Manager Software

CHRIS SITTENAUER

**** ********** *****, ********** ********, Michigan 48094 - 248-***-****

- **********@*******.***

EXPERIENCE 32 years Engineering & Software Process, Quality, and

Program Management experience.

EDUCATION Masters of Business Administration, University of Utah, 1994

Bachelor of Science, Computer Engineering, University of

Kansas, 1990

Bachelor of Science, Electronic Engineering Technology,

DeVry, 1982

CREDENTIALS Awarded IEEE Computer Society Certificate of Appreciation

IEEE Reverse Engineering Subcommittee, Member and

Newsletter, Editorial Staff

IEEE Business Process Reengineering Conference Co-Chair

JLC/SB-I Reengineering Assessment Handbook Working Group,

Chairman

SEI Reengineering Strategic Advisory Committee, Member

SEI CMM Based Appraisal for Internal Process Improvement

(CBA-IPI), Appraisal Team

Standard CMMI Appraisal Method for Process Improvement

(SCAMPI), Appraisal Team

SEI CMM Software Capability Evaluation (SCE), Appraisal

Team

SEI Consulting Skills Workshop, Certified Consultant

STSC, Hill AFB, CrossTalk Editorial Board (CEB), Member

Active Secret Security Clearance, Department of Defense

Lean Six Sigma, Green Belt

WORK HISTORY ASRC Federal, Beltsville, Maryland, July 2012 to Present as

a Director of Quality.

Achievements: Establish and manage the ASRC Federal Quality

Program. Provide organizational oversight and expertise in

managing, assessing and sustaining accreditation of the

CMMI, ISO and quality management programs across the ASRC

Federal family of companies. Proactively initiate and

facilitate improvement efforts using Lean Six Sigma.

ASRC MS, Greenbelt, Maryland, April 2011 to July 2012 as a

Program Manager.

Achievements: Manage ASRC MS to a CMMI Services Level 3

Appraisal by March 2012. Create and manage the ASRC MS

Organizational Process Group (OPG). Plan and estimate the

ASRC MS CMMI Services process improvement effort. Assess

process compliance with CMMI Services Level 3. Reengineer

ASRC MS Policies and processes to be CMMI Services Level 3

compliant. Manage and administer the process web page on

SharePoint.

Northrop Grumman Technical Services, (Senior Management

Consultant), Lanham, Maryland, May 2010 to March 2011 as a

CMMI OPG and AS9100C Project Manager.

Achievements: Create and manage the NGTS Lanham OPG. Plan

and estimate the NGTS Lanham CMMI and Aerospace Standard

AS9100C site process improvements. Reengineer processes to

be CMMI and AS9100C compliant and initiate process

institutionalization.

General Dynamics Land Systems, (Senior Management

Consultant), Sterling Heights, Michigan, April 2002 to

April 2010 as a CMM/CMMI SEPG/OPG Project Manager.

Achievements: Manage the GDLS Software to CMM Maturity

Level 5 (2002, also CMMI Level 5 in 2006 and 2009).

Reengineer GDLS Software processes to be CMM Level 5, ISO

9001 and IEEE12207 compliant, while being more efficient

and web-based. Processes were quantitatively controlled

using Statistical Process Control (SPC) with Process

Performance Baselines (PPBs) and predictive Process

Performance Models (PPMs) using Minitab. Remotely managed

both GDRS (Robotic Systems) and GDAMS (Amphibious Systems)

being assessed at SEI-CMM Level 3 in less than a year (GDRS

2003 and CMMI level 3 in 2008, and GDAMS 2006, CMMI Level 3

in 2007 and CMMI Level 5 in 2008 & 2011).

WORK HISTORY CNET, Channel Services, Itasca, Illinois, 2001 to 2002 as

Director of Operations.

Achievements: Manage the following groups as the Senior

Site Manager with Profit & Loss (P/L) Responsibility:

Software Quality Assurance (SQA), Network/System/Database

Administration, Product/Customer Support,

Finance/Accounting, and Internal Operations. Coordinate

group's activities and direction with Sales, Software

Development and Corporate. Conceptualize, develop, manage

and improve Operations infrastructure including metrics,

teams, tools, personnel, and processes.

Motorola, Cellular Infrastructure Group (Software

Management Consultant),

Arlington Heights, Illinois, 1998 to 2001 as an SEPG,

Hiring and Project Manager.

Achievements: Manage Motorola's Base Transceiver Station

(BTS) Software Development's: SEPG, SEI-CMM Level 5 SPI

activities, Measurement/Compliance Group and Organizational

Hiring efforts. Provide process improvement, process

compliance, hiring, project management and

facilities/environment strategic direction. Member of the

following Teams: Corporate SEPG, and several Corporate SEPG

SPI Initiative Teams.

