NAME: Thomas Mikusa
ADDRESS: 8848 Cajun Ct, Huber Heights, Ohio 45424
Home Phone: 937-667-3556, Cell Phone: 937-672-2598
ACQUISITION CORPS: ELIGIBLE
SECURITY CLEARANCE: Current – Secret (Good until 5/31/2020), Highest Obtained – TS-SCI (NASIC – while in AF military active duty, 1980-1984)
Central Michigan, MA, Management, 1979
Xavier, BSBA, Finance, 1971
ACQUISITION PROGRAM MANAGER EXPERIENCE SUMMARY – 2/2/2010-1/19/2019:
Ø Developed, implemented and controled contractual, financial, and technical aspects of the ECSS, AFEMS, & DEAMS programs through designated phases of the acquisition cycle.
Ø Planned, organized, directed, and coordinated activities of functional specialists including contracting, release management, program control, configuration/data management, and logistics.
Ø Represented the organization at CPARS, Governance Boards, daily technical meetings and executive levels within the Government and to contractor/industry representatives.
Ø Provided technical guidance, advisory support, and assistance in system/subsystem engineering, release management, product support, quality assurance, data configuration management, contracting, financial management, and other technical functions.
Ø Served on and led Integrated Product Teams and working groups composed of various functional disciplines engaged in developing and recommending acquisition streamlining proposals and implementation plans, including continuous process improvement and should cost analysis.
Ø Provided continuous assessment/evaluation of overall program goals, objectives, strategies, performance to ensure a sound basis for long-range acquisition program management processes and follow-on system life cycle support planning.
Ø Made periodic and comprehensive assessment and evaluation of program goals, objectives, which will provide a basis for long-range planning to enhance the organization's management capabilities.
Ø Worked in conjunction with the contracting officer to approve terms and conditions set forth in contract negotiations, contracting plans, budgets, and changes to the scope of work to be done by the contractor
SPECIALIZED SKILLS: Experienced IT professional with 15+ years in the Software Development Lifecycle (SDLC) expertise that supports both the deployment of new applications and sustainment code changes. Highly proficient in all development phases from planning through deployment. Can successfully manage customer expectations and communications with end-users, developers and the functional community throughout the project(s) lifecycle.
Six Sigma Black Belt, trained, certified, experienced while working for Nationwide Insurance HQ in Columbus, Ohio.
Have successfully mentored and provided recommendations for 3 contractor individuals who were accepted into Air Force civil service positions.
Self starter, works proficiently/efficiently independently or can also lead small teams to plan, administer, and monitor the execution of multiple projects. Both pro-active, and have a strong work ethic that adds value to projects.
Excellent analytical and problem solving abilities, strong interpersonal skills. Highly regarded organizational skills and action-oriented personality. PC software user skills include all MS Office products (Excel, PowerPoint, Project, Access, Visio).
