Diane E. Cave, PMP

**** ***** **** ****** ****, Davidsonville, MD 21035

Cell Phone: 202-***-****; email: ad1iq7@r.postjobfree.com

Security Clearance (Top Secret) (June 2008)

PROFESSIONAL SUMMARY:

AREAS OF EXPERTISE

*Cyber Development and Infrastructure *Spectrum Management Systems *Information Technology Systems

*Telecommunication Systems *Air Traffic Control and Landing Systems *National Air Space

*DoD Acquisition Life Cycle Management *Federal Aviation Administration (FAA) Acquisition Management System (AMS) *Portfolio Management *Human Capital Management *Program Management *Project Management

*Program Control *Program Planning *Work Breakdown Structures *Scheduling *Capability Development

*Fielding and Delivery *Sustainment *Logistics *Leadership *Team Building *Networking *Earned Value Management *Procurement *Contract Management *Policy Development *Capital Planning *Budget and Financial Management *Program Reviews and Reporting *Performance Management *Requirement Analysis *Process Improvement

*Business Process Mapping *Strategic Planning

EXECUTIVE PROFILE

Senior-level manager progressively responsible, in-depth experience in Program, Project, and Portfolio Management specializing in DoD Cyber and IT Acquisition Programs and executing Life Cycle Management of Projects and Programs following the DoD Systems Acquisition Framework as outlined in the DoD Instruction 5000 series for acquisition policies, procedures, and regulations. Develop and execution of Work Breakdown Structures (WBS) or planning, programming, executing, and reporting program status. Manage cost, schedule, and performance during program execution for Development, Test and Evaluation, Fielding and Deployment, Sustainment, and Logistics. I am measuring program progress using Earned Value Management (EVM) methodology and performing risk management assessments. Provide oversight and compliance review of acquisition documentation for all levels of acquisition categories (ACAT) preparation to include approved tailoring. I was leading various Integrated Project Teams (IPTs) to achieve resolution for multiple program issues. I am engaged in many competencies of Human Capital Management.

PROFESSIONAL EXPERIENCE

Senior Acquisition Subject Matter Expert (SME) (Federal Contractor) 06/2022-present

Defense Health Agency (DHA), US Army Medical Development Activity (USAMDA)

Tunnell Consulting Services, 1235 Westlakes Drive, Berwyn, PA 19312

Serving the US Army and Joint Services that preserves and protects the lives of warfighters by developing new drugs, vaccines, devices, and medical support equipment to ensure readiness and the highest quality of medical care for DoD personnel and supporting the project managers to guide the development of medical products leveraging industry partnerships and accelerated product delivery. The process takes promising technology from DOD, industry, and academia to US Forces, from the testing required for US Food and Drug Administration (FDA) approval or licensing to fielding and sustainment of the finished products. Supporting the portfolio of projects in various lifecycle stages.

- Applying the DoD Acquisition System (DAS), acquisition, requirements, and funding, following the new DoD Adaptive Acquisition Framework (AAF) DoD Instruction 5000 series policies, guides, and resources to navigate the program lifecycle.

-Providing analysis of the program requirements and scope to determine the pathway(s) that will achieve the best results for the program which will become the acquisition strategy to be approved by the decision authority. The strategy may leverage a combination of acquisition pathways to provide value not otherwise available through the use of a single pathway.

- Assessing the acquisition strategy to tailor the minimal set of processes, reviews, and documents, adding only what is necessary for the program.

- Reviewing and providing recommendations to the Program Management Offices (PMOs), Program Managers, Deputy Program Managers, and Integrated Product Teams (IPTs) on the statutory and regulatory acquisition documentation in a Simplified Acquisition Management Plan (SAMP) format that is the management framework. This SAMP serves as the formal Acquisition Strategy for programs that do not require a separate Acquisition Strategy by the Defense Federal Acquisition Regulations Supplement (DFARS).

