Eric F. Chatmon

Cell: 301-***-****

Email: adw2d1@r.postjobfree.com

Experience

Adjunct Professor of Mathematics Prince George’s 1/1/1995 to Present

Community College (PGCC)

Retired Federal Government Employee 12/31/2019 to Present

Contracting Officer Representative for FTI 9/20/2015 to 12/31/2019

FV-343-J, 144,538.00 basic pay per year/ 40 to 60 hours per week

Federal Aviation Administration, Washington, D.C.

Supervisor: Anne Suissa, Manager Communication Services, 202-***-****

Serve as the FAA Telecommunication Infrastructure (FTI) Contracting Officer’s Representative (COR), my duties include the following:

Assist the FTI contracting officer by resolving technical issues and provide technical direction to the contractor.

Interpret technical processing and procedures for the contracting officer related to multiple billion dollar for the FAA FTI contract.

Interpreting NAS and non-NAS telecommunication Wide Area Network (WAN) technical requirements

Assisting in the acquisition strategy, developing Statement of Work, and generating cost estimates.

Assisting in the negotiation of cost and/or pricing of technical requirements, monitoring contracting performance, reviewing and accepting services, supplies, and equipment.

Providing funding projections for the FAA budgetary cycle, allocating funding to the vendor, and ensuring the services are properly invoiced.

Assisting in the development of request for proposals and technical and cost evaluation to meet emerging requirements or improved capabilities.

Knowledge of FAA NAS and non-NAS telecommunication programs to include NextGen requirements, current and emerging telecommunication capabilities, services, and new technologies.

Knowledge and proficiency of the FAA Acquisition Management System (AMS) and the associated FAST tools and FAA Invoice financial Management System (Delphi, PRISM).

Ability to communicate a variety of technical and programmatic information in a clear and concise manner to diverse audiences, including senior management, in meeting and reports.

Experience

Manager, Information System Branch 7/2014 to 3/2015

GS-2201-14, $138,136.00 basic pay per year/40 to 60 hours per week

Bureau of the Census, Sliver Hill, Md

Supervisor: Latisha Mason, Assistant Division Chief of Operations,

301-***-****

As the manager of the Information System Branch, my duties included the following

Updated the FY-2015 and FY-2016 Information Technology Business Plan (planning, formulating future goals and activities) for the Information System Branch

Developing performance plans and Individual Development Plans for the employees

Working with the Division Manager and IT Department to transition IT developers over to the IT Department

Implementing a ticket system for the HR Call center (Tier I) and Tier II application support

Led and provided authoritative advice and guidance to management, user community, federal and contractors both in IT and HR professionals on the program management and transition of HR Connect/EODS HR applications to the Census CHRIS HR application systems.

Running the day-to-day Tier I (Call Center) and Tier II IT HR operations for the Census Bureau

Develop a Service Level Agreement (SLA) for the Tier I Call Center (Response time, Resolution time, outcome metrics, determine adjustments and improvements, etc..)

Experience

Program Manager/COR/ Information Technology Director 3/2012 to 7/2014

FV-2210-15 (K Band), $141,517.00 basic pay per year/40 to 60 hours per week

Federal Motor Carrier System Administration (FMCSA), Washington, DC

Supervisor: Walter Wall, Deputy Chief Information Officer, 202-***-****

As the Program Manager/Information Technology Director my duties included the following:

As the Director of IT operation division, PMP certified and COR (Level II Certified) of 4 contracts, I advise and briefed the Information Review Board on the formulation and articulation of the organization policy, position or response on current or emerging information technology applications and financial systems. Established the program development, program schedule, Agile and waterfall methods, cost projections, budget planning and contact management, etc..

I planned, organized, directed and controlled the development of IT application projects and modernized existing system via technology refresh of both hardware and software on a 3 to 5 year lifecyle. I assess, monitor and mitigate FMSCA projects risks, analyzed issues and problems and recommend solutions to upper management and contractor. Worked with my customers, stakeholders and contractors to define the scope, requirements and deliverables and was responsible for planning project activities, tasks, milestones, budget, resource allocation and performance measures for each project. Developed a project plan, risk assessment plan and prepared the for the capital IT plan.

