This document provides a summary of David Penwell's qualifications including his education, certifications, training, security clearance, publications, and experience. He has a B.S. in Physics from Kansas State University, an M.S. in Physics from University of Missouri Kansas City, and an M.B.A. from University of Iowa. He has over 15 years of experience in systems engineering, program management, and science and technology management for the Department of the Navy and Department of the Army.
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.
This document summarizes a presentation about systems engineering processes for principle investigator (PI) mode missions. It discusses how PI missions face special challenges due to cost caps and lower technology readiness levels. It then outlines various systems engineering techniques used for PI missions, including safety compliance, organizational communication, design tools, requirements management, and lessons learned from past missions. Specific case studies from NASA's Explorers Program Office are provided as examples.
This document discusses integrating technical risk management with decision analysis. It notes that NASA currently manages risks individually without considering overall risk. The document proposes using decision analysis and probabilistic risk assessment to evaluate alternatives based on performance measures related to objectives like safety, cost and schedule. This would allow uncertainty to be considered and provide a more rigorous approach to risk-informed decision making.
The document discusses integrating technical performance measures with earned value management. It argues that EVM data is only reliable if technical performance is objectively assessed using the right measures of progress. Standards like CMMI and IEEE 1220 provide guidance on using requirements, product metrics, and success criteria to evaluate technical progress. The document provides examples of how to calculate earned value by linking it to completion of drawings and meeting technical performance targets for weight and diameter. It recommends acquisition best practices like requiring technical performance measurement in proposals and verifying integration at contract award and reviews.
The document describes a project management toolkit developed by NASA Glenn Research Center to help with space flight projects. The toolkit provides a collection of standardized project planning and management tools accessible through a web portal. It aims to facilitate rigorous and compliant project proposal, planning, execution, and control according to NASA requirements and best practices. The development of the operational toolkit was driven by a strategic goal of delivering project management excellence for successful customer missions.
This document provides an overview of government contract quality assurance for NASA projects. It discusses establishing requirements and assuring compliance, as well as risk categorization and the scope of quality assurance based on risk level. For high-risk acquisitions, it describes elements of a Project Quality Assurance Surveillance Plan including document review, product assurance, quality system evaluation, and more. It also covers topics like mandatory inspection points, third party certification, and templates for letters of delegation. The overall purpose is to ensure NASA missions and personnel safety by mitigating risks associated with noncompliance to requirements.
The document describes NASA's Baseline Performance Review (BPR) process. The BPR provides NASA senior leadership with objective information on the performance of NASA programs, projects, and operations relative to their baseline plans. It aims to identify performance trends, issues, and risks. The BPR involves monthly reporting from Mission Directorates and support offices. Independent assessors evaluate performance metrics. The BPR process helps improve communication, identify cross-cutting issues, and inform decision-making.
The document discusses integrated testing plans for the Constellation program at KSC. It describes plans to conduct Multi-Element Integrated Tests (MEITs) to test interactions between Constellation flight elements launched on different vehicles before they are integrated in space. MEITs found significant problems in previous programs that could have impacted safety and mission objectives. The tests are intended to reduce risks by identifying issues early.
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.
This document summarizes a presentation about systems engineering processes for principle investigator (PI) mode missions. It discusses how PI missions face special challenges due to cost caps and lower technology readiness levels. It then outlines various systems engineering techniques used for PI missions, including safety compliance, organizational communication, design tools, requirements management, and lessons learned from past missions. Specific case studies from NASA's Explorers Program Office are provided as examples.
This document discusses integrating technical risk management with decision analysis. It notes that NASA currently manages risks individually without considering overall risk. The document proposes using decision analysis and probabilistic risk assessment to evaluate alternatives based on performance measures related to objectives like safety, cost and schedule. This would allow uncertainty to be considered and provide a more rigorous approach to risk-informed decision making.
The document discusses integrating technical performance measures with earned value management. It argues that EVM data is only reliable if technical performance is objectively assessed using the right measures of progress. Standards like CMMI and IEEE 1220 provide guidance on using requirements, product metrics, and success criteria to evaluate technical progress. The document provides examples of how to calculate earned value by linking it to completion of drawings and meeting technical performance targets for weight and diameter. It recommends acquisition best practices like requiring technical performance measurement in proposals and verifying integration at contract award and reviews.
The document describes a project management toolkit developed by NASA Glenn Research Center to help with space flight projects. The toolkit provides a collection of standardized project planning and management tools accessible through a web portal. It aims to facilitate rigorous and compliant project proposal, planning, execution, and control according to NASA requirements and best practices. The development of the operational toolkit was driven by a strategic goal of delivering project management excellence for successful customer missions.
This document provides an overview of government contract quality assurance for NASA projects. It discusses establishing requirements and assuring compliance, as well as risk categorization and the scope of quality assurance based on risk level. For high-risk acquisitions, it describes elements of a Project Quality Assurance Surveillance Plan including document review, product assurance, quality system evaluation, and more. It also covers topics like mandatory inspection points, third party certification, and templates for letters of delegation. The overall purpose is to ensure NASA missions and personnel safety by mitigating risks associated with noncompliance to requirements.
The document describes NASA's Baseline Performance Review (BPR) process. The BPR provides NASA senior leadership with objective information on the performance of NASA programs, projects, and operations relative to their baseline plans. It aims to identify performance trends, issues, and risks. The BPR involves monthly reporting from Mission Directorates and support offices. Independent assessors evaluate performance metrics. The BPR process helps improve communication, identify cross-cutting issues, and inform decision-making.
The document discusses integrated testing plans for the Constellation program at KSC. It describes plans to conduct Multi-Element Integrated Tests (MEITs) to test interactions between Constellation flight elements launched on different vehicles before they are integrated in space. MEITs found significant problems in previous programs that could have impacted safety and mission objectives. The tests are intended to reduce risks by identifying issues early.
This document discusses key aspects of systems engineering that are important but often overlooked. It emphasizes that:
1) While there is no single formula for success, key ingredients include clear communication, leadership, planning, and rigorous verification processes.
2) Systems engineers require a variety of skills, including the ability to see the big picture, think creatively, hunt for problems, and maintain a constructive paranoia about potential failures.
3) Designing for faults and unexpected failures is essential, as complex systems can fail in unpredicted ways and tests can never reveal all risks. The goal should be designing for success by accounting for what could go wrong.
The Composite Crew Module project brought together engineers from multiple NASA centers to design and build a composite crew capsule. A broad team was assembled with representation from various NASA centers and aerospace industry partners. They worked collaboratively over 18 months to design, build, and test a full-scale composite crew module, gaining hands-on experience. The goal was to advance composite materials technology in anticipation of future exploration systems utilizing composites.
