Program Manager Scrum Master

Edward C. Cotto Jr.,

CSPO, CSM, MBA (PM), LSSGB USMC (Ret.)

**** ******** *****, **********, ** 22315

(C) 703-***-**** *.*****@*****.***

Leadership Summary

Excelled in many Leadership positions as a Corporate Executive Officer/Director/Portfolio/Program/Project & Product (Agile) Manager/Owner, Scrum Master and Life Cycle Subject Matter Expert. Proven strengths in the areas of managing, business development, operating and communicating. Will contribute significantly to a company’s ability to successfully execute contracts, grow, and ensure quality operations. Deliver business services in a productive, timely and profitable manner.

Highlights of Qualifications

Accomplished High-performing professional with demonstrated expertise in building/optimizing high-performance teams and organizational processes, possesses superior relationship building and outstanding presentation, communication, and interpersonal skills. Proven track record of achievement in Business Unit Operational Management, Business Development, Program Management and Leadership; extensive experience in government contracting in both classified (TS/SCI) and unclassified programs, Defense Acquisition University online student with training in Defense Acquisition Policy/Lifecycle, Defense Contracts Mgt, Earned Value Mgt, Change Mgt, Software Mgt, Product Life Cycle Mgt, Test/Configuration Mgt, Human Capital and Logistics Mgt. AGILE (Product Owner-Manager) (Scrum Master/JIRA) practitioner.

Over twenty years of experience in management of technical and non-technical government contracts, with specific experience in; contracts with multiple tasks and subcontractor teams, virtual teams, requirements analysis, project scheduling, tracking of deliverables, quality/information assurance, Software Development Life Cycle (SDLC) Waterfall/Spiral, Agile and ITIL practices in addition to Project monitoring, expenditure analysis and forecasting, resource management and reporting. Microsoft Project Power user.

Support Business Pipeline development and proposal team participation. Accomplished Defense-Federal Acquisition Regulation (FAR), (DFARS), DOT/FAA/DHS-CBP Acquisition Management System (AMS) & ISO 27001 Governance & Compliance practitioner.

Experience:

June 2021 – Present; Senior Business Manager, Subject Matter Expert, ACT-I, DHS, CBP

Provide the Director of Tactical Communications, PMOD, CBP, C3, SAMSON & AMO-WAVE with Programmatic and Acquisition advisory services and support.

Create, Curate Acquisition and Programmatic documentation:

oMeeting Notes

oData Analysis of provided material

oContractual Documents (Acquisition Lifecycle)

oVendor Monthly Reports

oProgram Management Reviews (PMR)

oProgrammatic Plans

oBriefing materials and supporting source documents

Create and provide lifecycle management support to the Program Manager

Provide and maintain document Configuration and Version Control Management activities on the Program Share Point and Teams directory.

October 2020 – June 2021; Chief Operating Officer (COO) - Director of Operations/PMO Principal/Portfolio-Program Manager, TRADOC Mission Services Support (TMSS), eTranservices, LLC, Fredericksburg, Va

Serve as the Chief Operating Officer and Director of Operations; provided daily Leadership and Strategic vision for a Service Disabled, 8a IT firm. Lead in the identification and capture of new business, expand current contracts and the management of P&L. Lead and managed the Program Management Office and served as the Principal Portfolio/Program Manager. Forge partnerships and developed new customer base using proprietary CRM software. Focus on continued Corporate CMMI SVC/DEV 3, ISO 27000.1 and 9000 re-certifications. IDIQ Program Manager. Guided the Firm in the Acquisition and Merger of another Business.

Responsibilities:

Oversees the strategic planning and tactical, operational management of delivery necessary to drive our growth and profitability.

Interfaces for the Business Line Managers (BLMs) and Service Line Managers (SLMs) into the production/operations organization, working with the BLMs/ SLMs to optimize operational requirements for the business lines.

Plans with the BLM/SLM to establish and manage improvements impacting the business and service lines.

Provides governance and management of joint business line and operations activities through establishment of best practices.

Supports responses to RFP’s and business proposals.

Creates maintains and utilizes best practice management tools for the ongoing quality, speed and efficiency of our products.

Works with fellow directors and counterparts to ensure alignment with business goals.

Assign, coordinate, and manage the deliverables of division/portfolio/project management staff, content and QA staff, and executive staff.

Receive and escalate issues from subordinate staff, especially project managers. Resolve issues when possible, or assign to other staff (Products, business, IT, Finance).

