Systems Engineer Senior

* ** *

Prince Andoh

**** ****** ****

Perry Hall, MD 21128

Phone: 410-***-****

E-mail: ******.******@*****.***

SUMMARY OF QUALIFICATIONS:

Over 20 years of DoD IT systems acquisition development and execution; systems engineering and Software Development Lifecycle execution through agile methodology—including acquisition and milestones documentation; blueprinting; requirements definition, analysis, and execution; configuration management; system change requests/management; operational test and evaluation (OT&E); risk/issue development and execution—including identification, assessment, and mitigation; execution of PPBE process—including procurement justification and documentation; Research, Development, Test, and Evaluation (RDT&E) activities and documentation in support of program costs, schedule, and performance; agile capability design and development; design and execution of test scenarios, deployment, and sustainment; hardware-software integration; configuration management through agile methodology; risk management; IT policy development and implementation; strategic planning, change management, business process improvement, and performance management; functional design; data cleansing, conversion, and cutover; development and delivery of user-training requirements; auditability and compliance support; business process architecture development; Cloud Migration.

CORE COMPETENCIES AND TECHNICAL SKILLS:

• Core Competencies: Strategic Planning and Performance Metrics; Acquisition Analysis and Documentation for Major Automated Information Systems (MAIS); Milestone- Decision Management; Software Development Lifecycle (SDLC); Agile Methodology for IT development; Configuration Management (CM), Requirements Management and Traceability Matrix; Performance Specifications and Metrics Development; Execution of PPBE process—including procurement documentation and justification; Research Development, Test, and Evaluation (RDT&E); Training Development and Delivery; System sustainment and transition; Cloud Migration; Hardware-Software systems integration; Congressional and Senior Leadership reporting and inquiries.

• Technical Tools: ServiceNow, Azure DevOps, HPQC, SAP Solution Manager, Project Recon, Enterprise Product Data Management (ePDM), Google and Microsoft Office Products.

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WORK EXPERIENCE:

JRAD – Stafford, Virginia July 2023 – Present

Senior Systems Engineer and Risk Manager

• Served as a senior systems engineer in support of 10 Programs within the IT portfolio for the U.S. Chemical, Biological, Radiological, and Nuclear Protection Program (CBRN-P).

• Authored CM Plans (in accordance with the DoD MIL-HDBK-61) for execution by cross-functional activities in support of product/software development lifecycle.

• Authored CM policies for establishing an overarching framework for managing risk across a portfolio of systems, products, and initiatives.

• Collaborated with Product Managers to stablish and execute Technical Change Advisory Boards to govern, track, execute, and report Engineering Change Proposals (ECP) across multiple functional areas.

• Completed, evaluated, processed, tracked, and documented Engineering Changes to ensure alignment between requirements and delivered capabilities.

• Utilized the U.S. Army’s ePDM and other CM tools to complete, document, track, and disseminate artifacts in support of changes to Configuration Items.

• Created tools to track and report the execution of work items within a portfolio of software/hardware systems.

• Conducted configuration audits through reviews and assessments of artifacts/document to ensure alignment among requirements, functional design/specifications, test scenarios and deployed capabilities.

• Created tracking logs to identify critical path activities and track and report project execution across multiple functional areas.

• Authored, reviewed, and adjudicated organizational comments on acquisition-related documentation in support of milestone decisions across program acquisition lifecycles— including Acquisition Program Baseline (APB); Simplified Acquisition Management Plan (SAMP); Cybersecurity Strategy (CSS); Systems Engineering Plan (SEP); Clinger- Cohen Act (CCA) compliance; Program Protection Plan (PPP); NAVWAR Compliance; Affordability Assessment (AA); etc.

• Authored an overarching Risk Management (RM) Plan in accordance with the DoD Risk Management Framework.

• Authored RM policies for establishing an overarching framework for managing risk across a portfolio of systems, products, and initiatives.

• Created and implemented functional team accounts in Project Recon and assessed projects to identify risks and issues, assess potential impacts on program schedule, cost, and performance, and to developed and executed mitigation steps.

• Developed mitigation strategies/steps for resolving existing risks and issues.

• Created reports and presented to functional leads and senior management to help inform resource allocation and overall decision making.

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Adept Force Group – Alexandria, Virginia Apr 2022 – Jul 2023 Senior Requirements / Acquisition Manager

• Collaborated with senior management, functional leads, subject-matter experts, and software developers to analyze, document, and justify input for procurement and RDT&E activities and documentation—including P-Forms and R-Forms—in support of the PPBE process.

