Michael Goodlander has over 22 years of experience in the US Air Force and 15 years in project management and IT for both private companies and the Department of Defense. He has a track record of successfully managing large, complex IT projects on time and within budget. Currently he is a Project Manager at Energetics, Inc. where he is leading the implementation of a renewable energy application process.

1. MICHAEL S. GOODLANDER
1009 Kapiolani Blvd. #4709
Honolulu, HI 96814
Cell: 808.208.3241
Email: mgoodlander@hotmail.com
BACKGROUND SUMMARY
Over 22 years in the United States Air Force and 15 years in both the private and DoD sector,providing
guidance and leadership in IT Project Management and Electronic Warfare Systems maintenance.
Diversified experience in Project Management, Project Scheduling and Information Technology.
Demonstrated ability in developing project implementation plans, schedules, and resource management
procedures. Particularly effective in managing large scale Information Technology projects. Utilizes
analytical and problem solving skills to increase efficiency and overcome obstacles. Highly effective in
maintaining productivity and team cohesiveness, ensuring on time, within budget projects. Business-
oriented and confident decision-maker; able to execute corporate policy and objectives with great
decisiveness. Proven success in Project Schedule development and management.
PROFESSIONAL EXPERIENCE
Energetics, INC. (2016-Present)
Project Manager
Interconnection Improvement Program, (IIP), Honolulu, Hawaii
Responsible for the successfulintegration and implementation of QADO’s Grid Unity Platform.
 Manages a team of configurators and lead developers in implementing a renewable energy (solar)
application process for the customer.
 Organized and managed a team of Subject Matter Experts
 Integrated with all levels of technical staff to ensure the project schedule is managed efficiently
Department ofthe Air Force, USSTRATCOM, Offutt AFB, NE. (2009-2016)
Senior Program Planner
USSTRATCOM NewCommand and Control Facility Program Management Office (PMO)
Managed the Cyber Security Risk Based Assessment of the new USSTRATCOM C2F utilizing Idaho
National Laboratory. Responsible for the successfulimplementation of Cyber Security initiatives
supporting National and Nuclear Command, Control, and Communications NC3 airborne
platforms. Developed and maintained the Integrated Master Schedule (IMS) supporting the development
of USSTRATCOM-centric (NC3) architectures. Currently managing various Cyber Security activities for
the new USSTRATCOM Command and Control Facilities Industrial Control (ICS) and Security
Management System (SMS) to include the Building Management System (BMS) utilizing the DoD
Information Assurance Certification and Accreditation Process (DIACAP) converting to Risk
Management Framework (RMF).
 Organized and managed a team of Subject Matter Experts and technicians from INL responsible
for the Cyber Security assessment of the new USSTRATCOM facilities ICS, BMS, BMCS and SMS

2.  Works closely with the United States Army Corps of Engineers, Omaha District and contractors
alike
 Briefs Senior USSTRATCOM Leadership on updates related to the all Cyber Security risks
associated Industrial Control System, Building Management System and Electronic Security System
implementation
 Responsible for the successfulevaluation of USSTRATCOM and DISA’s Information Assurance
requirements for NC3 associated airborne platforms
 Implemented severalclassified projects associated with the E-6B ABNCP platform providing a
capability that was previously unavailable
 Developed and scheduled a strategy to deploy numerous laptops to E-6B ABNCP missions to
allow for successfulconnectivity of airborne platforms to USSTRATCOM networks
 Developed a schedule to support the IT infrastructure and architectural artifacts supporting the
new USSTRATCOM new Command and Control Facility.
 Provides architectural updates to Air Force Space Command, NORAD-NORTHCOM,and
USSTRATCOM leadership on major communication and architecture changes affecting mission
elements supporting North American defense
 Briefed Senior leadership on a monthly basis on the ITW/AA Communications and Architecture
Panel(CAP),co-chaired by Air Force and Navy O-6 level leadership from both USSTRATCOM and
NORAD-NORTHCOM elements via Video Tele-Conference
GeoLogics/Northrop Grumman, Redondo Beach, CA. (2009-2009)
Senior Project Scheduler
Responsible for successfully supporting GeoLogics clients; providing expert scheduling and analysis.
Assisted on-site project schedulers/managers in analyzing and modeling of current project schedules and
provided client leadership and management with detailed information on areas where schedule
efficiencies can be gained.
 Assumed responsibility for a major Space Systems project schedule that was previously managed
by 2 schedulers
 Defined and recommended efficiencies and worked closely with Subject Matter Experts to gain
those schedule efficiencies
 Provided essential updates to Northrop Grumman management, briefing progress and anticipated
schedule issues in advance of becoming an issue
 Identified and decreased negative slack in program schedule
 Provide IMS metrics to management on a weekly basis, providing accurate,up to date data
 Provided schedule requested change impact analysis, critical path analysis, metrics and risk
analysis to Program Managers as well as critical schedule information, milestone and EV data
SM&A, Newport Beach,CA. (2008-2009)
Senior Project Scheduler
Responsible for successfully supporting SM&A clients and providing expert scheduling capability to all
assigned clients. Assists on-site project schedulers in analyzing and modeling of current project schedules
and provides client leadership and management with detailed information on areas where efficiencies can
be gained. Maintains expert experience in Microsoft Project.

