Clifton L. Pettie IV
12208 Broken Lance Ct. Clinton, MD
20735
Mobile:
(718) 924-3023 ¨ clifton.pettie@gmail.com
CLEARANCE LEVEL **Active DOD Secret Security
Clearance**
EXECUTIVE PROFILE:
Seasoned Senior Project Manager with an excellent
track record of maintaining PMO environments using Microsoft Project /Project
Server 2003/2007/2010, while adhering to PMI policies and procedures.
PROFESSIONAL EXPERIENCE:
7/2012-Present
NASA Goddard sPACE fLIGHT CENTER, Greenbelt, MD
Master Scheduler
• Manage the
scheduling process at the program level including updating of the GOES
(Geostationary Operation Environmental Satellite) Integrated Program Master
Schedule (IPMS).
• Translate
relevant data into the development of various management top level schedules
for program presentation.
• Support
server migration/transition from MS Project 2010 to Primavera P6.
• Manage data
for IPMS in MS Project 2010 and Primavera P6 in a parallel effort to ensure
data accuracy.
• Create the
IPMS from the intermediate project schedules in Primavera P6 and determine
the program critical path and perform “what if” analysis in the direction of
the Program Control Office.
• Perform
monthly analysis for determining the critical path and total slack from using
updated intermediate Flight and Ground Segment project schedules.
• Implement
DCMA’s 14 point assessment analysis only on the contactor’s detailed
schedules randomly, and as necessary to ensure the health of the detailed
schedules.
• Update
monthly Code 400 Milestone/Program deliverable schedule.
• Conduct
monthly Schedule Performance Trend Analysis for monthly financial review
meeting.
• Coordinate
with Project schedulers and Project Management Office and prepare charts
required by the Program Control Office for presentations and reporting using
Milestone Professional, MS Visio, MS Project, and MS PowerPoint.
12/2013-5/2015
applied physics lab, victoria weaver management Group, Laurel, MD
Master Scheduler – Proposal Scheduler
• Created master schedule template used multiple
schedules for proposal effort using MS Project 2010.
• Participated in collaborative meetings with PM and
team to accumulate tasks needed for KDP phasing.
• Produced folders in SharePoint for schedules and
associated documentation
• Managed schedules from inception through Color Team
reviews.
• Prepared production graphics for presentation
(executive summary schedules, foldouts etc.)
• Equipped
assigned reviewer packages with the appropriate proposal sections.
• Tracked
disposition of comments from all Color Team reviews in excel and filed in
SharePoint repository.
3/2014-12/2014
Internal revenue Service, 6K Systems, Lanham, MD
Master Scheduler
•Review current QA process and implement improvements, in coordination
with team members.
•Collaborate with team members
in the development and implementation of the service delivery approach.
•Mange project schedules-
process updates, analyze impact.
•Analyze schedule impacts from
change requests.
•Standardize project scheduling
practices and work with team members and stakeholders to socialize the
practices.
•Develop reporting mechanisms to
communicate project/program progress.
•Participate, facilitate
schedule status meetings.
•Facilitate meetings and conduct
briefings with internal and external customers.
•Provide support to and
participate in Schedule Working Sessions.
•Perform schedule risk analysis,
provide results, and facilitate recommended mitigation activities.
•Work closely with project and
service delivery partner teams to ensure work is captured in schedules.
•Work with Project Manager to
identify resources needed and assign individual responsibilities.
•Review key deliverables
prepared by team before distribution to stakeholders.
11/2011-7/2012
SAIC, Navy yard, Washington, DC
Senior Project Management Analyst
• Provided management and oversight support of prime contractor and
SAIC personnel, contract performance, deliverables and cost management to
deliver comprehensive support to the SSP NAVY ERP Program.
• Coordinated
activities with project/task leaders, support personnel, operation business
managers, and vendors supporting the program.
• Worked
closely with the prime contractor PM and oversaw the timely submission of all
deliverables and project schedules.
• Managed,
updated, maintained SSP NAVY ERP Integrated Project schedule using MS Project
2007.