Expert at designing, maintaining, and running Excel spreadsheets
EXPERIENCE (Details Attached):
02/2018 – AF DEAMS Program Control Lead, AFLCMC/HIG, WPAFB, OH 45433, GS-1101-13
06/2017 – AF DEAMS Interface Team Lead, AFLCMC/HIG, WPAFB, OH 45433, GS-1101-13
06/2016 – AF DEAMS Program Deputy Product Support Manager, AFLCMC/HIG, WPAFB, OH 45433, GS-1101-13
08/2015 – AF DEAMS Program Deputy Release Manager, AFLCMC/HIG, WPAFB, OH 45433, GS-1101-13
04/20013 – 07/2015 AF AFEMS Program Manager, AFLCMC/HIAR, WPAFB OH, GS1101-13
10/2007 – 03/2013 AF ECSS Program Release Manager, GS1101-13,
03/2001 – 09/2007 Nationwide Insurance Top 100 Agents Program Manager for Applications and Reports/Six Sigma Black Belt
09/2000 – 02/2001 Eaton Manufacturing Oracle Upgrade Program Manager
03/1998 – 08/2000 IBM Program Manager in Project Management Center of Excellence
06/1996 – 02/1998 AF SCS Program Development Programmer
06/1993 – 05/1996 Source EDP Task Lead on AMREP & JLSC Programs
12/1985 – 05/1993 AF REMIS Program Software Development Manager
03/1976 – 11/1985 US Air Force Active Duty
Project Management Professional (PMP) completed 09/2011
Six Sigma Black Belt 04/2005
CMMI Staged & Continuous 12/2005
ITIL Foundations Essential & Practitioner trained, Fall 2003
August 2015 – January 2019 (Retired) Present, Full-Time (40 hours per week), GS-1101-13
AFLCMC/HIG, DEAMS Acquisition Program Manager, Deputy Release Manager, Deputy Product Support Manager, WPAFB, OH 45433; AFMC; Supervisor: Mr. Ken McNulty, Kenneth.McNulty@us.af.mil, (937) 904-2019
DUTIES & ACCOMPLISHMENTS: Provide programmatic expertise and advice to government customers in a variety of DEAMS application related program support functions –
COR – Coordinate the information flow between the COR, the contractor, and contract personnel. Provide on-site administrative oversight to and mentor new government and contractor employees and resolve personal and work problems, as required. Identify and evaluate the work problems affecting the program and mission goals, and provide solutions in a timely manner. Work closely with the COR to document the need for any changes to requirements, manage invoice payments reviewed, contracting support, CPAR support, quarterly satisfaction survey
CPARS – updated CPAR process, developed status chart for PM, CPARS now completed on time per Gunter timeline
PCOLS – wrote new process, implemented, process now more efficient
Reporting – as required for MAR/PAR
Schedule – Oversee master DEAMS IMS, ensuring tasks are completed on time and provide metrics to dashboard recommended by McKinsey consultants
Metrics – created dashboard per McKinsey consultant’s recommendation, reduced number of metrics, approved by PM. Potentially may be training other portfolio applications how to create/maintain the enterprise dashboard
Risks – hold weekly meetings to review open program Risks/Issues, monthly workshops to brainstorm for new risks
Should Cost – updates as required, submitted 4 new items
Serena Tool Support – new duty created in PMO to oversee Serena tickets running past 75 days open
Lessons Learned – developed new tool, process to be implemented in 2nd Q 2018
Governance – review charts for senior level meetings
Tech Writers – assign duties as required
DUTIES & ACCOMPLISHMENTS: Responsible for coordination and success of 44 Trading Partners and 90 Active Interfaces, which comprise of approximately 83% of DEAMS capabilities. Plans daily work to be accomplished by subordinates, sets and adjusts short-term work priorities, and prepares schedules for completion of work. Assigns work to contractors based on priorities, assigned by consideration of the difficulty of assignments, and the category duty of the contractors. Supervise contractors in Day-To-Day operations: Connections/Configurations of interfaces, develop or update trading partner Memorandum of Agreements (MOAs), File processing/testing for new interfaces, oversee Risks/Issues/Metrics, all in ensuring program is accomplishing command goals.
Driving results working in conjunction with the contracting officer of DLA to approve terms and conditions set forth in contract negotiations, contracting plans, budgets, and changes to the scope of work to be done by the contractor, Northrup Grumman, to update the foreign currency data translation map to support a successful PACAF deployment. Project was completed on time and under budget.
Consistently/Routinely deliver presentations on project team status for interface team assigned actions to support DEAMS hardware and software (Oracle) upgrades, accomplishments, problems/analysis/solutions, requirements for support, and promotion of program objectives to senior military officers and civilians in other program offices of the command, and with using and supporting commands. Represents the program office at higher levels within the organizations (SAF/FM). Establishes, develops, and maintains effective working relationships with other coordinating members, offices, or organizations within the AF or DoD arena and/or with outside organizations or companies (DLA, DFAS, TRANSCOM, OSD)(McKinsey, Price/Waterhouse/Coopers consulting firms).