- Participating in Program IPTs and Working Groups (WG) to provide guidance and recommendations for major milestones, program reviews, and acquisition documentation.

- Providing PMO’s analysis of program cost, schedule, and performance based on requirements, acquisition strategy, and performance metrics. Making recommendations to mitigate risks and determine the best path forward for success.

Senior Program Manager (Federal Contractor) 04/2021-6/2022

Federal Aviation Administration (FAA), Operations Management Portfolio Branch (AEM-110)

Rigil Corporation, 955 L’Enfant Plaza SW, Washington, DC 20024

Supported Aviation Safety Knowledge Management Environment (ASKME) Program, a software suite for certifying new and modified aircraft for Federal Aviation Administration (FAA) Aircraft Certification Service (AIR), ASKME Sustainment Program Manager (AME-110). ASKME is an Information Technology Program that provides a comprehensive automation environment, elect storage and retrieval of FAA technical documents with feedback from previous certifications that involve aircraft design and manufacturing safety issues.

- Provided expertise in executing the ASKME Program using the FAA Acquisition Management System (AMS). I participated in the successful ASKME Program Management Office (PMO) FAA Acquisition Management System (AMS) Lifecycle Process for the Investment Analysis Readiness Decision (IARD) from the Joint Resource Council (JRC). This was a significant milestone for entry into the Final Investment Analysis (FIA) phase for ASKME Enhancement 1 (E1) and approval of pre-final Investment Decision (FID) Program Activities and Spending. The task consisted of initiating, coordinating, and collaborating on a variety of briefing packages for various FAA Lines of Business (LOB), which was necessary to present the information to the JRC, which was successful. This provided a path forward for the ASKME program to move forward to the next major milestone, the FID.

- Participated in the AMS ASKME team that was responsible for the development, review, and approval of the acquisition documentation in support of the IARD. The documentation included a shortfall Analysis Report (SAR), Solution Concept of Operations (Solution CONOPS), Preliminary Program Requirements Document (pPDR), Enterprise Architecture Products and Amendments, Preliminary Information System Security Assessment; and Range of Alternatives (ROA). These documents were approved by various LOBs and presented at the JRC at IARD for approval. These documents were a key contributor to the IARD approval for the program to move to the next major milestone. They provided a framework for the life-cycle management of the program.

- Coordinated in the acquisition and contract management support of the program manager, requirements team, and contracting officer representative (COR). I was assisting in the development of contract strategies and contract planning and execution. Also, supported acquisition documentation, monitoring and reporting contract performance, including tracking obligations, invoices, award fees and incentives, and deliverables.

Senior Program Management Specialist (Federal Contractor) 12/2019-04/2021 Naval Information Warfare Systems Command (NAVWAR)

Alexandria Insights, 925 Corporate Drive, Stafford, VA 22554-4881

As the Senior Program Management Specialist supporting the Naval Information Warfare Systems Command (NAVWAR), Program Executive Office Digital and Enterprise Services (PEO DES) Portfolio, Platform Services Program Office which is the Department of Navy’s enterprise-wide IT acquisition agent. PEO Digital is digitally transforming systems to evolve and deliver modern capabilities and technologies to maintain a competitive edge while meeting demand signals from user communities. The goal and challenge are to provide tools required by the DON with speed, agility, and affordability.

- Supported Leadership Team and Program Managers as the Subject Matter Expert (SME), providing analysis and recommendations on all phases of Acquisition, Program, and Project Management, and artifacts. This includes Life Cycle Management Systems (LCMS), project plans, schedules, budget and financial management, risk assessments, Earned Value Management System (EVMS), and Program Management Reviews (PMR).

- Initiated weekly program management review system to provide leadership with a synopsis of the current state projects, identifying risks, schedule changes, budget shortfall, and project status. This information highlights areas of concern for leadership and outlines decision-making.