I was responsible for directing the information management activities of all FMSCA IT applications, consolidation of IT services and contracts under the CIO and, managing a new procurement, which is estimated to worth $145 million over five years (developed the PWS, IGCE, acquisition plan and strategy, lead for the Technical Evaluation Panel, etc..). I was responsible for the agency’s mission, implementation of cloud computing for application and email, and conducted an IT study on shared services for operational support. responsible for managing the day-to-day IT operations for roughly 950 customers and managing a $43 million budget.

I was the project lead for the implementation of the FMCSA IT shared services. That consisted of consolidation of web sites using the DRUPEL content management tool, cloud computing implementation for web and email implementation, infrastructure and asset management consolidation, of multiple organizations. I used the Federal Information Technology Shared Service Strategy, dated May2, 2012, as policy guidance on a full range and lifecycle of intra and inter agency IT shared services guidance.

Led the team using Oracle Siebel Customer Order Management solutions for tracking and processing thousands of IT products across multiple catalogs and systems. The toll was used to deliver detailed customer insight that enabled the team to present target information.

My job included managing and overseeing a staff of 7 government personnel (set team goals, made work assignments, provided guidance and training, set program and project goals, led a team with various levels of experience, skills, orientation and perspective, set due dates and ensured timeliness were delivered, established and monitored quality control and quality assurance processes, etc…) and 45 support contractors, developing and meeting the IT business goals each fiscal year and ensure that the IT Strategic Plan that I developed, Software Development Life Cycle (Waterfall and Agile),Work Breakdown Structure (WBS), Plan vs actual invoices, implemented EVM and project schedules (using MS project), road maps to the IT/ service-oriented architecture, life cycle management, risk management, configuration management, establishing performance metrics for IT initiatives, Web-based solutions, Cloud Computing Strategy, Bring Your Own Device Strategy, IPv6, documentation repository/data warehouse, Communication and Media projects, Infrastructure, asset management of IT equipment, Privacy/Security/Information Assurance, managed the Configuration Control Board (CCB) and E-Government/E-Business solutions.

I provided direction and guidance on the design, development and implementation of information systems to meet mission-based needs of the organization and agency. I ensure that the information technology is acquired and information is managed properly. I lead in the development and implementation of IT policies that significantly improve the acquisition and use of Information Technology.

I established IT security guidance/policy, Privacy Policy, chair the change control board, development, implementation, and operation of FMSCA IT applications, and Small Business IT contracts.

As the Source Selecting Official for minority and disadvantage contract awards for information technology procurements, developing and managing exhibits 300 (i.e., Summary of spend table, Investment description and justification section, performance goals and measure section, alternative analysis section, risk inventory assessment, acquisition strategy, security and privacy section, business case, etc..) and 53 programs and ensure that the Clinger-Cohen Act guidelines that OPM set forward are followed. I plan, formulate, and manage the HR FAA IT budget working within the framework established by the FAA.

Experience

Chief Information Officer 1/2007 to 3/2012

FV-334-15 (K Band), $134,973.00 basic pay per year/40 to 60 hours per week

Federal Aviation Administration, Washington, DC

Supervisor: Rickie Cannon, Director of Human Resources, 202-***-****

As the Chief Information Officer, with a secret clearance, my duties included the following:

As the Chief Information Officer of Human Resources (HR) operation division, I advised and briefed the HR senior executive council on the formulation and articulation of the organization policy, position or response on current or emerging information technology.

I was responsible for directing the information management activities required of 9 regions, 2 centers and Headquarters to achieve the agency’s mission, responsible for managing the day-to-day IT operations for 800 customers, managing a $37 million budget and ensuring that the approximately 43,000 FAA employees are paid correctly and on time using the Federal Personnel and Payroll System (FPPS).