• Created and modified acquisition documents to support budget requests for the acquisition of equipment, weapons systems, business systems, and other items that require procurement funding.

• Managed the U.S. Army’s ArmyIgnitED Program for requirements development and implementation; deployment management; training development and delivery; and risk management.

• Collaborated with the U.S. Army’s functional community to outline system requirements for the development of the ArmyIgnitED System for processing Educational Assistance for U.S. Army personnel—including Soldiers, Cadets, Civilians, and educational institutions across the country.

• Developed a management framework to facilitate the Program Management Office’s

(PMO) assessment and approval of proposed changes to the ArmyIgnitED system functionality.

• Conducted Sprint Planning sessions for defining business rules to ensure successful development in accordance with prescribed system capabilities.

• Collaborated with the configuration management, development, and test teams to ensure successful deployment of newly developed capabilities.

• Led the development and delivery of training materials for end users by collaborating with functional Subject Matter Experts, system developers, and user community to ensure alignment between system functionality and training content.

• Conducted a series of workshops with multiple PMO teams to identify risks and opportunities among cross-functional teams—including requirements management, configuration management, system engineering, system development, testing, and deployment teams.

• Developed and presented risk reports to senior leadership to help inform strategic and operational decisions.

Credence Management Solutions – Vienna, Virginia May 2020 – Apr 2022 Business Process Architect /Acquisition Analyst

• Served as Business Process Architect for the Technical Management Division within the PMO for the Defense Integrated Business Systems (DIBS)—with primary responsibility for developing tools, processes, and communication channels for integrating technical and functional activities in support of the Army’s acquisition activities for the General Funds Enterprise Business System (GFEBS)—including input to the PPBE process; procurement requirements and justification; and strategic planning in support of RDT&E to ensure effective management and oversight of program costs, schedule, and performance.

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• Collaborated with multi-functional stakeholders to align program strategy with DoD policies and requirements for Software development lifecycle.

• Created a portfolio roadmap that enabled the Army’s leadership to identify functional and technical gaps in strategy execution.

• Standardized enterprise-level processes, procedures, and reporting to enhance improvements in GFEBS’ governance and overall management of capability development and deployment.

• Collaborated with Program Managers to evaluate the Army’s roles and responsibilities matrix to help eliminate redundancies and reduce cost overruns that result from duplication of effort.

• Organized a cross-functional workshop with the Army’s Program Executive Office, the Army Shared Services Center, and GFEBS Product Teams to outline roles and responsibilities for transitioning and sustaining the Army’s Cloud Services across the Army’s portfolio of ERPs.

• Facilitated the Program’s acquisition strategy by evaluating Project Work Statements

(PWS) to ensure completeness and compliance with DoD Acquisition policy; organizing workshops to generate input from key stakeholders across the Army’s Program Management and Functional communities; and by outlining stakeholder functions for the Army’s Enterprise Cloud contracts for sustaining ERP systems.

• Led the GFEBS PMO’s effort to outline requirements and critical roles and responsibilities as input to a Capability Support Plan and an Acquisition Decision Memorandum for GFEBS’ transition to the Army Shared Services Center. Logistics Management Institute (LMI) – McLean, Virginia Oct 2012 – May 2020 Acquisition Systems Development and Sustainment Lead

• Served as Lead for blueprinting, requirements definition, data conversion, user training, change management, and business process improvement across the overall Software Development Lifecycle in support of the Army’s deployment of the Global Combat Support System—Army (GCSS-Army).

• Collaborated with senior management, functional leads, subject-matter experts, and software developers to analyze, document, and justify input for procurement and RDT&E activities and documentation—including P-Forms and R-Forms—in support of the PPBE process.

• Created and modified acquisition documents to support budget requests for the acquisition of equipment, weapons systems, business systems, and other items that require procurement funding.

• Created a Release Strategy—including outage plans, standardization of changes, and the administration and execution of emergency changes.

• Developed a uniformed approach to Release Nomenclature to serve as a guide to baseline progression.

• Coordinated product/system changes with capability developers/requirement owners to validate proper categorization of system Change Requests—including break-fix incidents, enhancement demands, and technical maintenance of systems. 5 of 9

• Created deployment plans to ensure minimal disruption to operational continuity for existing products and systems.

• Conducted working sessions to track performance and capture post-deployment actions that required corrective measures.

• Outlined GCSS-Army system requirements and designed functional capabilities for automating data conversion activities. Identified and documented long-term and short- term strategies and related actions for improving the efficiency and effectiveness of research and error-correction in support of converting Units and Resource Managers.