This document discusses managing integrated project work across geographically dispersed NASA teams. It provides a case study of the Orion project, which involved collaboration between 10 NASA centers. Key challenges of geographic dispersion include different organizational cultures, time zones, and the need to be part of a larger distributed team. Suggested paths for success include frequent communication, building trust, establishing common goals and processes, and travel to facilitate in-person interactions. Geographic dispersion will continue as NASA relies more on distributed teams, but success requires focus on open communication and shared objectives.
The NASA Ames Research Center has developed a scaled project management framework for IT projects under $500k based on NASA's NPR 7120.7. The framework includes Lite and Medium classifications to provide flexibility and structure for smaller projects. It establishes common project reviews, entrance and success criteria, and decision points for projects below the NPR 7120.7 threshold. The framework is designed to standardize project management practices while allowing tailoring to individual project needs.
The document discusses NASA's software engineering processes and requirements. It provides an overview of 12 key software engineering processes, including requirements management, planning and monitoring, measurement and analysis, software assurance, verification, configuration management, product integration, and their benefits. It also indicates which roles are typically involved with each process.
The document discusses the NASA approach to prioritizing software verification and validation (IV&V) tasks. It describes the Software Integrity Level Assessment Process (SILAP) used to determine the risk level of software components and identify the appropriate set of IV&V tasks. SILAP involves assessing the consequence of potential defects and error potential of software based on factors like developer experience and complexity. The resulting risk scores map to specific IV&V tasks to establish confidence in software fitness for purpose.
The document summarizes the challenges faced and process used for the Orion Project Preliminary Design Review (PDR). Some key challenges included developing a multi-tiered review process that balanced thoroughness with schedule while ensuring stakeholder participation. The process included over 180 technical reviews and established criteria for design maturity. Over 170 design requirement documents were delivered and reviewed. The PDR objectives were to demonstrate the design met requirements and was mature enough to proceed to critical design. Key lessons learned will help improve the Critical Design Review process.
The document introduces the Project Management Toolkit (PPME Toolkit) developed by NASA's Glenn Research Center (GRC) to provide a standardized set of project planning and execution tools. The PPME Toolkit aims to facilitate life cycle project management from proposal development through project control and reporting. It was developed using a rapid prototyping approach and has been piloted with five GRC space flight projects. Version 1 of the Toolkit will be deployed across GRC's space flight portfolio in 2011, and Version 2 will include additional capabilities and an enterprise server solution to enable true portfolio management.
This document recommends an insight/oversight model for NASA's Commercial Crew Program. It suggests using technical expert engagement similar to other programs, with a focus on high-risk subsystems. The model includes discrete oversight at key decision points rather than continuous oversight. Insight teams would provide expertise and recommendations, while the Program Office makes oversight decisions.
This document discusses the JPL Media Search Project, a multimedia search tool developed by JPL and Owl Insight LLC to index and search audio/video files. It can perform semantic searches to find relevant content without knowing exact search terms. The tool was piloted on a set of 1700 files. Plans are described to scale the system and apply it to larger collections like the NASA Engineering Network repository containing over 1 million files. The goal is to help NASA effectively capture and retrieve engineering best practices and expertise contained in multimedia files.
This document discusses coordination challenges for developing complex aerospace systems across dispersed global teams. It outlines how traditional project management approaches are insufficient due to workforce thinning, varying work practices, and high subsystem interdependencies. The authors propose using collaborative visualization and simulation tools to model projects, forecast coordination needs, and integrate information architectures into practices. This improves situational awareness, reduces waste, and leads to more accurate schedules compared to traditional methods.
This document outlines three NASA development programs: the Program and Project Management Development Program (PPMD), the Project Leadership Program (PLP), and the Small Satellite Engineering Development Program (SSEDP). The PPMD prepares future program and project managers for leadership roles, the PLP and SSEDP develop project management and systems engineering competencies, and all three programs provide training, mentoring, and work assignments. Examples are given of participants from different NASA centers using their program to develop skills for roles in safety assurance, program integration, and engineering.
This document provides an overview of an approach for right sizing design review plans for projects and programs. It discusses establishing a multi-tiered review approach including technical and peer reviews of lower-level design products, component design reviews, subsystem design reviews, and system-level reviews. It emphasizes the importance of planning the review approach, defining objectives and participation for each review level, and using lessons learned to improve efficiency while maintaining thoroughness.
The document summarizes a discussion on software architecture reviews for NASA flight projects. It outlines the goals of establishing a NASA-wide Software Architecture Review Board (SARB) to help projects achieve higher reliability and manage complexity through better software architecture. The board would engage with projects early in development to provide feedback on their software architecture design. Benefits mentioned include catching issues early to reduce costs and risks. The charter of the SARB is also summarized as helping spread best practices across NASA centers.
Leo G. Henton has over 35 years of experience in configuration management, engineering, and systems engineering. He holds a Bachelor of Science in Chemical Engineering from Montana State University and a Masters of Business Administration from the University of Denver. Throughout his career, he has worked for several aerospace companies including Boeing, Lockheed Martin, and General Dynamics, managing engineering changes and supporting various aircraft programs. Currently, he is a Systems Support Engineer at Boeing Commercial Aircraft, determining interchangeability of aircraft components.
NASA's IT infrastructure requires significant changes to improve security, enable collaboration across centers, and reduce costs. The key initiatives include consolidating networks, applications, and data centers; establishing governance and financial controls; and defining core IT services delivered by the CIO. This transformation will improve integration and security while achieving efficiencies to better support NASA's mission.
The Environmental Responsible Aviation (ERA) Project aims to select promising aircraft concepts and technologies by 2025 to simultaneously reduce fuel burn, noise, and emissions. Technologies will be matured from TRL 3 to 5/6 through integrated systems research. Risk management is challenging due to the technical nature of technology development projects and independent sub-projects. ERA's risk management process developed a contribution factor based on expert input to assess each technology's potential to meet ERA goals, which improves identification of risks to project success compared to traditional approaches.
This document provides an overview of Microsoft's Project 2007 Server with Project Web Access. It discusses the key components of the Enterprise Project Management system including Project Server 2007, Project Professional 2007, and Project Web Access. It also summarizes Jacobs' customization of the system with templates and views tailored for NASA projects. Project Web Access is highlighted as providing specialized views and reports to facilitate collaboration among project stakeholders.
The document discusses NASA's Systems Engineering Excellence Initiative which aims to improve systems engineering capabilities across the agency. It outlines several needs including consistency in systems engineering approaches, an agency-wide framework of best practices, common terminology, and a basis for assessing capabilities. The response is to establish a Systems Engineering Working Group and Engineering Management Board to develop and implement a common framework. This is expected to enable excellence in systems engineering and foster more effective communication and collaboration.
