Cal Pfahl, PMP

206-***-****

abnvse@r.postjobfree.com

Professional Objective

To secure a Senior Project Management position.

Project Management Certification

Certificate obtained from University of Washington July 1997. Achieved a Masters Certificate from George Washington University

through ESI in October 2000. Achieved Project Management Professional (PMP) certification June 2006.

Employment History

I have worked for the Boeing Company for 34 years. My background is diverse and company wide. The last 10 years have been in a

Project Management role in the IT organization. Eleven years have been as an estimator/cost analyst in the commercial, aerospace, and

defense portions of the company and eight years collectively as a Program Planner in Major Outside Production and Manufacturing

Engineering Business Management. The balance has been as a Contract Administrator, Industrial Engineer Methods Analyst,

machinist, or special assignments. Was a member of the Boeing Project Management Interest Group.

Skill Inventory – Team leadership Team building Mentoring

Planning Risk Management Integration

Scheduling Estimating Negotiation

Facilitation Communication Process focused

2003 - 2009 IT Business Solutions – Project Management

Senior Project Manager serving the Boeing enterprise and Computing and Network Operations (CNO)

Projects Supported in 2008 to 2009:

Team leader for a multi-year project in support of a Tier I initiative called Boeing IT Reliability Program- Assigned

responsibility for all CNO applications to be documented in Boeing Systems Encyclopedia (data base), assessed for

criticality and availability, develop disaster recovery plans, access control plans, asset compliance reports, and

implement them into the compay event mangement system and produce availability metrics.

Team leader for W2K8 Certification Testing for CNO Windows Servers – Work with component owners for all

required contents of upcoming upgrade of the W2K8 operating system for all infrastructure servers. Coordinate

vendor deliveries and testing for successful certification. Built a tracking tool to document all compenents and

progress to completion.

Projects Supported 2007:

Team leader for Voice Over IP Deployment for SW Region and El Paso – Implementation of a common

infrastructure and support processes to install VOIP phones. Team worked with local vendors to procure and install

hardware.

Team leader for Boeing IT Skills And Project History Data Base – In support of a proprietary program in VA, a

system intended to document critical IT skills and associated work history that can be used to engage and utilize the

resources for bid and proposal input for revenue generating opportunities for CNO.

Projects supported in 2006:

Team leader for Employee Giving Web Page– Technology insertion for enterprise use for Boeing Employees to

donate to various company giving programs (Employee Community Fund, Gift Matching, Disaster Relief, Special

Appeals). This entails working with a COTS vendor, HR Systems, Total Access, SSGa with significant integration.

Team leader for Grant Making for 3rd Sector Agencies – 3rd Party public web access to services for managing grant

application data, an enterprise solution.

Team leader for Secure Hard Drive for International Travelers – Implemented Puget Sound pilot in Laptop Service

Centers to provide loaner hard drives for traveler production laptops for duration of trip. Extension to enterprise will

be coordinated in consonance with Dell transition of desktop services.

Team leader for Desktop Services Intiatives – Multiple projects designed to enable desktop technicians become more

efficient at providing their services, which in turn allowed fluid resource reallocation to areas with increased activity.

Projects supported in 2005:

Team leader for Computing Security Assessment Integration – Integration of the multiple computing assessment

process to become common and share one tracking system with repository.

Team leader for Subsidiary Access Model Study – Determine methods of access between all subsidiaries and

provide recommendations for future access setups to accommodate risk appropriately as well as mitigate favoritism.

Team leader for Capability Assessment Process Development – Documentation of processes and implementation of

a new system to support the Enterprise Computing Assessment process group.

Program manager for Integrated Defense Systems Division (IDS) Material Cost Management System –

Implementation of an integrated group of projects designed to redesign and automate processes performed

throughout IDS procurement cost analysis support functions. Managed the project office accountable for success of

the integration and success of these projects. This project was 2 years in duration.

Projects supported in 2003/2004:

Team leader for Integrated Technology Services (ITS) People Capability Maturity Model – Lead a team chartered to

implement a strategy for ITS for improving the maturity of people processes in an integrated fashion.

Team leader for Commercial Aviation Systems (CAS) Business Continuity Model – Assess issues with infrastructure

support processes and recommend solutions to improve availability for line of business applications within the CAS

business unit.

Team leader for IDS Material Cost Management System – As stated above

Team leader for Enterprise Account Provisioning – Establishing a common process for issuing

/manageing/terminating user computing access accounts throughout the enterprise.

Additional History:

2000 – 2002 Service Delivery Management – Project Management

Project Manager serving the Boeing enterprise.

Projects supported in 2002:

Technical Information Exchange (TIE) - A Personal Digital Assistant (PDA – Compaq & Palm) to carry event

management system data and keep track of employee time records while out on computer restoration calls. Benefits

were more efficient restoration services and more accurate metrics.

Just In Time Toner (JITT) - The other project is deploying a print toner monitering and replacement service to

infrastructure printers. It is known as Just In Time Toner (JITT). This was a collaborate effort with the SSG/BCA

teams. Benefits are reduced inventory costs and increased customer satisfaction.

Projects supported in 2001:

Team leader for the relocation of 120 servers and closure of the Company Offices 2-31 building server room in

support of the Server Center Consolidation Initiative designed to put all servers in a hardened data center. We were

given 11 months to complete the project. My team committed to complete it in 6 months and was successful in

meeting their target.

