Assistant Project Manager

Contact

301-***-**** (Mobile)

*****.**********@*****.***

www.linkedin.com/in/autar-

rampertaap (LinkedIn)

Certifications

Certified Project Management

(PMP), # 200591

Certified U.S. DOE Environmental

Restoration Qualification Standard

Active US Department of Energy "Q"

Security Clearance

Certified Professional Geological

Scientist, # CPG 799

Certified U.S. DOE General

Technical Base Qualification

Standard

Autar Rampertaap, CPG, PMP

Environmental Remediation Project Manager Assistant "Q" Clearance Project Control & Performance Contract Management Project Reviews Risk Management CERCLA & RCRA Cleanup of Nuclear & Hazardous Waste Sites

Washington DC-Baltimore Area

Summary

Recently retired Federal Environmental Redmediation Program Manager with an active “Q” Clearance seeks a contribution role to leverage Project Management skills and knowledge to support a team effort. I have the willingness to be trained and can use my experiences to be a contributing team player. Able to work as a 1099 employee.

Contact: 301-***-**** or *****.**********@*****.*** 39 year federal career in the U.S. Department of Energy, the U.S. Navy, Naval Facilities Engineering Command, and the U.S. Mineral Management Service. Six years in the Private Sector at HQ and Field.

CORE COMPETENCIES:

Coordinating and guiding Federal employees, government contractors, scientists, engineers, project managers and Subject Matter Experts through the engineering, design, construction, project management, startup, commissioning and operations of nuclear facilities, including deep-water oil & gas exploration/production, remediation technology, waste management, decommissioning, and cleanup of radioactive and hazardous waste sites for multi- billion dollar projects. 30 years of work experience which includes managing CERCLA and RCRA remedial investigation, feasibility studies, remedial design and remedial action construction. He has lead numerous program and project baseline reviews, tiger team assessments, project self-assessments, deep dive reviews, program top to bottom reviews, independent project reviews, project peer reviews, independent cost reviews and EVMS, as well as participated in construction project reviews, procurement Page 1 of 8

management peer reviews, operational readiness reviews staffing study, external technical reviews, technology readiness assessment, external independent reviews, and independent cost estimates. ACCOMPLISHMENTS:

* Site Lead for WTP, the world’s largest radioactive and most complex nuclear facility covering 65 acres, including Tank Side Cesium Removal Project, Tank Farm Upgrades Project, and Tank Farm Closure Program of 177 radioactive and chemical waste tanks. Developed and reviewed project/program contract management policy, guidance, white paper and strategy.

* As the Branch Chief, lead projects at Rocky Flats, a high-profile site containing challenging remediation, decontamination, and decommissioning projects, for seven years.

* Represented the U.S. at the International Atomic Energy Agency Conference on U.S. Nuclear Sites. I served on the Source Evaluation Boards for the re-competition of the EM cleanup contracts and on the team for first DOE traditional contract (Non-M&O) for Rocky Flats. Experience

U.S. Department of Energy (DOE)

28 years 4 months

Site Lead - Office of River Protection Projects - HQ / EM Office of Project Management

October 2009 - September 2020 (11 years)

1000 Independence Ave, Washington, DC 20585 US

Program Manager for the Headquarters (HQ) Environmental Management

(EM) Office of Acquisition and Project Management, Office of Project Management. Retiring in September 2020, he serves as the Office of River Protection Site Lead for the Waste Treatment and Immobilization Project

(WTP) (World’s largest radioactive and most complex nuclear facility covering 65 acres), Tank Side Cesium Removal Project and Tank Farm Upgrades Project and Tank Farm Closure Program of 177 radioactive and chemical waste tanks at the Hanford Site.

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Retained an in depth understanding and analysis of Contractor’s Monthly Contractor Performance Reports (CPR).

Perform project assessments to early identification of issues or potential performance problems through forward looking project assessment techniques including analysis of the burn rates for Contingency and Management Reserve

(MR) in relation to the residual project risks.

From 2010 to 2013 served as the Integrated Project Team (IPT) Lead for all EM Construction Line Item Projects (CLIPs) and Hanford Capital Asset Projects (CAPs), I am responsible for the oversight and assessment of all the EM CLIPs, each with an annual budget between $385M and $1B, and CAPs at the Richland Office and Office of River Protection (ORP) at Hanford, each with an annual budget exceeding $1B.