The document describes the Orion project's plans to streamline the Critical Design Review (CDR) process compared to the previous Preliminary Design Review (PDR). Key aspects of the streamlined CDR include dividing design documentation reviews into focused subgroups, improving the quality and efficiency of identifying and resolving issues through the review process, and reducing the overall number of participants. The goal is to make the CDR process more effective while reducing costs to about one-third of the PDR costs.
This document provides a summary of Venkata Satish Kumar Gudey's professional experience and qualifications. He has over 10 years of experience in software development, project management, quality assurance, and as a Scrum Master. He has extensive experience managing software development teams and projects across multiple domains and industries. He is proficient in various programming languages, databases, testing tools, and project management methodologies.
This document discusses key aspects of systems engineering that are important but often overlooked. It emphasizes that:
1) While there is no single formula for success, key ingredients include clear communication, leadership, planning, and rigorous verification processes.
2) Systems engineers require a variety of skills, including the ability to see the big picture, think creatively, hunt for problems, and maintain a constructive paranoia about potential failures.
3) Designing for faults and unexpected failures is essential, as complex systems can fail in unpredicted ways and tests can never reveal all risks. The goal should be designing for success by accounting for what could go wrong.
The Composite Crew Module project brought together engineers from multiple NASA centers to design and build a composite crew capsule. A broad team was assembled with representation from various NASA centers and aerospace industry partners. They worked collaboratively over 18 months to design, build, and test a full-scale composite crew module, gaining hands-on experience. The goal was to advance composite materials technology in anticipation of future exploration systems utilizing composites.
This document discusses managing integrated project work across geographically dispersed NASA teams. It provides a case study of the Orion project, which involved collaboration between 10 NASA centers. Key challenges of geographic dispersion include different organizational cultures, time zones, and the need to be part of a larger distributed team. Suggested paths for success include frequent communication, building trust, establishing common goals and processes, and travel to facilitate in-person interactions. Geographic dispersion will continue as NASA relies more on distributed teams, but success requires focus on open communication and shared objectives.
The NASA Ames Research Center has developed a scaled project management framework for IT projects under $500k based on NASA's NPR 7120.7. The framework includes Lite and Medium classifications to provide flexibility and structure for smaller projects. It establishes common project reviews, entrance and success criteria, and decision points for projects below the NPR 7120.7 threshold. The framework is designed to standardize project management practices while allowing tailoring to individual project needs.
The document discusses NASA's software engineering processes and requirements. It provides an overview of 12 key software engineering processes, including requirements management, planning and monitoring, measurement and analysis, software assurance, verification, configuration management, product integration, and their benefits. It also indicates which roles are typically involved with each process.
The document discusses the NASA approach to prioritizing software verification and validation (IV&V) tasks. It describes the Software Integrity Level Assessment Process (SILAP) used to determine the risk level of software components and identify the appropriate set of IV&V tasks. SILAP involves assessing the consequence of potential defects and error potential of software based on factors like developer experience and complexity. The resulting risk scores map to specific IV&V tasks to establish confidence in software fitness for purpose.
The document summarizes the challenges faced and process used for the Orion Project Preliminary Design Review (PDR). Some key challenges included developing a multi-tiered review process that balanced thoroughness with schedule while ensuring stakeholder participation. The process included over 180 technical reviews and established criteria for design maturity. Over 170 design requirement documents were delivered and reviewed. The PDR objectives were to demonstrate the design met requirements and was mature enough to proceed to critical design. Key lessons learned will help improve the Critical Design Review process.
The document introduces the Project Management Toolkit (PPME Toolkit) developed by NASA's Glenn Research Center (GRC) to provide a standardized set of project planning and execution tools. The PPME Toolkit aims to facilitate life cycle project management from proposal development through project control and reporting. It was developed using a rapid prototyping approach and has been piloted with five GRC space flight projects. Version 1 of the Toolkit will be deployed across GRC's space flight portfolio in 2011, and Version 2 will include additional capabilities and an enterprise server solution to enable true portfolio management.
This document recommends an insight/oversight model for NASA's Commercial Crew Program. It suggests using technical expert engagement similar to other programs, with a focus on high-risk subsystems. The model includes discrete oversight at key decision points rather than continuous oversight. Insight teams would provide expertise and recommendations, while the Program Office makes oversight decisions.
This document discusses the JPL Media Search Project, a multimedia search tool developed by JPL and Owl Insight LLC to index and search audio/video files. It can perform semantic searches to find relevant content without knowing exact search terms. The tool was piloted on a set of 1700 files. Plans are described to scale the system and apply it to larger collections like the NASA Engineering Network repository containing over 1 million files. The goal is to help NASA effectively capture and retrieve engineering best practices and expertise contained in multimedia files.
This document discusses coordination challenges for developing complex aerospace systems across dispersed global teams. It outlines how traditional project management approaches are insufficient due to workforce thinning, varying work practices, and high subsystem interdependencies. The authors propose using collaborative visualization and simulation tools to model projects, forecast coordination needs, and integrate information architectures into practices. This improves situational awareness, reduces waste, and leads to more accurate schedules compared to traditional methods.
This document outlines three NASA development programs: the Program and Project Management Development Program (PPMD), the Project Leadership Program (PLP), and the Small Satellite Engineering Development Program (SSEDP). The PPMD prepares future program and project managers for leadership roles, the PLP and SSEDP develop project management and systems engineering competencies, and all three programs provide training, mentoring, and work assignments. Examples are given of participants from different NASA centers using their program to develop skills for roles in safety assurance, program integration, and engineering.
This document provides an overview of an approach for right sizing design review plans for projects and programs. It discusses establishing a multi-tiered review approach including technical and peer reviews of lower-level design products, component design reviews, subsystem design reviews, and system-level reviews. It emphasizes the importance of planning the review approach, defining objectives and participation for each review level, and using lessons learned to improve efficiency while maintaining thoroughness.
The document summarizes a discussion on software architecture reviews for NASA flight projects. It outlines the goals of establishing a NASA-wide Software Architecture Review Board (SARB) to help projects achieve higher reliability and manage complexity through better software architecture. The board would engage with projects early in development to provide feedback on their software architecture design. Benefits mentioned include catching issues early to reduce costs and risks. The charter of the SARB is also summarized as helping spread best practices across NASA centers.
