1. Robert Boursiquot, Jr., CSEP, PMP
1455-B North Van Dorn Street
Alexandria, VA 22304-1920
robertboursiquot@gmail.com
703.901.2485 (Mobile)
Robert Boursiquot, Jr., CSEP, PMP • E-mail: robertboursiquot@gmail.com • Mobile: 703.901.2485
SUMMARY
Accomplished program and projectmanager able to organize and manage large,complexinitiatives for unclassified,sensitive,and
classified (TopSecret Clearance Level) governmentprograms. Experienced systems engineer professional with achievements in
every phase ofthe Systems DevelopmentLife Cycle (SDLC) and Project ManagementLife Cycle (PMLC) across aviation,aerospace,
and defense industries. Competent systems engineer and economic analystwith investmentand portfolio planning development skill
sets. Credentials: Certified Systems Engineering Professional (CSEP), Certified ProjectManagementProfessional (PMP).
FUNCTIONAL SKILLS
 Business Case Analysis development
 Portfolio InvestmentPlanning and Development
 Strategy development
 Storyboard development
 CapabilityAssessmentand recommendation
 Acquisition Management System execution
 CostModel analysis
 Benefits Model analysis (operations research)
 Concepts ofOperations (CONOPS) composition
 Conceptof Use (CONUSE) composition
 Functional Analysis development
 Functional Program Requirements development
 Enterprise Architecture products and artifacts
 System Specification development
 Mission Shortfall Reportanalysis
 Alternatives analysis and development
 Risk,Issue,Opportunity analysis,development,and
management
 System performance metrics identification and development
 Schedule analysis
 Program / project/ task management
o Stakeholder Identification
o Scope Identification and Management
o Requirements Identification and Analysis
o BudgetFormulation,Management, Control,& Execution
o Communications Management
o Integration Management
o Procurement Developmentand Management
o Quality Management
o Resource Management
o Time Management
 Proof-of-Conceptdesign and evaluation
 Lessons Learned compilation
 Market Survey documentation,development,and evaluation
 Industry Day planning,coordination,execution,and materials
 IndependentVerification and Validation (IV&V)
 Technical proposal composition,development,and review
 White Paper composition,development,and revision
DOMAIN KNOWLEDGE CLIENTS
 Aviation – Next Generation Air Transportation System
(NextGen), Air Traffic Control,Flight Operations,Finance
 Space – Flight Evaluations
 Defense – Research and Development
 Engineering – ConceptEngineering,Systems Engineering &
Development,Implementation,Operations Management,
Information Management
 Project Management Institute – ProjectManagementBody of
Knowledge (PMBOK)
 Business Administration – Financial Management,
Communication,Business Policy,Strategic Management,etc.
 International Council on Systems Engineering (INCOSE) –
Systems Engineering Discipline Bodyof Knowledge
 Justice – Case Management
 DepartmentofJustice (DOJ) Federal Bureau of Investigation
(FBI)
o Information TechnologyBranch (ITB)
 DepartmentofTransportation (DOT) Federal Aviation
Administration (FAA)
o Information Technology(AIT) FAA Cloud Services (FCS)
o InvestmentPlanning & Analysis Directorate (AFI)
o Air Traffic Organization (ATO) ChiefOperating Officer
(COO)
o System Operations Services Program Office (Sys Ops)
o Joint Planning & DevelopmentOffice (JPDO)
o Air Traffic Organization (ATO) Terminal Services
 National Aeronautics and Space Administration (NASA)
o NASA LangleyResearch Center
 DepartmentofDefense (DOD) – Departmentof the Navy
o Research & DevelopmentSector

2. Robert Boursiquot, Jr., CSEP, PMP • E-mail: robertboursiquot@gmail.com • Mobile: 703.901.2485 2
TECHNOLOGY AND TOOLS
Hardware and Equipment Dell PC family, Apple Mac family
Operating Systems and Environments MS Windows 2013,8, 7, XP; Mac OS 8.4
Programming Languages Visual Basic,FORTRAN
Database Management Systems MS Access
Applications MS Word, MS PowerPoint,MS Excel, MS Project, MS Visio, MS Note
Other Salesforce Chatter,WebEx, Skype
EMPLOYMENT HISTORY
 Noblis,Inc. (formerlyMitretek Systems),Falls Church,VA
2011 – Present
 Flatirons Solutions Corporation,Arlington,VA
2007 – 2011
 Booz Allen Hamilton,McLean,VA
2006 – 2007
 Science Applications International Corporation (SAIC) (formerly Trios Associates,Inc.),Washington,DC
2001 – 2006
 SIGNAL Corporation,Arlington, VA
1997 – 2001
 ADI Technology Corporation,Arlington,VA (one-dayassignment)