• Coordinated
Staff Meetings, Program Reviews and other meetings as required per the
contract as well as ad hoc requests ensuring all programmatic aspects are
satisfactorily met.
• Planned,
implemented, and maintained a project organization structure and select and
recruit key team members.
• Analyzed the
effectiveness of the project organization and make recommendations for
changes when needed.
• Created
weekly reports using Citrix and Quality center.
•Assessed the
performance of subordinates while overseeing other staff members training,
mentoring, and promotional opportunities.
• Integrated
all functions and activities necessary to perform successfully on this
contract to meet customer requirements and satisfaction.
•Worked in
partnership with the prime contractor PM to define and implement a technical
baseline to meet quality requirements for project/program products and
services.
•Synchronized
with SAIC management in dealing with SAIC personnel issues, managing cost and
schedule, ensuring contract compliance, and project/program reporting.
8/2011-11/2011
SAIC, Indian Head, MD
Sustainment Manager
• Participated
in the correction of command data error files as forwarded by NECoE to NAVSEA
POCs via the Navy ERP Business Office (NEBO).
• Provided
required troubleshooting expertise and knowledge, including global enterprise
and local design decisions, business practices, business rules, and customer
requirements.
• Reviewed and
monitored Navy ERP business rules as they apply to NAVSEA. Forward to Process
Owners POCs for review and impact determination. Provide feedback to
Navy ERP.
• Addressed
and reported end user problems due to lack of knowledge or training, error
deficiency or problems, or that required improvement by forwarding
recommendations to the NECoE or through the requirements management process.
• Monitored
HEAT Tickets reports for deficiency identification, system improvements in
training, performance, solution capability, and system operations in Citrix.
• Organized
business rules related to help desk functions with affected personnel as
required (e.g. Bus Process Owner POC, WCF POC, and Sites).
• Supported
regular schedule processing activities - coordinated any changes in schedule
with impacted NAVSEA ERP users and Navy ERP.
• Resolved
discrepancies with external agencies that are NAVSEA data specific (e.g.,
interface errors that were caused by specific data input).
• Established
responses to questions on NAVSEA specific ERP problems, keeping all affected
parties informed.
7/2010-8/2011
SAIC, Laplata, MD
Senior Project Management Analyst
• Supported
the NAVY ERP Program managing the NAVSEA Enterprise Desktop Schedule (NEDS).
• Managed NEDS
schedule on a weekly updating cycle basis using Microsoft Project 2007.
• Coordinated
with team leads for accurate status updates and appropriate schedule changes
to be prepared within the NEDS.
• Created
custom views in the NEDS to establish rapid reference points used for weekly
status reports.
• Generated
weekly end of week (EOW) schedule files including team updates and pdf
reports using Adobe Acrobat for metric reporting.
• Attended
weekly Navy ERP Business Office (NEBO) team meeting to review open items,
team issues, and set weekly priorities.
• Lead daily
schedule standup conference call to discuss problematic scheduling issues.
• Posted
weekly schedules on SharePoint repository for configuration management.
• Created Business
rules for teams adhering to NAVSEA’s Deputy PM Guidelines to ensure
standards.
• Manufactured
Sustainment schedule as a follow on to the NEDS after go-live.
1/2010-7/2010
Lockheed Martin/Mori Associates, Rockville, MD
Senior Project Scheduler/Earned Value Analyst
• Supported
oversight of cost, schedule and performance progress.
• Identified
tasks, dependencies and relationships for JRC schedule buildout.
• Interfaced
with FAA senior management weekly.
• Developed Work
Breakdown Structure and created traceability matrix that mapped to program
level milestones.
• Created
Basis of Estimates for the Initial Investment Analysis Decision (JRC 2(a))
• Participated
in JRC Decision Meetings and collaborate with FAA at related conferences and
meetings
• Provided
investment planning and analysis support.
• Supplied
inputs to OMB-300 and Program Management Reviews.
• Utilized
ForProject and MS Project 2007 to generate monthly Earned Value metrics for
FAA client.