Leo G. Henton has over 35 years of experience in configuration management, engineering, and systems engineering. He holds a Bachelor of Science in Chemical Engineering from Montana State University and a Masters of Business Administration from the University of Denver. Throughout his career, he has worked for several aerospace companies including Boeing, Lockheed Martin, and General Dynamics, managing engineering changes and supporting various aircraft programs. Currently, he is a Systems Support Engineer at Boeing Commercial Aircraft, determining interchangeability of aircraft components.
NASA's IT infrastructure requires significant changes to improve security, enable collaboration across centers, and reduce costs. The key initiatives include consolidating networks, applications, and data centers; establishing governance and financial controls; and defining core IT services delivered by the CIO. This transformation will improve integration and security while achieving efficiencies to better support NASA's mission.
The Environmental Responsible Aviation (ERA) Project aims to select promising aircraft concepts and technologies by 2025 to simultaneously reduce fuel burn, noise, and emissions. Technologies will be matured from TRL 3 to 5/6 through integrated systems research. Risk management is challenging due to the technical nature of technology development projects and independent sub-projects. ERA's risk management process developed a contribution factor based on expert input to assess each technology's potential to meet ERA goals, which improves identification of risks to project success compared to traditional approaches.
This document provides an overview of Microsoft's Project 2007 Server with Project Web Access. It discusses the key components of the Enterprise Project Management system including Project Server 2007, Project Professional 2007, and Project Web Access. It also summarizes Jacobs' customization of the system with templates and views tailored for NASA projects. Project Web Access is highlighted as providing specialized views and reports to facilitate collaboration among project stakeholders.
The document discusses NASA's Systems Engineering Excellence Initiative which aims to improve systems engineering capabilities across the agency. It outlines several needs including consistency in systems engineering approaches, an agency-wide framework of best practices, common terminology, and a basis for assessing capabilities. The response is to establish a Systems Engineering Working Group and Engineering Management Board to develop and implement a common framework. This is expected to enable excellence in systems engineering and foster more effective communication and collaboration.
The document describes the Orion project's plans to streamline the Critical Design Review (CDR) process compared to the previous Preliminary Design Review (PDR). Key aspects of the streamlined CDR include dividing design documentation reviews into focused subgroups, improving the quality and efficiency of identifying and resolving issues through the review process, and reducing the overall number of participants. The goal is to make the CDR process more effective while reducing costs to about one-third of the PDR costs.
This document provides a summary of Venkata Satish Kumar Gudey's professional experience and qualifications. He has over 10 years of experience in software development, project management, quality assurance, and as a Scrum Master. He has extensive experience managing software development teams and projects across multiple domains and industries. He is proficient in various programming languages, databases, testing tools, and project management methodologies.
This document provides a summary of Venkata Satish Kumar Gudey's professional experience and qualifications. He has over 10 years of experience in software development, project management, quality assurance, and as a Scrum Master. He has extensive experience managing software development teams and projects across multiple domains and industries. He is proficient in various programming languages, databases, testing tools, and project management methodologies.
Joel Lucien has over 7 years of experience managing complex projects at companies like Cisco, Citi, and the United States Army. He holds a B.S. in Computer Science and is currently studying for the ITIL Foundations certification exam. At Cisco, he has served as a High Touch Operations Manager and Project Manager, responsible for global projects involving systems migrations and release management. Prior to Cisco, he worked at Citi as a Project Manager overseeing infrastructure changes and releases. He also has 4 years of experience in the United States Army as a Military Police Staff Sergeant, including deployments to Iraq.
Sivatsan Rangaswamy has over 14 years of experience as a Test Manager and Performance Tester. He has managed performance testing projects for various clients in industries such as banking, healthcare, and retail. Some of his responsibilities include preparing test plans and strategies, assigning work to team members, tracking defects, and generating reports. He is proficient with various automation and performance testing tools.
The document outlines a quality management integration plan for a project to design a SharePoint 2010 data document library website for the 4th Brigade, 3rd Infantry Division. It discusses selecting the Capability Maturity Model Integration as the quality system, analyzing quality dimensions using David Garvin's eight dimensions of quality, and using a combination of Lean Six Sigma and Design for Six Sigma as the quality process improvement tools and techniques. Weekly progress reports and testing will be used to monitor quality.
Eric Montgomery is a Project Manager with experience managing data collection and analysis to increase organizational efficiency and effectiveness. He has over 10 years of experience in roles such as Associate Test Engineer, Field Service Supervisor, and Project Manager. His skills include project management, process optimization, quality management, and data analysis.
12 years of IT experience in Quality Assurance, Business Consulting, Process Improvements and experience in Testing, Maintenance and Mainframe Production Support, Project Management, Leadership, Planning and Execution
Resume of bruce bennett 2018 - baseline - strippedBruceBennett43
Bruce Bennett has over 30 years of experience in technical management, product development, data analytics, and process improvement. He has held leadership roles at Honeywell International, CorTech, GMAC RFC, and other organizations. Bennett is skilled in project management, statistical modeling, process assessments, organizational change management, and software engineering.
Bruce Bennett has over 30 years of experience in technical management, product development, data analytics, and process improvement. He has held leadership roles at Honeywell International, CorTech, GMAC RFC, and other organizations. Bennett is skilled in project management, statistical modeling, process assessments, organizational change management, and software engineering.
SibSankar Bag has over 6 years of experience in quality assurance involving analysis and manual/automated testing of client data warehouses and ETL processes at Tata Consultancy Services. He has extensive experience testing data warehouses and ETL processes using tools like Informatica and Teradata. He is proficient in SQL, PL/SQL, test planning, defect management, and agile/waterfall methodologies. Currently he works as a test analyst for AmerisourceBergen Corp.'s master data management project involving Informatica MDM.
Ravi Rajana has over 7 years of experience developing and testing mainframe applications using technologies like COBOL, Assembler, DB2, JCL, and VSAM. He has strong skills in requirements analysis, design, coding, testing, and documentation. He has worked as a technology lead and senior software engineer for clients in banking, insurance, and financial services. Ravi is highly skilled in mainframe development and testing methodologies.
Delores Fields is a strategic technical operations leader with over 15 years of experience in IT project management, product development, and quality assurance. She has managed complex global projects across multiple industries utilizing Agile and Waterfall methodologies. Fields is trained in Lean Six Sigma and holds certifications in project management, quality auditing, and software development processes. She currently serves as an IT Project Manager at Bank of America, where she leads teams to successfully deliver large-scale infrastructure projects.
William R. White is a certified Project Management Professional, Scrum Master, and Lean Six Sigma Green Belt with over 15 years of experience managing software projects in various industries. He has expertise planning, developing, testing, and ensuring quality of hardware, software, and complex technical projects. White is skilled in collaboration, leadership, and delivering projects on time and under budget.