Built coalition amongst DEAMS Trading Partners (TPs) by coordinating the 1st ever Trading Partner Forum, intent to keep TPs informed on future DEAMS projects.
DUTIES & ACCOMPLISHMENTS: Product Support Deputy Manager on a $100M a year AF IT ACAT I financial program. Supervise contractors in Quality Management, Risks/Issues, Metrics, Should Cost, & IMS scheduling to ensure program is accomplishing command goals.
Served as acting branch manager when supervisor out of the office on extended military reserve duty.
Demonstrated ability to solve problems and think strategically by creating a Lessons Learned tool for program use, to enable program personnel to actively search for past projects successes and failures.
Mentored newly hired contractors in the metrics arena, to add new metrics which provides senior leadership with more data to make better decisions. One metric in particular enabled configuration management team to drastically reduce open problem software tickets against DEAMS, by closing tickets with false status. Resulting reduction in open tickets proved vital when DEAMS program provided results to auditors, who gave DEAMS program a good review.
DUTIES & ACCOMPLISHMENTS: Acquisition Program Manager/Deputy Release Manager of a $100M a year AF IT ACAT I program. Supervise 10 release leads (PMs) and manage 30 member multifunctional teams to develop and lead teams in accomplishing command goals. Single point of contact and main interface to the DEAMS financial customer.
Liaison between AF functional champions, subject matter experts and system integrators to interpret, decompose, analyze, document and manage software requirements.
Served as acting branch manager when supervisor out of the office. Responsible for reviewing all task order proposals and Procuring Contracting Officer Letter (PCOLs).
Responsible for leading release team in applying knowledge of the applicable financial management system(s), and related functional requirements, to perform requirement gathering for system development, testing, evaluation, implementation and maintenance for Air Force DEAMS system. Coordinates tasking with support organizations (Functional Management Office (FMO), Defense Finance & Accounting system (DFAS), System Integrator (SI)) to ensure timely, cost-effective delivery of support to the program. Provides recommendations, financial and technical guidance to various customers, users, stakeholders, or interested personnel, concerning system initiatives or operations. Represents the Air Force and at various workshops, conferences and meetings to establish and maintain programmatic and technical contacts.9
Have served as expert in developing and installing financial and accounting systems (federal and commercial systems). Skilled in written and oral communication. Past program experience in developing accounting and budgeting policies and standards.
Top notch PM, with the ability to plan and organize work, to meet deadlines in managing high tempo program with seasoned expertise and agility. Led a team of 13 government and Contractor personnel to manage the design, development and delivery of new capability. Managed the development and implementation of 18 releases that significantly improved DEAMS ability to meet its Key Performance Parameters and greatly enhanced the end user experience. Single handedly managed the contract to assess the quality of AF accounting interface data. Generated metrics and corrective action plans for leadership decisions. Put in place Performance releases--key to successful deployments of DEAMS to the next 6K users. Led contracting activities for over 100 PCOLs, 15+ Tech Evals and NTB package critical to delivering capabilities required for a success FDD. Assisted 5 new PMs to become acclimated to DEAMS and PM work. Represented the PMO Release Management branch in developing and coordinating execution plans with program stakeholders including FMO, DFAS, and SAF/FM.
04/20013 – 07/2015 AF AFEMS Program Manager, AFLCMC/HIAR, WPAFB OH, Full-Time (40 hours per week), GS1101-13, WPAFB, OH 45433; AFMC; Supervisor: Ms. Tracy Patrick, firstname.lastname@example.org, (937) 255-8596
DUTIES & ACCOMPLISHMENTS: Project Manager serving on an acquisition program manager on a $15M ACAT III program responsible for developing, establishing, implementing, and controlling financial and technical aspects of the AF Equipment Management System application (AFEMS) project/program through designated phases of the acquisition cycle for which no closely related procedures exist.