Create and maintain a transparent all-projects schedule with statuses and important milestones so that all BLMs/SLMs and corporate staff are informed about upcoming deliverables and emergencies.

Assist business staff and product owner in the writing and reviewing of budgets, contracts, proposals, questionnaires, and audits.

Identify and recommend resource shortfalls and redundancies. Advise in the hiring and firing of Operations team.

Coordinate the organization of time/expense tracking including vendor costs, for reports, analysis, and projections.

Ensure that all work adheres to all applicable policies, procedures, and work instructions.

Ensure project managers consistently deliver projects on-time, on-budget, per specification and with high levels of customer satisfaction.

1) Participated in planning sessions as necessary to assist in determining project approach and overall timelines associated with project requirements.

2) Establish, communicate a quality metrics.

Establish and roll-out strategies for efficient implementation and continuous improvement of procedures and directives based on metrics and feedback.

Coordinate formal and informal portfolio/program/project management training.

Provide marketing, demos and sales presentations as needed in support of Lines of Businesses (LoBs), business partners and customers.

Serve as a mentor/advisor to program/project managers. Assist Project Managers with managing/aligning customer expectations.

Performs limited project management on special projects or in special situations.

Ensures client needs are communicated clearly to the product team.

Establish a deep understanding of all operational aspects from business development through project close-out and provide support as needed to open bottlenecks and as problems or issues are encountered.

Implement and maintain the company’s Project Management Standards across all LoBs.

December 2018 – September 2020; Records Information Management (RIM) support/Portfolio Manager (Agile), OIT,CBP, DHS, ACT-I Corp., Springfield, Va

Provide Portfolio Management Advisory & Leadership services. Support the IT Modernization initiatives for the Office of Technology (OIT) for the Customs & Border Protection Agency’s (CBP) Cloud and Infrastructure Enterprise (C&I) & Resiliency & Recovery (R&R). Provide the Executive Directorate; Deputy Assistant Commissioner (DAC), and Chief Technology Officer (CTO) with Technical and Portfolio-Program Management best practices support. Provided support in the practice of Agile Product Owner & Manger - Scrum Master management of the Enterprise Modernization Initiative using (JIRA)/(Kanban). Support establishment of Program Management Offices (PMOs) thru-out OIT programs. Supported the Security Architect OIT with development of a Light Authority to Operate Process (LATO), Authority to Test and other Security related documentation.

October 2017 – December 2018: DHS, CBP, PMOD Remote Video Surveillance System (RVSS), Senior Advisor, ManTech/SSICorp, DHS/CBP, Arlington, VA

Provide Advisory and Program Management support to the Program Manager, Department of Homeland Security (DHS), Customs and Border Protection DHS/CBP, Remote Video Surveillance System (RVSS). Provide Program Management, Contract & Acquisition and Systems Engineering support. Develop Policy, Plan of Action and Milestones for the acquisition, and delivery of Surveillance Towers and the associated Technology through the South-West Border. Developed the Cost-Per-Mile Analysis of deploying the RVSS System. Additionally, provided the following programmatic support:

Assisted in the development and delivery to the FAA, a Request for Proposal (RFP) for the RVSS Centralized Network Operation Center/Security Operations Center (NOC/SOC) System and Customer Care Center (CCC)

Assisted RVSS Upgrade develop and deliver Justification & Approval (J&A) Contract documents

Created and Managed Integrated Management Schedules (IMS)

Assisted in the development of the San Diego Relocatable CMLS & NOC/SOC Support, Remote Monitoring and Uninterrupted Power Supply Contract documentation

Supported the completion of the re-locatable towers Pilot project at Laredo West and McAllen Station

Supported the identification of phase 1 & 2 Tower sites for deployment of relocatable towers at McAllen Station

Provided input and coordinated response to vendor submissions of 195 CDRLs and 40 RFIs

Supported real estate tracking of tower sites at RGV, RGC, MCS and Weslaco Station AOR

Supported the Program Manager for Weslaco, Rio Grande City, the Rio Grande Valley and McAllen AORs

Provided Relocatable Tower (Pilot) and MCS Deployment Support

Assist the PM with daily and weekly meetings between Vendor, PM, and PMOD and collect, edit and distribute meeting minutes

Frequently Interacted with FAA Acquisition/Contracting Office in Oklahoma City

Procurement & Programmatic Support:

