DENNIS R. BUNN
Myrtle Beach, SC 29579
Over 25 years of experience in Project Management with the private sector and the Department of Defense on multi-million-dollar application software development, infrastructure/operating system upgrades; C4ISR- communication, command and control software systems; weapons systems; resource management applications; enterprise resource planning systems, and health care software systems. Managed projects through their entire life cycle, defining the projects objectives, cost, schedule, design, quality controls, test and implementation. Also have experience as a manufacturing/quality assurance engineer, subcontract manager, and systems engineer. Certified Project/Program Manager (PMP), System Engineer, Department of Defense Contracting Officer Representative, and held a Top Secret/SCI Clearance
Managing complex systems using project schedules; work breakdown structures; earned value management, risk and software metrics to measure the progress of the program.
Used agile and waterfall methodology to manage application software development (SDLC) projects using the SCRUM/Agile/JIRA, Waterfall, and CMMI processes.
Used Primavera or Microsoft Project as the tool to develop, maintain, and track schedule, time and resources for projects, to support project outcomes that drive strategic metrics and results.
Implement Team Foundation Server (TFS) in software code development process.
Analytical when working problems providing solutions to the project team and stakeholders.
Responsible for upgrading infrastructure hardware, including Cisco Unified Computing System, Dell Power Edge Servers and IBM Lenovo systems.
Merged office products: email, timekeeping, word processing, spreadsheet, and graphic systems into a standard system across multiple facilities and platforms using Microsoft 0365 and Microsoft Professional 2013.
Used Software Metrics to manage application SDLC projects.
Established policies and procedures for project management for Program Management Offices (PMO).
Worked prime and subcontractor contracts including IDIQ, FFP, and cost plus contracts; managing life cycle cost; subcontractor deliverables and schedule. Developed Basis of Estimates (BOE), Request for Proposals (RFP) and Request for Information (RFI).
Develop project annual budgets, spend plans, schedule and technical performance baselines.
Prepare and work with all responsible parties, providing status on the program’s cost, schedule, and performance using agreed to metrics for each of these areas through weekly reports and monthly management reviews.
Lead and manage multi-discipline functional teams to ensure the project is in adherence to the technical baseline, information architectures, contract-SOW requirements, schedule and company’s policies and procedures.
Self-motivated in performing duties while working in a stressful environment
Use project management tools such as SharePoint, Primavera, Microsoft Project, and other Microsoft Office Products to manage and track projects activities and status.
PROJECT MANAGEMENT EXPERIENCE:
Responsible for managing a multi-million-dollar software development, infrastructure and operating systems upgrade. I managed the analysis of alternatives for hardware upgrades and the assessment of applications and operating systems running on these platforms. Manage software development activities and software development migration plans to ensure implementation of software upgrades occur within the information architecture without interfering with business operations. Used and implement TFS as part of the SDLC process, leading to efficiency in developing and sharing code. I lead a team of 50 people responsible for upgrading 35 servers, 7000 workstations and 560 software applications across multiple facilities reducing cost and schedule by 30%.
Managed the acquisition and technical requirements of major weapon systems for the Department of Defense including the Aegis Standard Missile, the missile defense C4ISR system, the Ground Bases midcourse defense system, the Chemical and Biological First responder information management system. I also managed major information management system upgrades including both network hardware and software for private industry.
Plan, organize, coordinate and administer work assignments by establishing program objectives, schedule, and cost. Working with the project team members to ensure they understand the project’s requirements, objectives and deadlines. Manage cost and schedule via Primavera, Microsoft Project and earned value management (EVMS). Have been successful delivering three systems under cost, saving an average 27% and 3-5 months ahead of schedule.
Continually review project status; identify any risks/issues, software metrics, and work on continuous process improvements. Manage risk by developing risk mitigation plans including: risk matrix, waterfall schedules, and corrective action plans. Software metrics used lines of code, function points, number of defects, and recoding. I have reduced software coding cycle time by 50% by implementing a virtual change process by managing defective code and recoding with the project’s software developers and documenting all functional and requirement changes on the project’s SharePoint.
One of my most important responsibilities is to interfaces and work with the team members and the customers to manage requirements and changes to the project’s technical requirements, business processes, cost and/or schedule through the entire lifecycle. One program I established a change review board consisting of project office management, subcontractor management and stakeholders, reducing a backlog of over 100 proposed changes in 5 months. Saving the program’s lifecycle cost over 1 billion dollars in rework.
Developed Basis of Estimates, Statement of Works, Request for Information (RFI) and Request for Proposals (RFP) for all government contract types (FFP, CPIF, CPAF, etc) with over 25 years for the Department of Defense and for the Progress Energy and Duke Energy merger. Responsibilities included preparing the SOW, RFP and/or RFI (if needed), the criteria in which proposal where to evaluated, conducting the technical and cost evaluations on the proposals received. Also developed proposals for Parson’s in response to RFPs, wining 4 out of 5 proposals submitted.
PRIVATE SECTOR EMPLOYMENT (4 years consultant-contract):
Project Manager 365 Cloud Migration, PlyGem, Cary, NC (Software Specialist Consultant-10 month contract)
Responsible for managing infrastructure upgrade and migration to Microsoft Cloud for five business units
Upgrading the IDE using the TFS enterprise-grade server.
