· Facilitated strategic planning for the F-16 Systems Program Office. Guided Program Office leadership through a process of setting annual Goals and Action Plans to accomplish those goals. Provided oversight on the accomplishment of the action plans and scheduled/facilitated quarterly review meetings. Documented the results of the strategic action plan reviews.
· Facilitated an industry forum on technology transition for the Air Force Research Laboratory (AFRL). Prepared an industry survey, analyzed the survey results and created a forum agenda to address the issues that companies have with AFRL’s technology transition processes. Guided the industry representatives through brainstorming and decision-making activities and documented the industry recommendations for presentation to AFRL leadership.
· Facilitated the development of a prototype government-industry collaborative forum for the Capabilities Planning Division (ASC/AAP) of the Aeronautical Enterprise Program Office. Coordinated the participation of industry association personnel and government WPAFB personnel to jointly review capabilities planning business processes and identify the required government/industry interfaces.
· Facilitated a business process improvement project at a corporate incentives services company. Reviewed the major processes of one of the company's departments - represented 60% of the company's revenue. Interviewed employees and management; reviewed company strategic/business plans; and mapped the existing processes. Found immediate and long-term opportunities for improved efficiency/productivity.
· Facilitated the review and improvement of multiple human resources (HR) processes for a 200-person joint-service DoD organization. Prepared process flow-diagrams, developed a customer service improvement program and coordinated the development and implementation of a new HR information system. Reduced HR-related workload for supervisors by over 50%; increased employee success in obtaining desired external training courses by over 200%; and greatly increased the accuracy of HR records.
SYSTEMS REQUIREMENTS ANALYSIS & RESOLUTION:
· Facilitated a Joint Application Development (JAD) Session for the Funds Tracking process of the Equipment Requirements System (ERS) for Lockheed Martin and the Air Force Material Systems Group (MSG/SLE). Guided the user and developer participants through brainstorming and decision-making steps and documented the requirements for a series of Use Cases.
· Facilitated a next-generation radar system brainstorming/decision session for the F-16 Program Office. This multi-day meeting included participants from the aircraft manufacturer, Lockheed Martin, the radar manufacturer, Northrop Grumman, the user, Air Combat Command, as well as various members of the F-16 Program Office. Was able to guide the group to a joint set of recommendations that were later approved and implemented.
· Facilitated the organization of over 130 bug and enhancement requests from business customers for five different applications. Facilitated cooperative meetings between the customers and the developers to prioritize and schedule completion of the requirements. Completed over 60% of the requirements over a 5-month period and also improved communication between the IT department and their customers.
· Facilitated the preparation and organization of over 600 functional and technical requirements for a DoD vendor payment system. Collected input from internal and vendor representatives. Used the requirements to develop evaluation criteria of software packages. Prepared the Defense Finance Accounting Service (DFAS) software evaluation team to efficiently complete evaluations of multiple software proposals.
MANAGEMENT AUDITS & ORGANIZATIONAL ANALYSIS/PLANNING:
· Facilitated initial organizational planning sessions for the newly formed Long Range Strike Wing and Fighter/Attack Systems Wing of the Aeronautical Systems Center (ASC). Performed pre-meeting interviews and surveys to ascertain the key issues that the Wing leaders needed to address while establishing the new organization structure. Guided the Wing leadership participants through the key issues and documented their ideas and decisions.
· Performed a workload analysis of F-16 Program Office tasks performed at both Program Office locations, Wright-Patterson AFB, OH and Hill AFB, UT. Worked with the Program Office personnel to develop a Work Breakdown Structure (WBS) of Program Office activities. Utilized the WBS to estimate the level of effort applied to each activity and the level of impact each activity had on end user results.
· Facilitated the development of a workload transition plan for the C-17 Program Office. Collected information on sustainment workload that can be transferred from Wright-Patterson AFB to Warner-Robins Air Logistics Center, GA. Developed a strategic plan for the workload transition.
· Performed management audits at eight regional offices of a Federal agency. Determined each office’s performance in seven key areas of their main process. Interviewed office personnel of various levels, observed office activities, and reviewed records and files. Provided out-briefings with office management and compiled results in interim reports and a final report to the federal agency.
· Provided planning and organization support for the reorganization of a DoD agency. Worked closely with management personnel to develop a new agency structure in accordance with regulations/policies and the organization’s mission/goals. Prepared briefings and reports for presentation to senior management as well as for communication to employees.
PROGRAM/PROJECT AND ACQUISITION MANAGEMENT:
· Provided project management for system development within a client company's information technology department. Facilitated the work of eight computer programmers supporting the enhancement of five customer-oriented software applications. Developed a standardized set of steps for completion/documentation of the requirements and initiated the use of MS Project for management of software projects.
· Managed a team that provided program/project management support in the inter-agency transfer of fifteen major Department of Defense (DoD) depot maintenance information systems. Developed web sites and databases to assist in the coordination and tracking efforts. Completed a smooth transition of project responsibilities and assets on schedule.
· Prepared and organized the formal acquisition documentation for the Major Automated Information Systems Review Council (MAISRC) Milestone III (Deployment) review of the Depot Maintenance Management Information System (DMMIS). Reviewed and compiled over 50 program management documents for compliance with DoD and Air Force regulations. Also wrote DMMIS program management summary documentation, including the Integrated Program Summary and the Acquisition Program Baseline. Assisted the Program Director in preparing and presenting briefings at the Pentagon.
COST/BENEFIT ANALYSIS: Prepared a cost/benefit analysis for improving the $13 billion DoD depot maintenance remanufacturing operations. Documented major cost elements over a six-year period. Performed research on the expected costs and benefits of implementing Manufacturing Resource Planning (MRP II) and Activity Based Costing/Management concepts. Produced a Functional Economic Analysis that provided the basis for the decision to use these principles for improving the efficiency of the depot maintenance operations.