Information Technology Investment Portfolio (Exhibit 53)) for Budget Year 2018 (BY18), Budget Year 2019 (BY19), Budget Year 2020 (BY20), Budget Year 2021 (BY21), Budget Year 2022 (BY22), Budget Year 2023 (BY23), Budget Year 2024 (BY24), and Budget Year 2025 (BY25).

• Developed critical and necessary GMM Program data and information for reporting in the DHS Investment Management (IMS) and New Performance Reporting System (nPRS) investment management and tracking systems (INVEST) as part of the ND Grants periodic reporting requirements to the Department and OMB.

• Formulated and executed the GMM Program Budget for Fiscal Year 2016 (FY16), Fiscal Year 2017 (FY17), Fiscal Year 2018 (FY18), Fiscal Year 2019 (FY19), Fiscal Year 2020 (FY20), Fiscal Year 2021 (FY21), Fiscal Year 2022 (FY22), Fiscal Year (FY23), Budget Years 2024

(BY24, and Budget Year 2025 (BY25) through the GMM Program Capital Investment Plan and Business Case (Exhibit 300) and Information Technology Investment Portfolio (Exhibit 53), assisting in the development of Program Decision Options (PDOs), Capital Investment Plans

(CIPs) and the supporting program financial appendices in response to the President’s Management Agenda (PMA); DHS Integrated Program Guidance (IPG); Annual Strategic, Business and Performance Plans; addressing annual Resource Allocation Plans (RAPs) and Resource Allocation Decisions (RADs).

o Preparation and Submission of the GMM Monthly Business Case Report to FEMA and DHS CPIC Administrators and subsequent release to the Office of Management and Budget

(OMB) Dashboard.

o Review and preparation of annual and forecasted key milestones and achievements. o Updates to the GMM Integrated Project Team (IPT) Charter. o Review and ensure consistency of program IT Portfolio, life cycle costs and approved funding profiles in the Future Year Homeland Security Program (FYHSP) DHS budget SOR and eventually OneNumber (the FEMA and DHS budget SOR) and TBM taxonomy and framework of Financial and Business Cost Pools and Information Technology (IT) Towers. o Review and tracking of the Program through the DHS Acquisition Lifecycle Framework

(ALF) and Systems Engineering Life Cycle (SELC) key milestones and Program reviews by FEMA and DHS-level management, and executive-level review boards, and Acquisition Review Board (ARB).

The Caldwell Group, LCC Proprietary/Confidential: Need to Know Resume-Anderson Caldwell, Sr. Page 3 of 11

o Monthly review and updates program contract commitments, obligations and expenditures and comparison against the Integrated Financial Management Information System (IFMIS – the FEMA Financial Management System of Record (SOR), the DHS Enterprise Acquisition Repository (EAR) database, USASpending contract files, and organizational contracts files, documents and supporting documentation and when necessary to close out contracts, task order, Blanket Purchase Orders (BPS) bring to the attention of program management for approval and close out.

o Assisted in the review, development and creation of a structure and reporting form, format, and framework for a Program-level Contract Reporting Dashboard and the potential creation of a central repository for contractual documents and supporting documentation necessary to tracking and presentation of aggregate and individual contract commitments, obligations and expenditures.

o Review and update of program and system-level Enterprise Architecture data and information to ensure compliance with the Federal Enterprise Architecture (FEA) and for identification of leading-edge technology.

o Monthly review and updates to program Agile Development Project funding and expenditures, and Agile Development Metric Reporting. o Monthly review and update to program risk factors consistent with DHS Risk Management Policy and the Program Risk Register.

o Development and project and activity-level reporting for Agile Development Project Pre- transition through Acquisition Decision Event 3 (ADE-3) and Final Operational Capability

(FOC); and developed project and activity reporting for the Program Post-FOC. o Assisted in Development and Submission of program-level operational performance metrics post-FOC.

o As necessary develop and submit Corrective Action Plans (CAPs) when program costs or schedule breaches may occur – designed address the issues/concerns and to bring the program back in line with the approved Acquisition Program Baseline (APB).