• Forecasted
project costs by gathering details and compiling data to estimate all project
costs according to specifications using MS Project and ForProject.
• Collaborated
with FAA counterparts / (CAMS) Cost Accounts Managers for help maintaining
cost estimates, budgetary constraints and CAM notebooks.
2/2008-1/2010
Accenture, Kingstowne, VA
Senior Project Scheduler/Project Server Administrator
• Supported
GFEBS (General Fund Enterprise Business System) SAP Program using
Microsoft Project Server 2003 and 2007.
• Performed
analysis and maintanenance on 20 resource loaded IMS’s (Integrated Master
Schedules) for large SAP Program using MS Project 2007.
• Conducted
RWP (Rolling Wave Planning) for composition of Project Schedules which
includes WBS development, decomposition of summary level tasks into detailed
component tasks, identifying dependencies between tasks, assigning resources,
and resource leveling.
• Supported MS
Project Sever migration/upgrade from MS Project 2003 to MS Project 2007.
• POC for Configuration
Management team regarding GFEBS CR (Change Requests) Impact Analysis on the
IMS.
• Attended
weekly IMS Schedule team meeting to review open items, team issues, and set
priorities for open CR’s.
• Utilized
Serena Business Mashups to locate resources and roll-on/off information.
• Initiated,
analyze, and complete Change Requests using Mercury as a repository.
• Maintained
IMS documentation and schedule repository by means of Sharepoint.
• Met weekly
with IPT leads for schedule updates, variance reports and mitigation
strategies.
• Reported
current schedule status, risks, opportunities, and recommended actions in
weekly status meetings
• Generated
weekly status report using MS Excel.
• Accepted and
reject time entry in PWA and have resources correct time if any
discrepancies.
• Published
project schedules daily using MS Project Server 2003 so that new resources
added in MS Project reflect correct tasks for reporting and time entry in PWA
.
• Assisted IMS
Planning & Maintenance in ‘training’ end users on Project Web Access
capabilities.
• Troubleshot
MS Project Server 2003/2007 issues and consult with Quantum PM if necessary.
11/2007-2/2008
IRS/Alltech, New Carrollton, MD
Senior Project Scheduler/Earned Value Manager
• Performed
Earned Value Management (EVM) for a $5.2M software development project
adhering to IAW ANSI 748.
• Utilized MPM
(Micro-frame Program Manager) to Generate and develop monthly earned valued
management reports.
• Suggested
levels of EV reporting to IRS executives for monthly PMR’s.
• Evaluated
schedule and EV metrics to project analysts for IBR (Integrated baseline
review).
• Organized
and facilitate planning sessions to create Project Plan.
• Created
resource loaded IMS (Integrated Master Schedule) using Microsoft Project
2003.
• Solicited
weekly status reports from IPT’s for schedule updates, variance reports and
mitigation strategies.
• Reported
current schedule status, risks, opportunities, and recommended actions in
weekly status meetings.
• Requested
BOE’s (Basis of estimates) from IPT’s to setup and establish a cost baseline.
• Assessed,
compared, and analyzed schedule performance against the baseline program
plan.
8/2006 – 11/2007
BAE/U.S. Resources, Alexandria, VA
Senior Earned Value Analyst/Senior Project Scheduler
• Created,
updated, and analyzed resource and cost loaded IMS (Integrated Master
Schedule) using Microsoft Project Professional 2007 for EOIR (Executive
Office of Immigration Review).
• Generated
reports using Microsoft Project for the Program Management Office
• Organized
and facilitated planning sessions to create Project Plan consisting of 3100
lines in Microsoft Project.
• Utilized
Cost Proposal estimates to setup and establish a cost baseline
• Identified
resource conflicts and provide work-around analysis, suggestions and identify
schedule impacts.
• Reviewed,
compared, and analyzed schedule performance against the baseline program
plan.
• Communicated the current schedule, risks,
opportunities, and recommended actions to ensure future performance to
management.
• Provided weekly Earned Value Analysis
reporting.
• Developed
Earned Value Metrics to track the progress of program efforts.
