Frederick Chichester has over 30 years of experience in leadership and management positions at Puget Sound Naval Shipyard, including 20 years as a Project Engineering Planning Manager. He has extensive experience planning and executing maintenance availabilities and ship alterations on various naval vessels. He retired in 2012 after a career of delivering projects on schedule and within budget through competent team building and coordination between all stakeholders.

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ProfessionalResume of:
Frederick L. Chichester
3735 West E Street
Bremerton, WA. 98312-4644
Contact Info;
Ph. (360) 927-8732
Cell (360) 265-5982
Email: Wagator57@comcast.net
Summary
Employed at Puget Sound Naval Shipyard (PSNS) from October of 1980 to
Feb 29th, 2012 (Retired).
30 years of achievement and increasing responsibility in leadership and management
positions, resulting in an oriented leader, skilled in building competent teams and
delivering successful projects on schedule and within cost. A seasoned Planning
Manager that understands all phases of project planning and execution. Planned projects
with an emphasis on cost, quality, schedule, customer satisfaction & safety. Master at
coordination and integration of all products and services required to execute a project
successfully. An integrator of the workforce and of the various supporting organizations
involved.
Professional Training
AT PUGET SOUND NAVAL SHIPYARD:
Successfully completed self-studies, classroom training, examinations, and boards to
qualify as Zone Manager and Project Engineering Planning Manager at Puget Sound
Naval Shipyard. This qualification program is set aside for only the most talented
managers and includes specific instruction in Resource Management, EEO, Work
Integration, Scheduling, Cost and Budget, Planning, Execution, and Certification.
Successfully complete all required Annual Training to keep qualifications current. LEAN
Green Belt Certification and LEAN Champion Training completion.
Work History
11/12 to 9/14
Worked as a Planner & Estimator for Pacific Ship Repair and Fabrication
(PACSHIP ~ In Everett). Duties included pricing out material, developing manning
plans, estimates and budgets that were negotiated with the Government in support
of the Multi Ship Multi Option Contract Work (MSMO) in place at the Everett
Naval Base on Numerous Naval DDG’s and FFG’s.

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05/12 to 10/12
Worked as an assistant to lead mechanic measuring and installing screens from a
mobile screening business (Screenman Inc). Duties included measuring windows for
new screens and assisting with assembly and installation. I also was responsible for
preparing and presenting billing information to the customer and ensured funding
was secured for work performed.
03/12 to 05/12
Enjoyed some time off and volunteered at my Grandchildren’s elementary schools
(Westhills & Crownhill) as a Watch Dog which involved helping many different
children and teachers with assisting children and assisting with education
development, including my grandchildren (Very Rewarding).
03/09 to 03/12 (Retired 2/29/12)
Supported development and initiation of (Code 360) Other Productive Work (OPW)
and Manufacturing Support Office as the Program Project Engineering Planning
Manager.
This support included:
 Responsible for supervising, evaluating and coordinating all aspects of job
planning. This included Supervision of Schedulers, Project Engineers,
Cost and Budget Advocates, Work Packaging Control, Project Material
Managers and Business Agents.
 Mentoring of Project Zone Managers and coaching them through job
planning to ensure they were prepared to be successful once jobs went into
execution.
 Developed Memorandum of Agreements and worked with all stake
holders to obtain concurrence signatures once draft copies were reviewed
and all necessary changes were incorporated.
 Played a support role with an eye towards project completion (end game)
once into Job Execution. It was my responsibility to ensure the correct
resources were actively engaged when work stoppages were encountered.
 Identifying all Misc Work that was not being managed by CNO Project
Teams (Approximately 140,000 Man-days a year).
 Developed project identification “T60” and worked with Business
Strategic Planning Office to pull all assigned OPW Work into this Project
in the Shipyard Performance Measurement Control (PMC) system.
 Worked with Scheduling and IT Departments to develop systems to pull
work from AIMXP) into our shipyard scheduling data base (Project
Schedule and Sequencing) and fed this info into AIMnt so Misc Work was
able to be prioritized in Execution Priority (WEBAIM) along with all
other Project Work in the Shipyard.
 Mined Data and developed a system for assigning Area of Responsibility
(AOR) at the Zone Manager (ZM) level to specific Task Group
Instructions (TGI) in AIMxp and AIMnt.