- Managed the budget and provided financial management for leadership for various appropriations and multiple projects. Lead the effort in the budget process - initiating, planning, and executing the law and regulations for government appropriations. Provide reports to leadership, provide the budget status, and make recommendations for execution.

- Led and trained project managers in the Life Cycle Management of project phases. Provided support in artifact development and approvals through the various stages of acquisition. This has resulted in providing standardization throughout the organization, which has improved the process for project managers.

- Facilitated Project Managers and Contracting Officers in the execution of task orders for the contract that manages the enterprise. Guided managing schedules, costs, and performance metrics. Make recommendations to mitigate schedule changes so projects can be delivered on time and within budget.

- Reviewed and provided input to acquisition documentation in support of program milestone decisions and reviews.

Human Capital Management Consultant 06/2019-12/2019

VISTA Technology Services, Inc.

2800 Crystal Drive, Crystal City, VA 22202

Advisor to VISTA Technology Services, Inc., Chief Executive Officer (CEO) on the company’s organization and human resource effectiveness to achieve its goals and ensure the workforce is operating at high productivity and efficiency. We were advised on a wide range of issues involving its force, resources, and customer satisfaction. Analysis using the Strength, Weakness, Opportunities, and Threats (SWOT) methodology recommended positive outcomes to improve current customer engagement.

- Advised management on the administration of human resources policies and procedures and served as an internal consultant by analyzing the company’s current programs and recommending solutions. Developed, revised, and implemented HR policies and procedures.

- Prepared and maintained reports related to specific projects and assisted with the development and coordination of recommended changes regarding workflow which provided developed methods for compiling and analyzing data for essays and special projects.

- Presented training sessions related to specific programs.

Supervisor Chief, Cyber Development Portfolio Program Control Office (GS-15) 06/2016-09/2018

Department of Defense (DoD), Defense Information Systems Agency (DISA)

Business and Development Center (DBC), Cyber Development Directorate (CD)

Portfolio Program Control Office (PCO), Fort Meade, MD 20755-0549

Served the Cyber Development Division Executive Leadership Team and Division Chiefs by providing oversight, leadership, and expertise in managing cyber development acquisition programs and projects to enhance and secure the Department of Defense Information Network (DoDIN) worldwide. The Cyber Directorate worked over 41 programs/projects in the development process or sustainment with an annual budget of approximately $1 billion annually. The PCO provided guidance and expertise to program managers and teams from planning through execution of programs and projects to enable the successful implementation of requirements based on the DoD Acquisition processes and regulations.

- Assisted Program Executive Officer (PEO), who was responsible for leading acquisition, development, technology insertion, direction, and control over Cyber Security and Network Operations solutions in support of DoD in providing a process to evaluate cost, schedule, and performance for programs/projects within the directorate.

- Provided Cyber Division's expertise in acquisition and program/project management business processes and required documentation to comply with the policy and regulations of the DoD Acquisition Process.

- Executed reporting processes to review and evaluate the status of programs and projects to identify cost, schedule, and performance status and variances. Identified program risks and provided recommendations to realign resources to mitigate risks based on probability and impact, facilitated team meetings to manage progress, and initiated and tracked action items to measure progress.

- Evaluated performance metric measurements against goals and objectives to determine successes and provided recommendations for improvement where gaps were identified.

- Communicated and collaborated internally and externally with the directorate through formal briefings and written material to satisfy weekly, monthly, and annual reporting requirements. Initiate strategic initiatives to develop roadmap successes. Lead teams using strong communication and facilitating skills to mitigate conflict and provide results.

- Managed employees using Human Capital Management processes in conjunction with the Human Resources Department to build high-performance employees and optimize productivity. They customized individual development plans that included the needs of the employee and supported organizational needs, which had formal and informal training, mentoring, on-the-job training, and gaining experience in leadership roles.

