Senior Portfolio, Program, and Project Architect

THE CALDWELL GROUP, LLC.

The Caldwell Group, LCC Proprietary/Confidential: Need to Know

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ANDERSON C. CALDWELL, SR., PMP2, CERTIFIED EA. MCSE DATE UPDATED CONFIDENTIAL, NOVEMBER 2025

THE CALDWELL GROUP,

LLC. POSITION/TITLE

PORTFOLIO, PROGRAM, AND PROJECT; ENTERPRISE ARCHITECTURE, AND TOTAL COST MANAGEMENT SENIOR CONSULTANT

GOVERNMENT CLEARANCES HELD NUMEROUS GOVERNMENT CLEARANCES AT: SECRET AND TOP SECRET

(SCI) LEVEL, AS WEEL AS NUMEROUS POSITIONS REQUIRING PUBLIC TRUST AND SUITABILITY DETERMINATIONS

EDUCATION

INSTITUTION NAME Level/Degree Year Major Degree Completed UNITED STATES NAVAL

ACADEMY

Bachelors of Science 1983 Engineering and Science Yes No PROFESSIONAL TRAINING &

CERTIFICATIONS

• Certified Project Management Profession (PMP), through the Project Management Institute (PMI) 2

• Certified Enterprise Architect, Enterprise Architecture Center of Excellence (EA COE)

• Microsoft Certified Systems Engineer (MCSE) and Certified Professional

(MCP) Microsoft Certified Product Specialist (MCPS), 1998. (Win NT 4.0 Server, Win NT 4.0 Workstation, Win NT 4.0 TCP/IP, Win NT 4.0 Essentials, Win NT 4.0 Enterprise, Win NT 4.0 SQL Server)

• Capital Planning and Investment Control (CPIC) Process: Bringing Discipline to Information Technology (IT) Investments: American Innovation & Modernization (AIM) Council Training

• Certified Artificial Intelligence (AI) and Machine Learning (ML) BlackBelt Plus Program Coursework

• Requirements Engineering, A Good Practice Guide

• Information Technology, Portfolio Management, Step-by-Step: Unlocking the Business Value of Technology: Rationalizing Information Technology

• Vidhya Analytics Data Science Coursework

• Structured Thinking and Communications for Data Science Professionals: Certificate of Completion

• Microsoft EXCEL: From Beginner to Advanced-2.0: Certificate of Completion.

• Storytelling Using Power Business Intelligence (BI): Certificate of Completion.

• Mastering Tableau: Become a Data Visualization Rockstar: Coursework

• Fundamentals of Structured Query Language (SQL) Certificate of Completion.

• Overview of Data Engineering: Certificate of Completion.

• Federal Enterprise Architecture Certification (FEAC) Institute, Federal Enterprise Architecture Framework (FEA(F)) and Department of Defense Architectural Framework (DoDAF), and The Open Group Architecture Framework (TOGAF) Coursework towards the Completion of FEAC- Institute, Green/Black Belt Certified Enterprise Architect

• ACEIT® (Automated Cost Estimating Integrated Tools) THE CALDWELL GROUP, LLC.

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• Familiarity and Training – Cost Estimating Body of Knowledge

(CEBoK®), International Cost Estimating and Analysis Association

(ICEAA)

• Familiarity and Training – Skills and Knowledge of Cost Engineering, The Association for the Advancement of Cost Engineering (AACE International)

• Business Process Management (BPMInstitute) Coursework toward BPM Training Certificate

• Performance Measures for Information Technology (The Performance Institute)

• Artemis Program/Project Management Software

• Project Management Body of Knowledge (PMBOK) and Microsoft Project Software (Program Management Concepts) (Program Management Solutions, Inc.)

• wInSight Earned Value Management System (EVMS) and Microsoft Project (C/S Solutions, Inc.)

• WorkLenz Project and Portfolio Management (PPM) Software

• ProSight Investment Management System

• ITIPS Investment Management System

• Advanced Earned Value Management (DHS Internal Training)

• Purchase Request Information System (PRISM) (Compusearch)

• Federal Financial Management System (FFMS) (Savantage Solutions, Inc.)