• Assisted in the review and development of the GMM Program Monthly Office of Chief Information Officer (OCIO), DHS Health Assessment.

• Assisted in development and review of the GMM Program Life Cycle Cost Estimate (LCCE) model and GMM Consolidated Cost Estimating Baseline Document (CEBD) and LCCE document and its briefing and final approval by the Chief Financial Officer (CFO), DHS.

• Reviewed and provided input the GMM Program Integrated Logistics Support Plan (ILSP) the cost components to ensure consistency with the GMM LCCE and other financial data and information.

• Developed and provided input to the GMM Program update to the Integrated Master Schedule

(IMS) to ensure incorporation of the Department of Homeland Security (DHS) Acquisition Lifecycle Framework (ALF).

• Developed and received approval form the ARB, DHS for the GMM Cost Breach Remediation Plan: gathered and reviewed FEMA and DHS guidance for re-baselining and developing revised Acquisition Program Baseline (ABP) and Breach Remediation Plans. Gathered and reviewed historically submitted and approved DHS Breach Remediation Plans to understand the content and tone of these plans and developed a form and format for the GMM proposed responses consistent with guidance and historically submitted Remediation Plans. Developed and completed Draft Breach Remediation Plan that was incorporation into the final GMM Life Cycle Cost Shortfall, Cost Breach Remediation Plan that was approved by the Department of Homeland The Caldwell Group, LCC Proprietary/Confidential: Need to Know Resume-Anderson Caldwell, Sr. Page 4 of 11

Security, Office of Program Accountability and Risk Management (PARM) and Acquisition Decision Executive (ADE).

• GMM Staffing Plan: assisted in review and development of the GMM Staffing Analysis Report in order to provide feedback on: 1) current DHS Staffing Plan and Worksheet format and staffing plan process; 2) Program Accountability and Risk Management (PARM), DHS review results of the GMM staffing plan created during the PARM pilot - captured in the GMM Staffing and Analysis Report; and 3) guidance on the requirements for the program annual updates. Also reviewed the DHS Instruction: 102-01-006, Acquisition Program Management Staffing, Revision 00, issued 12/02/2016 to understand the DHS requirements for key acquisition staffing, training, and certification requirements.

• Supported the GMM Program in development and submission of responses to Government Accountability Office (GAO) Engagement 102495 specific line of questioning related to schedule, financial management: risk management.

• Developed a program metrics end-to-end taxonomy of data through the full “Data Science and Management Life Cycle”: identification of data requirements through review of existing data repositories and vendor contractual requirements and responsibilities; determination of existing data type, scheme, structure, form and format, identification and validation of the data sources, and data ownership, generation responsibility and frequency. Developed a workbook/data repository for identification and ingestion of required data records, fields, elements and coordinated the collection and aggregation of the necessary data and information to meet Program reporting requirements. This effort consolidated reporting requirements for: 1) Agile Development Metrics; Operational Performance Metrics; and Development Testing and Production metrics at the Program, Project and Activity Levels and support of other Programmatic reporting requirements.

• Grants Management Portfolio Consolidation: Grants Management Modernization (GMM) Information Technology (IT) Investment Portfolio of Investments – Single Authoritative Voice

(SAV) Implementation Plan defining an initial scope statement; purpose; benefits; goals and objectives; associated performance metrics and milestones; management and staff roles, responsibilities and authorities; and an implementation strategy for a draft plan implementation plan; associated timeline/milestones diagram creating a strategy for gathering data and information on legacy grants managements systems; consolidating their financial management

(Future Year Homeland Security Program (FYHSP) five year funding profiles; annual spend plans; forecasted contract expenditures and scope into a single information technology (IT) portfolio of investments.

• GMM Legacy Systems Change Management Plan: developed the GMM Legacy Systems Change Management Plan for the purpose of addressing change control and change management of legacy grants management systems based upon the Legacy Grants Systems Change Control Process Memorandum, dated July 28, 2017 requiring all funding for Fiscal Year 2017 (FY17) and beyond for legacy Grants Management Systems (GMSs) approval from the GMM Program Management Office (PMO) and also establishing the requirement for the GMM to establish guidelines for a formal change control process for executing legacy grants funding for FY17 and beyond.