1997 – 1997
 ANADAC Inc., Arlington, VA
1995 – 1997
EXPERIENCE
Noblis, Falls Church, VA 2011 – Present
Business Analyst, Federal Bureau of Investigation (FBI) Information Technology Branch (ITB)
Information Technology Application and Data Division (ITADD)
Top Secret Clearance ACTIVE
 Conductbusiness/systems analysis for a governmentcase managementsystem
 Determine operational objectives ofbusiness requirements;work with stakeholders and evaluate
requests to propose recommended solutions
 Evaluate existing or interfacing systems to provide analysis and recommendations on whether interfaces
should be continued or functionallysubsumed
 Identify modifications and improvements to enhance efficiencies and performance ofexisting system
features
 Identify core business needs, decompose,and documentin concepts ofoperation,briefings,and user
stories;pitch CONOPs and user stories to team members
 Documentbusiness rules and constructuse cases and workflow diagrams as needed
 Work collaboratively as a member ofscrum teams to convey stakeholder needs in supportof
developmentand testing
 Facilitate meetings among stakeholders,developers,and productowners;serve as Customer
Relationship Manager (CRM) to governmentbranch representatives on behalfofclient program;facilitate
requirements backlog categorization and prioritization
 Serve as resource to testing and user supportteams on expected system behavior;as needed,
collaborate with training team and provide post-implementation support
Program Manager, FAA Cloud Services (FCS)
 Managed team of 13 to create and implementthe foundation ofcloud services for the FAA. FCS is a
strategic sourcing contractfor Lines ofBusinesses/StaffOffices across the FAA to migrate to cloud
computing services. Objectives:
o Build the physical infrastructure for colocation and cloud computing which will transform how
data/information is transmitted,stored,archived,and recalled
o Change the paradigm ofbeing tethered to several data center silos byleveraging a more agile
data center model
o Consolidate data centers
 Led the team in the areas of suitabilityassessments,architecture definition,capacityplanning,costing &
funding,security risk management,migration & testing,incidentmanagement,service ordering,
configuration change management,performance monitoring,outreach,metering & billing,and
performance management.
12/2015 – Present
9/2015 – 11/2015

3. Robert Boursiquot, Jr., CSEP, PMP • E-mail: robertboursiquot@gmail.com • Mobile: 703.901.2485 3
 Unfortunately, funding was reduced by 53% and the team was reduced from 13 to 6 two months after my
arrival.
Task Leader, Federal Aviation Administration (FAA) Investment Planning and Analysis Directorate
9/2011 – 9/2015
InvestmentPlanning and Analysis (IP&A) encompasses a broad range ofservices supporting acquisition decisions. Goal: To provide
leadership,guidance,expertise,and objectivity necessary to the analyses to shape FAA investmentdecisions. To meetthis goal,IP&A
advises program office InvestmentAnalysis Teams during the phases of Service Analysis, Conceptand Requirements Definition,Initial
and Final InvestmentAnalyses Phases through the exploration and analysis of the business case. Further, IP&A evaluates the teams'
products prior to investmentdecisions to ensure that the investments provide value to both the FAA and the flying public.
 Co-authored white paper, The Value of Deferring Risk,with fellow Noblis colleague (John Fries) to delineate
the financial value (Return on Investment) which the Federal Aviation Administration receives as a
consequence ofemploying Noblis on the IP&A project.
 The financial value to the Agency of Noblis’ advice to defer this $1B in excessively risky or otherwise
deficiently planned expenditures,where analysis and advice was used bythe Director of IP&A and the
FAA CFO to convince the members ofthe JRC to defer these projects,is calculated ata minimum of
$51,175,000.
 FAA spent approximately$14M on Noblis resources on the SE-2020 contract. Therefore,the
approximate FAA ROI is 4 times original investment!!
 Provide systems engineering and operational perspectives to prospective FAA investmentacquisitions to
better formulate the business case. Analysis comprises holistic approach,discussing the intricacies of
investmentexecution,funding rationale,activity schedule,stakeholder engagement,scope management,and
storyboard development.
