Yorktown, Virginia, United States
Serves as the Executive Officer to the Deputy and Associate Center Directors in the implementation of institutional strategies and in discussions with both NASA Headquarters and external entities on organization, budgetary, and external outreach. Duties involve supporting Center activities including programmatic research, administrative, and technical support functions. Fosters and builds cooperative relationships with counterparts at other Centers and at Headquarters to gather information, support and build relationships necessary to identify needs, resources, and problems, and to assist management in making decisions on goals, policies, priorities, plans, programs, and methods of implementation for personnel, organizational and selected programmatic issues. Led Langley PP&C Working Group for approximately 6 years to develop recommendations to Headquarters regarding improving the Agency’s PP&C capabilities. Participated in Agency-wide team to review and finalize the NASA Program Planning & Control Handbook. Co-wrote the chapter on Resources Management with team member from Kennedy Space Center. Developed tools and methods for NASA Langley PP&C community to improve program planning and analysis. Serve on the Agency’s Earned Value Management Steering Committee.
Hand-picked based on my knowledge and skills in workforce planning, Center Management & Operations budget execution, and Program/Project Management. Sets strategy for integrating and problem solving extremely complex issues across workforce, technical performance, schedule, and cost to enable delivery on Agency programs across Exploration, Space Technology, Aeronautics, Science and the mission support program. Provides leadership insight to integrate and reconcile Langley’s budget formulation and execution (~$800m), workforce (~3,600 FTE/WYE), and technical milestones across missions. Plans, organizes and develops analytical assessments for the Center Management and Operations Program (~$230m). Led new initiatives to optimize processes to workforce, programmatic and budget which require end-to end assessment of complex issues and typically affect multiple organizations and programs, and require assimilation of administrative, technical, political, economic, fiscal and other components. Led Langley’s team in the requirements definition and population of the NASA Technical Capabilities Database (NTCD). Formed Langley PP&C Working Group to develop recommendations to Headquarters regarding improving the Agency’s PP&C capabilities.
Coordinate, plan and forecast budget requirements for Center Management & Operations (G&A, Facilities, Information Technology (IT), Aircraft, Fabrication, Science & Engineering), Wind Tunnels, and workforce for the Center. Develop and oversee Workforce Planning and Complement processes. Interface with NASA Headquarters and other Agency budget/program officials in matters concerning budget formulation and execution, including operational aspects of the Center. Interpret Center and NASA budget and full cost policies, directives and requirements for budget submittals and assures that program objectives, budgetary proposals, and financial resources are within established limits. Proactive in identifying issues and alternative solutions. Oversee development information technology/system process improvements in CFO (Programmatic Template (PT), CMO Tools, and Workforce reconciliation).
Project Manager (or deputy) for Integrated Enterprise/Financial Management Program projects: WebTADS, Core Financial (CF) and the Integrated Asset Management (IAM) Projects. Plan, coordinate, and direct the project team during project formulation, implementation, deployment and closeout. Lead, direct analysis, requirements definition, design, development, coordination of implementation of projects. Continuously assess cost variances, schedules, and technical performance of civil servant and contractor activities. Develop continuous risk management strategy for identifying and evaluating risks, develop mitigation strategies, and implement contingency plans, where necessary. Review long- and short-range plans, resource projections, cost estimates, schedules, priorities, justifications, and funds utilization, to make recommendations based on existing resource levels and advise management of requirements for additional resources. Lead, advise, and oversee diverse project teams (~70 civil servant and contractor personnel) to ensure optimal Center and Agency mission performance. Negotiate for matrixed support of personnel and develop plans to co-locate these personnel to off-site location to achieve maximum potential of the team. Develop and manage project schedules. Develop strategy for document archival and retrieval. BUtilize advanced technology to improve multi-center communication - WebEx and the Process-Based Mission Assurance (PBMA) Working Group tool. Delivered presentation to every organization's senior management to describe full cost, integrated financial management, and reporting.
Plan, select, and recruit multi-disciplined (Worldwide and Agency experts) team members - science, engineering, information technology, risk management, procurement, and program control. Work effectively with multi-disciplinary teams and prepare report that contains technical and programmatic evaluation of the program. Ability to successfully complete high quality assignments involving highly controversial subject matter and deliver results that are respected for clarity, logic, and effectiveness. Skilled in working with difficult people and bringing out the best in those individuals. Organized and co-led the Independent Annual Review (IAR) and Independent Implementation Review (IIR) Teams for the Hubble Space Telescope ($6B), Space Infrared Telescope Facility ($800K), and Aviation System Capacity ($560K) programs. Evaluated the shutdown and archive plans for HST with regard to compliance with NASA's Records Retention Schedules as approved by NARA (National Archives and Records Administration). Participated in the Systems Requirements Review, Mission Confirmation Review and Preliminary Design Review for STEREO. Served as Project Management lead validating project's cost estimate, risk management and program management. Validated adequacy of resource estimates (cost, schedule and workforce) of projects and programs and provided authoritative and comprehensive advice, reports and recommendations to NASA Senior management (Deputy Administrator, Associate Administrators, NASA Chief Engineer, Deputy CFO, Comptroller) of the situations which may occur and recommend actions applicable to those situations. NASA Langley Earned Value Management Point of Contact for ~10 years (while in this position and others).