Eric Kenyon has over 20 years of experience leading project teams in the Army, Navy, and Marine Corps as a Project Management Professional. He currently manages the Brigade Combat Team Modernization Program as the Operations Manager. Previously he held roles as the Risk Manager, Engineering Change Manager, and Program Control Manager on the Future Combat Systems program. He has a Bachelor's degree in Mechanical Engineering and is a Project Management Professional.

1. Eric J Kenyon, PMP
4242 West Pine Blvd, Saint Louis, MO 63108 • 314-255-3364 (m) • ekenyon@yahoo.com
Clearance
CAREER SUMMARY
• TS - Active DoD Project Management Professional (PMP) with 20 years project engineering experience
leading teams on Army, Navy and Marine Corps programs delivering products and
services on time, on cost, with first time quality to achieve a high level of customer
Program Management loyalty and share holder value. Currently, the Operations Manager for the Restructure of
• Certified PMP the Brigade Combat Team Modernization Program, previously called Future Combat
• Customer /Stakeholder Systems (FCS), one of DoD’s largest most complex acquisition programs. Have led
Satisfaction several virtual multi-disciplinary teams. Driven by the belief that the best business
• Strategic Planning development efforts begin with happy existing customers who are convinced of your
• Earned Value (EVMS) skills and are ready to entrust you with greater responsibility.
• Procurement Planning Clearance: Top Secret (Active DoD) –Investigation Date June 17, 2009
• Productivity & Efficiency
Improvement (Value
Stream Mapping, LEAN) PROFESSIONAL EXPERIENCE
• Integrated Master Plan PROJECT ENGINEERING MANAGER Feb 04 to Present
• Integrated Master Sched Science Applications International Corporation St Louis, MO
• Communication Mgmt • Operations Lead (Jan 10-present) performing Brigade Combat Team
• Gov’t Furnished Property Modernization Program activities associated with Contracts, Technical, Finance,
• Acquisition Logistics and Supplier Management. Led Subject Matter Expert reviews in 15 functional
• Supportability areas for 23 major supplier proposals (to include Honeywell, Lockheed Martin,
• Training iRobot, General Dynamics, Raytheon). Enjoy identifying and resolving
• Quality Assurance communication disconnects associated with technical requirements and driving out
unnecessary proposal costs.
• Risk Manager (Jan 09-Sept 09) developing risk plans and implementing detailed
Rqmts Engineering risk responses. Responsible for a $333 Million risk baseline. Approval authority for
• Rqmts Change Manager all supplier level risk plans. Chaired the IPT Risk Review Board. Successful
execution of these risk plans, within budget and on schedule, matured critical
• DOORS Rqmts Mgmt
technologies to readiness levels that supported the Army’s largest Preliminary
• Risk Management
Design Review (PDR).
• Configuration Mgmt
• Engineering Change Manager. (Mar 07-Sept 09) Led and incorporated a pipeline
• Requirements Reviews of over 100 proposed scope changes involving three suppliers and over 40
• Design Reviews teammates and customers spread across the United States. Revamped and
(PDR/CDR) implemented a comprehensive change request process to ensure thorough and
• Traditional SW Rqmt timely coordination, eliminating rework and providing accurate documentation to
development; Rational reduce costs in supplier management negotiations. Implemented all required
Mgmt of SW Rqmts changes for a successful PDR. Ensured high level of rigger in the requirements and
• Use Case Development baseline management.
• Familiar with Agile • Program Control Manager (Feb 04-Sept 09) Empowered representative of the IPT
Development and Director and Chief Engineer at Program Level Boards and Management Reviews.
SCRUM Framework Provided decision briefs, defended weekly health metrics, identified “Help Needed”,
• Integration and Testing and articulated IPT positions on top program issues to ensure proactive issue
• Modeling and Simulation
resolution. Ensured conformance of business plans to Program Management Best
Practices. Developed and implemented customer communication/contact plans.