• RiskVision Risk Management System

• Health and Human Services (HHS) Secure Data Warehouse (HSDW) Privacy Application

• The Ultimate JIRA Tutorial, Agile Project Management Tool

• How to Use Confluence for Project Management and Team Collaboration

• What is Kanban, Explained

• Lean Portfolio Management

• Use Case Description Tutorial

• Unified Modeling Language (UML)

• The FAA Insider Threat Detection Mitigation Program (70400015)

• FY25 DOT Cybersecurity & Privacy Awareness Training (30202916)

• Records Management 101 (30200806)

• ASH Security Awareness Virtual Initiative (SAVI) (30201371) SKILLS & TECHNOLOGY USED • Portfolio, Program and Project Management (Procurement and Acquisition Management, Total Cost Management, Financial Management—budget formulation and execution; Program and Project Management, Performance Management; and Project Control)

• Federal Enterprise Architecture (FEA) and Federal Enterprise Architecture Framework (FEA(F))

• The Open Group Architecture Framework (TOGAF)

• Government Program Management Office (PMO) development, implementation—standup and operations

• Modeling for Insight, A Master Class for Business Analyst

• ACEIT® (Automated Cost Estimating Integrated Tools) use in the development of creditable cost estimations.

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• Business Process Management (BPM), Business Process Analysis (BPA), and Process Management

• Development, implementation of the Investment Project Life Cycle Model

(IPLCM)

• Federal Capital Planning and Investment Control (CPIC) policy, process, and procedures

• Information Technology Investment Management (ITIM)

• Information Technology System Development Life Cycle (SDLC) and Implementation (Project Initiation, Requirements, Design, Development, Implementation, Operations and Maintenance)

• Systems Engineering Life Cycle (SELC) Process

• Requirements Engineering (Business and Functional Requirements Development via the IPLCM)

• Built and Administered Local Area Networks (LANs)-Chameleon Peer-to- Peer, Microsoft Windows 98 Peer-to-Peer, and MSNT 4.0 (Server Design, Constructions, and Operations; System Design, Construction, and Operations)

• Anaconda, Navigator, Version 2.2.0

• Jupyter Notebook, Version 6.4.8

• Python, Version 3.10.7

• Microsoft EXCEL

• Microsoft Power Business Intelligence (BI), Version 2.107.683.0

• Tableau Desktop, Version 2022.2.2

• Microsoft Office, Microsoft Visio, and Microsoft Project, ProSight Investment Management System, ITIPS Investment Management System, wInSight Earned Value Management (EVM), Artemis Program and Project Management Software

EXPERIENCE SUMMARY

Mr. Caldwell has more than 40 years of progressive experience in portfolio, program and project management, enterprise architecture, science and engineering, data analytics and management, and technical expertise in support of federal, state, local, and municipal government organizations, and private sector clients in the pursuit of excellence in meeting their mission goals, objectives, and needs. He has managed and supervised programs and projects of progressively increasing scope and complexity, overseeing the efforts of a small team of technical experts to a select group of 25 special project officers. His areas of expertise include enterprise architecture, strategic and business planning; organizational planning, structure, and governance; policy development and processes and procedures in support of those organizations; total cost management and cost engineering addressing the full project life cycle in the design, planning, control of resources, cost, schedule, performance and risk; technical studies in support of enterprise-level information technology (IT) acquisitions, IT investment management planning and implementation, performance measurement of IT programs including contract support of IT initiatives. GMO. Efforts were developed, implemented, and executed within the established policies, processes and procedures of the agency, compliant with established Federal Budget Formulation and Execution; Financial Management; Planning, Programming, Budgeting and Execution (PPB&E); Acquisition Management Life Cycles

(AML); Acquisition Lifecycle Framework (ALF); Information Technology Investment Management (ITIM); and Capital Planning and Investment Control (CPIC) processes. Mr. Caldwell has experience within the IT System Development Life Cycle (SDLC) and System Engineering Life Cycle (SELC) processes and within all project life cycle phases from conception to final operations and maintenance. THE CALDWELL GROUP, LLC.

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In summary Mr. Caldwell has:

• Extensive programmatic and project level experience for numerous cross and inter-agency program and projects within the federal business domain

• Progress management experience through all phases of project planning, development, and execution

• Specific and extensive experience with the Department of Homeland Security (DHS) – having played a pivotal role in establishing the First Geospatial Management Office (GMO), DHS as Chief-of-Staff and Establishment and Operations of the Homeland Secure Data Network (HSDN)

• Certified Program Management Professional (PMP), through the Program Management Institute (PMI)

• Successfully supported multiple programs across the Federal Government in preparation and briefings to Government Accountability Office (GAO) Engagements; internal agency Inspector General reviews in the areas of: Program and Project Management; Cost, Schedule and Performance and Earned Value Management; Total Cost Management – Life Cycle Cost Estimation (LCCE); and Integrated Master Schedules