Standardized email naming convention for all five business units.
Converted all business units using multiple google, IBM Notes, Microsoft exchange to the products in the Microsoft 365 Cloud
Worked across five business units, managing a team of 35 plus a Microsoft qualified 365 vendor
Used EVMS to manage project to ensure cost and schedule where maintained within baselines
Project Manager-Executor of Family Estate 8/2014-4/2015
Responsible for managing a multi-million-dollar estate, completing all legal documentation
Worked with lawyers, tax accountant, and real-estate agents.
Managed construction crews to ensure proper work was completed
Met with County agencies to ensure proper documentation was completed
Ensured all bills and debts where paid to appropriate individuals
Managed the family Trust
Project Manager Enterprise upgrade, Vidant Medical Center, Greenville, NC (TekSystem Consultant-24 month contract)
Responsible for managing upgrade of Vidant Medical Center IT infrastructure (hardware and software) from Window XP to Win 7 across 25 facilities.
Oversaw the software development of 560 medical applications so they could operate in the window 7 environment, developed software development plans for application not compliant, using Agile Methodology.
Implement TFS into the software development process.
Ensured applications where incompliance with HIPPA and PCI standards for privacy and security
Standardized office products: email, word processing, graphics, and spreadsheet, to an enterprise solution, using Microsoft 365
Upgraded Hardware Infrastructure to an enterprise solution using IBM Lenovo System and Cisco Unified Computing System.
Managed all operating systems upgrades and application software development activities using the Agile methodology, and software metrics to measure progress.
Managed Microsoft, Lenovo and Cisco subcontractor activities
Applications/software programs tested and upgraded included EPIC-ERP, DAMS, payroll, pharmacy, medical supply, office products, billing and human resource/personnel systems.
Project included over 600 software applications, 7000 workstations, and 35 servers effecting over 10000 users.
Project Manager Company Acquisitions, Teleflex Medical, Durham, NC (TSG Consulting Consultant-6 month contract)
Responsible for merging company’s acquired by Teleflex into their business operations
Worked supply chain issues, merged warehouses and inventory supply processes
Migrated company’s data into Teleflex SAP-ERP system, Customer, Material, PIR and other business processes data.
Responsible for merging all IT operating systems and applications including: email, websites, payroll, personnel using Microsoft Professional 2013.
Planned and managed the infrastructure upgrade for the company being acquired to operate with Teleflex’s infrastructure.
Project included 50 workstations, 2 servers and 250 users
Project Manager IT Software Applications and Infrastructure, Progress Energy, Raleigh, NC (Computnet Consultant-12 month contract)
Responsible for managing 4 multi-million dollar projects simultaneously and their associated subcontractors during the merger between Progress Energy and Duke Energy
Used Primavera as the primary project management tool: developing schedules; loading and balance resources capacity; time-keeping; developing schedules; allocating best resources; tracking progress; developed critical paths for each project.
Managed projects by using Primavera to de-conflict resources and transferring funds and resource between projects. Monitor and visualize project performance versus plan. Conduct what-if analysis and analyze alternative project plans
Trained Duke Project Managers on how to use Primavera and the benefits provided using all the aspects of the tool such as the metrics and resource management.
Deployed one project ahead of schedule with a cost savings of 24%, based on renegotiating a principle SDLC subcontractor’s contract and delivery schedule.
Responsible for the software development activities for four major software applications, containing over 1 million lines of code using Agile Methodology
Manage 5 subcontracts, preparing statement of works, RFIs, and RFPs approving invoices and schedules, and negotiating terms and conditions.
Provide clear and concise communications between program engineers, operations and subcontractors/vendors.
Responsible for leading the team on IT Infrastructure improvements across the Progress Energy’s and Duke Energy enterprise during their merger
FEDERAL GOVERNMENT EMPLOYMENT (25 years-retired): 9/1985-10/2011
Project Manager and Director of System Engineering for Chemical, Biological and Medical Systems, Office of Secretary of Defense Department of Defense, Arlington, VA
Responsible for developing and integrating software applications (EMT, Microsoft, Cobra, SAP-ERP, etc) into one easy to use product, saving operational cost by 17%.
Software Development amount to over 500 thousand lines of code being developed using the Agile on the applications and Waterfall methodology on the operating system.
Developed the IT architecture utilizing SAN filer and boot servers, Cisco switching/network. Evaluated hardware mainframes/serves such as IBM Blue Gene, IBM blade HS 22, Dell and HP, providing a cost effective solution.
Used Microsoft Project Software Metrics and SharePoint to manage the program
Established the earn value management system, trained the Cost Account Managers, and used the system to manage the Performance Index and Performance Factor of the software being developed.
Ensured project was successful by using software metrics to manage the project.
Developed SOWs, RFIs and RFPs
Principle Subcontractor Manager for International Aircraft, Ships and IT Systems, Office of Secretary of Defense Department of Defense, Springfield, VA
10/2008 - 3/2010
Established standard system engineering process and procedures for all acquisition programs, ships, aircraft, and information systems. Providing engineering process and earned value management system to manage baselines across these platforms.