EM’s CLIPs are uniquely complex, one-of-a-kind, long duration nuclear projects with a high dollar value assigned to them. These CLIPs are high visibility projects that are critical for EM’s mission and receive special attention during monthly project reviews such as the Deputy Secretary’s Deep Dive Reviews by DOE’s Senior Management. I was the lead for the preparation of the EM Contingency and MR Guide, issued in May 2010, which addressed GAO’s major concerns. The Guide clarified the development, use and control of Contingency and MR and was key to establishing uniform and consistent practices and realistic project cost baselines across EM projects. Program Manager/Site Lead - Richland Office - HQ / EM Office of Project Management Oversight

January 2000 - September 2009 (9 years 9 months)

1000 Independence Ave, Washington, DC 20585 US

Primary point-person during Critical Decision (CD)-0 through CD-4 project executions. Evaluated and stayed on top of the “health” of all projects, including the FPD and OECM assessments and their basis. Ensured quality assessments/inputs to Monthly & Quarterly Project Reviews, Deputy Secretary Reports, and Get to Green recovery plans.

Participated in and observed Earned Value Management System (EVMS) Certification/Surveillance reviews. Performed Earned Value (EV) performance data validation, project performance and trending analysis. Lead Independent Project Reviews (IPR) and observed in EIR. Tracked and assisted with updates of project documents including Project Execution Plans (PEP), Risk Management Plans (RMP), and risk registers.

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Retained an in depth understanding and analysis of Contractor’s Monthly Contractor Performance Report (CPR), including contractor recovery plans; attended briefing of CPRs via telephone/video-conferencing. EM Lead to review for EM and recommend for EM concurrence on DOE 21 Project Management Guides: Project Execution Plans, Performance Baseline, Risk Management, Project Definition Rating Index,

Change Control Management, Managing Design and Construction Using Systems Engineering, Quality Assurance Guide for Project Management, Safeguards and Security for Program and Project Management, Technology Readiness Assessment Guide, High Performance Sustainable Building, Project Reviews, Earned Value Management System, Project Management Lessons Learned, Acquisition Strategy, Information Technology Projects, Project Transition/Closeout (CD-4), Mission Need Statement, Integrated Project Teams, and Staffing Guide for Project Management. I serve as a member of the Source Evaluation Board (SEB) for the re- competition for the Portsmouth and Paducah cleanup contract. Senior Technical/Policy Advisor - DOE / HQ / EM Office of Southwestern Area Programs

January 1996 - December 1999 (4 years)

1000 Independence Ave, Washington, DC 20585 US

Duties included identifying and analyzing cost efficiencies, process improvements, and lessons learned, and making recommendations to senior HQ management based on analyses. Developed strategic/cross-cutting plans for implementing Environmental Management goals, and assured management systems were developed and implemented. Focused policy and goal development, in part, to find solutions for current and long-range environmental restoration problems, ensure the optimum use of technical resources, and the early and effective assimilation of environmental restoration technologies.

An accomplishment was the development of a study guide for the DOE Environmental Restoration Qualification Standard covering a wide range of environmental competencies including science (project management, chemistry, geology, hydrology, etc.), regulations (CERCLA, RCRA, DOE Orders, etc.), administration (communications, quality assurance, federal budget process), and management (inspection, oversight, technology evaluation, project management, financial management, etc.). Page 4 of 8

Next-in-command to the Office Director, assuming responsibilities in their absence. Involved in cross-cutting issues between other DOE offices, field offices, other Federal agencies and stakeholder groups. Initiate cost- improvement systems, benchmarking, cost engineering, working teams. Assisted on supervisory actions, team-building, personnel development. Interfaced with: technical experts and managers in the national and international community; DOE program officials; other agency officials [e.g., Environmental Protection Agency (EPA), Nuclear Regulatory Commission

(NRC), Department of Defense (DOD), and private industry]; high ranking managers within the Department (both Headquarters and field); state and local government officials; Congressional staff; national laboratory representatives; oversight and special interest groups; and contractors. Rocky Flats Branch Chief - HQ / EM Office of Southwestern Area Programs

June 1992 - December 1995 (3 years 7 months)

1000 Independence Ave, Washington, DC 20585 US

As the Rocky Flats Branch Chief/MSA Program Manager in the Office of Southwestern Area Programs, my primary objective was to integrate internal and external programs and resolve extensive policy issues associated with the cleanup of over 178 release sites and the Deactivation & Decommissioning of over 200 buildings budgeted at over $250 million per year. These activities served to accomplish the DOE Headquarters mission to set national strategy and issue policy and guidance, to establish and monitor performance metric, and be the program's informed advocate with Congress and the stakeholder community at the national level.