Supervisor Division Chief, Service Management Division (GS-15) 08/2014-06/2016 Department of Defense (DoD), Defense Information Systems Agency (DISA)

Business and Development Center (DBC), Infrastructure Development Directorate (ID), Support Services Division, Fort Meade, MD 20755-0549

As the Division Chief of the Support Services Division, I am responsible for supporting ID Divisions in Engineering, Program Control, and Business Services. I provided overall leadership and management of workload and personnel and supervisors for daily operations and Human Capital Management competencies while focusing on customer requirements. I established Business Process Mapping tools and techniques to develop process improvement through the division.

- Engineering Office evaluated and determined the feasibility of requirements against infrastructure baselines. Provided recommendations for the acquisition of capabilities and managed infrastructure Configuration Control Board (CCB) for modifications, integration, and development.

- Program Control Office provided Work Breakdown Structure (WBS) scheduling support, acquisition documentation analysis, performance metrics, and reporting requirements for the directorate. They coordinated and managed the annual budget and financial management status with senior leadership and program managers, measuring against baselines. Initiated and executed quarterly Program Management Reviews (PMR) for programs and projects by measuring cost, schedule, and performance and reporting to Senior Leadership.

- The Business Services Office provided Talent Management for the Directorate, including On-boarding and Engagement, Development Performance Management, Succession Planning, Workforce Planning, and Talent Acquisition. Also, I initiated and managed the security clearance processes for employees and contractors. Responsible for management of the DISA ID property and assets (located worldwide) by auditing, reporting, and coordinating status. Also, mitigated discrepancies between program managers and facility owners. Provided facility space management and supported and maintained the Knowledge Management (KM) System.

Senior Acquisition Professional, Enterprise Information Services (GS-15) 08/2013-08/2014 Department of Defense (DoD), Defense Information Systems Agency (DISA)

Enterprise Information Service (EIS), Program Executive Officer - Enterprise Services (PEO-ES)

Fort Meade, MD 20755-0549

Served as the Portfolio Executive Officer - Enterprise Services (PEO-ES) in the Enterprise Information Services (EIS) as the Senior Acquisition Advisor for Information Technology (IT) programs, projects, and acquisition of services (AoS). Provided centralized oversight and management of critical multiple and complex multi-billion dollar IT acquisitions supporting DoD and other agencies worldwide. Overviewed strategic plans and policy initiatives that impact the implementation of federal acquisition guidelines. Provided support to meet goals based on sound acquisition plans, execution, and reporting.

- Guided Subject Matter Experts (SME) and advisors to senior management concerning overall PEO-ES acquisition program management. Plans, designs, and conducts studies and provides analyses of complex procedures, programs, and projects. Devised and implemented general analytical processes and methods by which overall program effectiveness and efficiency are measured.

- Provided expert advice and assistance to PEO-ES managers regarding the DoD Acquisition System. Identified and directed the resolution of acquisition issues and resolved complex problems. Served as the SME on the DoD Acquisition System; the DoD Program, Planning, Budgeting and Execution Systems (PPBES); JCIDS; and federal contracting laws and policies.

- Executed oversight for all PEO-ES programs, projects, and initiatives. Ensured delivery of accurate, complete, and cohesive PEO-ES products. Reviewed activities associated with project management, contract management, and management control over contracts, which cover implementation and installation of complex systems, support services, and hardware procurement; risk assessments; and cost/benefit analysis. Forecasted resources required to meet scheduled objectives and development of data as necessary for establishing expenses and budget requirements.

-Administered guidance for evaluation of programs, projects, and initiatives; budget plan proposals; acquisition plans; and strategic plans, ensuring consistency with overall PEO-ES and DoD goals and objectives.

-Provided authoritative advice and guidance to project personnel during the initial planning phases to ensure proper consideration of management factors as well as technical aspects involved in successful projects.

- Developed and implemented tracking systems and performed periodic reviews to measure progress in terms of milestones and resource utilization. Analyzed results and provided recommended revisions, reprogramming of resources, management changes, etc., to keep projects/initiatives on schedule.

