IT Auditing / Accounting

Resume of Anthony T. Stevenson

BPR

Case Studies

Change Management

IT Audit Support

Data Management

ELC Management

Audit Readiness Support

KM Support

PWS/SOO Development

SOA Support

Technology Evaluation

Training

Functional Responsibility. As the ACS Program Manager, Mr. Anthony T. Stevenson brings over twenty years of corporate and government experience in Financial Systems Implementation and Development with experience across all elements of the Federal Financial Management Systems including blueprinting, auditing, gap analysis, mapping, prototypes, design, configuration, SAT & UAT testing, change management, user training and post production support. He is an experienced ERP Implementation Manager for Federal Financial Management Systems (i.e., SAP, Oracle EBS R-12) and has in-depth experience in Financial Analysis, Program and Project Management, and Budget Execution. Strong Project and Stakeholder Management Skills. Mr. Stevenson understands the Enterprise Life Cycle of Federal Financial Management Systems and has helped to implement upgrades to major civilian agencies’ and Department of Defense (DOD) systems.

Education

BS, Accounting & Finance, Towson University

Greater Washington Society of CPAs

Maryland Society of Accountants

Association of Government Accountants

Citizenship and Clearance Status.

United States Citizen

DHS Full BI Clearance

DOD Clearance

MBI - IRS Clearance (Medium Risk)

Summary of Relevant Experience

Accounting & Computer Solutions, Inc. (ACS), Program Manager 04/1999 to Present

Project Summaries:

IT Audit Team Lead - U.S. Department of Homeland Security (DHS) to Support Border Security Systems - U.S. Customs & Border Protection (CBP) - IT AUDIT SUPPORT SERVICES, Falls Church Va. Mr. Stevenson Lead the IT Audit Team - supporting SAP ERP Federal Financial Management System - Enterprise Business Systems (EBS-R12) and the other CBP Systems (i.e., SEACATS, COSS, TAMS, Tririga, Remedy, TECS, Dimensions CM), and other Oracle/JAVA Applications to satisfy the agency’s audit requirements. Lead the effort to document, track and manage the manual and automated internal control assessments. Evaluated and tested internal controls, developed work plans to proactively ensure CBP IT Systems were secure and in compliance with DHS Sensitive System policy Directive 4300A and HB 1400-05D Information Systems Security Policies and Procedures. Remediated and prepared responses to IT Audit findings for Notification of Finding & Recommendations (NFRs). Prepared Corrective Action Plans (CAPS) to address internal control deficiencies and findings. Performed Test of Design (TOD) and Test of Effectiveness (TOE) on the IT internal controls. Reviewed System Security Plans and the Systems Authorization to Operate (ATO) assessments to ensure IT internal controls were identified, tested and compliant with FISMA requirements. Reviewed and tested general controls and specific application controls.

Project Manager, Department of Treasury – Internal Revenue Services (IRS) Information Technology (IT) Sustaining Infrastructure (SI) – New Carrolton Federal Building (NCFB) - Lanham, MD. –Mr. Stevenson developed and managed Sustaining Infrastructure (SI) Budget projections and allocations. Prepare annual retirement goals and rust projections using Information Technology Asset Management System (ITAMS) database. Assessed/Managed budget utilization by compiling project plans. Analyze current state of IRS’ IT infrastructure sustainment environment to identify gap, assess and mitigate risks. Developed and implemented a mature SI portfolio management business process to plan, reviewed, prioritized, monitored and controlled projects/IT Portfolios. Tracked and monitored multi-year projects status using Microsoft Project, Excel and ProSight. Analyzed project performance metrics and post implementation reviews for over 60 projects to ascertain that project goals were accomplished and close projects. Develop executive presentations and comprehensive reports to keep senior executives and managers aware of project plans, progress and communicate findings and recommendations.

Project Team Lead – Subcontractor via Team KPMG to Defense Logistics Agency (DLA), Financial Improvement and Audit Readiness (FIAR) –- Fort Belvoir, VA. Mr. Stevenson provided a range of professional services and leadership guidance on end-to-end Procure to Pay (P2P) business cycles by assessing the current processes and developed strategies to ensure accurate and timely financial results for the DLA FIAR initiative. Provided Project Supervision & Team Leadership. Mr. Stevenson managed a team of approximately 12 contractors. Acted as one of the primary points of contact for the program and authorized interface with the Contracting Officer Representative (COR) and other government personnel. Responsibilities included monitoring the project’s performance and the project deliverables. Provided strong teamwork and interpersonal skills and the ability to effectively communicate with all levels of management. Lead the effort to document the end-to-end (P2P) business processes, track and manage the manual and automated internal control assessment requirements for the SAP ERP Federal Financial Management System - Enterprise Business Systems (EBS-R12) general ledger (G/L), Subsistence Total Order & Receipt Electronic System (STORES), Defense Medical Logistics Standard Support (DMLSS), and Electronic Catalog System (ECATS), Defense Finance Accounting Systems (DFAS). Identified GAPs and weaknesses in controls, and developed Corrective Action Plans (CAPs) to resolve deficiencies in accordance with DLA guidance. Ensure that the Service Provider information was accurate and in compliance with Statement on Standards for Attestation Engagements (SSAE) No. 16 - Reporting on Internal Controls at a Service Provider Organization. Evaluated the G/L posting process logic, identified inaccuracies, root causes, and associated impact on the financial statements and developed strategies to resolve errors, weaknesses, and deficiencies for high priority GLACCS within the Procure to Pay (P2P) functional decomposition.

