BRYAN D. HUYNH

Brighton, CO *****

703-***-****

Email: acqxq5@r.postjobfree.com

LinkedIn Profile: https://www.linkedin.com/in/bryanqhuynh

SUMMARY

• Lean Six Sigma Black Belt, experienced in defining and improving business processes in strategic deployment, manufacturing, product design, innovation and finance. Experienced in defining strategic goals and tactical plans, addressing problems and improving product quality, customer's deliverable on-time efficiency, and time management. In addition, providing and establishing relationship in vendor management and stakeholders involving data collection, gather, and integrity.

• Team Lead to oversee and manage a medium to large-sized team and portfolio and independently manage multiple medium to large and projects and programs that require high levels of functional integration and organizational change management including responsible for cost, budget and financial, and analysis of financial cost and budget models, operational data of business units, projects and/or programs.

• Experienced Project Manager to lead and manage teams and organization, using the concepts, processes, and methodologies in PMO (Program Management Organization), Scrum, Agile, ITIL Service Lifecycle, System Development Life Cycle (SDLC).

CERTIFICATIONS, EDUCATION & SKILLS

• ScrumMaster Training, LitheSpeed Consulting, 2015

• Certified Lean Six Sigma (LSS) Black Belt (2013) and Green Belt (2012), Mountain Home Institute.

• Project Management Professional (PMP) Training, Knowledge Consulting, 2011.

• The Information Technology Infrastructure Library (ITIL) version 3 Foundation Certification, 2010.

• Master of Business of Administration (MBA), University of Phoenix, 2008.

• Bachelor of Art, English, George Mason University, 1992.

Technical Knowledge/Experience: MS Project/Primavera, MS Excel, Visio, Share Point and Access DB, MS Office, HTML, SQL, TOAD, Business Objects, Windows XP, NT, 2003 Server, Photoshop, Dream Weaver, Corel Draw.

Security Clearance: Top Secret TS/SCI + Counter Intelligence (CI) Polygraph, to be expired in November, 2017

PROFESSIONAL EXPERIENCE

TASC, Chantilly, VA. Budget Analyst, 01/2014 - 08/2015 - National Geospatial-Intelligence Agency (NGA)

Clearance Level: Top Secret TS/SCI + Counter Intelligence (CI) Polygraph

> Analyzed financial performance in a wide variety of National Geospatial-Intelligence Agency (NGA) budget operations to include formulating and assisting Key Components (KCs) and Portfolio, and Intelligence Community budget requests in support of the missions and programs across NGA and its Directorates prior to submission to Office of the Director of National Intelligence (ODNI).

> Coordinated and developed the annual budget requests, oversees contingency operations requirements, unfunded requirements, develop, monitor, analyze annual spend plans, and work with NGA's financial database to extract pertinent budgetary data. Attended budget hearings, performing follow up functions to ensure the departments adhere to the hearing action items. Understand their issues and assists in resolving their problems, to ensure customers having a thorough understanding in estimating and forecasting their budgets by providing quality products and services.

> Supported the development of the annual program build/Program Objectives Memorandum (POM); conducts NGA Agency and Directorate level funds control and budget execution activities for National Intelligence Program (NIP) and Military Intelligence Program (MIP) appropriated funds in accordance with Congressional and oversight direction. .

> As part of the Development Team, participated in daily Scrum weekly meetings with Scrum Master and Product Owner to prioritize the requirements of resources and financial for "Sprint" pertaining to Product Catalog's Integrated Master Schedule (IMS) of portfolio tasks.

Consultant / Lean Six Sigma, (Part-Time Assignment) - National Reconnaissance Office (NRO)

> Served as a part-time consultant, to support a LSS project at National Reconnaissance Office (NRO) agency, to improve and create new business processes of Change Request/Request for Change/Change Management Process for the NRO Infrastructure Service Provider (NISP).

> Supported to Green Belt and MBB (consultants) with idealistic story boards and business cases for sponsors prior beginning the initial interviewing with customers such as project selections, scopes, and delivery to ensure effective application of Lean Six Sigma tools and alignment with business goals and strategy.