•Develop the Acquisition Strategy, SOW, IGCE, Technical Evaluation, and IMS Reviews

•Provide Transition Support for Northern Border and Southern Border to include Development of the Transition Plan and IMS Review

•Support weekly meetings between GDOS, FAA, and PMOD and collect, edit and distribute meeting minutes, and provide Risk Management Support

May 2018 – September 2018: Lead Acquisition Analyst, LSTechnology, FAA, Washington, DC

Provide Program Management, Contracting and Acquisition based advisory support to FAA’s Future Flight Services Program Management Offices (FFSP). Provide Acquisition Contract-Procurement Subject Matter expertise and services, gathered requirements, wrote Statements of Work (SOW) and Independent Government Cost Estimates (IGCE), Evaluation Criteria and Acquisition Decision Memorandums (ADM). Wrote the SOW, IGCE, Evaluation Criteria, PWS, and SOO to include Performance Based Contract methodology.

Aug 2017 – Jan 2018: Senior Acquisition Advisor, Engility, FAA/DOT, Washington, DC

Provide Program Management, Contracting and Acquisition based advisory support to FAA’s Aviation Safety & Aviation Medicine Program Management Offices (AMSIS). Provide Acquisition Contract-Procurement Subject Matter expertise and services, gathered requirements, wrote Statements of Work (SOW) and Independent Government Cost Estimates (IGCE), Evaluation Criteria and Acquisition Decision Memorandums (ADM). Wrote the SOW, IGCE, Evaluation Criteria, PWS, and SOO to include Performance Based Contract methodology.

Nov 2016 – Mar 2017: Senior Program Manager, DFARS/ISO 27001/NIST Commercial Compliance, and Governance - Tek Systems/Cobham Integrated Electronic Solutions, Washington, DC/Landsdale, PA/Wimborne, UK

Provided successful Program Management oversight for Cobham’s DFARS/NIST/ISO 27001 Commercial compliance and governance practice. Managed several Remote teams of Compliance Assessors and practice subject matter experts. Principal in the Cobham (SSA) Program Management Office (PMO). Wrote Program Management Plan (PMP, Charter, Communication Plan, Quality Assurance Surveillance Plan (QASP), Plan of Action and Milestones (POA&M) and Integrated Master Schedule (IMS). Established Policy and Procedures to ensure NIST 800.53, 171 & ISO 27001 Compliance of Controls. Served as PMO Office Advisory PM in the establishment and standing up of a formalized Cobham (USA) PMO office:

Gain sponsorship and buy-in from senior management.

Set the PMO framework, choose your most suitable PMO model, and conduct appropriate planning

Assess the current state of the organization and conduct a gap analysis to come up with

recommendations

Conduct training for the project managers

Develop the project management methodology that will be adopted by the new PMO,

along with the supporting processes guide and necessary templates and documents.

Deploy the PMIS and supporting software tools

Change Management is overarching the whole establishment project to manage the

organizational and cultural changes being deployed and overcome the resistance

Key Achievements:

Responsible for $2.6M project budget

Managed project team of 18 resources (internal and external)

Provided technical oversight of the development for requirements, design, testing, and implementation of the new technologies for the two data centers

Reduced the original cost of services by $950Ka

Decreased the cost of operations by $225K annually

Provide standard PM documents to Sr. Leadership (project plans, status reports, risks, issues)

Collaborated and managed the completion of the Co-Location site

Coordinated logistics for infrastructure equipment relocation from East to West coast

Directed the completion of the relocation, installation and stand up of two data centers < 6 mos.

Program Manager - North America & European Compliance

Key Achievements:

Responsible for directing the implementation of the compliance requirements for government defense contractors in North America & Europe

Provided guidance to multiple stakeholders on compliance language and interpretation

Collaborated with IT Security on validation of artifacts needed to support compliance controls

Managed the delivery dates for implementation of compliance remediation efforts

Coordinated and direct multiple teams assigned to remediate the control tasks

Responsible for the development and delivery of the required Plan of Action and Milestone's

Managed the flow and approval process for the Plan of Action and Milestone's with Sr. Leadership

Directed planning and implementing security measures to protect computer systems, networks, and data. Provided Programmatic Leadership to Information security analysts. Researched and stayed up-to-date on the latest intelligence, including hackers’ methodologies, in order to anticipate security breaches. Creating, testing and implementing network disaster recovery plans. Supported UK MOD Cyber Sense and ISO 27001 Compliance effort.