Senior Engineer, Portfolio and Program Management, Total Cost and Financial Management for The Caldwell Group, LLC [March 2007 – Present] PORTFOLIO, PROGRAM AND PROJECT, ENTERPRISE ARCHITECTURE, TOTAL COST MANAGEMENT, PROCUREMENT AND ACQUISITION MANAGEMENT SUPPORT: THE CALDWELL GROUP [MARCH 2007 – PRESENT] (THE CALDWELL GROUP, LLC) [8207 ROSELAND DRIVE, FAIRFAX STATION, VIRGINIA, 22039 703-***-****: OVERSIGHT AND MANAGEMENT OF THE CALDWELL GROUP, LLC, IN CONTINUOUS BUSINESS OPERATIONS SINCE 2007 TO INCLUDE THE FOLLOWING:

• EXECUTIVE OVERSIGHT AND MANAGEMENT

• STRATEGIC PLANNING

• BUSINESS OPERATIONS

• PORTFOLIO, PROGRAM AND PROJECT MANAGEMENT

• BUDGET, FINANCIAL AND TOTAL COST MANAGEMENT, ACCOUNTING

• BUSINESS DEVELOPMENT: MARKETING AND SALES

• CONTRACTS, PROCUREMENT AND ACQUISITION MANAGEMENT

• REGULATORY COMPLIANCE

• INFORMATION TECHNOLOGY MANAGEMENT

• SUPPLY AND LOGISTICS

• RESEARCH AND ANALYSIS

• TRAINING

PORTFOLIO, PROGRAM AND PROJECT; ENTERPRISE ARCHITECTURE, AND TOTAL COST MANAGEMENT SUPPORT OF THE NEXT GENERATION AIR TRANSPORTATION SYSTEM (ANG), WILLIAM J. HUGHES TECHNICAL CENTER OFFICE (ANG-E), RESEARCH AND DEVELOPMENT MANAGEMENT DIVISION (ANG- E4), FEDERAL AVIATION ADMINISTRATION (FAA)[DECEMBER 2024 – JUNE 2025] (THE CALDWELL GROUP, LLC)

• Analyzed and Developed an Organizational Breakdown Structure (OBS), Stakeholder Register and completed a Stakeholder Analysis to identify and understand the stakeholder community roles, responsibilities, functions, activities, and requirements. Formulated a subsequent Stakeholder Management and Communication Strategy of the FAA organization, the Next Generation Air Transportation System, THE CALDWELL GROUP, LLC.

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William J. Hughes Technical Center and the broader National Airspace and Aerospace mission domain to ensure effective interactions with the identified individual stakeholder categories.

• Developed a Work Breakdown Structure (WBS) to ensure proper management, oversight and accountability of the define work scope overall and within each identified task area.

• Developed an overall Project Management Plan within the defined WBS, integrating and coordinating the full body of work within the defined task areas, identifying, defining, and establishing necessary products and deliverables, and resourcing (labor, tools, equipment, and time).

• Developed a comprehensive, primary timeline and schedule incorporating the defined WBS and task area interactions, overlaps, dependencies and interdependencies within and across the mission and project domains and resourcing.

• Reviewed, identified, and developed a clear understanding of the organizational records, data and information repositories and strategies goals and objectives of the organization to ensure effective and efficient data, records and information management within the following FAA areas: laws, polices, regulations, processes, procedures, data and information management.

• Effort included tasks and activities in the following project areas: o FAA, William J. Hughes Technical Center Aviation Research and Development Landscape Methodology: FAA defined a technical and evidence-based methodology to identify, define, and prioritize Aviation Portfolio Research Drivers – forces and/or motivations simulating R&D investment. These Portfolio Research Drivers create a framework necessary for identifying industry objectives, emerging technologies and eventual envisioned aviation operations and the Drivers’ potential impacts to industry. Twenty-five industry-led drivers (grouped into three categories) and a single overarching FAA priorities and Agency functions driver were identified. Landscape Methodology is a five stages approach: 1) Industry Technology Trends Identification; 2) Landscape Driver and Challenges Identification; 3) Development of FAA’s R&D Portfolio Landscape Strategy, 4) Development of the FAA R&D Portfolio; and 5) Portfolio Implementation. In support of these continuing efforts:

Complete research and investigation into industry and FAA in support of the ANG Landscape Program: Evaluated the Landscape Methodology in the Industry Technology Trends phase based upon research: Review of “Aircraft Innovation Trends Enabling Advanced Air Mobility,” Raj Bridgelall, Transportation and Supply Chain Management, College of Business, North Dakota State University, presented a side—by-side strategy for a new/novel approach for defining the “Landscape of VTOL Innovation” that includes a side-by-side analysis and comparison between

• Systematic review of U.S. patents, and

• Analysis of academic literature.