3.  Provided Proposal Volume Lead support to Boeing in the development of the Integrated Master
Plan and Integrated Master Schedule for a classified effort
 Worked closely with Boeing SME’s in the development of proposal artifacts from conception
through Red Team
 Supported Raytheon IIS on 2 large classified project schedules; working with on-site schedulers,
providing expert support and updates to both Raytheon and Lockheed Martin management on
schedule status, areas where efficiencies can be gained and overall schedule health
 Expert with Integrated Master Schedule (IMS) and familiar with Integrated Master Plan (IMP)
development and implementation
 Developed what if scenarios with IPT’s to determine long-range impact to program schedules
 Attended clients Schedule Review Board and Project Control Board; insured schedule changes
were well documented and followed the Change Management process
 Worked closely with P400 Program Managers in San Jose, providing valuable insight to schedule
issues, Control Account Managers and IPT Leads insuring Earned Value (EV) was calculated,
documented and reported
 Provided schedule requested change impact analysis, critical path analysis, metrics and risk
analysis to Program Managers as well as critical schedule information, milestone and EV data
 Integrated with all levels of technical staff to ensure plans and schedules accurately captured
work packages,durations and requirements for inclusion to the IMS
 Provided Steelray Project Analysis (SPA) status updates to management identifying critical
impacts to program schedules
 Identified and decreased negative slack in program schedule by 70%
 Provide IMS metrics to management on a weekly basis, providing accurate,up to date data
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COMPUTER SCIENCES CORPORATION, Bellevue, Nebraska (2005-2008)
Senior Project Manager-Project Office Manager – USSTRATCOM Information Technology
Capabilities Contract (ITCC)
Organized and stood-up the ITCC Project Office with expertise. Responsible for providing oversight on
all ITCC projects, ensuring that all required project documentation was developed and maintained in
accordance with policy, procedures, and methodology. Assists assigned project managers in successful
management of projects, on time and within budget.
 Developed an Account Operations Manual which provides policy, processes,and procedures for
Project Management and a methodology for assigned Project Managers
 Supported critical design reviews, logistic support requirements for ongoing mission planning
efforts
 Provided in-depth analysis in defining project support requirements to include logistical support
 Assisted Systems Engineering Division in the management of all projects, mentoring and guiding
newly assigned Project Managers/Systems Engineers in methodology processes,resource
management and overall Project Management fundamentals
 Developed a new Integrated Master Plan as a contract deliverable to the customer which provides
a roadmap for all current initiatives and future, long range planning efforts
 Expertly managed an Integrated Master Schedule and Integrated Master Plan which captures all
contract project schedules and contract deliverables – over 3500 tasks integrated for project
resourcing requirements
 Risk management lead, responsible for the identification of risks, the mitigation planning
associated with the risks and the documentation of those risks which tracks all contract associated
risks