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 Held Daily Priority Listing (DPL) Meetings to review top priority job
orders and enlist my engineering staff and support staff when needed to
remove road blocks to ensure schedules were met.
 Developed Business Rules and Standard Operating Procedures (SOP) to
guide the management of Other Productive Work in the Shipyard.
 Developed Program Specific Strategies to guide our Project Team through
the management and oversight of Other Productive Work in the Shipyard.
 Supported the implementation of the conversion of the weekly resource
allocation process (RAP) to the monthly allocation process (MAP).
 Worked closely with Cost Advocate to resolve cost variant job orders
which included weekly reviews and initiating actions to resolve.
 Overseen Schedule development and ensured logic and constraints were in
place to support resource constrained schedule and were realistic to
accomplish.
 Monitored Execution Priority Lists and ensured Critical Chain and Critical
Path Jobs were working and if stop work noted were observed and
immediate actions were taken to resolve to minimize impact to the project
float in the schedule.
 Acted as Assistant Project Superintendent (APS) in fly away team to
Guam in support of Nuclear ShipAlt 2600 Installation on the USS
FRANK CABLE (AS-40) which completed on schedule and below cost
although their many obstacles that had to be overcome.
 Acted as Job Readiness Cell Planning Lead in Yokosuka Japan in support
of the CVN-73 FY-12 Availability. This included performing Production
Technical Work Document Reviews to ensure once the job was issued all
materials, tools & prefab were staged and ready to support the mechanic
on the deck plates. This also involved monitoring Point of Use Stations set
up on the job site to support production work to minimize mechanics time
away from the job site.
5/07 to 03/09 Puget Sound Naval Shipyards
Supported USS Emory S Land (AS-39) as Project Engineering Planning Manager
This support included:
 Assigning Roles to Project Team in AIMnt
 Overseeing all aspects of Planning in support of Docking Planned
Maintenance Availability (DPMA). Support included:
1. Strategy Development and oversight
2. Summary Review Meetings
3. Summary Tracking and progress tracking
4. Worked with Project Quality Engineer (PQE) to identify High
Risk Jobs and develop mitigation strategies.
5. Maintained Integrated Project Planning Timetable (IPPTT) and
chaired weekly meetings to track planning progress
6. Identified areas of concern and mitigated with Project
Superintendent and Planning Team to overcome obstacles

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7. Schedule Development and identification of critical path work
8. Worked closely with scheduling to ensure we were able to
obtain a resource constrained schedule as early as possible.
9. Work Package Negotiations with Military Sealift Command
and PSNS Business Strategic Planning Office
10. Memorandum of Agreement (MOA) development and
processing
11. Provided leadership and guidance to Project Planning Team
12. Due to low shipyard priority worked with contract office (Code
400) to solicit outside contractor bids to accomplish work the
shipyard did not have capacity to support.
13. Developed and maintained monthly metrics and briefed all
levels of the shipyard on project timeline and issues we were
working through.
14. Worked closely with the Work Integration Manager and Ships
Force to ensure the late transfer of work to contracting did not
impact overall project schedule.
15. Worked with Project Superintendent and Business Agent to
develop final review estimate to accomplish availability and
determined risk to assign to our Internal Control Price.
16. Coordination with our customer Military Sealift Command
(MSC) in developing the authorized work package and
certification of jobs as completed.
17. Coordinated areas of concern with MSC and the PSNS
Production Shops when areas of concern were raised by MSC
in regards to the production work being accomplished. It was
important to ensure we were delivering the product the
customer expected.
8/06 to 5/07 – PUGET SOUND NAVAL SHIPYARD
Supported Pearl Harbor Naval Shipyard (PHNSY) with planning and execution of
2007 Planned Maintenance Availability (PMA) on USS FRANK CABLE (AS-40) in
Guam.
This support included:
 Acted as an Advisor to the assigned PHNSY PEPM and support staff from
experience gained through past PSNS Avails in Guam in 1997, 2000 &
2004 on the USS FRANK CABLE (AS-40).
 Identified areas of concern with material and worked closely with Project
Material Manager (PMM) and FISC Support personnel to ensure all long
lead material was able to support project schedule.
 Acted as the On-Site PEPM during the Execution Phase of the availability
 Executed this Planned Maintenance Availability (PMA) on schedule and
under cost utilizing Pearl Harbor Naval Ship Yard employees, Guam Ship
Yard Contractor personal, several Alteration Installation Teams (AITs),
and Norfolk Naval Shipyard employees for Boiler casualty repair work