• Preparedness Grant System Portfolio (PGSP): Formulated and executed the individual and contributing Program Budget for the Assistance to Firefighters Grants (AFG), Grants Reporting Tool (GRT), and Non-Disaster Grants (ND-Grants) and eventual consolidation into the PGSP Portfolio of Investments: Fiscal Year 2019 (FY19), Fiscal Year 2020 (FY20), Fiscal Year 2021 The Caldwell Group, LCC Proprietary/Confidential: Need to Know Resume-Anderson Caldwell, Sr. Page 5 of 11

(FY21), Fiscal Year 2022 (FY22), Fiscal Year (FY23), Budget Years 2024 (BY24, and Budget Year 2025 (BY25) through the AFG, GRT, ND-Grants, and PGSP Program Capital Investment Plan and Business Case (Exhibit 300) and Information Technology Investment Portfolio (Exhibit 53), assisting in the development of Program Decision Options (PDOs), Capital Investment Plans

(CIPs) and the supporting program financial appendices in response to the President’s Management Agenda (PMA); DHS Integrated Program Guidance (IPG); Annual Strategic, Business and Performance Plans; addressing annual Resource Allocation Plans (RAPs) and Resource Allocation Decisions (RADs).

• Assisted in the PGSP Management effort designed to consolidate three (3) legacy grants management systems: Assistance to Firefighters Grants Management System (AFG), Grants Reporting Tool (GRT), and the Non-Disaster Grants Management System (ND Grants) into a single, unified investment portfolio, to achieve reduced reporting, and to improve overall oversight and management of the three systems.

• Assisted the PGSP in preparation for the Component Acquisition Executive (CAE) quarterly and semi-annual briefings and response to inquiries/questions from the FEMA CAE staff.

• Developed the Consolidated LCCE composed of the AFG, GRT, ND-Grants individual investment to create the Consolidated PGSP LCCE and a key component to the efforts to achieve approval for the individual investment consolidations into a “Single Portfolio of Investments.” PROGRAM AND PROJECT, ENTERPRISE ARCHITECTURE, TOTAL COST MANAGEMENT SUPPORT OF THE FEDERAL EMERGENCY MANAGEMENT DATA EXCHANGE (FEMADEX) ENTERPRISE DATA ANALYTICS MODERNIZATION INITIATIVE (EDAMI) PROGRAM; FEDERAL EMERGENCY MANAGEMENT AGENCY (FEMA) [DECEMBER 2018 – APRIL 2019] (THE CALDWELL GROUP, LLC)

• Develop a comprehensive Work Breakdown Structure (WBS) and associate Cost Estimating Structure (CES) for completing a Rough Order of Magnitude (ROM) Estimate and full Life Cycle Cost Estimate (LCCE).

• Ensured the EDAMI Program could met Department of Homeland Security’s (DHS’) Technology Business Management (TBM) value-management approach and compliance requirements, by incorporating the details of TBM taxonomy and framework of Financial and Business Cost Pools and Information Technology (IT) Towers in the design of Program-level cost estimations; facilitating Departmental requirements for inclusion in the Annual Business Case as part of the budget formulation process.

• Develop the supporting WBS and CES Dictionary defining the individual work elements and preliminary Cost Estimating Methodologies for the individual cost elements and at the summary- level necessary to provide aggregate costs and the overall program Total Cost of Ownership

(TCO).

• Developed and provide a detailed Basis of Estimate (BoE) as a component of the initial cost estimating framework.

