Project Manager Customer Service

John P. Fenstermaker

***** ********* ****, ********, ** 20872

Phone: 301-***-****

Email: **************@*******.***

___________________________________________________________________________________

SUMMARY STATEMENT:

Active Top Secret Clearance

Experienced business professional and United States Air Force Veteran with comprehensive experience in full life cycle project management, business/management consulting, and quality improvement in the private and public sectors with an emphasis on Federal. Will maximize human capital performance and organizational efficiency through management analysis and improvement of business processes. Strengths are:

• Strategic Planning/Action Plan Development

• Performance and Productivity Improvement

• Resource/Manpower Requirements Definition

• Project Management Office (PMO) Experience

• Operational and Compliance Audit Experience

• Quality Client/Contract Management

• Organizational/Management Analysis

• Statement of Work/Business Development

EXPERIENCE:

Program Manager for Cline-Morin Associates, Inc (CMA) – Arlington, Virginia (Mar 2010 – Oct 2010). Short employment period due to inability of CMA to sustain work pipeline resulting in a reduction in force.

United States Army HRsolutions Contract Vehicle

• Extensive federal business capture/proposal development resulting in six request for proposal (RFP) submissions within a seven month period.

• Led subcontractor selection process based on subcontractor capabilities to perform request for proposal work resulting in a quality and accurate proposal submission.

• Managed and developed revision of the corporate brochure marketing CMA’s business services capability.

• Managed/assisted in updating the corporate website including revision of the mission statement.

• Introduced CEO to new business partners promoting future teaming opportunities.

Project Manager, Federal Services Sector - Clifton Gunderson LLP – Calverton, Maryland (Feb 2009 – Mar 2010). Short employment period due to reduction in work/productivity and expectation of reduction in force. Also another employer, CMA, recruited with a promise of sustained workload.

Universal Service Administrative Company

• Project Manager for a $2M Information Technology (IT) compliance contract.

• Performed oral and written communications with client resolving issues identified by field audit teams.

• Developed agenda/facilitated progress meetings keeping the client informed of task accomplishment/progress.

• Coordinated issues with client ensuring a unified approach prior to stakeholder progress meeting.

Federal Housing Authority

• Project Manager for a $1.2M financial audit.

• Developed Microsoft Project plan reflecting in-depth audit task schedule for financial and IT teams.

• Performed daily interaction with team to update audit/contract status and ensuring task completion.

• Coordinated with teams on a weekly basis identifying issues that need immediate attention/resolution.

• Developed progress meeting agenda and distributed to client attendees prior to conducting meeting.

• Quickly applied problem-solving and decision-making concepts instilling confidence of audit integrity.

Project Manager/Consultant/Auditor, Internal Audit Division - KPMG LLP – McLean, Virginia (Feb 1998 – Nov 2008)

Universal Service Administrative Company

• Project Manager for a contract worth +$70M in revenue (over a six year period)

• Responsible for administering/scheduling of 40+ audit teams, developing MS Project schedules enabling reporting/tracking of events to conduct 450+ audits, progress reporting and monthly client invoicing.

• Conducted executive briefings on audit results and auditee compliance of Federal grant program and law.

• Responsible for the completeness and accuracy of audit reports.

• Developed and successfully staffed the Charter, Communications Plan and Risk Matrix outlining responsibilities and risks to the contract for both KPMG and the client.

United States Navy - Naval Audit Service (NAS)

• Led development of the corporate vision, long range and strategic planning, risk management and organizational analysis for executive leadership of the NAS, resulting in a 5 year strategic plan updating the mission/vision statements, goals, strategies and objectives.

• Facilitated the development of an in-depth Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis which was utilized in the enterprise risk management (ERM) process.

• Performed extensive business process improvement (BPI) analyses resulting in a resource savings of approximately 50 spaces which improved the efficiency/productivity of the NAS and the United States Navy.

United States Army

• Directorate of Information Systems for Command, Control, Communications and Computers (DISC4).

On-site project manager, Pentagon, for the Army implementation of the military/civilian Common Access Card (CAC) now the identification card used across the Department of Defense (DoD).

Provided client management with smooth interfacing of the Smart Card Office and coordinated the Army and DoD position for the CAC Configuration Management Plan.