Used the Program’s Management Information System to document, maintain and
track performance and issues. Maintained visibility of critical Technical
DoD Experience Performance Measurement (TPMs). Facilitated Cost Account Manager critical path
Army item reviews, integrated schedule tracking, Earned Value Management weekly
• Brigade Combat Team reporting, baseline management, and independent reviews to ensure performance
Modernization to plan. Led IPT development and updates to the Integrated Master Planning and
• Future Combat Systems Scheduling (IMP/IMS). Coached and trained less experienced employees.
Navy • Team Lead for Government Furnished Equipment. (Apr 07-Sept 09) Negotiated
• PEO Mine Warfare supplier requests with the Government customer. In 2008, saved the customer
(PMS-EOD) $20M while still meeting or exceeding customer requirements.
Marine Corps • Critical Design Review Content Owner. (Feb 09-Sept 09) Team lead, directing
• MARCORSYSCOM 25 Government and supplier subject matter experts in the definition of Program
Program Support Planning requirements. Responsible for successful negotiation of criteria, evidence,
Directorate and artifacts so as to significantly reduce the time and cost of conducting the review,
while increasing quality.
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2. ENGINEER Apr 97 to Jan 04
EDO Corp., Professional Services Division Alexandria, VA
Lead Engineer with direct management responsibility for three development projects for the Navy Program
Management Office for Explosive Ordnance Disposal, Mine Countermeasures and Explosive Ordnance Disposal
Program Office. Led projects from Concept Exploration through Full Scale Development to Production contract
award. Led Analysis of Alternatives teams, coordinating market research. Spearheaded requirements
development, providing oversight and coordination of requirements working groups, identifying and defining key
parameters, translating them into prioritized requirements, assigning threshold and objective values, and
developing the Capability Development Documents. Formulated and maintained acquisition/procurement
strategies. Used these plans to promote risk management. For example, reduced time to production by several
months on one program by developing a low cost interim battery in parallel with continued development of a higher
risk but preferred battery technology. Maintained MS Project schedules, and tracked contractor deliverables.
Developed contract and source selection documents for several projects, to include coordination of a vendor
demonstration of candidate systems. Served as an assistant test director for two separate diver system test
events.
SYSTEMS ENGINEER Sep 90 to Mar 97
MKI Systems, Inc. Springfield, VA
Led projects in the Technical Documentation, Engineering, and Logistics Branches of the Marine Corps Systems
Command’s Program Support Directorate. Wrote operation and maintenance manuals based on hands-on
analysis and user discussions. Revamped the Marine Corps Logistics Assessment Review Milestone Checklists.
Primary architect of a Marine Corps Systems Command Integrated Logistic Support Handbook. Participated in
strategic planning for Command-wide electronic data processing and conversion of paper-based processes and
legacy systems. Developed and presented three Logistics Support training courses. Developed and implemented
a workload assessment model for the Marine Corps Systems Command, Assistant Program Managers for
Logistics. Results were used to guide resource allocation decisions.
QUALITY ENGINEER Jul 89 to Aug 90
McLaughlin Research Corporation Alexandria, VA
Represented Naval Sea Systems Command, AEGIS Program Office at monthly Failure Review Boards at
contractor facilities. Oversaw development of defect reduction programs at contractor facilities and implementation
of improved statistical process control procedures. Certified as a MIL-STD-2000 Category ‘C’ Instructor/Inspector
of High-Reliability Soldering. Provided approval recommendations for contractor solder training plans and
contractual requests for waivers and deviations. Participated in technical assistance visits and product oriented
surveys at vendor facilities. Supported the Foreign Military Sales (FMS) Program Manager.
EDUCATION
B.S. in Mechanical Engineering, Grove City College, Grove City, PA, 1989
Project Management Institute (PMI) Certification: Project Management Professional (PMP) (#1253425)
MISCELLANEOUS
Project Management Institute (PMI): Member
Saint Louis, MO, Central West End Southeast Special Business District: Commissioner