My job includes managing and overseeing a staff of 23 government personnel (set team goals, made work assignments, provided guidance and training, set program and project goals, led a team with various levels of experience, skills, orientation and perspective, set due dates and ensured timeliness were delivered, established and monitored quality control and quality assurance processes, etc…) and 108 support contractors, developing and meeting the IT business goals each fiscal year and ensure that the IT Strategic Plan that I developed, WBS and project schedules, road maps to the IT/ service-oriented architecture, establishing performance metrics for IT initiatives, Web-based solutions, Cloud Computing Strategy, Bring Your Own Device Strategy, IPv6, documentation repository/data warehouse, Communication and Media projects, Infrastructure, asset management of IT equipment, Privacy/Security/Information Assurance and E-Government/E-Business solutions. I had overall responsibilities of development and implementation of the 5 year (HR) IT strategic plan which links to the overall IT Capital Plan and Information Resource Management (IRM) Strategic Plan the OMB issues.

I provided direction and guidance on the design, development and implementation of information systems to meet mission-based needs of the organization and agency. I ensure that the information technology is acquired and information is managed properly. I lead in the development and implementation of IT policies that significantly improve the acquisition and use of Information Technology.

I established IT security guidance/policy, Privacy Policy, established and chair a Configuration Control Board (CCB), developed and managed MOUs, SLAs and IAAs for the Human Resources organization and development, implementation, and operation of HR applications, Lotus Notes Application development, Enterprise Network, Small Business IT contracts, technology refresh on HR servers and managed the Local Area Network/desktops for my customers.

As the Source Selecting Official for minority and disadvantage contract awards for information technology procurements, developing and managing exhibits 300 (i.e., Summary of spend table, Investment description and justification section, performance goals and measure section, alternative analysis section, risk inventory assessment, acquisition strategy, security and privacy section, business case, etc..) and 53 programs and ensure that the Clinger-Cohen Act guidelines that OPM set forward are followed. I plan, formulate, and manage the HR FAA IT budget working within the framework established by the FAA.

I worked in collaboration with the Chief Financial Officer (CFO) to ensure that program goals and objectives are achieved and that the IT Department acquires the most effective and efficient integrated technology program possible within the approved budget.

I prepared reports required by OMB and other oversight entities justifying initial IT investment and related ongoing maintenance cost. Presented concepts to staff at various levels in the organization, developed and prepared briefing up to the Administrator and various levels of management.

Developed performance plans for each employee, conduct status reviews of the performance plans with each employee, and working with employees to develop Individual Develop Plans (IDPs), direct authority to hiring and discipline employees and negotiated and worked with FAA unions.

Managed the engineering redesign, installation, testing, Q &A, training and implementation of IT Service systems throughout its lifecycle.

Developed acquisition and budget processes for the Information Technology Branch.

As the Director for the IT operation division, I developed the strategic operating plans, developed the administrative plans and processes for the organization, developed IT policy, managed and implemented IT procurements, addressed security and budget plans for in each fiscal year. I developed and wrote several budget increase justification papers for IT Operations. I was responsible for managing a data center, enterprise applications, enterprise architecture for IT modernization in support of the agency missions, monitor and evaluates the performance of information resources investment through a Capital Planning & Investment Control (CPIC) process; and I advised the Executive Director on whether to continue, modify or terminate IT programs or projects.

I was responsible for the development, maintenance and implementation of a sound and integrated information technology architecture design, for which it has improved productivity of the investment programs and it promotes a coordinated, interoperable, secure, and shared infrastructure.

I was responsible for the development, coordination and maintenance of an integrated Information and technology management program (e.g. Human Resources Management System, Portals, Application suite, etc.) that meets the federal requirements including applicable laws (Clinger-Cohen, FISMA, etc.) regulations, and Government wide policies (e.g. the Office of Management and Budget (OMB) Circulars. I am responsible for monitoring the E-Government initiatives for the Executive Director and ensuring that implementation plans and milestones are updated and reported to OMB.

I was responsible for meeting the agency’s IT/IRM workforce and human capital needs using both the federal employees and contractors, in collaboration with the Chief Human Capital Officer (CHCO) and the Chief Acquisition Officer (CAO).