> Supported Green Belt to have “attention to detail” by interviewing / asking proper questions with customers for specific answers in part of data collection which could be used in measuring successes in both qualitative and quantitative. Continued to provide team with options how to collect and gather requirements, ways to alternate the look of the current workflow analysis and determine what made sense and realistically. Assisting with documentation current "as is" processes and collaborated with cross functional teams to engineer "to be" processes by providing affinity diagrams, gap analysis, and selection/prioritization of RACI (Role Accountable Consulted Informed) matrix.

GENERAL DYNAMICS IT, Springfield, VA. Senior Analyst, Systems, 03/2010 – 01/2014 - NGA

Clearance Level: Top Secret TS/SCI + Counter Intelligence (CI) Polygraph

New Campus East Project - Control Account Manager (CAM) / Project Manager (PM)

> Managed medium ($15 Millions) and small ($100K to $3 Millions) sized budget projects in Option Year 1. Developed financial controls, procedures, systems, and forecast techniques to evaluate contract/program status and ensure compliance with NGA and customer requirements.

> On-going developed of the budget’s cost estimates, cost / benefit analysis and project justifications, and analyzed cost center detail and explaining variances. Developed and managed all budgetary accruals for the assigned office employees and contractors.

> Ensured critical outcomes were met for each task / project, program and/or portfolio for which they are responsible, and the effective project controls were in place to monitor project performance.

> Identified and managed project dependencies and critical path. Tracked and monitored project milestones and deliverable. Communicated with Team Lead and Engineers on schedules, tasks, resources, in order to research and write up narratives of the contract performance, ensuring GDIT adherence and follow to the Department of Defense (DoD) process standards, procedures and project documentation standards.

> Monitored the cost and budget periodically including ETC (Estimate to Complete), EAC (Estimate at Completion), Cost of Performance Index (CPI), and continues to revise as needed in part of monthly’s earned value management.

Team Lead / Lean Six Sigma

Responsible for develop an approach to improvement time management and efficiency while working closely with internal and external customers to ensure a better performance in delivering results.

> Led, developed, and delivered a strategic plan of Post-On Board process for stakeholders and directors, by identifying and implementing a strategic program initiative to improve services, satisfaction, time effectiveness and efficiency.

> Reviewed the business processes and advised senior management on improvement options that are competitive, and support company strategy.

> Utilized and managed Lean Six Sigma methodologies (DMAIC), from start to finish using standards and methodologies toward optimizing cycle time, reducing non-value added steps, and/or improving customer satisfaction.

> Defined and developed customer focused value streams; conducting on-site stakeholder interviews, compiling data, performing analyses. On-going advised customers on the utilization of ITIL best practices within the technical guide lines to LSS methodologies.

> Collected and scrubbed data to determine variations. Designed and implemented metrics to measure and improve customer outcomes; mapping business processes, benchmark, and identifying opportunities for streamlining and standardization, and provides matrixes and charts (Cause and Effect, Failure Modes and Effects Analysis).

> Implemented large improvements that directly impact customer needs to include developing (queries, tables, forms, and reports) a database to host large data where it can be more efficient to maintain.

> Continued to improvement and driving learning back into business operations.

Baseline Realignment Army Closure (BRAC) Project - Team Lead / Risk and Change Management, 03/2010 - 03/2011

> Led, outreached, acted as an Agile / Scrum lead, to actively facilitate, have open dialogues, and involve project leads/managers in a weekly meeting, working to identify project’s risks including budget, timeline, scope changes, and change management (schedule changed). Held each team accountable for their commitments, removed roadblocks to their work, and leverages organizational resources to improve capacity for project work.

> Used Risky Project software to run Monte Carlo simulation for determining qualitative and quantitative analysis, probabilities and impacts, and monitoring the project's risk exposure. Provided visibility to team impediments/risks and helps eliminate them.

> Assessed project performance and encouraged key teams to follow established practices and procedures for securing of minimizing outages and maximizing service levels.

> Ensured and encouraged project team adheres to policies, procedures, and quality standards, in order to make an audit and analyze everything to determine if anything had changed. Fully facilitated productivity, and make sure teams to use Share point tool to report/update the progress of reported risks.