Revived a dormant team from 6 months of inactivity to finish off the definition of common processes of site

technicians performing computing relocation services and publish them on a web page. This effort was very

beneficial in facilitating the Boeing Quality Management System process documentation project launched shortly

thereafter.

1999 - 2000 – Boeng Commercial Airplane Group (BCAG)

Define, Control and Configure (DCAC) Program – Software Installation

BCAG Manufacturing Engineering (ME) DCAC Issues Committee Chair – In support of a company conversion

to a new sofware deployment for product definition and material resource management, was responsible for

developing and monitering ME DCAC implementaton plan, managing the issues, and facilitating them into

prioritization and resolution.

Project Manager for Sustaining Process deliverables in response to requests for changes of production processes

deployed through the final phase of DCAC.

Project Manager for development of the project plan for ME process deliverables in support of Airplane Product

Integration.

BCAG ME representative on the Design Engineering Sustaining Issues Resolution team.

BCAG ME representative on the Define Sustaining Transition Steering team.

777 Division – Boeing Commercial Airplane Group

1997 – 1999 Project Manager – Twin Aisle Manufacturing Engineering DCAC Implementation

Responsible for Program Planning and Control function which included building the implementation plan (based on

GSIM), schedule, business plan, status tools/reporting processes, and issue tracking. Represent 777 Manufacturing

Engineering on the North Site, 777 Operations/QA, 777 Production Engineering, BCA Manufacturing Engineering

Implementation managers, and BCA Define Leadership team. Responsible to ensure the plan was integrated at all

levels and provide consultation to the team(s) for corrective action due to deviations to the plan or revision of the

statement of work.

1993 - 1997 Program Planning Administrator - Manufacturing Engineering Business Management

Performed several assignments concurrently in support of an organization with over 400 people as follows:

Make\Buy Representative - Provided direction for following policies and strategies for products to be built in-

house versus procured from outside suppliers. This involved developing new processes and training plans/materials

as well as implementation of these processes and training plans. This also encompassed residing on the Division

Committee for internal decisions. This committee additionally supports the offset program in support of company

sales to international customers. My responsibility was to identify appropriate hardware for offering and any

associated technical issues.

Interdivisional Work Authorization Coordinator - Responsible for documenting, coordinating, and authorizing

statements of work and administrative agreements for products and services procured from other Boeing divisions.

Department Business Plan Steering Team member - Key player on a team responsible for steering the department

CQI teams for development of new processes.

CDS Team Leader - Lead a team chartered to improve our production scheduling process for first article non-

recurring activities. The objective was to align the activities performed with a cross-divisional document and pursue

commonalty with multidivisional participation. This team was also responsible for administration of the data base

and the on-going performance of the process.

Mechanical Handling Equipment Committee Chairman - Chaired a committee of cross-divisional membership

responsible for developing plans for shipping hardware from major suppliers to the factory including the definition

of tools. This committee authorized the plans and tool designs developed by the suppliers.

Materiel Division – Boeing Commercial Airplanes

Major Outside Production (MOP)

1992 - 1993 Program Planning Administrator

Responsible for coordinating customer requirements and program directive implementation into the MOP supplier

base. Representative on various cross-functional quality improvement teams focused on reducing cycle time and

business process waste by using lean phylosophies and tools.

1991 - 1992 Special Assignment

CAD/CAM & Electronic Communications Focal. Responsible for identifying and defining business processes

impacted or new processes required as a result of system incompatibilities. Resided on a committee that set policies

and resolved issues involved with transmitting the data in a usable and cost effective manner.

1990 - 1991 Contract Administrator – Major Outside Production

As a Design Build Team member on the 777 program, managed a participant contract with a co-located foreign

supplier supporting the 777 airplane program. The supplier specialized in engineering and manufacturing of

composite airplane structure.

New Airplane Division – Boeing Commercial Airplanes

1989 - 1990 Finance Cost Accountant - Estimator

Lead estimator for new airplane program and derivative studies performing Design to Cost analysis for new

manufacturing processes and materials. Projects covered were for the 777 program prior to go-ahead.

Responsibilities included being a Design Build Team member on a NASA composite fuselage study contract that

was in cooperation with several other aerospace companies. Provided cost analysis results and recommendations to

NASA in a quarterly report distributed across the US.

Boeing Aerospace & Military Divisions

1986 - 1989 Finance Cost Accountant - Estimator

Developed cost proposals for government new business/technology programs and change proposals for composite

manufacturing, information systems, satellites, missiles, fighters, ground support, submarines, transportation

vehicles, and engineering computing.

Boeing Aerospace Division

1983 - 1985 Industrial Engineer - Manufacturing Estimator

Assigned to the central new business estimating group. Supported all programs on a loan basis for new business

proposals with manufacturing estimates for all product lines and spares.

Fabrication Division – Boeing Commercial Airplanes

1979 - 1983 Industrial Engineer - Estimator/Methods Analyst

Performed manufacturing estimates, load capacity analysis and manufacturing plan reviews for cost effectiveness,

committed first article flows and engineering change support. Developed detail estimates for 737, 747, 757, 767

machine and composite parts.

Machinist in A3250

1973 - 1979

Training ITIL V3

Masters Certificate in Project Management delivered by ESI.

University of Washington Certificate for Project Management

Seattle University Mechanical Engineering program (first year completed)

Over 500 hours of Boeing training courses related to Project Management, Process Management, Quality,

Communication, Problem Solving, and Leadership.

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