- Implemented broad knowledge of systems documentation, configuration management, standards, and cost analysis to ensure performance goals are achieved.

- Executed excellent acquisition experience to present program management recommendations and conclusions based on analysis and evaluation for complex programs in such form and manner to facilitate decision-making for higher authorities.

Supervisory Program Manager (GS-15) 12/2007–8/2013

Department of Defense (DoD), Defense Information Systems Agency (DISA)

Global Electromagnetic Spectrum Information System (GEMSIS) Program Management Office (PMO)

2004 Turbot Landing, Annapolis, MD 21403

As the Program Manager (PM) for the DoD Global Electromagnetic Spectrum Information System (GEMSIS) Program Management Office, Major Acquisition Category (ACAT) III Program, for DoD worldwide. Responsible for the acquisition lifecycle management to include development, test and evaluation, fielding and deployment, sustainment, logistics, and operations. It measured and reported the cost, schedule, and performance to DISA Senior Leadership, Component Acquisition Executive (CAE), and DoD Joint Staff Leadership.

- Provided a path forward for the GEMSIS Leadership Team in the establishment of the vision, mission, and goals of the program and PMO that aligned with the agency's Campaign Plan and the employee's work plans to be results-driven.

- Followed the DoD Acquisition Guidelines and DoD Instruction 5000 series and led the organization in creating a Work Breakdown Structure (WBS) that guided the PMO to establish business processes for the day-to-day operations. These processes were developed, documented, trained, and institutionalized throughout the organization, creating a dynamic knowledge base and others across organizational competencies such as Engineering, Program Control, Test and Evaluation, and Sustainment/Operations.

- Implemented program requirements by leading the effort to decompose the Initial Capability Document (ICD) as approved by OSD for the GEMSIS program into an executable incremental approach for execution. This created a roadmap that captured all of the requirements in a technical process that was feasible. Established the acquisition strategy to include budget and contractual needs, which resulted in a program plan that was executable and executed by the project.

- Enabled Earned Value Management (EVM) methodology to manage, track, and report the status of Program/Project performance based on the program baseline. Once Planned Value (PV), Actual Value (AV), and Earned Value (EV) were established, the team was able to provide analysis and identify schedule and cost risks to the Senior Leadership. Adjustments in the program occurred to mitigate the risks and provide for a positive outcome.

- Guided teams and projects for the program to achieve successful major acquisition milestones by

tailoring the acquisition documentation needs and proactively communicating and collaborating with external organizations within and outside of the agency, seeking buy-in to the program strategy and plan forward.

- Initiated, developed, and executed a Communications Plan to collaborate with the user community and stakeholders regarding program status that resulted in building partnerships, creating integrity and honest relationships, and fostering flexibility.

- Established business processes and guidelines for all aspects of budget planning and execution to ensure the government was receiving the best quality products for the lowest cost.

- Initiated, developed, and executed a Customer Service Program Plan, which collected data, analyzed results, and improved current and future capabilities. Resulted in accountability for deliverables and process improvement for current and future capabilities.

Deputy Program Manager (FG-14) 09/1999 –12/2007

Federal Aviation Administration (FAA), Air Traffic (AT), Communications, Information, and Network Programs, Telecommunication Services (TS), Budget and Financial Management Division

800 Independence Avenue, Washington, DC 20591

As the Deputy Program Manager, supported the Business and Financial Manager in the planning, coordinating, tracking, and identifying resources for TS programs that supported the NAS. Also, I led the organization in the initiation of the FAA’s integrated Capability Maturity Model (FAA-iCMM) to improve business performance.

- Successfully served the organization as a team lead of multi-programs in executing budget and financial management processes following the FAA’s Acquisition Management System. Contributed guidance and oversight for budgets to FAA Senior Staff and Congressional staffers. Through preparation for budget exhibits, the organization established a quality assurance and management process that ensured that accuracy and compliance were maintained.