Experience

Branch Manager of Information Systems and Program Manager 7/1999 to 1/2007

GS-334-15 (K Band), $146,586 per year/40 to 60 hours per week

Federal Aviation Administration, Washington, DC

Supervisor: Richard Boe, Director of IT Operations, 202-***-****

As the IT Service Manager, with a secret clearance, my duties included the following:

As the Information Branch Manager, I was responsible for managing a $13 million budget. This includes managing and overseeing a staff of 17 government personnel and 124 support contractors. I had overall responsibilities of planning, developing, policy, implementation and operation of the FAA’s Headquarters Metropolitan Area Network, Helpdesk/call center, JAVA, Oracle database, HTML, Dreamweaver, XML, Lotus Notes Email, Enterprise Network, Small Business IT contracts, FAA administrative mainframe and Local Area Network.

Also, the awards and administration of information technology contracts.

Implemented the replacement of CC Mail with Lotus Mail for 43,000 FAA employees. Consolidated 543 Email servers to 13 servers across the country. I lead an n IT team in implementing a technology refresh of an FAA building using State of the Art VOIP, CISCO router, switches and hubs, and streaming video upgraded the line lines.

Developed performance plans for each employee, conduct status reviews of the performance plans with each employee, and working with employees to develop Individual Develop Plans (IDPs), direct authority to hiring and discipline employees and negotiated and worked with FAA unions.

Managed the engineering redesign, installation, testing, training and implementation of IT Service systems throughout its lifecycle.

Managed the day-to-day projects as a project manager. Developed and managed a program plan, schedule, budget, strategic plan, test plan & procedures and maintenance plan for the re engineering of the Metropolitan Area Network. Worked with LAN Administrators in determining the requirements for the MAN. Developed a requirement document for the MAN.

Developed acquisition and budget processes for the Information Technology Branch.

As the manager for the branch, I developed the strategic operating plans, assisted the director in developing administrative plans and processes for the organization, IT policy, IT procurements, security and budget plans for FY00, FY01 and FY02. I developed and wrote several budget increase justification papers for the branch.

Managed, planned and coordinated with Lines of Business the FAA IT Continuity of Operations Plan (COOP). Implemented the COOP plan within 90 days upon approval of Line of Business Directors. After September 11th “Attack on America”, weekly briefed directors on IT activities (i.e., web page updates, IT COOP initiatives, Code red and NIMA virus attacks, etc.

Led the effort in developing an Investment Analysis, program plan, specification, and statement of work for the implementation of the Lotus Notes e-mail for the FAA (43,000 personnel). Responsible for maintenance, training, and implementation of lotus notes for 4500 FAA headquarter personnel.

Designed, negotiated with the union and implementation of the reorganization of the Information Technology Division. Acted as advisor to the Director of contracts and Acquisition on IT policy, security concerns, and I provided technical advice on technology implications.

Acted as the Division Manager for eight months. During that time, I managed September 11th crisis as it related to IT issues, dealt with 2002 budget cuts, reorganization of the division (54 FTEs, 135 contractors), procurement and implementation of Lotus Notes for 37,000 FAA users, managed the day-to-day activities of the division (personnel, budget, briefings to directors, etc.).

Represented the FAA on IT technology matters at conferences and symposiums.

Represent the manager’s on the Acquisition Division Model Work Environment committee.

Responsibilities include mentoring, hiring, and promoting my branch personnel. Coaching and mentoring them regarding their programs, briefings, assignments, etc and working with each on developing their performance plans, individual development plans and project plans. I meet quarterly with each employee to review their PMP and IDP for status and discuss in general “how goes it”.

Experience

Program Manager in the Oceanic Program Office 7/1994 to 7/1999

GS-855 12-15 K Band $132,223 per Year/40 to 60 hours per week

Federal Aviation Administration, Washington D.C.

Supervisor: Terry Moore, Integrated Product Team (IPT) Lead

As the Program Manager/Project Engineer/COTR/System Engineer my duties included the following:

During my tenure as the Program Manager for the FAA’s Interim Situation Program (ISD), I managed the ISD program during critical milestones (i.e., commissioning of the program, IOC and ORD at several key sites).

Developed, established and managed program resources. Including personnel, budget and procurement. Assisted team members in developing their Performance Appraisals and Individual Development Plans (IDPs). I managed a team of seven core members.