 Collaborate among Economic Analysts,Business Case Analysts,Operations Research Analysts,and Cost
Analysts within the InvestmentPlanning and Analysis team on the Systems Engineering (SE) - 2020 Program
Office contract to furnish comprehensive analyses and recommendations to several FAA investments:
o Surveillance BroadcastSystems (SBS) – Automatic DependentSurveillance Broadcast(ADS-B) (deferred
applications from original investment)
 Interval Management – Spacing (IM-S) Arrival Approach & Cruise (AA&C)
 Challenge: Lack of clear concept and approach for investmentexecution
 Value: Co-authored business case documentation (matrix,presentation,white paper) to
explicitly state deficiencies in investmentpackage which eventuallybecame exitcriteria for next
milestone
 Result: IM-S achieved its IARD milestone July2015; F&E: $215.2M; O&M: $59.1M; Total:
$274.3M
 Reduced Oceanic Separation (ROS) – Space Based (SB)
 Challenge: Lack of clear strategy to add this capability to the National Airspace System (NAS)
based on investmenttiming with other dependent/related investments
 Value: Analyzed and provided thought-provoking insightregarding operational constraints and
business case justification for investmentapproach to reach its next milestone (Final Investment
Decision – FID)
 Result: Program Office analysis yielded the elimination ofone alternative as investment
continues its development. F&E Alternative 1: $646.6M; F&E Alternative 2: $2,625.9M
o Surveillance BroadcastSystems (SBS) – Automatic DependentSurveillance Broadcast(ADS-B) (original
investmentpackage)
 Challenge: Lack of funding to expand ADS-B Services
 Value: Authored a spreadsheetmatrix,which highlights the currentSBS applications against
new scope,ADS-B In applications,cost,benefit,automation interdependencies,IP&A evaluation,
and final recommendation. Further, crafted a post-baseline analysis ofthe ADS-B Program
scope in terms of application maturitydefinition.
 Result:SBS investmentreceived approval to continue provision ofbaseline services and
applications,expansion ofservices in the Gulf of Mexico, and implementation ofthe ADS-B “In”
application In Trail Procedures.As a result,the FAA incurred a costavoidance of $558.1M for
the deferred ADS-B In/Out applications PLUS an additional $530.6Mfor the deferred ADS-B
Spaced-Based application in terms ofbaseline costs.This sums to a deferred total of $1.089B.
This decision was informed bythe supporting (never before executed) documentation Iauthored.
o Terminal FlightData Manager (TFDM)
 Challenge 1: Lack of maturity of documentation for Initial InvestmentDecision (IID) milestone
 Value: Highlighted the level of complexity of systems integration involved with this investment.
Further, recommended the Program Office complete a Functional Analysis and a Function Point
Analysis to increase the fidelity of systems engineering.

4. Robert Boursiquot, Jr., CSEP, PMP • E-mail: robertboursiquot@gmail.com • Mobile: 703.901.2485 4
 Result: TFDM Program Office decided to re-scope the entire program.Initial Investment
Decision (IID) was delayed by one year. FAA incurred a cost avoidance of $298M. TFDM was
de-scoped from a system with over 100 interfaces and subsuming systems to a system with 5
flagship capabilities; a more judicious and sound approach to achieve the TFDM objective.
 Challenge 2: Lack of clear problem statement;lack of understanding ofimpetus ofTFDM
 Value: Authored the Evolution of TFDM documentin prose (MicrosoftWord) and in placemat
(Microsoft Excel) formats.Both supplythe holistic picture ofhow TFDM came into fruition
regarding its scope,content,and schedule againstthe multitude ofstakeholders,namely,RTCA
Task Force 5, FAA Response to RTCA Task Force 5, NextGen Implementation Plan,Capital
InvestmentPlan, and TFDM Program Office.
 Result: Products show the history of TFDM investmentneed,problem statement(lack thereof),
storyline (incoherent),and the lack of a consistentstoryamong FAA stakeholders (competing
objectives). FAA TFDM investmentamount:$833.338M(Base Year Lifecycle Cost)
o Navigation Services Portfolio (Investments include Distance Measuring Equipment(DME), VHF
Omnidirectional Range (VOR), Alternative Position,Navigation,and Timing (APNT), et al.)
 Challenge 1: Lack of navigation services strategy leading to Performance Based Navigation
 Value: Articulated the lack of a clear navigation services strategy to FAA Executives. This
encouraged Executives to view these investments as a portfolio vice seeminglydisparate
navigation investments,rather,as one inter-related portfolio even though they are not inter-
dependent.