This analysis presented a similar strategy to that formulated and executed in developing the FAA R&D Methodology, with intent of producing equivalent results.

Built Upon Conducted Research, Identified Key Impacts: Built upon completed review and research of “Aircraft Innovation Trends Enabling Advanced Air Mobility,” Raj Bridgelall, Transportation and Supply Chain Management, College of Business, North Dakota State University, presenting a side—by-side strategy for a new/novel approach for defining the “Landscape of VTOL Innovation” that includes a side-by-side analysis THE CALDWELL GROUP, LLC.

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and comparison between 1) systematic review of U.S. patents, and 2) analysis of academic literature.

Completed Preliminary (Tier One: Preliminary) Research United States Patent and Trade Office (USPTO) Patent Database: completed preliminary research in the United States Patent and Trade Office (USPTO) Trademark Database completing a vertical view across Federal Aviation Administration (FAA) Research and Development (R&D) Driver categories of: unmanned aircraft systems (UASs), Advance Air Mobility (AAM), Beyond Visual Line-of-Site (BVLOS), Urban Air Mobility (UAM) and Ground Autonomous Services (GAS) and pulled the top 500 Patents for each technology area.

Completed Next Level (Tier Two: Secondary) Research USPTO Patent Database: Using the USPTO Cooperative Patent Classification (CPC) coding system, completed the next level of analysis of the data and information extracted, cross-cutting the FAA R&D Driver data from the initial research using USPTO Cooperative Patent Classification

(CPC). This effort assessed the potential inclusion of US Patents as input to the Landscape Methodology (a workflow or research pipeline designed to extract key National Airspace and Aerospace Systems R&D Drivers).

Completed Next Level (Tier Three: Tertiary) Research USPTO Patent Database: completed comprehensive review of Autonomous Ground Services related patents to identify an individual patent as a representative sample of that CPC. Identified key data fields/elements of interests to FAA R&D: Title, Description, Patent and Document Identification (ID); Sub-CPCs, Background, Summary of Embodiments (description of design and function), Drawings, Detailed Description and Claims.

Defined Frequency and Typo of High Priority Aviation Research Areas: Provided support to verify patent information (frequency and type) for high priority aviation research areas. This analysis was performed via online patent database searches using Lens.org and is complimentary to research done via the United States Patent and Trademark Office (USPTO).

Presentation of the Results: prepared a slide deck and briefed the Landscape Team to relay the value proposition of including the USPTO Patent Database as into the Landscape workflow, methodology, and process designed to broaden the search domain and the scope, adding value to the FAA R&D Drivers.

Research Identified the Value Proposition of FAA’s Landscape Methodology and Approach Incorporating the United States Patent and Trademark Office (USPTO) Database Into Multiple Stages of the Landscape Process: Stage 1: Industry Technology Trends; Stage 2: Landscape and Challenges, Stage 3: Defining the FAA R&D Strategy, and Stage 4: Development of the R&D Portfolio:

• Application/Documentation Convey Innovation Trends: patent applications and documentation convey innovative trends – identifies industry interest and the potential to attract investment and marketing of new, evolving, and emerging innovative technologies,

• Determine Innovation/Invention Lifecycle and Development Phase: enables understanding of the patenting strategy and intellectual property lifecycle phase

– where does the technology currently reside and where does the patent applicant intend to go with the technology. re

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• Patents Represent Claims to Financial Returns: Patents represent claims to garner financial return (establishes the protective mechanism incentivizes investment in R&D) applicants wouldn’t submit applications if no financial incentive existed.

• Patent Mapping: Identify Overlapping, Contributing, or Complementary Technologies Across USPTO Cooperative Patent Classifications (CPCs): patent mapping – across categories enables broader, fuller view of the innovative R&D landscape – the potential for one technology to trigger development and evolution of contributing, advancing, cooperative, and/or complementary technologies.