Utilized insight, innovation and judgment to develop and implementation appropriate plans and procedures to reach program objectives using the Acquisition Management System (AMS).

Directed and managed technical teams composed of Subject Matter Experts (SMEs), system engineers, configuration managers, test engineers (ACT and AOS), AF and AT managers, FAA NATCA union, FAA PASS union contracting officers, and the contractor.

Developed milestones schedules for my programs, worked closely with the other Product Leads to ensure interdependencies were noted on the master schedule that I had developed for the Oceanic IPT. Provided scheduling briefing and written reports to upper managers, contractors, and Air Traffic Control Center’s staffers/personnel. Kept those officials current on both normal developments as well as status changes.

Coached, mentored, and led the Build team in developing their Individual Development Plans, performance plans, training, involvement in AUA mini projects, and entertainment activities. Facilitated innovative and creative ideas within the team, emphasized collaborative teamwork and thinking out of the box.

Managed the Interim Situation Display (ISD) from cradle to grave, managed the implementation and integration of ISD at the key site, chaired PRD, CDR, FCA and PCA. Chaired and briefed implementation working group sessions with sites, developed the transition plan of ISD, chaired the DRR and briefed Stan Rivers (AF-1) during the EXCOM, conducted the Test Readiness Review (TRR) and participated in DT&E and OT&E testing. After the completion of OT&E testing of ISD, I was requested by the Oceanic IPT Lead to manage Build I (AIDC, Multi Sector Oceanic Data Link, and ADS) program. I managed ISD and Build I concurrently.

Due to serious technical and programmatic issues on the build II program, AUA-600 management asked me to transition over from the Build I to Build II Product Lead. I continued concurrently managing the Build II and ISD programs. As the COTR for ISD, I reviewed the entire contractor’s invoices, developed the ISD schedule with the contractor and center support.

Managed the ISD program worth $12 million, Build I worth $ 74 million and build II was projected to be at a cost of $124 million. Managed all procurement for ISD and for Build II and provided briefings to AUA upper management, users, Oceanic conferences, Oakland and New York Centers and too the JRC.

Developed the Phase II Statement of Work (SOW) for ISD, assisted the contractor specialist in developing the Procurement Request, assisted Airway Facility (AF) in developing Training Console requirements and SOW, reviewed technical documentation from the contractor (i.e. SDD, SSDD, specification, training material, etc.) and negotiated with the contracting specialist the ISD Phase II contract.

Managed the team with Airway Facility (AF) and Air Traffic (AT) unions in developing the requirements for Build II (Flight Data Processor Replacement {FDPR}). Chaired the Alternative System Review for Build II with Hughes and the Build II team to determine best systems (cost, schedule, and performance). Managed the Build II Team’s development of a Market Analysis Report on FDPR options for AUA upper management.

Assisted Air Traffic (ARU) in negotiating a Memorandum of Understanding (MOU) between ARU and NATCA on the deployment of ISD.

Developed and established a Maintenance Transition Plan/Agreement between Raytheon, ATS Company, and FAA on all new Oceanic operational systems (i.e. ISD, TP, and AIDC system).

Experience

System Engineer/Project Manager 2/1988 to 7/1994

GS-855-7-11, $67,712.00 per Year//40 to 60 hours per week

Naval Air System Command (NAVAIR), Crystal City, VA.

Supervisor: Charles Park and CDR. Lashbrook

As the System Engineer/ Project Manager for the Telecommunication Branch and E2C Aircraft Program Office my included the following:

Coordinated the integration of the avionics equipment into the U.S. E-2C Navy with Grumman and Teledyne Corp. and Foreign Military Sales (FMS) customer’s aircraft. Prepared engineering change proposals, aircraft requirement analysis, tradeoff studies development, review technical design and specification.

Successfully managed a $25 million Satellite Communication (SATCOM) program, $ 6 million Identification Friend or Foe (IFF) program for a foreign customer, and a $ 5 million data link Joint Tactical Information Distribution Systems (JTIDs) program for the E-2C program office.

Developed a Statement of Work (SOW), Work Breakdown Structure (WBS), WBS dictionary and other sections of the Procurement Request (PR) and assisted the contracting officer in developing the PR.