- Provided guidance and leadership in implementing the FAA-iCMM process improvement initiative to improve processes throughout the organization, reducing time to implement programs and providing cost savings. The FAA model consisted of 23 process areas and practices at five capability maturity levels, which established, improved, and optimized processing using statistical process control.

Special Assistant to the Director of Telecommunications (GS-14) 03/1998-09/1999

Federal Aviation Administration (FAA), Air Traffic (AT), Technology

Communications, Information, and Network Programs, Telecommunications Services (TS)

800 Independence Avenue, Washington, DC 20591

Serving the Director of Telecommunications and provided acquisition analysis and evaluation on contract management, budget and financial management, and acquisition strategies. Assisted in defining organizational structure and addressing Human Resource initiatives.

- Implemented risk management techniques for risk planning, assessment, response development, and response control using the methodology to measure the risk by probability vs. impact of a project and utilized the Analytic Hierarchy Process (AHP) using Expert Choice as a decision-making process for prioritizing implementation projects, strategic planning, and portfolio management.

Program Analyst (GS-14) 03/1997-03/1998

Federal Aviation Administration (FAA), Air Traffic Organization (ATO)

National Airspace System (NAS), Air Traffic Control System Command Center (ATCSCC)

Herdon, VA 21070

Provided life cycle management analyst of sustainment systems to leadership on system integration at the Air Traffic Control System Command Center (ATCSCC) that managed the National Air Space (NAS). Provided project documentation, planning, timeline development, milestone identification, reporting, and tracking for upgrades and replacement of legacy systems.

-Supported all aspects of program/project management involving planning, developing, organizing, coordinating, and conducting organizational activities to ensure FAA operational policies, processes, and program elements were integrated and documented.

- Participated in the development of the ATO five-year strategic plan. Responsible for developing plan execution through various communication methods, development metrics to measure results, and expanded reporting templates to include process improvement for senior leadership.

Program Manager (GS-13) 08/1987–03/1997

Department of Navy, Naval Air Systems Command (NAVAIRSYSCOM)

Air Traffic Control and Landing System, Program Management Office (PMO)

St. Inigoes, MD 20684

As the Program Manager for Air Traffic Control and Landing Systems (ATCLS) for Shore Base Naval and Marine Corps Air Stations worldwide. Responsible for life cycle management of a DoD Acquisition Program that included Integrated Product Team Lead for acquisition, implementation, and maintenance of navigation, communication, and landing systems.

- Coordinated and collaborated technical requirements with Federal Aviation Administration (FAA) programs for planning, implementation, and fielding of joint programs within the National Air Space (NAS), which provided cost savings.

- Provided leadership of teams, successfully serving as a team lead over 20 programs during one period of time during various phases of the program/project life cycle. Through effective leadership, met critical deadlines, managed large budgetary allocations, strategically designed operational plans, estimated project costs, identified and resolved potential problems, coordinated work elements, prepared progress reports, and ensured the completion of quality projects on time, schedule, budget, and within scope.

- Credited with the successful development of cross-functional teams, including the development of acquisition strategies, budget formulation, and execution procedures, and the management/execution of multi-year and multiple project appropriations.

EDUCATION

Master of Science in Project Management Bachelor of Science in Management

George Washington University, Washington, DC LaSalle University, Mandeville, LA

JOB-RELATED CERTIFICATES AND LICENSES

- Program Management Professional (PMP) Certification, Project Management Institute (PMI)

- Defense Acquisition Workforce Improvement Act (DAWIA) Certification-Level III in Program Management, DOD Acquisition Office

- Acquisition Career Field Certification in Program Management, DoD Acquisition Office

- Master’s Certificate in Advance Project Management, George Washington University, Washington, DC

- Master’s Certificate in Project Management, George Washington University, Washington, DC

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