Sept 2015 – April 2016: U.S. State Department, Quality Support Inc., CAVO, Washington, DC

Provided Program Management Leadership to the CAVO/VISA Support Contract with Quality Support, Inc. Managed 41 FTEs supporting the Visa adjudication & approval process and FIOA request program at CAVO, DOS.

Feb 2013 – Aug 2015: Senior Program Manager - VETS-Inc/FAA HQ ACQ 430, Office of Acquisition & Contracts/FAA HQ, Washington, DC

Provide successful Program Management Daily oversight of FAA Small Business Contract Vehicle Contract Support Team. Provide Programmatic, Advisory and Subject Matter Expert support to the Federal Aviation Administration’s Program Management Office and Contracting Office with Small Business Procurement Contract vehicle e-FAST. Led Four Projects (Technical, Communications, Quality Assurance and Procurement – Contract and Acquisition Operations) in support of the FAA’s Small Business Contract Vehicle Efast. Written SOWs, Technical Evaluation Criteria and IGCEs with a total of 200 million in awards to small business supporting the FAA. Wrote first IDIQ SOW at eFAST for 61 Million Dollars’. Directed the overall compliance with the Federal Acquisition Regulation (FAR) and the FAA Acquisition Management System (AMS) as set forth by the Defense Contract Audit Agency (DCAA). Developed, managed and provided oversight, high-level reporting of the 500 line/work package enterprise Integrated Master Schedule (IMS) on the FAA Enterprise Share Point/Project Server 2013. Provided oversight and direction on the enterprise-wide implementation of Cloud-Based Business Models where opportunities for efficiencies were identified.

Provided daily oversight and leadership of four work-stream (Projects); Communications, Technical, Procurement, and Invoicing: Communications, Branding, and Outreach the setup, publishing of Industry Days, the creation and management of two efast Web sites. Additionally, established and serviced Social Media outlets on behalf of the efast-FAA Small Business Contract Vehicle.

Led and provided Acquisition Contract-Procurement Subject Matter expertise and services, gathered requirements, wrote Statements of Work (SOW) and Independent Government Cost Estimates (IGCE), Evaluation Criteria and Acquisition Decision Memorandums (ADM). Wrote the SOW, IGCE and Evaluation Criteria for efast only IDIQ. Written PWS, SOO, and SOW to include Performance Based Contract methodology.

Led Technical Team that leveraged Share Point, to automate the Procurement process and delivered a paperless acquisition process that greatly increased the speed and efficiency of releasing SIRs, RFP/RFI and then reviewing and awarding Contract within ten working days for Directed and 2-6 weeks for a Competitive Award. Additionally, made the Invoicing process from Vendor to the FAA completely paperless affording FAA CORs/COs to review and pay invoices in under 15 – 20 days.

Coordinated with various FAA Program Management Offices (PMOs) to support and execute acquisitions utilizing the eFAST vehicle.

Developed Independent Government Cost Estimates (IGCEs) for approximately $100 Million of FAA procurements.

Identified program tasks required to effectively monitor and control Contractor work and deliverables.

Advised FAA Program Managers on:

oProper Application of Program Management tools, processes and procedures.

oAppropriate Labor Loading to support contract requirements.

oAdvantages of various contract types.

oDifferences between competitive and directed procurements.

oAcquisition schedule requirements.

Developed Statements of Work (SOWs), Statements of Objectives (SOO) and Technical Evaluation Factors for procurements.

Created and managed deliverables submitted to the COR.

Introduced standardization for communications with the PMOs.

Maintained the team Integrated Master Schedule (IMS).

Collaborated with team leads and identify schedule deviations and potential delivery risks.

Reviewed and documented how Agile practices can be applied to acquisition support.

Assisted the Quality Assurance team in developing Standard Operating Procedures (SOPs).

1 Jan 2007 – Feb 2013: Account Manager/Principal Program Manager, U.S. Marine Corps Programs, CACI, Inc., Fairfax-Stafford, VA

Directed Account & Program oversight and growth for Marine Corps Projects to include Bid and Proposal (B&P) BPAs; additionally, Conducted Business Development in support of expanded Marine Corps Business opportunities. Develops organizational staffing and resource plans for Marine Corps programs supported by CACI. Solicited and organize requirements from client and provide solutions mapped to requirements. Developed teaming relationships where appropriate, and working with capture and proposal teams to develop winning proposals. Responsibilities included conducting and preparation of cost analysis and price analysis reports. Won and maintained 2.5 million in new work supporting Marine Corps Programs for five years. Instituted an aggressive recruiting and staffing program to support various Marine Corps, Navy and Joint Programs. Developed and executed the Account Capture Plan.