Tathagat Rout has over 5 years of experience in roles such as quality analyst, recruitment manager, project manager, and database administrator. He has a bachelor's degree in information technology and an MBA in human resources. His skills include testing, quality assurance, recruitment, database management, and he has experience working with technologies such as SQL Server, CRM, and SSIS/SSRS. He provides details of his work history and responsibilities on various projects for clients including Wipro and Kotak Mahindra.
Raj Kunwar Singh has over 10 years of experience in software testing and project management. He has expertise in testing mainframe, web, and GUI applications for clients in various industries including banking, financial services, insurance, and travel. Currently he is an E2E Project Manager for American Express, where he is responsible for test strategy, planning, execution, and defect management.
Mayank Arora is seeking a challenging position utilizing his 2+ years of experience in application development on the Mainframe platform. He has worked extensively with COBOL, DB2, CICS, JCL, and other technologies. Currently working for Tata Consultancy on an Eaton payroll project involving requirements analysis, design, testing, and production support activities. He maintains high quality and meets SLAs while coordinating between onsite and offshore teams.
Brandon Briscoe is an industrial engineer with over 10 years of experience in engineering, logistics, and operations roles. He has expertise in continuous improvement, systems engineering, project leadership, and international logistics. Briscoe holds Bachelor's and Master's degrees in Industrial Engineering and maintains an active government security clearance. He currently works as a multi-disciplined engineer for Raytheon, where he has led various initiatives involving production, shipping, customer support, and process improvement.
This document summarizes the experience and qualifications of Paul Christian Campbell, including over 17 years of leadership experience in both government and commercial project management roles. It highlights his experience leading complex IT projects and systems engineering, as well as his skills in communication, team leadership, and mentoring.
Dorsey T. Rubendall is a Principal Systems Analyst with extensive experience in missile defense operations, systems engineering, modeling and simulation (M&S), and verification and validation. He has over 20 years of experience in the Army and as a contractor supporting the Missile Defense Agency. Currently he is a Principal Systems Analyst supporting M&S for missile defense and coordinates modeling efforts across multiple organizations. He has held various engineering and management roles developing tools and conducting analyses to support missile defense testing and evaluation.
Khushi Saini, An Intern from The Sparks Foundationkhushisaini0924
This is my first task as an Talent Acquisition(Human resources) Intern in The Sparks Foundation on Recruitment, article and posts.
I invitr everyone to look into my work and provide me a quick feedback.
I am an accomplished and driven administrative management professional with a proven track record of supporting senior executives and managing administrative teams. I am skilled in strategic planning, project management, and organizational development, and have extensive experience in improving processes, enhancing productivity, and implementing solutions to support business objectives and growth.
Parabolic antenna alignment system with Real-Time Angle Position FeedbackStevenPatrick17
Introduction
Parabolic antennas are a crucial component in many communication systems, including satellite communications, radio telescopes, and television broadcasting. Ensuring these antennas are properly aligned is vital for optimal performance and signal strength. A parabolic antenna alignment system, equipped with real-time angle position feedback and fault tracking, is designed to address this need. This document delves into the components, design, and implementation of such a system, highlighting its significance and applications.
Importance of Parabolic Antenna Alignment
The alignment of a parabolic antenna directly affects its performance. Even minor misalignments can lead to significant signal loss, which can degrade the quality of the received signal or cause communication failures. Proper alignment ensures that the antenna's focal point is accurately directed toward the signal source, maximizing the antenna's gain and efficiency. This precision is especially crucial in applications like satellite communications, where the antenna must track geostationary satellites with high accuracy.
Components of a Parabolic Antenna Alignment System
A parabolic antenna alignment system typically includes the following components:
Parabolic Dish: The primary reflector that collects and focuses incoming signals.
Feedhorn and Low Noise Block (LNB): Positioned at the dish's focal point to receive signals.
Stepper or Servo Motors: Adjust the azimuth (horizontal) and elevation (vertical) angles of the antenna.
Microcontroller (e.g., Arduino, Raspberry Pi): Processes sensor data and controls the motors.
Potentiometers: Provide feedback on the antenna's current angle positions.
Fault Detection Sensors: Monitor for potential faults such as cable discontinuities or LNB failures.
Control Software: Runs on the microcontroller, handling real-time processing and decision-making.
Real-Time Angle Position Feedback
Real-time feedback on the antenna's angle position is essential for maintaining precise alignment. This feedback is typically provided by potentiometers or rotary encoders, which continuously monitor the azimuth and elevation angles. The microcontroller reads this data and adjusts the motors accordingly to keep the antenna aligned with the signal source.
Fault Tracking in Antenna Alignment Systems
Fault tracking is vital for the reliability and performance of the antenna system. Common faults include cable discontinuities, LNB malfunctions, and motor failures. Sensors integrated into the system can detect these faults and either notify the user or initiate corrective actions automatically.
Design and Implementation
1. Parabolic Dish and Feedhorn
The parabolic dish is designed to reflect incoming signals to a focal point where the feedhorn and LNB are located. The dish's size and shape depend on the specific application and frequency range.
2. Motors and Position Control
Stepper motors or servo motors are used to control the azimuth and elevation of
Learnings from Successful Jobs SearchersBruce Bennett
Are you interested to know what actions help in a job search? This webinar is the summary of several individuals who discussed their job search journey for others to follow. You will learn there are common actions that helped them succeed in their quest for gainful employment.
We recently hosted the much-anticipated Community Skill Builders Workshop during our June online meeting. This event was a culmination of six months of listening to your feedback and crafting solutions to better support your PMI journey. Here’s a look back at what happened and the exciting developments that emerged from our collaborative efforts.
A Gathering of Minds
We were thrilled to see a diverse group of attendees, including local certified PMI trainers and both new and experienced members eager to contribute their perspectives. The workshop was structured into three dynamic discussion sessions, each led by our dedicated membership advocates.
Key Takeaways and Future Directions
The insights and feedback gathered from these discussions were invaluable. Here are some of the key takeaways and the steps we are taking to address them:
• Enhanced Resource Accessibility: We are working on a new, user-friendly resource page that will make it easier for members to access training materials and real-world application guides.
• Structured Mentorship Program: Plans are underway to launch a mentorship program that will connect members with experienced professionals for guidance and support.
• Increased Networking Opportunities: Expect to see more frequent and varied networking events, both virtual and in-person, to help you build connections and foster a sense of community.
Moving Forward
We are committed to turning your feedback into actionable solutions that enhance your PMI journey. This workshop was just the beginning. By actively participating and sharing your experiences, you have helped shape the future of our Chapter’s offerings.