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11/75 to 8/06 Prior Work History
 1/72 to 11/75 Box Boy and Stocker
 11/75 to 11/78 US ARMY MEDIC (E-4)
 11/78 to 10/80 NIGHT MANAGER at local Grocery Store
 10/80 to 6/84 Shop 17 Sheetmetal Apprenticeship PSNS (WT-10)
 6/84 to 1/89 Journeyman Sheetmetal Mechanic PSNS (WG-10)
 1/89 to 1/90 Shop 17 Submarine Ventilation Coordinator PSNS (WG-11)
 1/90 to 4/92 Code 378 Ship’s Progressman (WD-8)
 4/92 to 6/94 Code 377 Ship’s Scheduler (WD-8)
 6/94 to 6/96 Code 361 Project Production Controller (GS-12)
 6/96 to 1/97 Code Off-station Work Package Control (WD-6)
 1/97 to 9/05 Code 361 Off Station Fleet Customer Support (OSFCS) (GS-12)
 9/05 to 1/06 Code 361 OSFCS PEPM (GS-13)
 1/06 to 8/06 Code 392 Submarine Process Improvement Manager (GS-13)
Throughout my Career I have always prided myself on having a positive attitude
and having a unique capability to get the most out of folks that worked with me
and for me as well as keeping our customers happy.
Specific AIM Experience and Responsibilities
As the Project Engineering Planning Manager (PEPM) while assigned to the USS EMERY LANCE (AS-
39) 2008/2009 it was my responsibility in the planning phase to coordinate and accomplish all planning
requirements to support the 08/09 - DPMA and ensure all technical requirements were met. I was the
PEPM from May 2008 until December 2009. This project was supported with The Advanced Industrial
Management System (AIM) that was the technical data base we used to provide technical work documents
(TWD’s)to all production shops and codes to accomplish all assigned work and support services.I worked
closely with my assigned businessagents (Funds Administrators)[C/1200/N) that were our Shipyards
mouth piece to the customer (Ship/TYCOM) to prioritize assigned work based on availability funding and
ship conditions.I worked closely with the Project Superintendent,Business Agent and Ship to
ensure/negotiate the priority work when budget/schedule concerns arised.I worked closely with
BSPO/TYCOM to ensure we juggled the right work to keep the ship at its most ready state with-in budget
constraints. By doing this I worked closely with assigned shipyard business agent s to ensure the AIM Data
Base was up to date and as accurate we possible.It was of upmost importance that we worked with the
Customer, BSPO, Ship, C/400 & TYCOM to have a meaningful work definition conference (WDC) which
was used to finalize the AWP. It was my responsibility to ensure the AWP was as accurate as possible
prior to start of Start Availability Event (SA00) to identify and ensure all materials and resources were
available to accomplish assigned tasking. All work was included into our up to date authorized work
package (AWP) prior to our resource loaded schedule being issued. It was my responsibility to review all
job summaries & task group instructions (TGI’s) to ensure they complied with all technical requirements
(which included manuals, instructions & other pertinent data and guidance). I assigned my Project
Engineers (Nuc/Non-Nuc)as one of their duties to review TGI’s/Summaries and ensured they were
approved in time to support production of work and advertized work schedules . On occasion I would have
to get involved to review and approve TGI’s that were critical in getting approved to support the critical
path/chain.I was also responsible for overseeing planning support being accomplished by Ship’s Force
(S/F), Contractors and AIT’s and ensuring their work was put into the AIM Data Base as Other
Maintenance Activities (OM) and worked closely with the Work Integration Manager and Lead Scheduler
to keep my thumb on the pulse of their ability to support Project Schedules and Key Events and ensure we
did what it took to meet our drop dead dates..
I worked closely with my assigned Projected Superintendent/s,Business Office Representatives,
Nuclear/Non-Nuclear Project Engineers, Ship Representative/s,and C/400 Representative to ensure all
authorized summaries were accurate and executable. I was responsible for monitoring schedule (and cost)