> Managed Program Management Office (PMO) accounts. Monitored and ensured timely and accurate completion of all internal project management reports including milestone, backlog/financial forecast, resource forecast, status and other reports, as requested. Communicated with Team Lead and Engineers on schedules, tasks, resources, in order to research and write up narratives of the contract performance, ensuring GDIT adherence and follow to the Department of Defense (DoD) process standards, procedures and project documentation standards. Tracked project schedules to ensure milestones were met on time or adjusted as required if external factors impact project schedules.

COMPUTER SCIENCES CORPORATION (CSC), Falls Church, VA. Project Scheduler, 07/2008 - 02/2010

> Led and facilitated with project managers, developers, and team leads in weekly meeting, to create an open dialogue and discussion on the project’s tasks, dependencies, deadlines, and deliverables. Encouraged team to stay within Agile / SDLC and methodologies of collaboration, prioritization, team accountability and visibility; ensured consistent application of principled across the enterprise.

> Collaborated with Product Owners (program director and project managers) to ensure vision, roadmap were well-defined and understood. Facilitated weekly quality reviews and walk-thru with teams and determined need for and impact of process and change management in scope of project and makes recommendation based on determinations. Gained concurrence, approval, and consensus from senior management and team lead regarding the project aspects, adjusts accordingly.

> Identified appropriate resources and staffs projects. Using MS-Project to manage and coordinate day-to-day basis project: monitoring schedules (working and planning packages), tasks (internal and external dependencies), milestones, and deliverable.

BOOST MOBILE, Reston, VA. Business Analyst, 07/2006 - 06/2008

> Developed approaches to isolate and identify conditions affecting mission capability, vulnerability to fraud, and the potential for increased efficiency. Served a liaison for vendor, and provided assistance in part of their coming to board as an alliance, supported them with setting files, IP addresses to have files FTP (files transfer protocol), ensuring vendors in meeting SLA (Service Level of Agreement). Continued working with vendors as needed to identify opportunities to resolve business challenges with technical solutions.

> Analyzed raw data using SQL queries using TOAD tool with Oracle database, and other tools like Business Objects and MS Access DB and Excel (Pivot Tables) to further identifying and reviewing for frauds, trends, spikes, and void and POS (point of sale) transactions.

> Extensive use of TOAD to run SQL Queries for reporting purposes; performed Data Analysis using MS Excel.

SPRINT, Reston, VA. Database Analyst, 07/2003 - 07/2006

> Provided assistance to users at high level in part of Continual Service Improvement (CSI) phase. Responsible to trouble shoots the system issues to determine if the problem was functional or technical in nature and when appropriate instigates a system change request to correct the problem or improve the system.

> Developed and managed relationships with IT development to facilitate the effective administration of the Sprint program and develop / maintain interest in continuously enhancing the product or service offered to users it was uniquely valuable and represents best–in-class.

> Made recommendations applicable to workload collection methods and data integrity in accordance with the standards and regulations. Analyzed existing enterprise processes within Salesforce CRM (Customer Relationship Management) application, interview relevant stakeholders and understand all interfaces.

Business Systems Analyst

> Served as a Team Lead to oversee and manage UAT (User Acceptance Testing), to identify gaps that are required for launching products and functionality that need to be considered by development.

> Developed timelines for project delivery, and managed projects and resources to successful completion; involved in developing the test strategy and designed UAT.

> Oversaw and coordinated UAT team with development of users testing plans for Functional, Integration and System Testing; used Test Director to maintain test cases and test scripts. Worked with SQL queries such as select, insert, update, and delete for data manipulations.

> Communicated results of UAT’s analysis effectively, both verbally and in writing to clients, provide clear direction, and present and reconcile different opinions without creating confrontation with a professional demeanor. Provided input to o the training team prior of them creating slides / materials such as using proper words / language, scenarios, and screen shots.

> Interacted with customer contacts either on-site or remotely to review their operations and develop steps to improve Sprint’s product and functionality usage.

US Citizen with references and recommendations are available

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