• Technological Advancement Moves Faster Then Legislation: Enables early identification and potential action to address law, policy, and regulatory requirement in advance of the technology being actualized: assist in forecasting regulatory needs and requirements – as technology moves faster than legislation. o FAA Annual R&D Review: the FAA Annual R&D Review highlights research and development accomplishments achieve by FAA in the prior Fiscal Year (FY) providing a description of results achieved, those R&D results disseminated to the private sector, and new technologies developed by the Agency. The AR is the companion document to the FAA National Aviation Research Plan

– that forecast planned R&D over the next five year – both mandated by Congress. FAA R&D Goals focus on five critical areas:

Improving operations and management capabilities.

Accelerating the use of new technologies

Capitalizing infrastructure

Improving huma performance

Improving integrated modeling and system-wide analysis

In support of this project completed the following activities:

• Identification of Potential Program and Project Content: Prior Year R&D Success Stories, Accomplishments and Achievements: Integrated efforts with the Executive Quarterly Review (EQR) to proactively identify potential and evolving R&D successes, accomplishments, and achievements throughout the given Fiscal Year of interest. Researched quarterly submissions completed by program and project offices in the EQR database and data repository to identify evolving programs and projects accomplishments and milestones. Subsequent to these reviews, identify key management and research staff necessary to contact for creating narrative content and acquiring complementary and representative high-resolution graphics, charts, graphs, diagrams, workflows, and photos.

• Creation of AR Layout Document: Work with the ANG-E Graphic Team creating the Layout document for envisioning the graphical and photo representation with the associated success narrative.

• Review of Graphics/Photo Context: Conducted Review of Graphics/Photos in FY24 AR Layout to ensure consistency with textual content, provided feedback to ANG-E412 for consideration and discussion.

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• FY24 AR V3 to Technical Edit: provided Word Version of FY24 AR to Technical Editing, for comparison with FY24 AR Layout to ensure consistency.

• Review/Adjudication of Senior and Executive Management Comments, Concerns, and Issues with the Draft AR Document: ANG-2 Comments: Worked with the AR Team and Lead to review and adjudicate ANG-2 comments on the Fiscal Year 2024 (FY24) AR Text Document. Prepared response document Version 3_MM prepared clean Version 4 of the document and prepared an adjudication of comments matrix. Final document package was sent to ANG-2 for review.

• AR Fiscal Year 2024 and Forecasted AR Fiscal Year 2025 Lessons-Learned and Best Practices: Develop Lessons-Learned and Best Practices briefing materials as component of the AR Team Kickoff Meeting and briefed the team on current year and forecasted next year Lessons-Learned and Best Practices recommendations.

• Transition Briefing: New Contractor Lead: developed and presented transition materials to the identified new contractor lead for the AR Work Scope and the AR Team.

o Executive Quarterly Review (EQR): Assisted in the Management and Oversight of the Executive Quarterly Review (EQR): the EQR involves the backwards look at FAA R&D accomplishments from the prior quarter, conducting research in the EQR database to review, identify, analyze and assess potential FAA R&D achievements and accomplishment for inclusion and follow up.

Tracked continued progress and development of identified, evolving and emerging technology from the EQR database content. The EQR Team proactively laid the framework, form, format, and content for the current year Annual Review. This effort facilitated and streamlined identification and development of content, graphics, charts and photos for inclusion in the Annual Review and advanced efforts to meet and achieve critical, mandated Congressional deadlines for completion and submission of the Annual Review.

As a complementary component of the Annual Review, the EQR incorporated quarterly review and reporting of FAA R&D accomplishment throughout a given Fiscal Year in advance of final reporting.

Employed the EQR Database to Identify Program Contributors, Research Activities/Success Stories: Researched the EQR systems based upon Completed Research Activities/Success Stories included in the FY24 Annual Review for the purpose of providing comments back to the originator for assistance in creating responses to ANG-2 comments/questions.\

Researched Fiscal Year 2024 multiple quarter as a framework for potential content in Fiscal Year 205 (FY25)

Employed the EQR Database Identify Program Contributors Research Activities/Success Stories: Quarter 1, Fiscal Year 2025 (FY25): Researched the EQR systems based upon Completed Research Activities/Success Stories for the purpose of identification of FY25 Annual Review content.

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EQR Truth Table: Quarter 1and 2, FY25: Further developed the EQR Truth Table designed to assist the Annual Review Team in developing the FY25 Annual Review incorporating: division, branch and section identifier and points-of-contact (POCs), contributor and sponsor contact information, and identified completed research and success stories by program in the 1st Quarter, FY25 and in preparation for completed research and success stories in 2nd Quarter, FY25

Added/Deleted 1st Quarter, Fiscal Year 2025 Projects in EQR Database: Received feedback from the SPIRE Team based upon information providing and added and deleted individual projects and project data to the EQR database. Completed review, addition and deletion of projects within the EQR database based upon data and information received for 1st Quarter, Fiscal Year 2025.

