Project Management Program Manager

MARK A. MITCHELL

Houston, Tx. ● 202-***-**** ● ***************@*****.***

CLEARANCE LEVEL: ACTIVE DOD / DISCO TOP SECRET CLEARANCE Skilled Executive with over Three Decades of Technology Management Experience Astute, perceptive technology executive with extensive expertise: executive management, security, and Program / Project management; implementation capabilities that encompass government agency compliance; capable of spearheading / leading an efficient consolidation of the Department of Homeland Security (DHS) resources by creating, executing, monitoring tasks and deliverables under Statement of Works; overseeing the project master schedule to completion; proven ability in managing client and vendor relationships within scope; rendering IT system subject matter expertise for program conversions; and demonstrated success in tracking program performance metrics in adherence to schedule, technical requirements, and cost.

CERTIFICATIONS

● ITIL-Information Technology Infrastructure Library • DHS Project Management Program Certification (PMP)

● COR/COTR - Contracting Officer's Technical

Representative Level III

EXPERTISE

● Executive Management/Support ● Project Management ● Program/Contracts Management

● Customer Relations Management ● Program Risk Assessment ● SOW Creation/Task Monitoring

● Operations Management ● SLA Performance ● Contract Monitoring/Tracking

● Maintenance Support ● Schedule Adherence ● Service Desk Management

● Top Secret Network Support ● SaaS, WPaaS ● Oral/Written Communications

● Project Lifecycle Methodologies ● Interpersonal Relations ● Vendor relationships PROFESSIONAL EXPERIENCE

Department of Homeland Security – (DHS) Washington DC June 2019 to Present. Federal Employee Program/Project Manager: Providing Management support through the SDLC and Security Authorization processes, to include creation of primary project management artifacts for the deployment of SaaS, WPaaS, HWaaS, licenses. Provide oversight of the project, reporting, and identifying risk and escalation as determined.

Department of Homeland Security – (DHS) Washington DC November 2018 to June 2019. Federal Employee CDM Program Manager: Work directly with assigned Component(s) FEMA, ICE and USSS, the NPPD PMO team (Federal employees and contractors), and vendors to develop and manage project plans/ schedules Engage in technical document reviews Identify and resolve implementation risks and issues with relevant stakeholders Communicate program status with a variety of audiences.

Department of Homeland Security – (DHS) Washington DC February 2013 to November 2018. Federal Employee Acquisition Program Manager: Responsible for assisting the Office of the Chief Information Officer’s (OCIO) division within the Department of Homeland Security (DHS) with leveraging the Department’s buying power in acquiring and maintaining Software Licenses and associated hardware, training, and IT Professional services. Enterprise License Agreements (ELA) save the department millions of dollars per year and provide a greatly simplified procurement process for the purchase of all Mark A. Mitchell Page 2 of 3

requirements. As the COR / COTR for six of the eleven ELA contracts for the agency. Managed the relationship with the vendors and all day-to-day questions from any of the Departments 225,000 + employees. The ELA program manages over 2.6Billon worth of licenses of which I manage large to medium size contracts, worth 970Million dollars.

Department of Homeland Security (“DHS”), Washington, DC, April 2010 – February 2013 Federal Employee

IT Specialist,

I managed operations and maintenance of Tier I, Tier II, and Executive Services. Supported top two percent of the decision makers within DHS including the Secretary of DHS, met with executives face-to-face to make sure clear critical issues were addressed, and managed all executive level support managers.

• Oversaw multiple contracts, adhered to COTR/COR guidelines, and supported multiple contractors on both secret and top-secret networks: IT NOVA – 425 contractors; CCSI –300 contractors; SCI – 12 contractors; and Northrop Grumman – 100 contractors.

• Developed the SOW for the Federal Protective Service (FPS) project: identified each deliverable; implemented and tracked program performance metrics; ensured adherence to the master schedule; maintained technical standards; and minimized risks with acute monitoring.

