DAVID GLENN PROCTOR
Senior IT Project Manager with diverse skills and experiences in business applications.
Implementation management of enterprise-wide systems for financials, procurement, or workforce.
Large-scale infrastructure efforts; architecture, engineering, deployment, and operations. Full Lifecycle.
Technologies utilized are Oracle, Microsoft, BMC Remedy, VMware, HP, and Cisco.
Multiple implementation team simultaneous management, often they are geographically separated.
Responsible for scope, schedule, budget, quality, risk mitigation, and vendor management.
Typically manages customer expectations, develop solutions, and present to customer executives.
Active DoD Secret.
IT PROJECT MANAGER/ARCHITECT FEB 2014 - PRESENT, KEAKI TECHNOLOGIES, ARLINGTON, VA
OFFICE OF NAVAL RESEARCH CIO SUPPORT
Functioned as Sr. Project Manager for ONR CIO support agreement. PMO support/integrated master schedule.
Design of system modernization strategy. Oracle eBusiness Suite to SAP Navy ERP migration, Data Interfaces.
Provided project direction, alternatives, and execution oversight. Client presentations.
Key member of the Security Architecture Working Group that emphasized robust design and operations.
Technologies were Oracle, SAP, BMC Remedy, OpenText Content Management, Microsoft, and HP/NetApp
Accomplishments were sunset plan for Oracle eBusiness Suite (aka Oracle Government Financials), data interfaces with SAP Navy ERP Shared Service Provider, DLA Transaction Services, ONR CAMIS (Grant Management), and interfaced ONR with the Navy Alfresco Records Management Shared Service Provider.
IT PROJECT MANAGER/ARCHITECT MARCH 2009 – FEB 2014, CYBERFEDERAL, ARLINGTON, VA
DOD MOBILITY ARCHITECTURE AND ALTERNATIVE OF ANALYSIS FOR CLASSIFIED AND UNCLASSIFIED SMART MOBILE DEVICES
Functioned as Mobile Device Architecture Analyst/Architect for DISA (Defense Information Systems Agency) Mobility Project Office.
Represented DISA in the DoD Mobility direction taken for architecture, Mobile Device Management (MDM), Mobile Application Store (MAS), and Voice/Data Security.
Participants were DoD CIO, NSA (Nation Security Agency, Army, Navy, Air Force, and WHCA (White House Communications Agency). Core team of 20 members.
Accomplishments were architecture, strategy, policy, and MDM/MAS RFP for DoD DISA procurement and implementation for the DoD Managed Service Provider.
DOD VIPS, DOD-WIDE RECRUITING OF ARMY, NAVY, AND MARINES MILITARY STAFF
Member of the CACI VIPS Proposal team, responsible for the proposal managed hosting section. VIPS is a workforce recruiting and learning management system for DoD military staff.
Post-award, Functioned as an Enterprise Architect (as subcontractor) for the CACI VIPS Contractor.
Organizational team was composed of DoD BTA, US MEPCOM, CACI, HP, SEI, Oracle, etc.
Technologies utilized were IBM Rational, VMware, Red Hat Linux, Oracle Fusion, and Oracle Database.
Accomplishment was producing DoDAF architectural artifacts and the hosting strategy.
Utilized a VMWare hybrid cloud virtualization design/software designed datacenter.
DOD BTA APPLICATION DATACENTER HOSTING ALTERNATIVES ANALYSIS
Functioned as Datacenter Analyst for the requirements needed, and the capabilities available from data center commercial and federal hared service datacenter providers.
Responsible for the analysis of system hosting requirements for a portfolio of 27 DoD-Wide applications. Discriminators were service provider utilization of ITIL best practices, also availability, scalability and security.
Focus was on the recommendation for migrating the DoD enterprise-wide business application portfolio onto commercial datacenters
Accomplishment was the DoD VIPS RFP included option for hosting at commercial datacenter.
VARIOUS SHORT-TERM ARCHITECTURAL OR PROJECT MANAGEMENT ENGAGEMENTS
USDA, International Trade Agency, Department of State, WHS, etc.
SR. PROJECT MANAGER/SR. PRINCIPAL ENGINEER, OCTOBER 2005 - FEBRUARY 2009, GENERAL DYNAMICS, FAIRFAX, VA
AIR FORCE CIO GOVERNANCE SUPPORT
Functioned as Governance Systems Analyst for CIO Policy and Procedures.
Responsible for large-scale and complex programs. Performed program planning, requirements, financials, and portfolio analysis.