Request for Access and Deletion of Access Requests: received request for review, assessment, and modification to the following EQR Access Accounts: Air Traffic Control/Technical Operations Human Factors; Flightdeck Maintenance/System Integration Human Factors; Information/Cybersecurity; Wake Turbulence and Weather Program. Accessed the individual programs and extracted full record content from the EQR Database for the purpose of assessing the request against the current database content. Copied account updates to the individual programs files and reviewed against the current data and information highlighting the differences in the content, designed to facilitate updates in the EQR database for 2nd Quarter, Fiscal Year 2025 (FY25). This effort is a component part of the evolving ANG-C7 and ANG-E4 liaison, coordination and data and information exchange optimization effort.

EQR and AR Data Dictionary: developed and briefed to the EQR and AR Team on a preliminary data dictionary designed to brainstorm potential data fields within the EQR and AR business processes and workflows, gather them in a central repository and established an initial framework for discussion. Sent copies of the Data Dictionary to EQR Team Members and uploaded the Executive Quarterly Review (EQR) KSN. o Annual Budget Narratives for Fiscal Year 2027 (FY27): Annually the Budget Narrative review team assist program and project teams and representatives with preparation of the annual narratives, consulting with the budget office to determine budget priorities, constraints, and limitations on scarce and critical resources. The Fiscal Year 2027 (FY27) presented a new and unique challenge to the budget formulation and execution process, impacts due priority changes with the incoming new administration, but in addition efforts to streamline the Executive Branch under the auspices for the Departmen of Government Efficiency (DOGE).

Advised the Government lead on the ANG-E Annual Budget Narratives on the potential and significant impact of the New Administrations developing and evolving policies on the strategic priorities, scope, and content for the FY27 budget.

Current Administration Priorities: Conducted a comprehensive review of Current Administration Priorities in the form or Presidential Statements, Presidential Action and Executive Orders to assist in tailoring current budget narratives and focus for early development of Fiscal Year 2027 (FY27) Budget Narratives and created informative guidance and footnote to the overall Budget Guidance document.

Review each of the individual program and project-level prior-year budget narratives and justifications and using the developed new administration Current Administration THE CALDWELL GROUP, LLC.

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Priorities, Presidential Statements, Presidential Action, and Executive Orders provided specific program and project level observations for consideration when developing and refining the FY27 narrative.

Budget Narrative Funding Alignment: Aligned the current individual program budget narrative templates to Fiscal Year 2027 forecasted funding profiles (zeroed out all prior year tables data and entered FY27 program funding, total, and Government Full Time Equivalent (FTE) counts.

Association of Narratives to Administrative Priorities: reviewed budget narratives, identified and linked (via hyperlink) current narrative consistent and inconsistent with current administration priorities, designed to assist preparers with completing the feasible justifications for Fiscal Year 2027 (FY27)

Develop a Budget Narrative Review Checklist: advised the Government on the necessity and benefit for developing a budget narrative checklist and created a checklist.

Review Checklist Development: Began development of a preliminary Budget Narrative checklist for the reviewer of the proposed Budget Narrative Draft documents received from the Program Offices.

Briefed the Annual Budget Narrative Review Team on Reviews Checklist. PROGRAM AND PROJECT, ENTERPRISE ARCHITECTURE, TOTAL COST MANAGEMENT SUPPORT OF THE GRANT MANAGEMENT MODERNIZATION (GMM) PROGRAM; FEDERAL EMERGENCY MANAGEMENT AGENCY (FEMA) [AUGUST 2016 – SEPTEMBER 2023] (THE CALDWELL GROUP, LLC)

• Developed the GMM Life Cycle Cost Estimate (LCCE) based upon the development of the Function Point Analysis (FPA) Model used for estimating forecasted Agile Development Teams and Achievement of Full Operational Capability (FOC).

• Ensured the GMM Program met Department of Homeland Security’s (DHS’) aggressive schedule to meet Technology Business Management (TBM) value-management approach and compliance ahead of the Office of Management and Budget’s (OMBs) schedule, by incorporating the details of TBM taxonomy and framework of Financial and Business Cost Pools and Information Technology (IT) Towers in the design of Program-level cost estimations; facilitating Departmental requirements for inclusion in the Annual Business Case

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