Served as Program Manager for the United States Department of Agriculture (USDA) – OMB Circular A-123 Support. – Washington, DC. Mr. Stevenson provided a range of professional guidance on implementing the requirements of OMB Circular A-123 (the Circular) and other related compliance activities including the Improper Payments Information Act of 2002 (IPIA), Federal Information Security Management Act of 2002 (FISMA), Federal Financial Management Improvement Act of 1996 (FFMIA), and the Federal Managers Financial Integrity Act of 1982 (FMFIA). Lead the effort to document, track and manage the manual and automated internal control assessment for the SAP ERP Federal Financial Management System - Enterprise Business Systems (EBS-R12) implementation. Confirmed and documented key financial controls, key business processes and financial accounts and significant systems requirements. Identified relevant financial statement assertions for significant line items/accounts. Mapped key business processes/cycles to functional requirements and sub-processes business rules/cycles. Performed quality control over implementation of the test plans. Identified GAPs and weaknesses in controls, and developed Corrective Action Plans (CAPs) to resolve deficiencies. Reviewed and analyzed quarterly and annual financial reports and statements generated by the Departmental Accounting System, including SF-133 and SF-2108 reports (FACTII); audited Financial Statements (FACTI): and reconciled general ledger accounts to appropriated funds balances. Researched, analyzed and reconcile inter- agency reimbursable agreements with accounts and collected on multi year outstanding and unpaid obligations.

Served as Program Manager – Subcontractor to Houston & Associates (HAI), A Raytheon Company, via the U.S. Department of the Interior (DOI), Independent Verification and Validation (IV&V) for the Financial Business Management System (FBMS) - Enterprise Resource Planning (ERP) System – Enterprise Business Systems (EBS-R12) implementation - Herndon, VA. - Mr. Stevenson managed and coordinated a modified Deployment Readiness IV&V “Deep Dive” with focus on Test Assurance. The Deployment Readiness assess through independent review and testing, the technical and functional quality of FBMS Deployment prior to the delivery to the Department of the Interior production environment.

Requirements Phase Support:

Development Phase Support:

Testing Phase Support:

Maintenance Phase Support:

Served as Program Manager for the United States Department of Housing and Urban Development (HUD), Office of Public Indian Housing (PIH) – Implementation of Subsidy and Grants Information Systems (SAGIS), Washington, D.C. - Mr. Stevenson managed and coordinated the open RFP solicitation vendor selection process for the COTS Grants Management IT implementation effort. Acted as the primary point of contact for the program and authorized interface with the Contracting Officer Representative (COR) and other government personnel. Responsibilities included monitoring the project’s performance and the project deliverables. Developed budgets and oversaw administration of program budget components as well as make financial projections. Directed, prepared and negotiated contracts for the delivery of program services. Negotiated contracts for services performed for the program. Presented technical and process alternatives via joint application and design (JAD) sessions to confirm and reconcile business rules, technical and functional requirements. Provided blueprinting, gap analysis, mapping, design, configuration management, process improvement, documentation support, user training and postproduction support. Validated the functional, technical requirements and crosswalked to business rules.

Served as the Program Manager for the Implementation of the Rational Suite for one of the largest United States Air Force (USAF) Enterprise Resource Planning (ERP) implementations @ Wright Patterson Air Force Base (WPAFB), Dayton, Ohio via the Program Management Office (PMO) - Mr. Stevenson managed and coordinated services with the U.S. Air Force’s 88th Communications Group in configuring the environment and deployed (the IBM Rational Solutions for Collaborative Lifecycle Management (CLM) to support and ensure change management, requirements management, program management, and best practices were all captured and implemented accurately and consistently. This effort was divided into four phases: (a) elaboration, (b) Construction, (c) Transition, and (d) Sustainment. Mr. Stevenson managed a team of approximately ten contractors and coordinated the open RFP solicitation vendor selection process for the IBM Rational Solutions for CLM implementation effort. Act as the primary point of contact for the program and authorized interface with the Contracting Officer Representative (COR) and other government personnel. Responsibilities included monitoring the project’s performance and the project deliverables. Selected, trained, supervised and evaluated the performance of project staff. Developed budgets and oversaw administration of program budget components as well as make financial projections. Directed, prepared and negotiated contracts for the delivery of program services. Negotiated contracts for services performed for the program. Mr. Stevenson utilized the IBM Rational Solutions for (CLM) to bring together change and configuration management, project planning and tracking on common unified platforms. Using the following IBM Rational Tools:

i.Rational Team Concert (RTC)

ii.Rational Quality Manager (RQM)

iii.Rational DOORS Next Generations (DNG)