PORTFOLIO, PROGRAM AND PROJECT, ENTERPRISE ARCHITECTURE, TOTAL COST MANAGEMENT SUPPORT OF THE OFFICE OF THE CHIEF INFORMATION OFFICER, ADMINISTRATION FOR CHILDREN AND FAMILIES (ACF), UNITED STATES DEPARTMENT OF HEALTH AND HUMAN SERVICES AND THE GRANTS CENTER OF EXCELLENCE (GCOE) [MAY 2015 – AUGUST 2016] (THE CALDWELL GROUP, LLC)

• ACF Federal Enterprise Architecture (EA) Compliance: The Caldwell Group, LCC Proprietary/Confidential: Need to Know Resume-Anderson Caldwell, Sr. Page 6 of 11

o Reviewed, analyzed, and determined alignment and mapping to the Health and Human Services (HHS) Enterprise Architecture (HHS EA) establishing the EA baseline for some 65 separate Administration for Children and Family (ACF) - wide systems. Successfully aligned the 65 systems to the following framework layers of the HHS EA: strategic, business, investment, data and data services, technology, work force, facilities, performance and security for inclusion within the HHS Enterprise Architecture Repository (HEAR) system. o Reviewed, analyzed and determined alignment and mapping to the HHS EA, HHS EA Roadmap, and HHS Enterprise Performance Life Cycle (EPLC) establishing the EA baseline for the Grant Center of Excellence (GCOE) existing and evolving systems, modules and capabilities. Successfully aligned the 7 systems, modules and components to the following framework layers of the HHS EA: strategic, business, investment, data and data services, technology, work force, facilities, performance and security for inclusion within the HHS Enterprise Architecture Repository (HEAR) system.

o Assisted Office of Information Service (OIS), ACF management within interface, interactions, and development of organizational input for the HHS Enterprise Architecture Review Board (EARB), HHS EA Community and model working group.

• Federal Privacy Compliance

o Developed an effective framework (work scope and work breakdown structure (WBS)) management plan, and schedule to: research, plan, evaluate, develop, implement and execute the ACF Privacy compliance effort.

Lead ACF efforts to establish formal processes and standard operating procedures to ensure compliance with Federal Privacy Act and E-Government Act, and HHS policy and to address the consideration of personally identifiable information (PII) through the duration of the systems life cycle. Ensuring considerations of PII as early in the system planning, initiation, design and development phases to achieve early and progressive compliance and ensuring proper safeguarding and security of PII and sensitive data and information managed and maintained in ACF information technology (IT) systems.

Formalized the ACF process for development, review, assessment, approval and submission of ACF-wide Privacy Impact Assessments (PIAs) and Privacy Threshold Analysis (PTAs). Within a short duration achieve HHS Privacy Office approval of some 30-individual system PIAs and PTAs.

• Capital Planning and Investment Control (CPIC)

o Developed the Initial Draft ACF Information Technology Strategic Plan linking to the overall HHS IT Strategic Planning mission goals and objectives as an HHS agency-wide initial effort to meet Federal Information Technology Acquisition Reform Act (FITARA) Implementation Plan goals, objectives and requirements.

o Review the draft and developing HHS FITARA Implementation Plan to: understanding the identified HHS approach, critical milestones, implementing strategies, goals and objectives; identify the potential impacts upon ACF CPIC and investment management oversight requirements, roles, and responsibilities, and develop ACF-specific strategies to address FITARA compliance.

o Evaluated and assisted in the formal strategy to transition of the Grants Center of Excellence

(GCOE) investment from the ACF organization and the ACF Portfolio of Information Technology (IT) Investment to a Department level asset within the Service and Supply Fund

(SSF). Evaluated current Office of Management and Budget (OMB) guidance directing The Caldwell Group, LCC Proprietary/Confidential: Need to Know Resume-Anderson Caldwell, Sr. Page 7 of 11

Federal Agencies to establish “current services baseline” funding level for Fiscal Year 2016 closeout, Fiscal Year 2017 and Budget Year 2018 during the Presidential transition. PORTFOLIO, PROGRAM AND PROJECT, ENTERPRISE ARCHITECTURE, TOTAL COST MANAGEMENT SUPPORT OF THE NON-DISASTER GRANTS (ND GRANTS) PROJECT, GRANTS PROGRAM DIRECTORATE, PROTECTION AND NATIONAL PREPAREDNESS (PNP); FEDERAL EMERGENCY MANAGEMENT AGENCY (FEMA) [OCTOBER 2013 – APRIL 2015] (HAMILTON INTERNATIONAL)

• Established ND Grants Capital Planning and Investment Control (CPIC) Team project control through development of an effective Work Breakdown Structure (WBS), time phase and resourced Integrated Master Schedule (IMS) after review of ND Grants historical documents and artifacts.