Responsible for the sustainment/operations supporting FIAR and other modernization projects. Directly supervised 7 civilian employees and 24 contractor personnel.
Lead a diverse team of acquisition professionals through a dynamic transition in the area of Information Assurance (IA). The program is the AF program identified as the early adopter of the Risk Management Framework (RMF), which is a transition to Continuous Monitoring of risks, ensuring maximum security in IA based on the levels of risks introduced in the AFEMS system.
Plan, organize, direct, and coordinate activities of functional specialists (subject matter experts – SMEs), including contracting, engineering, configuration management, configuration/data management, test, and logistics.
Review and direct the progress of contractors in meeting program objectives, provide input into contract CPARs for PASS2, SME, and O&M contracts.
Represent the organization at executive levels within the Government and to contractor/industry representatives; serve as Branch Chief during her absences.
Prepare, present, defend, and interpret staff studies to the Program Director and/or other management officials.
Project Lead responsible for all aspects of managing the operations of the AFEMS application. Duties include managing all hardware & software & operations of the application. Responsible for cost, schedule, and performance of AFEMS. Manage day-to-day operations, sustainment releases, and enhancement projects.
Managing high priority system enhancements for Financial Improvement and Audit Readiness compliance.
Planning for future system move to DoD DISA hosting of application, per FDCCI.
Completed all tasks to ready system for AFNET initiative completion. Included a move of sustainment contractor individuals to their external facility, as their development and testing software was unapproved for use on the new AFNET(work).
Responsible for approving all hardware & software purchases and maintenance contracts for the system.
Oversaw hardware equipment move completed December 2014.
On radar screen events include FDCCI, FIAR, and AFNET compliance, system move to DISA in 2018.
Team Lead on PRPS application, responsible for managing team through hot topic projects, to replace Ad Hoc Query/Reports tool, and Biztalk messaging software, both of which were no longer being supported by GCSS.
10/2007 – 03/2013 AF ECSS Program Release Manager, Full-Time (40 hours per week), GS1101-13, Ctr NovaTech WPAFB, OH 45433; AFMC; Supervisor: Mr. Greg McCan, email@example.com, (937) 257-5371
DUTIES & ACCOMPLISHMENTS:
Acquisition Program Manager assigned to an ACAT I $1B ECSS program assigned to the program Fielding team. Planned the management and acquisition strategy for assigned projects/programs within cost, schedule, and performance baselines as directed by the Program Manager. Main duties to assure government contractor, system integrator, adheres to contract schedule, cost, performance, and scope. Oversaw detailed project plans, tasks, schedules, and identifies milestone dates to ensure proper sequencing of events, work efforts, and resources to successfully accomplish objectives.
Continually studies, reviews, and evaluates program progress. Formalized system requirements into appropriate specifications. Established management controls such as milestones, expenditure rates, management indicators, and management reviews to reflect program status and provide early detection of emerging problems. Provided feedback to customers and keeps abreast of changing environments and potential shifts in emphasis or other program changes.
Participated in conferences and meetings to deliver presentations on project/program status, accomplishments, challenges encountered and anticipated, support requirements, and the integration and advocacy of program and project objectives.
Negotiated and resolves controversial issues, advocates proposals and recommendations, and reports on progress in resolving critical issues. Consulted with acquisition managers and executives to influence future policies and initiatives from a program management perspective.
Conducted meetings and working groups to address problems, technical developments, program changes, etc., and to collectively prepare an approach to program changes. Briefed higher levels of management on program progress, problems, and other factors of interest or inquiry.
Served as a project leader to oversee and coordinate a staff of specialists involved with all phases of the life cycle management of a major Acquisition IT system. Coordinated maintenance and support activities of a major acquisition IT system with various specialists, project managers, and cross functional users to ensure system adequacy and efficiency.