 Result: FAA incurred a cost avoidance of $40.9M in lifecycle costs associated with analyzing
DME investment alone
 Challenge 2: Lack of clear problem statementfor APNT
 Result: Provided insightand perspective as to the problem statementofAPNT as a back-up to
GPS and what benefitit will provide againstthe other legacy navigational systems which may
also be used as back-up to GPS. Framed the story to include DME, WAAS, and VOR rather than
looking at these investments individually.
o Runway Status Lights (RWSL)
 Challenge: Crafta credible business case for this investmentdespite the fact that RWSL has
surpassed its costestimations,allocated budget,and schedule (wayover budget). Further, this
projectis highly politicallycharged.
 Value and Result: Provided sound business case insightand a fresh perspective of RWSL
investmentbased on economic analysis completed bycost analysts and operations research
analysts. Further, I analyzed the proposed RWSL schedule which seemed too ambitious based
on pastdeploymentexperience (1 site/month for CY14). Analysis well received by IP&A Director
Kristen Burnham. FAA RWSL investmentamount:$493.7M
Aviation Systems Engineer, Federal Aviation Administration (FAA) Air Traffic Organization (ATO) Chief
Operating Officer
7/2011 – 9/2011
The scale and complexity ofthe Next Generation Air Transportation System (NextGen) demands an unprecedented degree of
collaboration among stakeholders,information-sharing across business units,and cooperation among several service organizations.
ATO service organizations hold a central role in acquiring,fielding,implementing,operating,and maintaining the infrastructure and
services to be provided by NextGen.
 Assessed the FAA Operations and FAA Systems Engineering processes to determine the bestoptions for enhancing ATO service
organization roles in the NextGen organization.
 Recommended specific ways to improve the NextGen processes to include FAA Operational perspectives. These
recommendations were presented to the Deputy ChiefOperating Officer and ChiefOperating Officer of the FAA for
implementation.
Flatirons Solutions Corporation, Arlington, VA 2007 – 2011
Program Manager Air Domain Security, Federal Aviation Administration (FAA) System Operations Services
Program Office (ATO-R)
6/2007 – 11/2010
Project Manager Security Integrated Tool Suite (SITS): Supervised a team of 12 to provide technical and managementservices for
breadth ofSITS project regarding scope,schedule,cost, quality,human resources,communication,risk,and acquisition. SITS is a
projectin the NextGen portfolio under the Safety Security Environment(SSE) account.
 Authored, created, collaborated,and developed all technical documentation necessaryto successfullyattain the firstof three
investmentdecision milestones (Investment Analysis Readiness Decision) ofthe Acquisition ManagementSystem (AMS) of the
FAA. Documents included:

5. Robert Boursiquot, Jr., CSEP, PMP • E-mail: robertboursiquot@gmail.com • Mobile: 703.901.2485 5
o Conceptof Operations for Air Domain Securityfor Air Traffic Organization (ATO) – conceptdefinition
o Conceptof use (explains system use)
o Functional Analysis (functional decomposition)
o Functional Program Requirements (requirements for decision supportfunctionality)
o Enterprise Architecture products and artifacts for submittal to National Airspace System (NAS) Chief Architect
o Mission Shortfalls Analysis Report
o CostReference (legacy) Case
o CostModels
o Program Alternatives
o Market Survey documentation
o Industry Day materials
 Analyzed FAA domains/systems which will playa role in the decision supporttools of SITS including Aeronautical Information
Management (AIM), Air Traffic Management(ATM), System-Wide Information Management(SWIM), and Traffic Flow Management
(TFM).
 Facilitated costeffective and proficientsystems engineering tactics for the design and developmentofthe SITS program to meet
the client’s need,reduce requirements creep,& mitigate costlyredesign efforts.
Project Manager Automated Detection and Processing Terminal (ADAPT) 7/2009 – 6/2010
Created baseline documentation for ADAPT system, a jointsystem between the FAA and Transportation Security Administration (TSA)
 Performed technical and managementservices for ADAPT system regarding scope,schedule,cost,quality, personnel,and
communication.
 Analyzed and assessed documentation quantityand quality necessaryto characterize a baseline for ADAPT.
 Created configuration managementstructure for requirements,future releases,and enhancements of ADAPT system.
Project Manager Security Integrated Tool Suite (SITS)/System-Wide Information Management (SWIM)
Prototype Effort
11/2009 – 5/2010
Explored Proof-of-Conceptto leverage a technology of System-Wide Information Management(SWIM) Service Oriented Architecture
(SOA) infrastructure for the Security Integrated Tool Suite (SITS)
 Created an end-to-end operational scenario implementing ComplexEvent Processing (CEP) conceptcentral to SITS processing
for Shared Situational Awareness (SSA) requirement.