• Developed and maintained Standard Operating Procedures to be used by Finance Analysts to assist converting Units with Data Cleansing, Cutover/Conversion, and Data Validation activities.

• Collaborated with the System Integrator and Government Leads to identify required changes to Training Materials and to ensure the development and execution of approved changes.

• Collaborate with G8/Resource Managers and budget analysts to ensure appropriate funding levels, identify unmatched transactions, and to implement corrective actions to minimize or eliminate budgetary discrepancies.

• Served as the Army’s Team Lead for transitioning the GCSS-Army ERP System from the System Integrator (Northrop Grumman) to the U.S. Army’s Shared Services Center.

• Designed and implemented an overall framework that enabled a successful transition of the GCSS-Army ERP System from Northrop Grumman to the U.S. Army for post- deployment sustainment.

• Developed and Oversaw the System Development Lifecycle for enhancements and sustainment for cross-functional business areas within the Army’s supply chain— including Finance, Material Management, Property Book, Human Resources, etc.

• Designed Learning Objectives for assessing resource readiness to enable transition of services from Northrop Grumman to the U.S. Army’ Shared Services Center.

• Led the Program’s requirements definition process and oversaw the design and implementation of functionality changes to the GCSS-Army System. Developed a standard framework for integrating system changes across all business areas. Reviewed and approved all Finance-related changes to the GCSS-Army system—including design, testing, and migration into the production instance for over 100,000 Users across the U.S. Army.

Office of the Secretary of Defense – Pentagon, D.C. Feb 2010 – Oct 2012 Senior Program and IT Investment Analyst

• Served as Served on the Department of Defense’s (DoD) Investment Review Board for Defense Business Systems, analyzing and translating Congressional mandates and other regulatory requirements into executable plans and acquisition documentation for ERP system implementations across DoD Components.

• Developed a framework for the DoD’s Functional Strategies and associated Component Execution Plans for acquiring and implementing information technology initiatives. 6 of 9

• Developed DoD-wide financial management policies and procedures—including requirements for implementing Enterprise Resource Planning (ERP) Systems throughout the Department.

• Co-authored the DoD’s report to Congress on the Department’s strategic approach to implementing a new investment management process for all DoD business systems acquisition with a total lifecycle cost of $1 million or more.

• Prepared the Department’s official correspondence and responses to inquiries from the Congress and DoD stakeholders—including systems acquisition policies, procedures, and compliance with DoD business systems certification requirements.

• Analyzed DoD Components’ acquisition strategies and provided recommendations to the DoD’s Deputy Chief Management Officer on funding eligibility for ERP acquisitions and sustainment.

Defense Finance and Accounting Service (DFAS) Oct 2005 – Feb 2010 Program Manager, Global Combat Support System—Army

• Managed the development and implementation of Finance and Accounting requirements for the GCSS-Army ERP system; resource requirements; compliance requirements and testing; program budget (labor and travel); and overall Change Management and Transition Planning for the Army’s User community.

• Performed cost-benefit analyses to assist the Army in resolving major conflicts over financial management strategy, including data conversion; system configuration; testing; training; sustainment; and compliance with finance and accounting requirements.

• Implemented a series of cost-saving initiatives that reduced GCSS-Army’s staffing- related costs (for DFAS personnel) by more than 22% over a six-month period. Developed staffing strategies that enabled DFAS to reduce overhead cost and enhance the Agency’s support for the Army’s finance and accounting mission.

• Negotiated agreements with senior leadership team (Office of the Assistant Secretary of the Army, Financial Management and Comptroller) to increase DFAS Operations’ role in defining finance and accounting requirements for the GCSS-Army Program.

• Collaborated with key stakeholders to develop, review, and present critical milestone- decision documents to gain OSD approvals for Operational Test and Evaluation, Initial Operational Capability, and Full Deployment Decision to deploy the GCSS-Army ERP system is support of logistics operations across the Army.

• Conducted Analysis of Alternatives to help inform the Army’s and DFAS’ senior leadership viable solutions for ERP implementation and enhancements—including the implementation of ServiceNow, HP Testing instances, Sustainment Support Systems, etc. 7 of 9

• Evaluated System Integrator’s Engineering Change Proposals (ECP) to ensure compliance with acquisition policies, capability requirements, and implementation plans.

• Developed Business Cases for transitioning the Army’s operations from legacy systems to the GCSS-Army ERP system.

• Collaborated with Program Managers to develop or review capability requirement documents in support of the Army’s overall acquisition strategy.

• Developed and presented implementation plans for system development, enhancement, and overall sustainment in support of audit and user requirements.