Thank you to everyone who attended and contributed to the success of the Community Skill Builders Workshop. Your engagement and enthusiasm are what make our Chapter strong and vibrant. Stay tuned for updates on the new initiatives and opportunities to get involved. Together, we are building a community that supports and empowers each other on our PMI journeys.
Stay connected, stay engaged, and let’s continue to grow together!
About PMI Silver Spring Chapter
We are a branch of the Project Management Institute. We offer a platform for project management professionals in Silver Spring, MD, and the DC/Baltimore metro area. Monthly meetings facilitate networking, knowledge sharing, and professional development. For more, visit pmissc.org.
Joyce M Sullivan, Founder & CEO of SocMediaFin, Inc. shares her "Five Questions - The Story of You", "Reflections - What Matters to You?" and "The Three Circle Exercise" to guide those evaluating what their next move may be in their careers.
1. DAVID JAMES PENWELL
917 Rowe Lane • O’Fallon, IL 62269
618-628-0844 (H) • 843-718-5572 (C) • david-penwell@uiowa.edu
______ Academic_Education ____ ____________________
B.S., Physics, Kansas State University, Manhattan, KS, 1997
M.S., Physics, University of Missouri Kansas City, Kansas City, MO, 2004
M.B.A., University of Iowa, Iowa City, IA, 2004
________ DAWIA - Defense Acquisition University Certifications _ __ _
DAWIA Certifications:
Level III DAWIA Certification in SPRDE – Systems Engineering 2013
Level III DAWIA Certification in SPRDE – Program Systems Engineering 2013
DAWIA Certifications in Progress:
Level III DAWIA Certification in SPRDE – Science and Technology Management
Need two courses:
1. Intermediate S&T Management [STM 202, 3 day course]
2. Advanced S&T Management [STM 303, 4 day course]
Level III DAWIA Certification in Program Management
Need one course:
1. Program Management Office Course, Part B [PMT 3542B, 4 week course]
Level III DAWIA Certification in Test and Evaluation
Need two courses:
1. Intermediate Test and Evaluation [TST 203, 5 day course]
2. Advanced Test and Evaluation [TST 303, 5 day course]
________ __ Army Leadership Training _ ______________
CES Foundation Course, Army Management Staff College 2010
CES Basic Course - DL, Army Management Staff College 2010
CES Basic Course - Residence, Army Management Staff College 2010
CES Intermediate Course - DL, Army Management Staff College 2011
CES Intermediate Course - Residence, Army Management Staff College 2011
____________________________Security Clearance___________________________
Clearance: Top Secret (SCI - DCID 6/4) Citizenship: United States of America
Date Granted: 28 Feb 2012 Place of Birth: Salt Lake City, Utah
________________________Summary of Qualifications________________________
I have 4.5 years of military experience as both a Light and Mechanized Infantry soldier,
which is supplemented by 15 years experience as a scientist with progressive experience
in the areas of systems engineering, process development, process improvement,
functional management and program management. I am also adept at finding, creating,
and documenting requirements in order to set the foundation for meaningful change
within an organization. My knowledge of military front line soldier requirements,
scientific/technical limitations, acquisition requirements, and DoD business processes
have made me highly effective in the realm of DoD Research and Development
programs. I have been successful as a creative problem solver and an innovative change
agent throughout my career because I constantly strive to do the right thing, and to do
things correctly the first time.
Page 1 of 11
2. _______________________________Publications______________________________
• B. Chen, D. Penwell and M. B. Kruger, The Compressibility of Nanocrystalline
Nickel, Solid State Comm., 115, 191 (2000).
• B. Chen, D. Penwell, M.B. Kruger, A. Yue, B. Fultz, "High Pressure Behavior of
Nanocrystalline Ni, Fe and Ni3Fe", APS Proc, V45, No.1, (2000) 939.
• B. Chen, D. Penwell, M. B. Kruger, A. F. Yue and B. Fultz, Nanocrystalline iron
at high pressure, J. Appl. Phys., 89, 4794 (2001).
• B. Chen, D. Penwell, L. R. Benedetti, R. Jeanloz, and M. B. Kruger, "Particle-
size effect on the compressibility of nanocrystalline alumina" Physical Review B
66 144101 (2002).
• B. Chen, D. Penwell, J.H. Nguyen and M. B. Kruger, High pressure X-ray
diffraction study of Fe2B, Solid State Comm., 129, 573 (2004).
• MS Thesis: PHOTOLUMINESCENCE OF CdTe:In UNDER HIGH PRESSURE
AND LOW TEMPERATURE
_______________________________Experience_______________________________
DEPARTMENT OF THE NAVY, Scott AFB, Illinois 11/2011-Present
[Navy, Space and Naval Warfare Systems Command (SPAWARSYSCEN Atlantic)]
[Business Solutions Sub-Portfolio of Business and Force Support (BFS) Portfolio]
Chief, Engineering Development (ND-1550-05, GS-15 equivalent)
Duties:
• On-site SPAWAR Liaison to USTRANSCOM J6.
• USTRANSCOM J6 Liaison to the Joint Distribution Process Analysis Center
(JDPAC).
• Only government member of the USTRANSCOM J6 Enterprise Initiatives (EI)
Team which is charged with providing organizational leadership and guidance for
all USTRANSCOM Enterprise Initiatives.
• Responsible for all elements/components of the large-scale engineering of the
Common Development Environment (CDE) and Common Computing
Environment (CCE).
• Manage the engineering and technology evolution, modernization of the
Enterprise Integration lab (EIL) Agile Transportation for the 21st Century (AT21)
capabilities improvements and Individual Engineering Change Proposals tailored
to meet specific performance, software maintenance, and cost avoidance
requirements.
• Recognized as the subject matter expert for the engineering and management of
Service Oriented Architectures (SOA).
• Provide program guidance, management and direction to Program and Division
Managers for direction and supervision of the entire Enterprise Engineering
development.
• Manage the development and Implementation of the CDE and CCE Enterprise
process to include complex acquisition events and utilize systems engineering
methodology to turn Combatant Commanders’ needs into deployed capabilities.
• Execute oversight for capability interoperability to achieve greater efficiencies in
producing and fielding a more affordable, timely and efficient operational
capability.
• Develop and manage the CDE and CCE system development process.
• Direct agile development and delivery methodologies, and quality engineering
skills required to collect, analyze and prevent designs, scopes and cost estimates.
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3. • Provide input to the USTRANASCOM’s Corporate Services Vision (CSV) for
opportunity prioritizations of functional requirements for use by developers to
create user stories.
• Manage Engineering and Technical Development resources.