Represented Air Force CIO with integrated portfolio management teams and steering committees, and Program Management Office (PMO). Focus was on business applications such as logistics, financials, and acquisition.
Developed and executed budgets conformed to policy, and developing processes for requesting, spending and reporting capital expenditures.
Accomplishments were governance policy approved and propagated for IT Service Management (AFI 33-115), IT Equipment Asset Management (AFI 33-112), and Software Assent Management (AFI 33-114).
Responsible for requirements that went into a variety of Air Force Statements of Works.
AIR FORCE CIO ITSM PROGRAM MANAGEMENT AND OVERSIGHT
Functioned as Air Force CIO ITIL evangelist and enterprise-wide ITSM architect.
Responsible for spearheading ITIL adoption teams and ensuring that multiple ITIL/ITSM efforts aligned.
Represented Air Force CIO on efforts such as Enterprise Service Desk, Processing Centers, and Network Operations Centers to keep the efforts focused on the Air Force ITIL/ITSM vision and technical direction.
Technology included modules from BMC Software, IBM, Microsoft, EMC, McAfee, VMware, and Oracle.
Accomplishments were Air Force CIO endorsement for the architecture, processes, and technology for ITIL/ITSM for Network Operations Centers, Processing Centers, and Service Desk.
USAF CIO ORACLE VENDOR MANAGEMENT SUPPORT
Represented Air Force CIO as Oversight Manager regarding Oracle Corporation.
Provided oversight for the Air Force Enterprise License Agreement with Oracle. This included capital and operations budgetary requirements and projections.
Escalation point for Air Force with Programs/Systems utilizing Oracle products when CIO support was required.
Accomplishments was resolving license compliance issues plus large procurements oversight.
USAF CIO AFWAY SYSTEM PROJECT MANAGEMENT AND OVERSIGHT
Air Force CIO oversight responsibility for Air Force AFway that provided the catalog procurement tool for acquiring IT equipment and services. Essentially, it was the front-end for large Airforce-wide agreements where users could order commodities.
Represented Air Force CIO with DoD BTA, and other portfolio management working groups regarding catalog procurement tools across the entire DoD.
Accomplishments were the securing funding of $5M to upgrade AFway to Oracle EBS technology, DoD BTA approval for AFway2 modernization, and modernized AFway prototype system.
Responsible for requirements for the AFway2 software and system integration contracts.
USAF FOIA SYSTEM PROJECT MANAGEMENT AND OVERSIGHT
Functioned as IT Project Manager responsible for implementing Air Force enterprise-wide FOIA system. This is the case management system used when Freedom of Information Request are submitted to Air Force.
Responsible for architecture, requirements, acquisition strategy, resource requirements, and project management. $10M effort. This was a huge and visible success.
Technologies were AINS FoiaXpress, and Microsoft SQL Server, Microsoft web server middleware.
Accomplishment was the operational adoption of the FOIA system for all Air Force FOIA Managers.
Responsible for the Statement of Work for the acquisition of the eFoia system. Also implementation oversight.
AIR FORCE CIO INFORMATION ASSURANCE POLICY FOR COMMERCIALLY OBTAINED SYSTEMS
Represented Air Force CIO on working groups regarding Information Assurance (IA) for commercially obtained software system.
Endorsed the NIST/DISA STIG process for USAF. Established an Approved Products List for Air Force that did not require additional C&A for programs utilizing those products.
Accomplishments were the development, approval, and propagation of Air Force Instruction (AFI) governance policy for commercial packaged software.
SR. PRINCIPAL ENGINEER, SEPTEMBER 2004 - JUNE 2005, KSJ & ASSOCIATES, ARLINGTON, VIRGINIA
DISA COMPUTING SERVICES DIVISION TRANSITION MANAGEMENT SUPPORT
Functioned as IT Project Manager for the DoD Shared Service Provider DISA system migrations.
Transition of the Army Defense Personal Property Systems (DPS) to DISA datacenters. DPS is the logistic management system used to managing shipping of military staff household cargo as they deployed.
Participants were CACI DevOps system integrator, the DISA IBM zOS Mainframe Team, VMware Team, and the Linux Teams to modernize and migrate the application.
Project management activities such as scope management, configuration management, change management, financial control, schedule, and progress reporting.
Accomplishment was the transition of the modernized DPS system to DISA hosting.