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to ensure Planning Key Events were met with-in established budgets to support.I held weekly meetings
with C/400 and monitored the 4E Spec Development to support ourproject’s schedule that was dependent
on contractorassigned work.
During summary reviews I would facilitate these meetings with a questionable attitude to ensure we were
applying operational risk management to each summary review to assure we developed a realistic schedule.
This review consisted ofsetting up review meetings with appropriate managers & other maintenance
activities in a timely manner to ensure they were accurate, executable and completed as quickly as possible
to support ourmission. It was my responsibility to ensure all work passed to C/400 to contract out was
monitored closely and to ensure technical guidance/clarification was provided to contractors bidding on our
work had more in depth questions to clarify the boundaries of the work scope.This was a challenging task
for my planning staff as well as my Work Integration Manager (WIM) and Job Planning Leader (JPL)
supporting all work not being accomplished by the Shipyard. Several months prior to the availability for the
AS-39 the shipyard determined they did not have enough resources to accomplish our assigned work. I held
numerous meetings with C/400, Military Sealift Command, Project Manager and our WIM to give them
adequate time to put 4E-Specs togetherbased on the statements of work (SOW) that were put out for
solicitation. I ensured that any clarifications in questions from the contractors were accomplished in a
timely manner to support project schedules.This also included reviewing long lead material that had been
ordered by the shipyard and had to be transferred to contractors (as they did not have enough time to obtain
some of the required materials). This included communicating with all levels of management and monthly
planning project reviews with Shop Superintendents,C/300 Operations Officer, C/100 Shipyard
Commander, C/400 Contracting Office, C/1200 Business Office and all Senior Managers of the shipyard.
During the planning phase we worked closely with Code 246 & C/2301 to ensure all assigned work was
processed in a timely manner working closely with the ship to keep prioritized work addressed until
pertinent systems were taken down to support schedule and yet not to jeopardize other work that may be
affected in any certain area.
I represented the information at the monthly planning for our project (AS-39). It gave senior managers a
snap shot of where we were as a project in the planning process to support our start availability dates. If we
had problems with meeting our projected schedules I would discuss with the Project Superintendent if
delays were required that was outside of our sphere of influence.
I have worked closely with SSMO, Business Office and Engineers to ensure all Scheduled SHIPALT’s
were included in the work package/s (Authorized Work Package ~ AWP) through Type Commander to
ensure the Ship was able to get any and all proposed SHIPALTS installed to take advantage of the
Maintenance Availability/PIA . One of the more challenging jobs we had on the AS-39 was installing a
new upgraded phone systemthroughout the Ship that involved a lot of coordination with the Ship and
responsible SPAWAR Representatives.In the end we were successfulwith meeting that task. I also worked
closely with the Ship’s 3M Maintenance Coordinator to ensure all ship change documents were included in
the AMIS Data base and were included in the work package if authorized by TYCOM.
Most recently I was able to get involved with the Product Line development at its conception at PSNS/IMF.
I was able to oversee the implementation on the last availability for the USS GEORGE WASHINGTON
(CVN-73) in Japan. This included coordinating Production Technical Requirements (PTR) with Key Shop
Supervisors to assure all material and technical guidance was covered so production work would not be
impacted. When working to the recent update of AIM Chapter 6A we would review execution priorities
(Red, Yellow & Green) and ensure whatever the work stoppage was we would aggressively support (as
needed) and take action to resolve to keep minimal impacts to ships schedule.
I have a well rounded background in many diverse areas of ship availability planning. This was critical to
ensure we had successfulavailabilities. I always had a key eye on Cost, Schedule, Safety and Quality. I
sincerely believe to have a successfulproject you need to create a support staff that understands and have
the drive to support the Project/Team Goals.
Education and Discharge Information

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June 1975 – Graduation from West High School
Nov 1978 – Honorable Discharge from US ARMY.
Oct 1980 - Jun 1984 Sheetmetal Apprentice/ Journeyman Sheetmetal Mechanic PSNS.
Olympic College, Bremerton, WA, 3.0 GPA
June 1989 Associate in Arts Degree
Olympic College, Bremerton, WA, 3.0 GPA