Wrote several technical white papers on SATCOM and data links for the E-2C Program Manager and Admiral Bowes (AIR-05).

Briefed the Egyptian and French International Program Offices on the E-2C data link capabilities.

Represented the E-2C program office on commonality work groups for E-2C Data Links capability

Negotiated a contract with the contracting officer on the deployment of SATCOM voice for all 220 E-2C aircraft. Defined and adapted a budget to meet the SATCOM phase, including funding prime hardware development hardware, COTS, software, logistic, support contractor, field support, and other activities. Ensured that the budget was executed in a timely manner, carefully monitored expenditures, ensured program cost-effectiveness was improved whenever possible and conducted a mission/investment analysis to justify program.

I started my career as the Project Manager/Assistant Program Manager (PM/APM) for the Navy’s AN/ARC-210 VHF/UHF radio program. The AN/ARC-210 program development cost, production, logistic, and implementation cost was $ 7400 million. As the PM/APM for the AN/ARC-210 program, I led a team of ten government and three-contractor support in managing the acquisition life cycle. I led the team in accessing technical, contractual, schedule and program risks and benefits of alternative approaches for achieving the AN/ARC-210 program objectives. I developed the production/logistic Statement of Work (SOW) led the team in developing the development and production specifications, and assisted the contracting officer in the development of the Procurement Request (PR). I led the government team in the Preliminary Design Review, Critical Design Review and Production Readiness Review. I provided technical direction to the contractor via the contracting officer.

Presented numerous technical and programmatic briefs on the AN/ARC-210 to the Assistant Commander for System and Engineering, the International Program Office, and to the fleet. I develop a charter for the AN/ARC-210 Interface Control Working Group (ICWG). I chaired the ICWG meetings with the fleet, airline industry contractors, Army, Air force, Marine Corp., and aircraft Program Offices. Acted as the Program Manager for two months.

During that time I chaired meetings, represented the program during staff meetings, conferences and I handled the day-to-day activities. Developed the draft AN/ARC-210 budget for FY-92 and I coordinated with Headquarters budget personnel to ensure that the program funding requirements for FY-92 were well defined. I assisted the field personnel in determining their requirements for lab activity support, and I provided tasking and funding for cognizant field activities for the next fiscal year (FY-91, FY92 and FY-93).

I managed the development of the software for the AN/ARC-210. As the software engineer, my duties included monitoring C ++ software development and testing, ensuring that DOD 2167 was applied and all proper documents were developed and approved.

As the System Engineer of the Navy’s E-2C Program and Foreign Military Sales (FMS) office, I successfully managed the E-2C $125 million Satellite Communication (SATCOM) Program for Desert Storm. After the contracting officer and I had developing the SOW and PR, the contract was award to Grumman within two weeks. I managed the procurement of the equipment from Teledyne and the installation by Grumman into E-2C six fleet squadrons within a three-month time period. As a follow on to the SATCOM program, I conducted a mission/investment analysis to justify the full program. I led and participated with the team in developing/preparing all appropriate plans including (i.e. budget plan, system engineering management plan and a strategic plan).

I developed a SOW, Work Breakdown Structure and a Procurement Request with the contracting officer to procure more reliable and advanced SATCOM technology for the entire E-2C fleet. I defined and adapted a budget to meet the SATCOM requirements, including funding for hardware development, COTS, logistic support, contractor support, field support, and other activities. As the System Engineer for the E-2C program office, I defined and adapted a budget to meet the short-term procurement of SATCOM equipment for Desert Storm.

Education:

B.S., Electrical Engineering, University of District of Columbia, Washington D.C., 5/1988.

M.S., Engineering Management, Maryland University, Maryland, 12/1995.

M.S., Information Technology, Bowie State University, Maryland, 5/2001.

D.B.A., Doctoral in Management, Argosy University, Virginia, 5/2017

Certifications:

Executive Potential Program (EPP) Certification, 6/1998.

National Defense University (CIO and Information System Security) Certification, 12/2003.

Program Management Institute Certification, 4/2003.

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