Booz Allen Hamilton Incorporated, McLean, VA 2006 – 2007
Aviation Management Associate, Federal Aviation Administration (FAA) Joint Planning and Development
Office (JPDO)
8/2006 – 4/2007
SubjectMatter Expert assigned to develop conceptof operations for the Joint Planning & DevelopmentOffice (JPDO). This is a multi-
agency projectdesigned to transform the National Airspace System (NAS) operations and architecture for 2025 and beyond.
 As a part of this industry-wide change effort, collaborated with NextGen partner agency representatives from FAA, NASA,
Departments ofDefense,Commerce,Transportation, Homeland Security,and the White House Office of Science and Technology
to formulate a conceptthat integrates all elements ofair travel, from air traffic operations to situational awareness to net-centric
architecture to weather considerations culminating to a Conceptof Operations (CONOPS).
 Collaborated on the enterprise dataseteffort, an information repositorywhich captures a unifying constructof data schema for
operational improvements,enablers,and tasks.This effortevolved into an integrated work plan which fostered a roadmap to
demonstrate how the NAS will transform (i.e. how to get from the current state to the future state) based on operational
improvements (OIs).
Science Applications International Corporation (SAIC) formerly Trios Associates, Inc.,
McLean, VA
2001 – 2006
Senior Systems/Project Engineer (Implementation Lead), Federal Aviation Administration (FAA) Air Traffic
Organization (ATO) – Terminal Services (ATO-T)
2003 – 2006
Installed the Airport Surface Detection Equipment–Model X (ASDE-X) system, a system which provides a seamless surveillance picture
of the airport surface to Air Traffic Control (ATC) through the fusion of multi-lateration sensors,Automatic DependentSurveillance–
Broadcast(ADS-B) signals,and Automated Radar Terminal System (ARTS) primary radar targets to pinpointthe exact location ofan
aircraft (or vehicle) on the airport surface.

6. Robert Boursiquot, Jr., CSEP, PMP • E-mail: robertboursiquot@gmail.com • Mobile: 703.901.2485 6
 Managed each site/projectaccording to its respective schedule,associated risks,cost,metrics,and issues;installed and
commissioned the real-time ASDE-X system at Orlando International and Seattle-Tacoma International airports.
 Oversaw technical team (60 – 110 individuals) in terms ofinstalling software and hardware on site,conducting technical
inspections to verify system integrity, optimizing the system for site specific operation, and conducting technical assessments of
system performance.
 Performed end-to-end engineering supportfrom initial investmentand requirements analyses to design to implementation to
performance verification to final integration of systems atsites.
FAA/NASA Technical Lead 2003 – 2006
Analyzed and investigated jointeffort proposals between the FAA and NASA; reviewed and provided feedback on the Statements of
Work (SOW) to both agencies;conducted high-level coordination meetings between FAA and NASA officials.
 Managed the adaptive surface and terminal surveillance effort($3.5M project between FAA and NASA LangleyResearch Center).
Project objectives included defining and prototyping enhancements to the surface movementradar and investigating improvements
to increase airportsafety and capacity.
 Led the research study: Saint Louis Airport (STL) wake turbulence data collection and analysis plan for near-term procedures.
Project objectives included obtaining wake turbulence data to conduct a safety assessmentofa new procedure for simultaneous
dependentapproaches ofsmall and large aircraftat SaintLouis International Airport.
Financial Lead, TRIOS Associates, Inc. 2001 – 2003
Financially managed primary contractand subcontractagreements between TRIOS Associates,Inc. & FAA; used Earned Value
Management(EVM) to communicate the status of $20.5M contract through periodic Program Management Reviews (PMR) with client.
 Tracked the finance,personnel,and technical performance ofa 56-person team.
SIGNAL Corporation, Engineering and Management Services, Arlington, VA 1997 – 2001
Mechanical Engineer, Department of Navy, Research and Development Sector, Baseline Team 1998 – 2001
Configured and developed the combatsystems’information technology capabilities for the existing and future fleet of AEGIS Navy
Destroyer and Cruiser ships with Lockheed Martin.
 Developed performance metrics to measure the progress ofsystems development& testing in each baseline.
 Created a risk management structure by implementing the Risk Radar tool to identify uncertainties associated with software,
system development,and system deploymentto the client.