Notified senior management of risks and milestone breaches. Secondary duties include developing artifacts, checklists, and lessons learned for each phase of the program. Monitored fielding project plans, organizes, and coordinates activities of functional specialists including contracting, engineering, manufacturing, program control, configuration/data management, test, and logistics. Reviewed and evaluates fielding progress.
Ensured contractor maintains proper control over government-furnished property and materials in accordance with established and approved property control procedures. Ensured that the consumption of materials is reasonable for the task being performed and is not being used on personal or unauthorized projects.
Provided technical and administrative supervision to personnel engaged in essential IT support activities which facilitate the completion of the mission and function of the ECSS project. Performed studies to monitor and improve or enhance a major acquisition IT system. Supervised qualitative and quantitative measures (metrics) to determine effectiveness in meeting stated project goals.
Previous to Fielding assignment, provided subject matter expertise in the development and implementation of AF-wide innovative supply chain management logistics business processes consistent with the overall Logistics Enterprise Architecture (LogEA).
Performed analysis of the ECSS IT suite to determine its sufficiency for meeting the re-engineering business processes. Key player in the integration, development, and deployment of ECSS change management and training initiatives.
PMO rep for the Air Force on the Expeditionary Combat Support System (ECSS). Main responsibilities include tracking process changes from AS-IS to TO-BE, document reviews, and risks/gaps analysis, manage project plan activities, scope, cost, and schedule.
Backup support to the CSC/PMO/LTO Policy weekly team meetings. Provide analysis and recommendations
Lead PMO rep on Readiness & Measurement team. Support weekly CSC/PMO/LTO team meetings
Backup support to PMO team lead on Quality. Provide analysis and recommendations
Worked with Air Force Subject Matter Experts (SMEs), oversaw eight months of process blueprinting, for the Enable IPT sub teams – HR, Business Intelligence, Product Lifecycle Management (PLM), and Finance. Using Computer Science Corporation’s (CSC) Catalyst methodology, ‘Walk the Diamond” and created thirty business process flows. Team adamant in consideration of organization changes when process redesigning, ensuring of compliance and process change notices written and submitted.
Provide Legacy Deconstruction team with Enable input and redesign issues
Brief difficult issues to a variety of audiences (XIPT, RRB, etc.) to confirm awareness, and provide opportunity for senior managers to make the appropriate decisions.
Responsible for reviewing and providing comments to key project document deliverables
Responsible for ensuring IPT team risks, issues, and gaps are presented to the proper forum, and followed to resolution
03/2001 – 09/2007 Nationwide Insurance Program Manager/Six Sigma Black Belt
Full-Time (40 hours per week), Supervisor: Mr. Richard Andrews
DUTIES & ACCOMPLISHMENTS:
Implemented a Six Sigma team of five, which included setting up training, deciding best projects that fits each trainee, coordinated and presented to senior management in meetings to gain stakeholder buy in. Ultimately able to successfully engage corporate vice presidents to fund and allow projects to be worked in the area of responsibility.
In the 3+ years I was the Six Sigma Subject Matter Expert at Nationwide Insurance, I successfully led and completed the following projects. Main responsibilities were to manage the project plan scheduled activities, cost, scope:
· PCIT THI (Newly acquired Nationwide Company) – advice/analysis/recommendations made on current QA/IT incident process, 20% increase in process efficiency/savings of $100,000. Key player in development of new position descriptions
· Led a Six Sigma team on the Horizon 1 & 2 Help Desk projects. Action plans created for top 20 products in production system, accounted for 7 of 10 products reviewed showing 5-10% reduction in incidents reported at help desk, savings of $300,000. Assists users with information systems operation and troubleshooting. Takes lead in seeking and coordinating resolution to major information system problems experienced by Department staff. Serves as the senior information technology (IT) specialist for all customer service problems at the site. Serves as COR and responds to customer requests for all computer-related difficulties, analyzes & evaluates problems, and provides immediate solutions. Recommends and participates in the implementation of standard operating procedures, software and controls for various computer systems to ensure appropriate levels of security. Coaches the team that may include Contractors and Locally Employed Staff; provides advice on work methods, practices and procedures.