Northrop Grumman Corp (Software Management Consultant),

Rolling Meadows, Illinois, 1996 to 1998 as a SPI/Compliance

Group Manager.

Achievements: Manage SEI-CMM Level 4 SPI and

Measurement/Compliance Group activities. Provide process

improvement and compliance strategic direction. Support

ISO 9001 Certification efforts. Member of the following

Teams: SEPG Strategic Planning, Level 4 SCE Process

Assessment, and ISO 9001.

Computer Sciences Corporation (CSC), Kansas City, Missouri,

1995 to 1996 as an SEPG Manager and Quality Product/Process

Assurance Manager.

Achievements: Establish, manage and strategically direct

CSC/KC's SPI/SEPG and Quality Product/Process Assurance

efforts concurrently. Define, document and graphically

represent software development process. Provide SPI and

CMM Tutorial Instruction for all CSC/KC employees.

Conceptualize, develop and maintain CSC/KC Software and

Business Standard Operating Procedures (SOPs). Coordinate

CSC/KC's SPI/SEPG and QA efforts with client's Quality

Assurance and SEPG Team Leads.

United States Air Force, Software Technology Support Center

(STSC), Hill AFB, Utah, Civil Servant, 1990 to 1995 as Lead

Software Engineer, Team Leader, Reengineering Project

Manager, and Management Consultant.

Achievements: Provide on-site reengineering support and

management consultation to requesting Air Force bases, and

coordinate software and business reengineering efforts for

the Air Force. Represent the Software Technology Support

Center (STSC) in all reengineering matters. Manage

reengineering contracts, funds appropriations and all

research efforts. Strategically integrate reengineering

into larger SPI/SEPG efforts. Write articles for USAF STSC

Cross Talk, IEEE and other technical publications.

Reengineering Tutorial Instructor for the DoD's Software

Technology Conference. Develop reengineering options

analysis/cost estimation model by initializing and leading

MIL-HDBK-SRAH (Software Reengineering Assessment Handbook)

Working Group efforts.

Boeing Military Airplane Co., Wichita, Kansas, 1982 to

1990, Design Engineer.

Achievements: Design hardware and software for various

programs, parts and assemblies. Write system requirements

and manage on site validation of JOVIAL software at Hill

AFB on F-4 NWDS Program. Reengineer software on KC-135R

shipside DIT-MCO program. Design wiring/repair

instructions and provide on-board support, for

electrical/avionics installations for F-4 NWDS, KC-135, B-

52 and 747 Air Force One.

SIGNIFICANT PROJECTS AND THEIR DUTIES:

Software Engineering Process Group (SEPG) and Software Process Improvement

(SPI) Project Manager - Create, establish and manage a GDLS SEPG.

Initiate SPI activities to increase the software development process

capability from SEI-CMM Level 3 to Level 5 within one year (and CMMI

Level 5 in 2006 & 2009). Reengineer, redefine and translate into HTML

existing GDLS software/business processes to be more efficient and

hyper-linked with organizational requirements, while aligning with

corporate practices and cultures. Insure all GDLS Software

Development processes were SEI-CMM Level 5 and ISO 9001 compliant,

while being brief. Perform project management duties (such as

personnel management, scheduling, reporting, and tracking progress).

Support software process assessments and refocus software process

improvement efforts based on assessment results. Established and

managed the initial Future Combat Systems (FCS) Manned Ground Vehicle

(MGV) Joint Supplier (JS) SEPG that produced a FCS MGV JS Common

process between GDLS and United Defense (now BAE Systems at ASD and

GSD).

Conceptualize, Define and Institutionalize Quantitative Statistical Process

Control (SPC) Alternative for CMM in 2002 and Transition to Full SPC

for CMMI Level 5 Compliance (v1.1 in 2006 and v1.2 in 2009) - Design,

implement and automate for GDLS an SEI-CMM Level 5 compliant SPC

"Alternative" process that provided quantitative metrics using a more

palatable quantitative process that was easily institutionalized (per

GDLS & SEI requirements). Reengineered this SPC Alternative process

into selected CMMI Level 5 statistically controlled processes with

Process Performance Baselines (PPBs) and Process Performance Models

(PPMs, using Minitab and Pareto Optimal Set analysis). Create web-

based probabilistic PPMs allowing interactive "What If" scenarios to

optimize model input predictors real-time. Other Statistical

Techniques included: Anderson-Darling Data Normality Test, Linear

Regression, Step-wise Multiple Regression, Correlation, Probabilistic

Confidence Intervals, Monte Carlo Simulation, Hypothesis Testing, 2-

Sample t-test (for improvement results Statistical Significance

Hypothesis Tests), Statistical Control Charts (based on data sample),

Defect Prevention (including Pareto Charts, Histograms, 5 Whys

Analysis, Causal Analysis and Root Cause Analysis) and the following

Design for Six Sigma (DFSS) Techniques: Voice of the Customer (VOC),

Value Stream Mapping, Measurement Systems Analysis (MSA), Kaizen,

Analysis of Variance and Failure Mode and Effects Analysis (FMEA),

Design of Experiment (DOE) and Root Cause and Corrective Action

(RCCS).