Junior Engineer Command, Control, Communication, Computer Intelligence (C4I) Team 1997 – 1998
Researched and provided quantitative analysis to selectwhich manufacturer’s satellite communication system would bestsuitthe
client’s/technical program’s requirements.
 Conducted a package selection for a satellite communication system based on type of processor,operating system,tools,a nd
language to supportthe Vice President of Engineering & ManagementServices ofSignal Corporation.
ANADAC (ANalysis, ADvice, ACtion) Incorporated, Arlington, VA 1995 – 1997
Engineering Change Proposal (ECP) Analyst, Department of Navy Configuration Management Team 1995 – 1997
Examined engineering change modifications to the baseline configuration of Domestic and Foreign AEGIS Class Destroyers and
Cruisers for the Departmentof Navy.
 Developed an enhanced ECP process bycreating a database in MicrosoftAccess to track ECPs more efficiently. Worked with
database architecton coding,system testing,& developmentofdatabase.
ADI Technology Corporation, Arlington, VA 1997
French Interpreter, North Atlantic Treaty Organization (NATO) 9/1997
Outsourced as an interpreter for the President of the Ministry of Defense of France during a North Atlantic Treaty Organization (NATO)
summit.
 Used technical expertise gained from exposure to Navy programs as well as fluencywith French Language to convey the concerns
and technical issues presented bythe Ministry of Defense presidentduring the one-dayNATO summitconference.

7. Robert Boursiquot, Jr., CSEP, PMP • E-mail: robertboursiquot@gmail.com • Mobile: 703.901.2485 7
EDUCATION
 Professional Certificate Program,Corporate Executive Leadership,Georgetown University 2010
 Accelerated Master of Engineering,Systems and Information Engineering, Concentration: Information
Technology, University of Virginia
2005
 Professional Certificate Program,Business Administration,Georgetown University 2003
 Bachelor of Science, Mechanical Engineering,Concentrations: Aerospace Engineering and Linguistics
(French, Spanish,and Sign)
1995
PROFESSIONAL SOCIETY OR ASSOCIATION MEMBERSHIPS
 International Council on Systems Engineering (INCOSE),International Membership 2014 – Present
 Washington, DC ProjectManagementChapter,Local Membership 2009 – Present
 Project ManagementInstitute (PMI), International Membership 2008 – Present
TRAINING AND CERTIFICATIONS
 Certified Systems Engineering Professional (CSEP), International Council on Systems Engineering (INCOSE)
 Noblis Enterprise ProjectManagement (EPM), Noblis,Inc.
 Project ManagementProfessional (PMP),Project ManagementInstitute (PMI)
2015 – Present
2012 – Present
2008 – Present
AWARDS AND HONORS
 Noblis,SpotAward: Recognition for outstanding contributions based on technical and functional expertise,as
well as domain and business knowledge in supportofInvestmentPlanning and Analysis (IP&A) client mission
challenges
2012
 Federal Aviation Administration (FAA), Exceptional Performance: Plaque presented for appreciation and
dedication toward achieving Operational Readiness Decision (ORD) and Initial Operating Capability(IOC) of
Airport Surface Detection Equipment – Model X (ASDE-X) System at Orlando International Airport
2005
 Federal Aviation Administration Airway Facilities System SupportCenter,Letter of Commendation: Statement
of appreciation written by Airway Facilities Manager of Orlando International Airport in regards to efforts of
ASDE-X team for assistance in preparation for an upcoming hurricane weather event
2004
 Science Applications International Corporation (SAIC),Exceptional Performance: Recognition ofbody of work
completed as Implementation Manager for Airport Surface Detection Equipment – Model X (ASDE-X) System
2004
 Trios Associates,Inc., Exceptional Performance: Recognition for outstanding task management 2003
 Trios Associates,Inc., Exceptional Performance: Recognition for outstanding clientengagement contributions 2001
PUBLICATIONS AND PRESENTATIONS
 Boursiquot,Jr. Robertand Fries, Johnathan. White Paper: The Value of Deferring Risk. Noblis InvestmentPlanning and
Analysis Project of SE-2020 Contract for Federal Aviation Administration. Washington,DC,June 2015.
 Boursiquot,Jr., Robert. Higher Achievement Mentor Recruitment. Noblis Corporate Headquarters. Falls Church,Virginia,
August, 2012.
 Boursiquot,Jr., Robert. Project ManagementProfessional (PMP) Information Session(s). Flatirons Solutions Corporation.
Arlington, Virginia, October, 2010 and September,2009.