· Led an analysis team to implement process improvements with the Acquisitions application team, to assist in reducing software defects. Implemented Requirements Traceability Matrix/Reports, defects reduced by 50%, savings of $100,000
· Process manager that led a team in implementing improvements in Commissions, and Acquisitions Quote & Bind applications. Effort divulged process waste and excess FTE, accounting for savings of $500,000 - 2006
· Process manager that led a team using Six Sigma to savings on agency help desk project and a major mainframe application to a total realized savings of $265,000
· Six Sigma Black Belt led project on reducing incidents at the agency help desk. Reduction of incidents by 10% nine months in a row. Net savings $500,000
09/2000 – 02/2001 Eaton Manufacturing Program Manager, Full-Time (40 hours per week),
Supervisor: Mr. Gary Calsin
· Responsible for implementing Oracle Financials General Ledger, Accounts Payables modules into an MFGPRO manufacturing environment
· Coordinated team members 12 plant visits/conference calls to gather data for the "as-is" and “to be” processing flows
· Initiated actions to begin incorporating best practices (from “as-is” data) and future state processes (from “to-be” data)
· Overall responsibility for building/training three integration teams
· Developed and managed project plans and rollout implementation schedule which also accommodated an MFGPRO upgrade from 7.4 to 9.0. responsible for managing project plan, cost, schedules activities, and scope
· Oversaw three Deloitte consultants who assisted integration teams during pre-implementation tasks, which included Scoping & Planning (Phase I) and Targeting & Visioning (Phase II). Managed daily tasks, deliverables
03/1998 – 08/2000 IBM Program Manager, Full-Time (40 hours per week),
Supervisor: Mr. Gary Rhodes
· Web Page Content Management - Dayton, Ohio. Led team of 5 database developers and web page administrators in analyzing all Midwest region software tools, Lotus Notes databases, and Lotus Notes teamrooms. Managed internal e-business Tools project activities including feasibility studies through implementation of approved tools onto IBM intranet web site
· Coordinated web page ads design enhancements with the IT architect and webmaster
· Successfully implemented 14 selected management tools 2 weeks before project end date
· Y2K for Omnicare Healthcare - Covington, Kentucky. Led a team of 9 business analysts in gathering equipment inventory data for largest national dispenser of pharmaceuticals to long term care centers. Successfully coordinated site visits for 90+ facilities from which inventory raw data gathered was analyzed using MS Access database.
· Coordinated complete review/rewrite of 200+ contingency plans after templates returned. Supplied immediate feedback to troubled facilities that enabled all sites to be compliant by year-end
· Y2K for Bank One - Columbus, Ohio. Maintained project plan/milestones, responsible for project plan scope, issues, risks, gaps, cost reporting, for the banking Phase I Inventory Y2K team. Monitored Y2K team metrics, reviewing/resolving Inventory team issues/risks
· Successfully coordinated inventorying of bank equipment totaling 200,000 pieces. Updated MS Access database and provided metrics to senior management that were instrumental in determining bank's overall equipment readiness and highlighted problem areas
06/1996 – 02/1998 AF SCS Program Development Programmer, Full-Time (40 hours per week),
Supervisor: Mr. Ron Cagle
06/1993 – 05/1996 Source EDP Ctr Various projects performing as task lead, Full-Time (40 hours per week), Supervisor: Mr. Michael James
12/1985 – 05/1993 AF REMIS Program Software Development Manager, Full-Time (40 hours per week), Supervisor: Mr. Warren Howard
03/1776 – 11/1985 US Air Force Active Duty, Full-Time (40 hours per week),
Supervisor: Mr. Ron Griffin