DEPARTMENT OF THE ARMY, Scott AFB, Illinois 12/2009-11/2011
[Military Surface Deployment and Distribution Command Transportation
Engineering Agency (MSDDCTEA)]
[Joint Distribution Process Analysis Center (JDPAC)]
Operations Research Analyst (GS-1515-13)
Duties:
• Serve as the Military Surface Deployment and Distribution Command
Transportation Engineering Agency (MSDDCTEA) technical specialist
responsible for the independent development, planning, performing, directing,
interfacing, coordinating, controlling and/or the application of modeling and
simulation (M&S) tools and systems to transportation problems: both operational
and planning.
• Exercise professional knowledge of principles, concepts, theories, and practices of
operations research analysis, systems engineering, software engineering,
computer science, and/or military science in order to determine feasibility and
applicability of technologies to the missions and/or visions of the agency.
• Responsible for developing and reviewing concepts and initiatives that relate to
transportation planning projects and traffic management functionality.
• Leads or participates with other combat development organizations in assessing
the contributions SDDCTEA can make to meeting military requirements.
Accomplishments:
• Functional Manager and Program Manager for the Enhanced Logistics Intra-
Theater Support Tool (ELIST) software which simulates transportation
movements within theaters.
• Lead R&D proposal reviewer for the M&S branch of the JDPAC.
• Lead document reviewer for the M&S branch of the JDPAC for issues concerning
the Enterprise Integration Lab (EIL) and Advance Technologies for the 21st
century (AT21).
• Actively participated in the Adaptive Planning and Execution (APEX)
community, programs, and technology demonstrations.
GS5 LLC, Falls Church, Virginia 12/2007-12/2009
Program Analyst (Contractor)
Accomplishments and Responsibilities:
• Supported the Defense Information Systems Agency (DISA) Net-Enabled
Command Capability (NECC) Component Program Management Office (CPMO)
in the creation and the management of their CM Factory as a Capability Module
Coordinator
• Oversee/track of multiple NECC Capability Modules within the CPMO to ensure
cost, schedule, and performance objectives are met by taking advantage of
synergies between CMs
• Oversee and track NECC Work Package creation and
processing within the CPMO (proposal generation, staffing within CPMO,
execution oversight, etc.) [Trail Boss]
• Created, implemented, and maintained of the DISA NECC CPMO configuration
and change management plans [interim Configuration Management Manager]
Page 3 of 11
4. • Maintain oversight of multiple Capability Module (CM) development activates
(integration, and test activities at both contractor and government lab facilities)
• Conduct periodic progress reviews with both development activities and
government test activities
• Coordinate with Capability Module Developers to ensure compliance of
developed CMs with NECC standards and reporting requirements
• DISA NECC CPMO CM - Roles and Permissions (RAP)
• DISA NECC CPMO CM - Force Planning Data (FPD)
• DISA NECC CPMO CM - Force Readiness Data (FRD)
• DISA NECC CPMO CM – Intelligence Analysis Production
Dissemination (IAPD)
• Coordinate Engineering Change Management participation in Capability
Provisioning Events, including synchronization with CMs developed by other
CPMOs
• Support the Chief Engineer in conducting design reviews and coordinate
Capability Module participation in Capability Provisioning Events, including
synchronization with Capability Modules developed by other CPMOs
• Developed standards, evaluating methods and techniques applicable to contract
deliverables and competitive bids by contractors
• Develop Standard Operating Procedures for the creation of the DISA NECC
CPMO “CM Factory”
• Prepare and present briefings and reports to high-level managers within Program
and other Agency components
• Understand DoD acquisition regulations, policy and related acquisition guidance,
interpreting that guidance to a stated situation, and applying the concepts
presented in the guidance to Program/Section
• Gained DoD Planning, Programming, Budgeting System (PPBS) experience in
the financial or programmatic performance on complex projects or programs
Reger Family of Businesses, Fort Belvoir, Virginia 10/2006-11/2007
Operator (Contractor)
Accomplishments and Responsibilities:
• Supported the United States Army Rapid Equipping Force (REF) in identifying
problems and selecting solutions to current war fighter needs as a Science and
Technology Advisor
• Responsible for developing material solutions to emerging threats
• As a member of the science and technology team within the REF I was
tasked with finding solutions to not only current threats but emerging
threats as well
• Attended the “Friday Night Fights” where commanders in theater briefed their
current needs and were briefed on the ongoing efforts to satisfy those needs.
• Member of the RDECOM Current Operations IPT, a forum which gave
commanders in theater direct reach back to all of the research labs Army-
wide
• Assess technologies
• Ensured vendors did not overstate their products capability, truth in
advertising detector
• Steered technology selection and development to address emerging threats
• Oversaw system interaction and integration tasks
Page 4 of 11
5. • The REF specializes in short term R&D projects. My role was to provide
a science POC for vendors to go to for technical clarifications and to
provide management progress reports and test data interpretation
• Recognize the potential of emerging technologies to address current or emerging
threats before a requirement is generated
• Participated on Red-Team evolutions of existing threat technologies
• ‘Red-Team’ here means the S&T group within the REF, the term ‘Red-
Team’ refers to the action of brainstorming possible future courses of
action the enemy is most likely to pursue in order to steer current
development efforts more effectively
• Conceived potential counter-measures for emerging threats as well as innovative
solutions and Blue Sky ideas
• Participated as a Subject Matter Expert (Displays) for JIEDDO BAA 07-02
Alion Science and Technology, Arlington, Virginia 4/2006-10/006
Principal Engineer (Contractor)
Accomplishments and Responsibilities:
• Supported the Office of Naval Research in identifying problems and selecting
solutions to current and future war fighter needs as an Engineering
Science Advisor
• Provided engineering, analytical support and Subject Matter Expertise to project
officers at the Office of Naval Research (ONR) in support of science and
technology development of Marine Expeditionary systems (Code 30)
• Lead all Discovery & Innovation (D&I), SBIR, and STTR efforts for the
Intelligence Surveillance & Reconnaissance (ISR) Thrust Area Manager within
Code 30
• The ISR thrust area focus is to develop and leverage advanced
technologies for applications in future intelligence, surveillance, and
reconnaissance; and to enhance situational awareness, and tactical
decision making
• Worked to solve the Improvised Explosive Device (IED) problem by
getting inside the OODA (Observe, Orient, Decide, Act) loop of the
enemy; the main objective was to acquire Actionable Intelligence
• Methods used: social network modeling, data mining, tagging,
tracking, analyzing the TTP (Tactics, Techniques, and Procedures)
of the enemy, etc...