Major responsibilities included working through key issues, such as complex and varied planning and management activities, while being sensitive to the political, economic, social, technical, and administrative factors associated with a facility of this size and visibility. Primary focus was to unify vision and strategic planning into a proactive integration of all facets of the program. The results reflected the mission and strategic vision of the organization. These activities included: meeting Secretarial goals; performing project and program management duties and improving management systems to ensure that the RF Project was under control managerially and financially; ensuring that regulatory policies were implemented and adjusted as required to achieve desired results; evaluating Safety Analysis Reports and requirements to Page 5 of 8

ensure program requirements were met; implementing program development and evaluation processes such as a solid Total Quality Management (TQM) base for management and decision-making; developing awareness and input by stakeholders and the public; and fostering an environment that promoted achieving the maximum potential of all employees using fair and equitable management methods.

US Navy

Project Manager - Naval Facilities Engineering Command September 1987 - February 1989 (1 year 6 months)

Philadelphia, PA US

The Naval Facilities Engineering Command in Philadelphia was the Field Office responsible for environmental cleanup of sites in the northern tier of states. While still in the early years of regulation, questions still remained on interpretation of regulations. During these fast-paced years, I worked on the Navy's IR Program, which was set up under the U. S. Department of Defense to manage environmental restoration activities at the Navy's facilities. These activities paralleled the U. S. Environmental Protection Agency Superfund Program under CERCLA/SARA, which, for many practical purposes, was still in developmental stages of implementation. I provided support to 24 northeastern and Midwestern states, and included 61 major facilities and close to 200 Naval Reserve Facilities.

I was responsible for design work and project management for the Site Characterization and Environmental Analysis for Leaking Underground Storage Tanks (LUST) and Hazardous Waste Sites.

Project Management responsibilities included:

1. Developing and implementing project plans for the site work. These plans documented the scope of work,

schedule and cost elements of the project baseline; roles and responsibilities of the project team members; progress reporting requirements; health and safety requirements; permitting requirements; etc. 2. Served as the U.S. Navy's Technical Representative at Review and Advisory Committee Meetings.

3. Performed liaison duties for the Facilities and the regulatory agencies. 4. Serving on both the Slating Board and Selection Board for the selection of contractor/consultants to perform site investigation for PA/SI, RI/FS, RA, LUST, IFC, RFI and ES studies.

U.S. Department of the Interior

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Project Petroleum Geologist - Minerals Management Service June 1981 - August 1987 (6 years 3 months)

Los Angeles, California, US

The Los Angeles Field Office of the DOI Minerals Management service dealing with Pacific offshore oil exploration. I served as a project manager and principal advisor, on matters concerning resource appraisal, environmental assessment and Resource Economic Programs of the Pacific Outer Continental Shelf (POCS) and the Atlantic Ocean Continental Shelf. Our primary function was to deliver expert judgement, facilitate land leases, interpret geophysical borehole logs, compile data for complex modeling, and record environmental documentation for oil resources during post-oil crisis years.

In my role as an advisor and expert on geology, geophysics, hydrogeology and environmental sciences, I provided the following specialized direction and guidance:

• Acted as a Technical Representative for U.S. Minerals Management Service

(MMS) on various task forces, work groups and committees including the MMS and United States Geological Survey Joint Task Force established for the National Resource Assessment of the United States.

• Developed geological and mathematical parameters by interpretation of various types of logs (e.g., resistivity, med logs, sonic radioactivity) for oil and exploration wells in the Pacific OCS and onshore.

Education

The George Washington University

Masters Program in Project Management, Project Management · (December 1999)

U.S. OPM Federal Executive Institute

Leadership for A Democratic Society, Organizational Leadership · (March 1995)

The City University of New York

Master's degree, Geology/Earth Science, General · (April 1981) Howard University

Bachelor's degree, Geological/Geophysical Engineering · (June 1977) Page 7 of 8

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