4.  Developed the Risk Management process,documenting all risks and issues associated with
project workload, working with assigned engineers in the mitigation strategies employed to limit
impact
 Communication planning; instrumental in developing a Communication Plan and providing
valuable insight to the necessity of communication planning and the process by which it is
communicated at all levels
 Worked closely with Systems Engineers in the development and documentation of their Work
Breakdown Structures (WBS), providing a succinct approach to developing the WBS for the contract
 Developed, tracked and reported expenses,milestones, and current status to upper management
on a regular basis.
GENERAL DYNAMICS – Network Systems, Bellevue,Nebraska (2004-2005)
Senior Program/Account Manager, Omaha Program Management Office
 Responsible for the development of new commercial and government business initiatives.
 Required to assist field service support regional superintendents with the development of new
opportunities as well as maintaining existing initiatives.
 Responsible for assigned programs/projects, managing resources and schedules/timelines.
 Developed a plan to secure new business opportunities with EMC Corporation and Sun
Microsystems in excess of $250K each
 Assisted in the review of a Request for Information and the development of a Request for
Proposal and ultimately a presentation to Sun Microsystems.
COMMERCIAL FEDERAL BANK,Omaha, Nebraska (2001-2004)
Senior IT Project Manager, Program Management Office
 Managed and directed all assigned project management efforts. Successfully directed a project
staff of 15 personnel from various departments within the bank. Managed vendor relationships and
contract negotiations
 Assisted in the development of Project Management processes to include the training of corporate
personnel on those processes.
 Led a team of 10 managers assigned to develop a project management methodology for all
corporate projects.
 Managed the vendor selection process for a $2.2M New Loan Origination Platform. Documented
the Request for Information (RFI) and Request for Proposal (RFP),assembled a team of corporate
experts to assist in the selection process.
 Managed the implementation of the loan origination project; managing schedule, risks, issues and
communications plan using a scalable project management methodology which incorporated SDLC
 Simultaneously directed 4-6 smaller internal projects, directing and managing assigned resources,
successfully supporting corporate objectives. These projects were related to process and procedural
documentation, regulatory requirements, and templates for use by all corporate personnel.
 Developed a WBS for assigned projects, documenting tasks, major milestones which were used
to document the initial project schedule in Microsoft Project.
 Developed a Communication Plan, Risk and Issues Log and all associated project documentation
that was instrumental in keeping key stakeholders informed on project status and upcoming issues
and risks. Provided mitigation strategies to insure that all risks were well documented to limit impact
COMPUTER SCIENCES CORPORATION, Sterling, Virginia (2000-2001)
Senior IT Project Manager – Project Resource Quality Management

5.  Responsible for the successfulimplementation of assigned projects, which included the
management of Subject Matter Experts, departmental personnel assigned to the project team and all
associated project costs. Managed resources and developed and tracked all associated expenses and
milestones.
 Managed a DuPont Tiger Team effort to resolve DuPont’s back up and restore procedures for
their Lotus Notes email servers - the team developed and implemented a successfulsolution.
 Successfully directed a 1,100 PC Desktop migration effort from an AT&T managed network to a
CSC managed network.
 Built and managed a $250K budget associated with an AT&T desktop migration; tracked and
computed all associated expenses and resources – maintained project well within established budget
and milestone dates.
 Developed a comprehensive Project Definition required by the Account Executive and
maintained this document as the roadmap for a successfulproject transition – project management
excellence.
EDUCATION, TRAINING & PROFESSIONAL AFFILIATIONS
 Graduate Degree; Masters of Science, Management of Information Systems with a concentration
in Information Security; Bellevue University, Bellevue, Nebraska 3.87 GPA
 Bachelor of Science in Business Information Systems, Bellevue University. Deans Honors list -
3.83 GPA
 Project Management Certification - Bellevue University, 2002.
 Completed DISA’s Information Assurance Boot Camp Utilizing DIACAP,8500 Series – Jan
2014
 Completed Software Engineering Institute (SEI) Course: “Managing Software Projects with
Metrics.”
 Project Management Scheduling and Estimating Seminar - Computer Sciences Corporation.
 Project Management Principles/Methodology Training - Computer Sciences Corporation.
 Project Management for the IT Professional, Telecommunication Fundamentals I & II.
 Project Management Institute (PMI) Seminar: “Basic Project Management and Guide to the
Project Management Body of Knowledge".
 Best Practices in Project Management – International Institute for Learning (IIL).
 AFCEA DoD 2.0 Architecture Training - 2010
 DoD’s System 283 Advanced Architect Course - 2010
 Maintains expert use of Microsoft Project and all Office Suite applications
ADDITIONAL SKILLS
 Advanced knowledge of MS Project, MS Excel, MS PowerPoint, MS Word, Risk +, PERT Chart
Expert, Milestone Pro, Steelray Project Analyzer
 Earned Value Management System (EVMS)
 Familiarity with ANSI/EIA Standard EIA-748-B, Earned Value Management Systems
 Risk Management Training and Process Development
 DCMA Requirements
 DoDAF 1.5 and 2.0 Architectural Framework
 DoD Information Assurance Certification and Accreditation Process DIACAP