Manage Internet Collocation Provider RFP, Selection, Contract Negotiation

and Relocation - Identify and document CNET, Itasca Internet

Collocation requirements in a Request for Proposal (RFP). Objectively

evaluate almost 10 potential Collocation providers, negotiate a final

contract (reducing Collocation costs by 40%) and legally get out of

Exodus (our previous Collocation provider) while they were in Chapter

11 Bankruptcy. Successfully plan and manage removal and

reinstallation of over 60 network, server and database boxes without

any downtime during regular business hours.

Define, Improve and Automate Customer Support Tools and Processes -

Document the existing manual CNET, Itasca Customer Support process and

identify improvements. Customer Support improvements increased

productivity over 50% and included developing a Frequently Asked

Questions (FAQ) database, improving customer record documentation,

developing an organizationally tailored CRM tool that automated

repeatable Customer Support tasks and improved internal and external

communications.

Improve Internal Operations and Fiscal Responsibility - Develop, apply,

manage, evaluate and improve CNET, Itasca internal operations and

processes for Hiring, Security, Contracts, Consultants and all site

management activities. Improve accounts receivable and accounts

payable processes and cycle time. Manage Profit and Loss Statements

and make improvements that reduced annual reoccurring expenditures by

over $700K with an increase of productivity. Conceptualize, develop

requirements, design, plan and institutionalize internal software

tools to increase communications and productivity. The software tool

suite included the following tools: Bug/Feature tracking, Accounting,

Metrics, Customer Relationship Management (CRM), and Sales Force

Automation (SFA).

Software Engineering Process Group (SEPG), Software Process

Improvement (SPI), and Process Compliance Group Manager - Create,

establish, hire and manage an SEPG for Motorola's BTS Software

Development Organization, and initiate SPI activities that

develop/mature the software development process from SEI-CMM Level 1

to Level 5 using Motorola Six-Sigma. Reengineer, redefine, tailor,

and translate into HTML existing Motorola software/business processes

to be more efficient and hyper-linked with BTS organizational

requirements, while aligning with corporate practices and cultures.

Insure all BTS processes are SEI-CMM Level 5, ISO 9001, and TL 9000

compliant, while being brief (total process set was less than 200

pages). Perform project management duties (such as personnel

management, scheduling, reporting, and tracking progress), utilizing

quantitative SEI-CMM Level 5 metrics. Establish and institutionalize

a BTS Software Process Measurement and Compliance Group and improve

software quality through the standardization of the software

development process. Support software process assessments and refocus

software process improvement efforts based on assessment results.

Manage the software release Post-Mortem review and implementation of

the subsequent process improvements. Represent the BTS Software

Development Organization on the corporate SEPG. Manage organizational

environment changes based on the changing needs, SEI People CMM, and

basic ergonomic concepts.

Conceptualize, Define and Institutionalize a Professional Engineering

Hiring Process - Develop and manage the Motorola BTS Software

Development Organizational engineering and process coordinator hiring

process that was an improvement over the existing organizational and

corporate hiring processes (My accept/offer ratio was over 50% while

all existing hiring processes had less than a 50% success ratio).

Manage all aspects of the hiring process from obtaining enough

qualified resumes and performing initial screening of the candidates

to planning/managing interviews (both phone and on-site), performing a

candidate motivational interview/assessment and managing the

selection, offer and recruitment process. Establish a mentoring

process that provides each new-hire with a dedicated/experienced

mentor (within close proximity) to provide technical guidance.

Software Process Assessment, Improvement, Measurement, and Compliance Group

Manager - Redefine, reestablish and institutionalize the Software

Quality Assurance Group and improve software quality through the

standardization of the software development process. Support the

software process assessment and refocus software process improvement

efforts based on the assessment results. Reengineer/redefine existing

Northrop software/business/compliance processes to be more efficient

with business requirements, while aligning with

organizational/corporate practices and cultures. Perform project

management duties (such as personnel management, scheduling,

reporting, and tracking progress), while defining/providing

quantitative SEI Level 4 group metrics.

Software Engineering Process Group (SEPG) Manager - Original CSC/KC SEPG

Manager. Strategically define CSC/KC's vision/direction. Hire and

manage full-time SEPG personnel. Plan SEPG activities and

integrate/coordinate CSC/KC SPI/SEPG efforts with the client.

