Greater Philadelphia
With five years as a Program/Project Management Specialist at Booz Allen Hamilton, I serve as a liaison to the Naval Network Warfare Command (NNWC), supporting the Network Operations Center. My role includes providing acquisition support, creating metrics, facilitating funding discussions, and producing briefs. I work closely with stakeholders to review performance work statements, identify gaps, and manage the development of prioritization lists across Program Executive Office (PEO) Digital portfolios. Drawing on extensive expertise in proposal writing, research, and analysis, I contribute to the accuracy and efficiency of agency initiatives. Recognized as a Certified SAFe® 6 Agilist and with a DAWIA Level 1 certification, I collaborate with teams to ensure the smooth execution of agency priorities, financial updates, and operational goals. My mission is to empower operational excellence and align resources effectively to support strategic objectives.
• Serve as a liaison to Naval Network Warfare Command (NNWC), who provide support to the Network Operations Center (NOC). • Provide overarching Acquisition support to various areas of the agency, which includes the creation of metrics, funding discussions, and producing briefs. • Constantly reviewing the Performance Work Statement to identify potential gaps. • Help determine FY22 Prioritization List consisting of various initiatives across the numerous portfolios within Program Executive Office (PEO) Digital. • Obtain numerous updates and financial information regarding the creation and upkeep of the FY22 Prioritization List. • Obtain updates to the SMIT Full Contract Performance deltas, which will help close out the SMIT contract. • Assist Global Seams and Convergence (GSC) Director and Deputy Director with ad hoc requests. • Assist in the creation of Senior Level briefings.
• Managed the day-to-day coverage and assignments of each of the queue, while rearranging the assignments as deemed necessary. • Monitored queue loads and if assignments to provide metrics on influx of tickets. • Produced the monthly report for team's Contract report that would be briefed to the Government. • Briefed Government Senior Leadership during a standing bi-weekly status meeting to discuss queue levels. • Led the tracking of all request/questions/actions that were sent from the Government lead to the team. • Responsible for the production of Standard Operating Procedures (SOPs) for the Tier 3 Queues.
• Responsible for compiling daily, weekly, biweekly, and monthly reports based on the reviews completed by the TSA Adjudicators. • Create spreadsheets with the metrics provided by the teams to create the reports that are submitted to the management team within the agency.
• Manage and moderate the quarterly In-Progress Reviews (IPRs) for the Program Management Office. There are 20 specific projects within this PMO, and it is my responsibility to ensure accuracy in each of their briefs, which are presented to stakeholders of the project. • Work with the various Subject Matter Experts to ensure all acquisition documentation is being properly executed and maintained. Examples being Privacy Impact Assessments (PIA), Scheduling, Support Agreements, Decommission Plans, Organizational Execution Plans (OEPs), and other funding related activities. • Personally review each document to ensure complete accuracy and completeness prior to bringing to the Program Manager. • Create a quarterly Executive Summary based on the highlights found within each of the project’s IPRs. This would include various items that are deemed to be high-level, and will need the attention of the Solution Delivery Division (SDD) Program Executive Officer’s (PEO) attention prior to the IPR briefing. This helps ensure that the briefing goes along smoothly and quickly to make sure that time is being properly utilized during this time. • Work with the respective project teams on various funding planning activities, based on prior knowledge of the funding methodology. This would include Program Objective Memorandum (POM) submissions, which plans a project’s funding over a 5-year span. Also create the project’s OEP submissions, which is the Department of Defense’s (DoD) method certifying the funding coming directly from Congress is being properly utilized.
• With every upcoming Fiscal Year (FY), the systems within the Solution Delivery Division (SDD) are required to go through the certification process. I create certification packages for all 45 (and growing) systems. The amount certified for any given FY is close to a half of a billion dollars. To produce the best possible package, I work diligently and closely with each Project Manager to gain valuable insight into each system. These yearly packages are entitled Organizational Execution Plan (OEP). • Revamped the SDD DBITC Organizational Execution Plan (OEP) process, in which we extended the timeframe to allow for each project team to have amble time to provide the necessary updates to their project’s OEP package, which is specific to the following FY. • Updated and rewrote the SDD Standard Operating Procedure (SOP) to include the new OEP process and the extended timeframe. • Produce packages for any new money a system needs to continue to do their required work. These are called Out of Cycle (OoC) packages. Basically, when an Unfunded Request (UFR) is created and approved, I must certify the new money. I take the original OEP brief for that FY, and then update to reflect why this new money is essential to continuing the work. • Independently revamped the tasker process for the entire Division. Working directly with our Deputy Branch Chief, I received the necessary approval to put my plan into action. I created a POC matrix that listed a Government POC and a Contractor POC, along with establishing the necessary route in which each tasker was received, completed, and approved by the necessary senior leader within the Branch. Once completed, I presented to the Division Chief, who approved and requested we help install the process from the top down. I am in the final stages of instituting my process within the entire Division.
•As a member of the Desktop-as-a-Service (DaaS) program, I serve as project manager for the Application Management project overseeing the identification and development of project requirements •Provide direct program management support and assistance to the Defense Health Agency (DHA) Military Health System – Virtualization project •Collaborate with several off-site teams including the System Virtualization Hosting Environment (SVHE) team and the SPAWAR team in the creation and presentation of weekly progress reports to the DHA Executive Committee •Manage DHA’s Program Management Accountability Tool (PMAT) and assuring each project issues and risks are captured and monitored for currency and completeness •Attend various monthly Integrated Product Team (IPT) meetings, while participating specifically in the Engineering, Design & Deployment – Design (EDD) •Complete Unfunded Requests (UFRs) in an effort to secure additional funding due to unforeseen schedule slippages and additional requirements to ensure successful completion and delivery of our projects. •Create numerous detailed presentations that are presented to the Services and the stakeholders of the DHA to provide insight on our projects. •Maintain and update the Application Management detailed schedule, using both the PMAT tool and MS Project. •Created slide show presentations to be presented during our Pacific Northwest Summit, which is held quarterly until the full rollout is started. The goal is to have all the Services sites (Navy – Oak Harbor, Bremerton; Army – Madigan; and Air Force – Fairchild) standing up by the beginning of FY16. •Constructing the project’s Technical Requirements Document, Project Management Plan, and Project Charter, which will satisfy the first stage of the Gate Review process within the DHA. •Run an ongoing Working Group regarding Application Packaging and Testing, which will help determine the way the Enterprise will package and test all future and current applications
•Served as part of the Business Development team, in which we are tasked with searching for various opportunities all over the government landscape, and part of the Contracts team, in which I handle each and every contract that comes in and out of our office. •Tasked with composing, preparing and reviewing various legal documents, such as Nondisclosure Agreements (NDA), Teaming Agreements (TA), and Subcontracting Agreements (SA). •Tasked with also editing and re-writing/re-formatting several Subcontracting Agreements as well as modifying our Nondisclosure Agreement and Teaming Agreement templates as needed. •Was major contributor in the composing of two winning proposals which allowed my company to provide IT services and SME support to the Health and Human Services (HHS) and the Department of the Navy. •Executed daily searches of GovWin, Federal Biz Opps, eBuy, etc. in an effort to seek new opportunities for my company. I determined feasibility based on my extensive review of each SOW attached to RFP/RFIs and the comparison with my company’s capabilities •Served as the primary POC between various agencies and my company along with various subcontractors we teamed with in support of various contracts.