• Collaborated with functional and technical subject matter experts to develop test scripts to ensure successful integration tests across multiple business areas.

• Employed the agile methodology to manage requirements definition (story development), systems configuration, and the implementation of functional capabilities in response to logistics and finance user requests.

• Conducted scrum meetings to monitor the progress of capability development and to ensure integration among all functional areas throughout GCSS-Army’s seven-year deployment across the U.S. Army.

• Developed and implemented Work Breakdown Structures to guide GCSS-Army’s objectives and to help ensure that each project team has a clear scope of tasks, timelines, and expected deliverables.

• Leveraged principles of the agile methodology to enhance the program’s capability maturity through requirements definition, configuration and design, cross-functional testing, and the overall system development lifecycle.

• Collaborated with the Army’s Leadership to monitor and control processes to ensure continuous process improvement across all functional areas—including property book, warehouse, supply, and finance.

• Developed and recommended a comprehensive strategy for ensuring GCSS-Army’s compliance DoD acquisition policy and with the Federal Financial Management Improvement Act (FFMIA).

• Outlined and monitored accounting and financial management goals and objectives that defined relationships and alignment among FFMIA requirements, business processes, demonstrated system functionality, and documented test results.

• Provided briefings on the Program’s performance to the Program’s stakeholders and recommended a series of initiatives to help eliminate redundancies and ensure a successful audit review by the Army Audit Agency.

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• Designed and implemented procedures for Program management staff to help promote standardization among multiple agile workstreams. Designed internal controls to help identify financial management risks, along with mitigation strategies for minimizing or eliminating unexpected costs to DFAS and the Army. Defense Finance and Accounting Service (DFAS) Aug 2003 – Oct 2005 Financial Analyst / DoDFMR Manager

• Managed DoD-wide finance, accounting, and disbursement policy development for DFAS. Established a Standard Operating Procedure (SOP) for DFAS-wide revisions to the DoDFMR.

• Reviewed and certified for final DFAS approval all proposed updates to the DoDFMR.

• Conducted monthly IPT sessions with policy analysts to ensure adherence to SOP for FMR updates and to effect ongoing process improvements. Developed and implemented management tools to enable DFAS Policy Director to streamline DoDFMR-related activities, improve visibility throughout the revision process, identify process gaps and bottlenecks, and to implement corrective actions.

• Developed and implemented initiatives to enhance collaboration among financial management policy analysts throughout DFAS and the DoD Comptroller’s office.

• Collaborated with DFAS Executives, including Site Directors, to ensure that DFAS’ official position is captured accurately in all updates to the DoDFMR.

• Provided guidelines for division directors to use as baseline for planning and implementation of FMR updates.

• Developed statistical data analysis to enable effective oversight for Policy Director.

• Developed a standard FMR briefing template for Policy Director’s use during DFAS Executive Council meetings.

• Collaborated with the DoD Deputy Chief Financial Officer to develop requirements and standards for automating the DoDFMR revision process.

• Developed a DFAS-wide Instruction for “Financial Support Operations during Emergencies or Natural Disasters.”

• Developed for the policy directorate a Concept of Operations in alignment with reorganization effort under the DoD’s Base Realignment and Closure initiative.

• Collaborated with Policy Director and Division Directors to reevaluate the directorate’s goals and objectives and to develop performance measures for DFAS’s Corporate Balanced Scorecard (BSC). Represented the directorate on DFAS-wide BSC activities. 9 of 9

EDUCATION:

University of Baltimore, Baltimore, Maryland May 2006 Master of Business Administration

Howard University, Washington, D.C. May 1996

BSc. Chemical Engineering

CERTIFICATIONS, LICENSES, AND SPECIALIZED TRAINING:

• Certified AWS Cloud Practitioner Dec 2020

• SAP Certified Global Associate – Business Process Integration May 2015 Standard SAP Business Processes; SAP/ERP Concepts; Enterprise Systems; Finance and Accounting Processes; Sales Order Management; Management Accounting and Controlling; Program and Project Management; Human Capital Management; Business Intelligence/Business Information Warehouse; Procurement Process; Fulfilment Process; Production Process; Inventory and Warehouse Management Processes; Stock Transfer and Transfer Posting; Material Planning Process; Lifecycle Data Management; Process Integration.

• TRAINING/SEMINARS Dec 2006 – Oct 2008

Strategic Change Management; Strategic Analysis; Strategy Development and Execution; Balanced Scorecard Development; Strategic Communications; Initiative Management; Organizational Alignment to Strategy; Strategic Governance; Best Practices Sharing; Linking Strategy to Operations.

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