Document the current software process graphically and descriptively

(in the form of SOPs). Provide SPI and CMM training for the 70+

CSC/KC employees, and prepare for an independent Software Capability

Evaluation (SCE). Process graphical descriptions on a KPA basis

depicting compliance (using unique pictorial/icon process

representation designed for quick understanding) with the five CMM

required Common Features required.

Software Product and Process Quality Assurance Manager - Original CSC/KC QA

Manager. Define CSC/KC's QA functions/responsibilities as required by

the client. Hired and managed full-time QA personnel. Plan QA

activities, and institutionalize quality within the CSC/KC

product/process.

Awarded IEEE Computer Society Certificate of Appreciation - At the 1994

IEEE REF general session "For his contributions in fostering

communication and cooperation among government, research, and academic

communities in software and systems reengineering".

Reengineering Consulting - Provide direct, on-site software and

business process reengineering consultation at the following

organizations: Office of the Secretary of the Air Force, Pentagon;

National Security Agency (NSA), Washington, D.C.; University of

California, Lawrence Livermore Labs; Langley AFB, Norfolk Va.; Scott

AFB, St. Louis Il; University of California, Irvine; Los Angeles AFB,

Los Angeles, Ca; Warner Robins AFB, Macon Ga; Lowry AFB, Denver Co;

Tinker AFB, Oklahoma City Ok; Gunter AFB, Montgomery Al; Wright

Patterson AFB, Dayton Oh; McClellan AFB, Sacramento Ca; Tyndall AFB,

Panama City Fl, and Idaho National Engineering Lab.

IEEE Reverse Engineering Forum (REF) and Y2K Summit, Board Member, Speaker

- Board Member and Speaker for the bi-annual IEEE Reverse Engineering

Forum in 1994 & 1996, and Y2K Summit in 1996. Provide technical and

business expertise on the: conceptualization, technical content, call-

for-presentations, selection of speakers, and approval of budget for

the approximately 150 participant forums. Speaker at the Y2K Summit

on Y2K Assessment, Cost Analysis, and Strategic Planning. The REF is

a combined industrial/research review of the state-of-the-art/practice

in the reengineering of business processes, software and systems.

IEEE Business Process Reengineering Conference Co-Chair - Government

Chairman for the first annual IEEE Business Process Reengineering

Conference, as a follow-on conference to the Software Technology

Conference 95. Conceptualize, initialize, set-up, and coordinate all

aspects of the conference, including selection of speakers and

moderating the conference itself.

Conference Chairman and Technical Advisor - Primary Technical Advisor for

JLC's Post Deployment Software Support (PDSS) Subgroup's Software

Reengineering Symposium Santa Barbara 1 (SB-1). PDSS subgroup is the

software organization, which provides recommendations to the DoD's

Joint Logistics Commanders (JLC). Set up Symposium workshops as well

as topics discussed in each workshop. Select and invite appropriate

technical experts from the military, contractor, and academic worlds

to participate in this symposium. Chairman for the Reengineering

Economics Panel and responsible for the Group's output - MIL-HDBK-

SRAH.

Software Reengineering Assessment Handbook (SRAH) - Original developer of

the quantitative methodology that analyzes the technical need and

economic feasibility of reengineering a software system. Manage and

provide technical direction since inception through Santa Barbara 1

and to its present form as a military handbook (MIL-HDBK-SRAH). This

process was developed for those software organizations that are

interested in reengineering their software systems, but are unaware of

the technical or economic impact.

Reengineering Tutorial Instructor - Reengineering Tutorial Instructor for

the DoD's Software, Technology Conference (STC), Annual National

Conference On Ada Technology (ANCOAT), the Washington Ada Symposium

(WAdaS), Tri-Ada, and at the National Security Agency (NSA). STC

Reengineering and Reuse track coordinator and moderator. Achievements

included: Set up track by analyzing speaker abstracts and selecting

speakers which fit within track theme, Organize track in a logical

pattern according to speaker topics, and Introduce speakers and manage

track time.

Technical Speaker - Plenary speaker at the following conferences: USPDI

Software Maintenance & Reengineering, US Army Software T&E Panel

(STEP) Workshop, REVIC Users Group, University of California, Irvine,

Software Process Improvement Network (SPIN), the Multi-Service

Software Symposium, DITSO Reengineering Steering Committee, IEEE/ACM

National Council on Systems Engineering, SEI Reengineering Workshop,

and IEEE Reverse Engineering Forum and Y2K Summit.

Author Technical Articles and Reports - Author several articles for

CrossTalk on software metrics, testing and reengineering. Wrote

articles for IEEE Reverse Engineering Newsletter and High Order

Language Control Facility (Wright Patterson AFB) JOVIAL - Ada

Newsletter. Author the STSC's Reengineering Technology Report

discussing the current state of reengineering tools and of the

reengineering domain.

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