• Spearheaded Tier 1 support effectively, resulting in a seamless conversion of the FPS IT and Communications programs under the auspices of DHS: adhered to and monitored terms of the SLA, evaluated service availability, performance, and usage; and allocated staffing resources accordingly.

• Monitored the Integrated Master Schedule of all programmatic activities for FPS IT and communications programs, rolled up sub-schedules at critical milestones, and identified schedule risks to forestall schedule slippage.

• Recognized as premier subject matter expert for Tier 1 operations: supported the development and execution of comprehensive program plans; monitored and tracked contract resolution for support operations and maintenance for 10,000 users of the DHS network; acclimated additional users from the FPS inclusion; and assessed call volume changes.

• Managed staff that serviced failures, prioritized customer’s needs, examined project successes and failures, and made expert recommendations to improve products and services. Acting Branch Chief, Service Delivery Branch (Federal Employee), April 2010 – December 2010

• Formulated integrated solutions and positions by listening to team members; clarifying, and conveying understanding of others’ ideas, comments, and questions; and integrating and building upon diverse opinions in a cohesive manner.

• Performed Federal staff members performance evaluations.

• Conducted exceptional program and management assessments, identified technical needs and requirements, and developed non-linear process improvement recommendations for implementation.

• Provided leadership, oversight, and guidance to the effective management of complex projects; paid attention to detail, managed and mitigated risks; assessed customers’ requirements; identified dependencies; and developed responsive project plans.

• Established regular contact with high-level internal and external resources and engaged with other offices; supplied or sought information on specialized and non-specialized matters; and used tact when expressing ideas or opinions to senior leaders, customers, contractors, and other stakeholders. Lockheed Martin, Washington DC, January 2009 – April 2010 Director of Operations for ITSO Contractor

• Performed duties as Director of Operations and Maintenance during transition between contracts: interviewed, hired, and staffed operations and maintenance personnel for IT NOVA; performed HR Mark A. Mitchell Page 3 of 3

services including performance reviews; and replaced regional managers in accord with the then current model of Site Leads at each of the Department of Homeland Security (DHS) main sites.

• Developed and implemented the Executive Support Services group for Lockheed Martin.

• Increased technical staff of previous contract from 54 to 71 desk side technicians.

• Managed the onsite and remote service engagement team for (DHS) that consisted of over five thousand four hundred (5400) users on a Sensitive but Unclassified LAN (SBU LAN)

• Provided daily, weekly, and monthly status reports of deliverables to the client and management team.

• Set objectives and priorities for staff, and created the Tiger Team to reduce legacy tickets that achieved a 99.5% completion rate.

Unisys Corporation, Washington DC, January 2008 – December 2008 DHS Director of End-User Services Contractor

• Reported directly to DHS Deputy Director and managed the onsite and remote service engagement team for Department of Homeland Security that consisted of over five thousand four hundred (5400) users.

• Managed the development, process, and integration of new and ongoing projects for OCIO, including Ticket management, COTS Installations, Moves, Adds, and Changes (IMACs), as well as all aspects of Break Fix warranty and out of warranty equipment.

• Created Tiger Team to decrease ticket count by forty percent over the course of a five-month period.

• Oversaw all Service Level Agreement objectives assigned to the team, implemented Standard Operating Procedures (SOP) for End-User Services, and provided daily, weekly, and monthly status reporting of deliverables to the client and management team.

• Directed key leaders with crucial responsibilities: three Regional Managers, seven site leads, and over fifty-five (55) SBU desktop technicians who supported more than five thousand (5,000) devices including servers as well as three thousand plus printers.

• Performed HR services including performance reviews and set objectives and priorities for three Regional Managers.

EDUCATION/TRAINING

– DeVry Technical Institute, Computer Science, Brunswick NJ, 1984

– Certified Acquisition Professional Washington, DC, 2021

– ITIL v3 Training Washington, DC, 2020

– Fundamentals of systems acquisition management 2021

– Contracting Basics, 2024

– Business case concepts and processes, 2019

– Program Management Level 1, 2020

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