• Developed, gathered data and populated a comprehensive ND Grants, Grants Program Directorate

(GDP) business case development requirements matrix designed to facilitate the collection of data and information, ensure consistency and integration across the multiple data fields prior to data entry into the DHS Investment Management System (IMS).

• Established the Weekly and Subsequent Bi-Weekly ND Grants CPIC Team meetings for discussion and interface with critical ND Grants management and staff on project status, progress, issues, and action items to ensure effective and efficient project control, tracking, monitoring and action.

• Developed the ND Grants Capital Investment Plan (CIP) for Budget Year BY2016 – BY2020 submission as component of the DHS Resource Allocation Plan (RAP) budget formulation process

• Developed the ND Grants Business Case (former Capital Investment Plan and Business Case (Exhibit 300) and Information Technology Investment Portfolio (Exhibit 53)) for Budget Year 2016 (BY16) representing the first business case submission for the project

• Developed critical and necessary ND Grants data and information for reporting in the DHS Investment Management (IMS) and New Performance Reporting System (nPRS) investment management and tracking systems as part of the ND Grants periodic reporting requirements to the Department and OMB.

• Formulated and executed the ND Grants Budget for Fiscal Year 20014 (FY14), Fiscal Year 2015

(FY15), Fiscal Year 2016 (FY16), and Fiscal Year 2017 (FY17) through the ND Grants Capital Investment Plan and Business Case (Exhibit 300) and Information Technology Investment Portfolio

(Exhibit 53).

PORTFOLIO, PROGRAM AND PROJECT MANAGEMENT SUPPORT OF THE IDENTITY, CREDENTIAL, AND ACCESS MANAGEMENT (ICAM) PROGRAM MANAGEMENT OFFICE (PMO), OFFICE OF THE CHIEF INFORMATION OFFICER (OCIO), DEPARTMENT OF HOMELAND SECURITY (DHS) [JUNE 2011

– APRIL 2013] (THE CALDWELL GROUP, LLC)

• Formulating its strategy enabling it to receive authority and authorization to establish the ICAM Budget Year 2014 Exhibit 300 as the first Consolidated Exhibit 300 representative of a consolidated portfolio of ICAM information technology investments across the Department of Homeland Security.

• Developed its Information Technology (IT) Investment Portfolio Strategy and Plan creating a three- tiered governance structure recasting establishment the ICAM Executive Steering Committee (ESC); the ICAM Program Management Office (PMO); and the Department-wide program and project managers overseeing and managing the portfolio of ICAM investments.

• Responded to Budget Year 2013 (BY13), BY14, and BY 15 Resource Allocation Plan (RAP) requests and identified expenditures and funding forecast within the ICAM service areas to identify potential investments for inclusion in the ICAM IT investment portfolio The Caldwell Group, LCC Proprietary/Confidential: Need to Know Resume-Anderson Caldwell, Sr. Page 8 of 11

• Formulated its Capital Planning and Investment Control (CPIC) strategy for Fiscal Year 2011, 2012, 2013 and beyond in meeting the Planning, Programming, Budgeting, and Execution (PPB&E) requirements within the established Departmental policies, processes, procedures and annual budget strategy and plan

PORTFOLIO, PROGRAM AND PROJECT, TOTAL COST MANAGEMENT SUPPORT OF THE LOGICAL ACCESS AND AUTHORIZATION CONTROL SERVICE (LAACS) PROGRAM, OFFICE OF THE DIRECTOR, INFORMATION SYSTEMS SECURITY (AIS), FEDERAL AVIATION ADMINISTRATION (FAA), AS AN OPERATING ADMINISTRATION OF THE UNITED STATES DEPARTMENT OF TRANSPORTATION (U.S. DOT) [MARCH 2008 – DECEMBER 2010] (THE CALDWELL GROUP, LLC)

• Complete extensive review of the Federal Aviation Administration (FAA) Acquisition Management System (AMS) policy and lifecycle, to identify, understand, and support progress through critical and necessary Lifecycle Management Phases, Decision Points and development and approval Artifacts from program conceptualization through full In-service Management.