• The idea was to not only be able to predict future events but to also
be able to manipulate the actions of the enemy
• Intel STO’s
• Intel STO-1: Tailored tactical sensor fields
• Intel STO-2: Mobile tactical unattended collection sensor
platforms
• Intel STO-5: Algorithms capable of translating data to
information at the point of collection
• Intel STO-7: Comprehensive all-source data fusion and
distribution
• Supported the ONR in the following areas: development of performance
specifications, design analysis, resolving technical issues, and conduct system
engineering design reviews
• http://www.onr.navy.mil/sci_tech/30/docs/thrust_org_isr.pdf
Page 5 of 11
6. ITT Industries, Abingdon, Maryland 2/2005-4/2006
Senior Scientist
Accomplishments and Responsibilities:
• Assisted in the modeling and simulation of chemical agent detectors for military
applications as a senior scientist / modeler
• Laser Interrogation of Surface Agents (LISA) is a technique based on
short-range Raman sensing that provides standoff detection and
identification of surface-deposited chemical agents
• These same techniques are currently being applied to standoff
detection of explosives
• Helped institute a methodology, using MATLAB, for creating a usable library for
various spectroscopy data collected at numerous laboratories
• Shortened the turnaround time for scene generation by changing the procedures
for running scenarios (Mid-wave IR chemical detection: plume insertion)
• Assisted other branches of the company as a MATLAB expert to assist in
spectroscopy data analysis as well as to implement the following:
• Raman spectroscopy models
• Bandpass filters
• Bessel filters
• Data smoothing models
• Background removal methods
• Large matrix multiplications
• Gained exposure to many software applications: ENVI/IDL, NCBR, HPAC,
VLSTRACK
Rockwell Collins, Cedar Rapids, Iowa 10/2000-2/2005
Systems Engineer
Accomplishments and Responsibilities:
• Assisted in the modeling and simulation of Real-Time Multi Channel GPS
Simulators used to test military GPS receivers
• Automated data analysis using MATLAB
• Increased the accuracy of testing because all data is analyzed instead of a
small subset
• Reduced the analysis time from 4 days to 15 minutes
• Shortened software development cycle time as a result of automation
because the software developers were able to analyze data themselves
rather than sending the data to someone else
• Cut product development time by about 2/3
• What could have easily taken us a year to do we were able to accomplish
in about 4 months
• What is even more important is that Coup d’il is completely generic in that
it can be used by anyone who needs to analyze data from a Rockwell
Collins GPS receiver
• This enables all GPS programs to see a similar savings in time and effort
• Verified and validated numerous GPS models in C++ by merging theory and
existing FORTRAN code
• Created numerous detailed Mathcad documents and initiated a knowledge capture
database for my team
• Reference/coordinate systems and the corresponding transformation
matrices
• Spoofers: How to manipulate spoofer orbit
Page 6 of 11
7. • Satellite database creation
• Calculation of RF delays
• Various mathematical problems. I used Mathcad to rapidly solve equations that
would have been very difficult if not impossible to solve by hand
• The most recent model involved the calculation of a difficult path integral
for computing troposphere delays for pseudolites
• This work led us to uncovering an error in the original equations which
enabled us to provide a more accurate solution to the customer
• Created a common ICD to standardize simulator to receiver messages
• This ICD went a long way to clearing up confusion and extra work that
has existed in the simulator since its inception
• Reduced the development cost of creating new messages by conducting
detailed analysis and providing insightful recommendations which led to a very
streamlined design of the software
• Consulted on software implementation of various solutions to ensure efficiency in
the algorithms
• Provided mentorship and guidance to fellow engineers and managers in the areas
of data analysis, storage, and retrieval
University of Missouri Kansas City, Kansas City, Missouri 9/1997-5/2000
Graduate Research Assistant
Accomplishments and Responsibilities:
• Earned a GPA: 3.8
• Published a Thesis: Photoluminescence of CdTe:In under high pressure and low
temperature
• Published 5 articles discussing high pressure x-ray diffraction experiments on
nanocrystalline materials
• Completed 72 semester hours for a 30 semester hour degree – (get a Ph.D. or
leave)
• Extensive experience collecting and analyzing spectral data
Kansas State University, Manhattan, Kansas 9/1995-5/1997
Undergraduate Teaching Assistant
Accomplishments and Responsibilities:
• Taught second semester undergraduate physics laboratory classes covering
electricity and magnetism
United States Army, Schofield Barracks, Hawaii 10/1988-9/1993
Infantry Soldier
Accomplishments and Responsibilities:
• Achieved highest score in the battalion on the Skills Qualifications Test
• Earned entry into the battalion’s scout platoon
• Received Honorable discharge
__________________Credentials / Affiliations / Skills / Awards__________________
• MATLAB, Mathcad, IgorPro, Microsoft Office Word, Excel, PowerPoint,
Outlook, Project, and Visio
• 2006 Time Magazine Man of the Year
• 2003 Time Magazine Man of the Year
___________________________Interests and Hobbies__________________________
Page 7 of 11
8. • My hobby is spending time with my family
• I am a pretty good chess player and I play a mean game of pool
• My ultimate goal is to obtain financial freedom so that I am able to attend college
with my son
Page 8 of 11
9. ______________________________References________________________________
Professional References:
Lon Gowen, Ph.D. (GS-15)
Agency: Defense Cyber Crime Center (DC3)
Title: Director of the Defense Computer Forensics Lab (DCFL)
Work: 410-981-0100
Work E-mail: Lon.Gowen@dc3.mil
Home E-mail: longowen@msn.com
Wes Schooley (GS-14)
Agency: USTRANSCOM TCJ6-PE
Title: Chief, Program Engineering Branch
Work: 618-220-4830
E-mail: Wes.Schooley@ustranscom.mil
Eric Fankhauser (GS-13)
Agency: SDDCTEA / JDPAC
Title: Functional Manager for Advanced Mobility Platform (AMP)
6 Twin Lake Ct
Swansea, IL 62226-1939
Home: 618-355-7513
E-mail: Eric.Fankhauser@ustranscom.mil
Personal References:
Michael B. Kruger, Ph.D.
University of Missouri-Kansas City
Professor (Thesis Advisor / Research Supervisor)
Phone: 816-235-5441
E-mail: KrugerM@umkc.edu
Steve Silva
Adapt Laser Systems
Engineering Manager
1218 Guinotte Avenue
Kansas City, MO 64120
Office: 816-531-7402
Cell: 720-219-7762
E-mail: stv0505@msn.com
Steve Wiebers
Rockwell Collins
Engineering Manager (Modernized Systems Engineering)
Work: 319-295-0219
E-mail: SJWIEBER@rockwellcollins.com
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