SR. PROJECT MANAGER, APRIL 1999 - OCTOBER 2003, AT&T, OAKTON, VIRGINIA
UNISITI SHANGHAI SYMPHONY TELECOM JOINT VENTURE
Functioned as Project Executive for Unisiti Shanghai Symphony Telecom, Shanghai China.
Responsible for the initial on-site phases of a new start-up joint-venture telecommunications company.
Provided for Market Research, Brand Management, Product Management, Logistics, Vendors Management, and Project Management.
Accomplishment was the establishment of a profitable joint venture company in China. $50M China-side annual revenue.
Awards were the AT&T Silver Standing Ovation Award, and the AT&T Humanitarian Award.
GALILEO/QUANTITUDE EQUIPMENT CO-LOCATION AND NETWORK MIGRATION
Functioned as Project Director for the $125M Galileo Enterprise Network equipment co-location, network migration, and data circuit contract.
Brought into effort after customer was in discussions of contract terminations due to non-performance.
Accomplishments were the cease of termination discussions, and additional business from the customer. Accomplished via revision of the provisioning process, and the customer prioritization scheme.
Received the AT&T Sales center award for this achievement. Also, AT&T West Sales Region Award, AT&T Mountain Sales Center Vision Pin Award.
STATE OF TEXAS VOICE AND DATA NETWORK OUTSOURCING
Functioned as AT&T Transition Manager for the Texas $250M Network Outsourcing Contract.
AT&T was to provide Texas State and local government agencies with a portfolio of services that include frame relay, ATM, hosting, business long-distance, and private-line. The project is designed to provide a centralized network serving 250 state agencies and 4,500 sites.
Responsible for defining roles, responsibilities, and procedures, during the start-up of the voice and data network outsourcing contracts. Managed master schedule of project tasks, issues, escalations, and timeframes.
Accomplishment was transition management from contract award to the operations lifecycle management team.
SUPERVISORY ENGINEER, JUNE 1987 - APRIL 1999, US NAVY - MILITARY SEALIFT COMMAND, WASHINGTON, DC
VOICE, DATA, AND SATELLITE NETWORK MANAGEMENT
As a federal government manager, functioned as the Department Chief that provided for all enterprise-wide voice and data communications for the $2B Navy Command.
Responsible for datacenter and network architecture, engineering, and operations activities.
Accomplishments were the designed and implemented the networks at the sites of MSC Washington DC, London UK, Bayonne NJ, Virginia Beach VA, Guam, Earl NJ, Little Creek VA, Port Canaveral FL, and Norfolk Naval Station Va.
Proposed and successfully championed the migration of business systems to Oracle EBS ERP. This required analysis of multiple financial management systems such as CGI-AMS Momentum, SAP, CA-Cullinet CIMS, Oracle Government Financials, and an Army Corp of Engineers organically developed solution. DoD DFAS approved for TRANSCOM-Wide implementation.
Responsible for a variety of Statements of Work. Performed on source selection teams. COTR.
IT Strategy, budget forecasts, and aligned IT projects to the budgetary spend management plan.
Awards were the Navy Unit Commendation Medal, Navy Special Act Award (twice), Cold War Recognition Certificate, and multiple performance bonus awards.
SHIPBOARD MANAGEMENT INFORMATION SYSTEMS
Functioned as application developer. Responsible for custom software development functions of architecture, data modeling, design, development (coding), testing, and deployment.
Accomplishment were systems for Fuels Management, Cargo Management, and FOIA Management.
SKILLS AND TECHNOLOGIES
Program, Project, and Task Management via PMBOK Waterfall or Agile Methodologies.
Financial planning from Lifecycle cost estimates, budgetary submitting, and funds execution.
Enterprise Architecture, Data Architecture, Application Architecture, and Security Architecture.
Tools: Oracle, Oracle EBS. IBM, IBM Tivoli, VMware, Microsoft, BMC Remedy, Red Hat, etc.
EDUCATION AND CERTIFICATIONS
MS Information Management, Marymount University, Arlington, VA, 1999
BS Industrial Engineering, WVU, Morgantown, WV, 1985
Project Management Professional (PMP), PMI, Certification #1335728, April 2009
Microsoft Certified Systems Engineer (MCSE), Certification #328422, March 1998
ITIL V3 Foundation, OGC, Certification #100126568, May 2009
Information Resource Management Certification (IRM), Marymount University, October 1998
Information Resource Management Certification (IRM), 1000 x 2000 Program, GSA, October 1998
DoD Secret Clearance (active)