• Established and maintained Cost, Schedule and Performance Control of the LAACS Program and Reporting Compliant with Office of Management and Budget (OMB) Circular A-11 Preparation, Submission and Execution of the Budget

• Developed the LAACS Capital Investment Plan (CIP) for Budget Year BY2010 – BY2014; BY2011

– BY2015; and BY2012 – BY2016 submission

• Developed the LAACS Capital Investment Plan and Business Case (Exhibit 300) and Information Technology Investment Portfolio (Exhibit 53) for Fiscal Year 2010 (FY10), Fiscal Year 2011(FY11), and Fiscal Year 2012(FY12)

• Formulated and executed the LAACS Budget for Fiscal Year 2008 (FY08), Fiscal Year 2009 (FY09), Fiscal Year 2010 (FY10), Fiscal Year 2011 (FY11), and Fiscal Year 2012 (FY12) through the LAACS Capital Investment Plan and Business Case (Exhibit 300) and Information Technology Investment Portfolio (Exhibit 53)

• Developed the LAACS Draft Acquisition Management Strategy and Plan

• Developed the LAACS Commercial-Off-The-Shelf (COTS) Software Solution and Services and Support Screening Information Request (SIR)/Request for Proposal (RFP) Package

• Developed critical input and responses for the LAACS Office of Management and Budget (OMB) Information Technology (IT) Dashboard Compliance

• Develop critical responses to the OMB TechStat Inquiries on the LAACS Program

• Developed the LAACS Pilot Business Case

• Developed the LAACS Operation Capabilities Demonstration (OCD) Risk Management Plan

• Developed the LAACS Corrective Action Plan

• Established the LAACS Risk Management Assessment Approach and Structure for the LAACS Risk Repository

• Established the LAACS Project/Program Life Cycle Performance Measures and Metrics PORTFOLIO, PROGRAM AND PROJECT MANAGEMENT SUPPORT TO THE INFORMATION TECHNOLOGY SERVICES ORGANIZATION (ITSO), OFFICE OF THE CHIEF INFORMATION OFFICER

(OCIO), DEPARTMENT OF HOMELAND SECURITY (DHS) [APRIL 2006 – MARCH 2008] (PMC-AVIEL CORPORATION)

• Developed the initial process flow for ITSO Governance for Capital Planning and Investment Control

(CPIC), Portfolio, Programmatic, and Project Level Decision Making. Developed what was coined as the “ITSO Ingestion Process” designed to provide preliminary assessment of all information technology implementation requests, ensure an integrate tactical, technical, management, and financial appraisal is conducted of each investment and that consistent and repeatable processes are established for review of all projects.

The Caldwell Group, LCC Proprietary/Confidential: Need to Know Resume-Anderson Caldwell, Sr. Page 9 of 11

• Performed the critical tasked necessary to achieve the Information Technology Services Office

(ITSO) Comprehensive Strategy to Consolidate Funding Requirements for the HSDN Program and the National Capital Area (NCA) Infrastructure Working Capital Fund (WCF) PORTFOLIO, PROGRAM AND PROJECT MANAGEMENT SUPPORT TO THE HOMELAND SECURE DATA NETWORK (HSDN), OFFICE OF THE CHIEF INFORMATION OFFICER (OCIO), DEPARTMENT OF HOMELAND SECURITY (DHS) [APRIL 2006 – MARCH 2008] (PMC-OPTIMUS CORPORATION) (PMC- AVIEL CORPORATION)

• Formulated/Executed the Homeland Secure Data Network (HSDN) Fiscal Year Budget for Fiscal Year 2006 (FY06), FY07, FY08, and FY09

• Developed and received approval from the Office of the Chief Financial Officer (CFO), DHS for the core allocation methodology employed in the HSDN Cost

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