Re worked program structure establishing individual programs, saving 30% in cost and schedule, used Microsoft Project Manager to develop the individual program schedules.
Developed SOWs, RFIs and RFPs
Program Manager and System Engineering, Department of Homeland Security Fairfax, VA -Parsons Corporation, Arlington, VA
Provide technical engineering support to the Department of Homeland Security on their acquisition of nuclear detectors
Reviewed Request for Proposal (RFPs) for major programs such as IT solutions for airports, commercial industry, construction of Freedom Tower won 4 out of 5 proposal submitted
Implement continuous process based on the earned value management data for the system engineer processes and procedures to cost effective IT architectures and software applications integrating DOORs, SAP-ERP and Microsoft products.
Project Manager for the Common Aviation Command and Control System (IT System), Marine Corp, Department of Defense, Quantico, VA
Responsible for cost, schedule and technical performance of the development/ integration of multiple classified systems to form a common command and control system. Delivered program on schedule (50 million dollar/year).
Revamped the earned value management system to make it provide more accurate data at the appropriate level within the work breakdown structure.
Updated the Oracle operating system which saved 25% over the lifecycle cost of the program.
Ensure project was in compliance with NIST Standards
Deputy Project Manager for Small Missile Cooperative International Development Program, Navy, Department of Defense, Pentagon, DC
Worked with Japan, United Kingdom, and Middle East Countries on a joint standard missile for the Aegis class destroyer and cruisers. Joint program saved the USA 30% in development cost.
Worked the international agreements with the State Department and International Trade Organizations
Deputy Assistant Program Director for Research, Development and Acquisition, Program Executive Office (PMO), Air Force, Department of Defense, Washington, DC
Developed the acquisition regulation and processes which included using PMP best practices, earned value management, Microsoft Project and CMMI processes for all IT acquisition programs.
Worked the development of Information Technology program including the architecture Hardware and Software applications: integrating Microsoft software and financial management systems.
Ensured all project were in compliance with DoD regulations and NIST Standards
Director of System Engineering and Integration, Missile Defense, Department of Defense, Arlington, VA
Responsible for a 3 billion dollars per year program engineering activities: establishing requirements, design, verification, test and fielding.
Established the earned value management system via the WBS, wrote the policies and procedures for the cost account managers, conduct the integrated baseline review and chair the month EVMS board for a 3-billion-dollar program per year.
Implemented an engineering review board to eliminate a backlog of engineering change proposals in 6 months saving the program 10 billion over the lifecycle of the program
Senior System Information Project Engineer, Missile Defense, Department of Defense, Arlington, VA
Developed the information architecture and solution for the National Missile Defense program utilizing IBM mainframe and OS operating system.
Evaluated multiple hardware architectures utilizing Dell, Hewlett Package and IBM mainframe computers systems.
Program Executive Project Officer, Program Executive Office for Information Systems (PMO), Air Force, Department of Defense, Pentagon, DC
Established the Information system approach for logistic inventory control programs
Developed policies and procedures for program management including metrics, acquisition program baseline documents and reporting requirements
Combined existing system with new program such as SAP, saving schedule and cost of inventory.
Associate Program Director for Flexible Computer Integrated Manufacturing Systems, Air Force, Department of Defense, Charleston, SC
Provide engineering manufacturing solutions to the manufacturing of parts for multiple weapon system platforms combining manufacturing facilities.
Establishing manufacturing center of excellence for obsolete and hard to procure parts.
Lead Staff Project System Engineer, Air Force System Command, United States Air Force, Andrews AFB
Worked with Congressional staff on Acquisition Reform legislations updating the Federal Acquisition Regulations.
Developed the criteria for certifying Acquisition Professional ensuring the person is qualified to hold their position.
Assistant Director of Manufacturing Engineering, Missile Systems, United States Air Force, Norton AFB
Developed the first Work Measurement Performance system for the Department of Defense, resulting in the current earned value management system
Responsible for the manufacturing process for the upgraded command and control system, establishing the first Software Requirement Specification and Software Metric based on lines of code.
North Carolina State University, BS Degree in Industrial Engineering, 1984
Harvard Business School Project Management Course, 2004
Project Management (PMP)
DAWIA System, Planning, Research, Development and Engineering
DAWIA Manufacturing and Quality Assurance Engineering
DAWIA Program Management
Contracting Officer Representative
Microsoft Office, Excel, Word, PowerPoint, and Access
Master Production Schedule and Material Requirement Planning (HarrisData ERP Systems)
Project Manager of the Year for Cost Savings, 2010
Notable Achievement Award in System Engineering and Project Management, 2006
Secretary of Defense Medal for Exceptional Service, 2002 and 2004
National Defense Industrial Association, Lt Gen Thomas R. Ferguson Jr, System
Engineering Group Award, 2004
Department of Defense Exceptional Service Award, 2002
Outstanding Civilian in Manufacturing, 1991
Air Force System Command Outstanding Civilian of the Quarter in Manufacturing/
Quality Assurance, 1989
Sustaining Superior Performance Awards, 1985-2011