Served as Program Manager for Google Apps. (Intranet Start Page Implementation Development Services via District of Columbia Government – Office Chief Technology Office (OCTO), Washington, DC – Mr. Stevenson managed and coordinated software development and integration services to launch the DC Government first Intranet portal start page (Application). Mr. Stevenson managed a team of approximately 6 contractors and coordinated the open RFP solicitation vendor selection process for the Google Apps (Intranet Start Page development and implementation effort. Act as the primary point of contact for the program and authorized interface with the Contracting Officer Representative (COR) and other government personnel. Responsibilities included monitoring the project’s performance and the project deliverables. Developed budgets and oversaw administration of program budget components as well as developing financial projections. Directed, prepared and negotiated contracts for the delivery of program services. Selected, trained, supervised and evaluated the performance of project staff.

Served as Program Manager for the IT design and upgrade and replacement of Water Meter Testing Program for District of Columbia Water and Sewer Authority (DCWASA), Washington, DC - Mr. Stevenson managed and coordinated the Calibration and Repair/Replacement implementation of the District of Columbia new water meters installation. Mr. Stevenson utilized customer relations’ management techniques to communicate effectively with the general public concerning Water Meter use. Mr. Stevenson managed a team of approximately 6 contractors and coordinated the open RFP solicitation vendor selection process for the new IT design and upgrade of the water meter replacement and new technology implementation effort. Act as the primary point of contact for the program and authorized interface with the Contracting Officer Representative (COR) and other government personnel. Responsibilities included monitoring the project’s performance and the project deliverables. Developed budgets, oversaw management and administration of program budget components as well as developed financial projections. Directed, prepared and negotiated contracts for the delivery of program services. Supervised and evaluated the performance of project staff. Developed interfaces for legacy systems via ADP ACCESS database Programming, Account Analysis and Infrastructure Analysis, and Help Desk Support.

James Martin Government Consulting (JMGC). Project Manager 4/1998 – 04/1999 – Fairfax Va.

Led the implementation effort for the District’s Financial Management System (FMS) in a team-programming environment. KPMG Peat Marwick COTS ERP software package (R*STARS) was implemented, which included the Core Accounting; Budget Execution; Cash and Grants Management; Investment and Debt Management; and Project Costing; ADPICS (Fixed Assets/Inventory); and Performance Series Budget Creation and Executive information System). Performed blueprinting, gap analysis, mapping, configuration management, data conversion, interface development and User Acceptance Testing (UAT).

REL-TEK Systems & Design Inc. Project Manager 04/1996 to 4/1998 – Rockville, MD.

Managed all phases of life cycle implementation, including blueprinting, gap analysis, mapping, design, configuration management, data conversion, interface development, testing, user training and postproduction support. Project implementation included the Bureaus within the Department of Commerce (DOC) - which includes the Census Bureau, and the International Trade Administration (ITA). Implemented and deployed the Core Financial System (CFS), which was developed in Oracle. This system implementation included the following modules: General Ledger Management, Fund Management, Receipts Management, Payment Management, Cost Accumulation Management. The DOC’s CFS implementation was based upon baseline Federal Financial Management System (FFMS), which is Joint Financial Management Improvement Program (JFMIP) compliant.

Seabury & Smith (MARSH&McLENNAN Co.)Manager Premium Accounting 10/1995 to 04/1996, Washington, DC

Developed and implemented the annual revenue budget. Consolidated and prepared month end financial reports for all lines of business for premium revenue. Performed workflow analysis for the entire department and recommendation for workflow improvement to Senior Management.

Student Loan Marketing Association (SLMA) Senior Systems Accountant 03/1990 to 10/1995 – Washington, DC

Maintained accounting control of up to $2 billion in student loan assets. Analyzed and reviewed servicer data and consolidated data into subsidiary loan accounting system. Developed a Statistical Analytical Systems (SAS) library of programs with financial accounting ad hoc reports.

MCI Telecommunications Corporation Systems Accountant 10/1987 to 10/1990 – Arlington, VA.

Developed a Statistical Analytical Systems (SAS) library of programs with financial accounting ad hoc reports. Pinpointed existing internal control weaknesses in the general ledger system.

American Security Bank/Nations Bank Internal Auditor 05/1985 to 10/1987 – Washington, DC

Conducted audits of departments and divisions. Prepared and revised narratives and flow-charts which documented systems, procedures, and controls within departments and divisions.

International City Management Association (ICMA) Accountant 06/1984 to 05/1985 – Washington, DC

Reconciled inter-company receivables and payable, corporate and trust disbursement cash accounts, and investment manager's portfolio to Mercantile Trust report.

Alex Brown Investment Accountant 06/1983 to 06/1984 – Towson, MD

Reconciled automated general ledger on a monthly basis for the investment funds. Reconciled inter-company receivables and payables, corporate and trust disbursement cash accounts.

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