1 April 2012 – Feb 2013: CACI, Project Officer, JPO, PM MRAP, RG33 & Cross Platform Solutions Team, Fairfax-Stafford, VA

Successfully managed three simultaneous ACAT four Abbreviated Acquisition Programs under Joint PM MRAP, Cross-Platform Solutions Enterprise Team. Provided programmatic, business, and acquisition life cycle logistics management support services to APM/PM MRAP, Marine Corps Systems Command, Quantico, VA. Specialized in research, analysis, and preparation of formal life cycle programmatic milestone decision document packages and foundational Integrated Logistics Support (ILS) documentation in accordance with DoD, DoN, and Marine Corps acquisition policy directives.

Prepared and assembled Abbreviated Acquisition Program and Fielding Decision packages.

Reviewed and evaluated other Service programmatic, logistics, and technical engineering documentation; identified issues prepared reports, and made recommendations. Conduct Logistics Support Analyses, ILS Assessments, and Life Cycle Cost Estimates for prospective project systems and equipment in support of TACOM and MARCORSYSCOM. Prepared project correspondence (e.g., pertinent formal naval letters and memorandums) as required. Drafted and developed periodic, multidisciplinary Program Reviews in prescribed formats for Program Manager, APM, PM MRAP RG33 and Cross-Platform Solutions Team for presentation to higher-level civilian and military officials, Flag/General Officers. Responsible for determining support requirements including facilities, personnel, safety, and maintenance.

Programmatic duties included building and maintaining an Integrated Master Schedule (IMS) (10,000) work-packages for all activities across the enterprise. Held weekly Team Schedule coordination sessions with project teams to gather all levels of project plans and schedules; integrate schedules into the server (Microsoft Project Server 2010) and manage dependencies across multiple schedules. Reviewed all technical and functional disciplines to ensure plans and schedule are comprehensive and accurate. Leveraged IMS to facilitate risk reporting; Control and track changes to the schedule baseline.

Directed and coordinated program activities designed to ensure effective and economic support. Drafted Acquisition Life Cycle Documents; i.e. Material Fielding Memorandum, Life Cycle Material Release, and Engineering Certification Document. Review, compare and analyze schedule performance against baseline program plans. Provided schedule performance visibility to program management through metrics, reports, and briefings. Forecast performance and perform a risk analysis of schedules, and provide management with an understanding of the current schedule, risks, opportunities, and recommended actions to address variance and predict future performance.

Assisted in program risk identification, assessment, and mitigation planning to focus program efforts on low-risk strategies to obtain high impact results. Drafted Performance Specification (P-Spec) and supporting Statement of Work (SOW) in connection with Engineering Upgrade to Enduring Fleet, PM MRAP. Analyze and evaluate design concepts to determine if concepts satisfy support requirements; study the relative supportability of alternative concepts.

Performed research, analysis, and prepared white papers, authored Plan of Action & Milestones (POA&M) and presentation packages to support briefings to program managers and sponsors on the progress of the MRAP vehicle program. Coordinated logistics, engineering, test and evaluation, spiral development, and contracting actions as related to three separate MRAP vehicle manufacturers. Coordinated and participated in technical reviews, In-Process Reviews, status briefings, and IPTs, including Cost IPT, GFE IPT, and Production IPTs.

1 April 2008 – 31 March 2012: CACI, Project Officer, HAGA/CAT II, Army MRAP Variant, JPO, PM MRAPS, CEOSS, EG&G MARCORSYSCOM, Fairfax-Stafford, VA

Responsible for determining support requirements including facilities, personnel, safety, and maintenance. Direct and coordinate program activities designed to ensure effective and economic support. Drafted Acquisition Life Cycle Documents; i.e. Material Fielding Memorandum, Life Cycle Material Release, Milestone Documentation to include but not limited to Analysis of Alternatives to support the Acquisition Strategy, Engineering Certification Document. Analyze and evaluate design concepts to determine if concepts satisfy support requirements; study the relative supportability of alternative concepts. Determine logistic support sequences and time phasing. Supported the Army TACOM Life Cycle Management Command with Product/program management support and oversight of Army Tank-automotive and Armament procurement programs.