• United States Army Commercial Outsourcing Studies

Performed Most Efficient Organization (MEO) analysis for two Army installations being reviewed under the Base Realignment and Closure Commission.

Facilitated MEO workshops and conducted business process reengineering (BPR) to include organizational consolidation and identifying Governmental in Nature (GIN) resource requirements.

Supervised the development of performance work statements for eight major work centers.

EDUCATION:

• Bachelor of Science, Business Management, Park College, Parkville, Missouri

• USAF Technical School, Management Engineering (332 hours), Certificate, Keesler AFB, MS. Air Force experience/skills identified in the attached Appendix.

CERTIFICATIONS:

• Project Management Professional (PMP) March 2012

PROFESSIONAL AFFILIATIONS, ACCOMPLISHMENTS/AWARDS:

• Member – Project Management Institute

• Senior Non-Commissioned Officer of the Year, Air Force Center for Quality and Management Innovation

• Stripes for Exceptional Performers (STEP) Promotion to Master Sergeant, United States Air Force

• STEP Promotion to Technical Sergeant, United States Air Force

• English Tutor – Adult Literacy Council of Rockville, Maryland

Appendix

United States Air Force (USAF) Career

Program Analyst/Consultant, Management Engineering and Manpower Requirements Analyst - United States Air Force – Multiple Locations (Retired Mar 1998)

Air Force Center for Quality and Management Innovation – Randolph Air Force Base (AFB), Texas

• Lead project manager on a 2 year engagement to reengineer the business processes for the Air Force Suggestion Program resulting in a new Innovative Development through Employee Awareness (IDEA) Program, still in operation today.

• Conducted organizational analysis and business process improvement (BPI) studies and surveys resulting in enhanced customer service programs to process suggestions through the IDEA program more efficiently.

• Facilitated seven focus groups, developed an information technology (IT) strategic and system requirements document for a new concept of operation resulting in new quantitative and qualitative customer satisfaction goals for the IDEA Program.

• Served as liaison between the Headquarters USAF Suggestion Program Office and the Manpower Organization when developing and implementing quality/business process improvement initiatives resulting from manpower reviews/studies.

• Member of Air Force team to interview customers of the OMB A-76 Commercial Outsourcing Program and ascertain a customer perspective on improvement ideas for gathering data and information.

• Organized volunteers and organizational support for the Meals on Wheels Program in Universal City. This program supported the delivery of lunchtime meals to the elderly.

Headquarters, Pacific Air Forces (HQ PACAF) Management Engineering and Requirements Office – Hickam AFB, Hawaii

• Responsible for accurate accounting of funded/unfunded manpower requirements in Transportation, Explosive Ordnance Disposal (EOD), Munitions and Base Services functional communities.

• Conducted BPI studies, organizational analysis and surveys with the goal to improve customer service programs and operating policies and procedures.

• Analyzed Munitions manpower, organizational requirements and Rapid Assembly of Munitions System (RAMS) workload in a wartime environment. Attended RAMS training in Herlong, California to validate wartime deployment manpower requirement.

• Managed the review of mission statements with stakeholder/organizational leaders ensuring all workload was captured when validating/accurately identifying manpower requirements.

• Developed accurate statement of work (SOW) through interviews and validation to regulatory policy and measuring man-hours tied to workload to determine manpower requirements.

• Drafted regulatory and policy guidance and procedures to validate man-hours/manpower when new missio workload wasn't covered by current regulations/policy.

Maintenance, Supply and Munitions Management Engineering Team - Wright Patterson AFB, Ohio

• Developed, staffed and published the first wartime manpower standard for EOD (copy can be provided). Entailed review of current wartime concept of operations (CONOPS), wartime organizational structure, wartime mission goals identified by functional community, performing BPI of future CONOPS, testing CONOPs at wartime exercise.

• As the President of the Enlisted Advisory Council, organized, project managed, documented and implemented the first Wright Patterson AFB Annual Awards Banquet recognizing the top Airman, Non-Commissioned Officer (NCO), Senior NCO, Officer and Civilian of the Year for the Installation. Responsible for first year community contributions to the amount of $1500 for each category winner.

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