Anticipate logistics problems related to operational area and environmental and human factors; determines contingency requirements and solutions. Design and conduct research or technical studies to support logistic functions. Perform duties as a project analyst for the MRAP Heavy Armored Ambulance Vehicle, including analysis of requirements, development of various acquisition documents, conducting market research, and assisting with the organization, implementation, and maintenance of the project plan. Responsible for the Project Management of the Wind Chill Document Repository, Project Server 2007 – 2010 Integrated Master Schedule. Monitor and track variant Field Issues. Wrote Electronic Funding Review System (EFARS) for Engineering Change Proposal (ECP) issues from the CM/Field Reps. Write Technical Reviews for work proposals submitted by vendors. Provided program management oversight and support to the MRAP program office.

Responsible for coordination of BAE built variants of the MRAP family of vehicles, including manufacturer production schedule, logistics support, management plans, acquisition plans, status briefings, and test coordination. Performed research and analysis, and prepared white papers, Plan of Action & Milestones (POA&M) and presentation packages to support briefings to program managers and sponsors on the progress of the MRAP vehicle program. Coordinated logistics, engineering, test and evaluation, spiral development, and contracting actions as related to three separate MRAP vehicle manufacturers. Coordinated and participated in technical reviews, In-Process Reviews, status briefings, and IPTs, including Cost IPT, GFE IPT, and Production IPTs. On the MRAP Team that won the Packard Award for Acquisition Excellence.

March 2005 – 31 Dec 2006: Stanley Associates Inc., Project Officer, LFS-2, Fleet Manager for Garrison Mobile Equipment (GME), I&L, HQMC, Agency Program Manager/Project Analyst, Fleet Card Program Coordinator, Vehicle Lease Program, (VLP), Washington, DC.

Wrote Technical Compliance Document System Security Authorization Agreement for Fleet Focus Web Fleet Management System using DITSCAP process. Edited the Marine Corps SOP for Management of Motor Transportation and Garrison Mobile Equipment as required by regional asset allocation. Wrote Motor Transportation MOS Utilization study. The study took Mission capabilities and matched them to the current number of Marines in the Occupational Skill and assessed the requirements and practices best suited to make the MOS an efficient corps group and organization.

Developed the Garrison Mobile Fleet Vehicle Utilization Model which measured the dollar per mile operations cost for GME. Manage and coordinate the General Services Administration (GSA) Vehicle Lease Program (VLP) at Headquarters, U.S. Marine Corps, Installation, and Logistics Division (I&L). Formulated, consolidated, analyzed, and provided service logistics policy relating to Marine Corps and to the Fleet Manager, Garrison Mobile Equipment (GME), at LFS-2, I&L. Created and Managed the Installation & Logistics Branch Integrated Master Schedule (IMS). The I&L IMS consisted or 12 Project Schedules some on Project Server 2007 and some on Project Professional Desk Top Versions.

Supported the collection and coordination GME requirements received from field Activities and perform the necessary tasks that will cause requirements identified under the above programs to successfully complete the PPBES process for the GME programs segment of the Procurement Marine Corps (PMC) and Operations and Maintenance Marine Corps (O&MMC) appropriations.

January – February 2005: Stanley Associates Inc., Project Manager, ADI-Stanley Team, Office of the Comptroller of the Currency (OCC), Wash, DC

Project Manager with oversight of Network Server Operations and Automated Development with the Implementation Branch of the OCC. Additionally, created and managed Server Topography and Office Project Server 2003 Master Scheduler.

December 2004 – 1 January 2005: Stanley Associates Inc., Lead Program Officer, Logistic Garrison Mobile Equipment & Web Migration Project, I&L, HQMC, Washington, DC

Project Lead, Consolidate five Regional Major Subordinate Commands (MSC) Data bases.

Migrate Consolidated Data Base to Web-Enabled Fleet Anywhere Application. Provide Research and study support for Fleet Managers Survey of GME Fleet reduction and utilization.

November 2003 – December 2004: Stanley Associates Inc., Configuration Manager/Systems Senior Analyst, State Department Wavier Review System (WRS), Washington, DC

Deputy Project Manager directed oversight and control of new document creation, Version Control, and publication of Project directives and publications. Supported the development and execution of the J-Visa Application Web Site. Actively recruited and supported the staffing activity for the CAVO Passport and VISA program. Gathered requirements from users and stakeholders at the State Department VACO Office. Lead CMMI three Certification Manager.

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