• Created
Earned Value graphs and metrics tables to illustrate weekly progress in Microsoft
Excel.
2/2006 – 8/2006
Fannie Mae/Edge Professional Services, Washington, DC
Senior Project Scheduler/Project Server
Administrator
• Created,
updated, and analyzed project schedules using Microsoft Office Project
Professional 2003.
• Supported MS
Project Sever migration/upgrade from MS Project 2003 to MS Project 2007.
• Originated
reports using Microsoft Office Project Professional for the Program
Management Office for
effective and
efficient Project Management.
• Designed
Work Breakdown Structure (WBS) and Project Schedule Network Diagrams.
• Organized
and facilitated planning sessions dealing with creation of Project Management
Plan and all subsidiary plans (such as Project Communications Management
Plan, Project Staffing Management Plan, Project Integrated Change Control
Management Plan, Project Risk Management Plan, Project Schedule Management
Plan, Project Quality Management Plan).
• Produced and
updated individual project schedules and routinely archive the same into a
central repository (for roll up into one master plan) to manage the schedule
to ensure key stakeholders continually understand deliverables, timing,
ownership, critical path predecessors and dependencies for
success.
• Mapped
Project Deliverables to the Project Management Methodology and
Enterprise-Level Systems Implementation Framework (ELSIF) Policy &
Standards.
• Ensured that
the project plans adhere to the Fannie Mae’s ELSIF Policy and Standards and
the Program Management Office’s Schedule Development.
8/2005 – 2/2006
SAIC, Vienna, VA
Senior Project
Scheduler/Earned Value Analyst
• Managed
Master Schedule for Modeling and Simulation effort for FCS (Future Combat
Systems) in MS Project.
• Developed custom reports from MS Project.
• Compiled weekly BCR (Budget Cost Report)
matrixes for Executive Management.
• Composed weekly EVA (Earned Value Analysis)
including schedule and cost variance for Modeling and Simulation teams.
• Managed remote project teams of varying sizes
and locations composed of both internal and external contract resources.
• Worked within Stages/Gates of Product
Development and SDLC (Software Development Lifecycle) methodology for Project
Planning and Management.
• Developed and prepared written project plans
addressing project strategies, organizational structure, risks, resources,
deliverables, budget, communications, metrics, and work breakdown structures
(WBS).
• Developed Project Plans to identify Critical
Success Factors, Critical Path Analysis, Major Milestones, Issues and Risks.
• Oversaw team members' milestones and
performance as compared to project plan, scope, budget, resources and
schedule.
• Ensured that established product standards (on
time launch, overall usability, performance, etc) are met or exceeded in all
efforts created, using Microsoft Project.
5/2005-8/2005
TSA/Centuria Corporation, Crystal City, VA
Senior Project
Scheduler/Project Planner
• Constructed the Integrated Master Schedule for
management of the electronic baggage screening program system.
• Convened and synchronized with IPT leads
(Integrated Product Team) and CAM’s (Control Account Manager) to verify
tasks, successors/predecessors needed for schedule.
• Evaluated SOW (Statement of Work) for basic
knowledge of what would be delivered or performed in each element of the WBS
(Work Breakdown Structure).
• Generated PAP (project action plans) for
unforeseen “pop-up” projects.
• Established and edited EBSP (Electronic Baggage
Screening Program) business process for FY06 funding and installation
purchase requirements.
• Consulted the GAO and Leigh Fischer reports to
verify that CTO Management Control Plans were accurate and efficient.
• Conducted qualitative cost-sharing study to
develop innovative financing alternatives for relief from budget constraints
via congress.
• Score business cases for Security Technology
Integration Program and Conveyance Program for OMB 300.
1/2005-5/2005
Northrop Grumman Corporation/Preferred Systems Solutions,
Linthicum, MD
Senior Project Scheduler
• Maintained the UWAA (Ultra Wideband Antenna
Array) program to perform research on a multi-beam broadband system.
• Supported ISAT (Innovative Space-based Antenna
Technology) program to perform research on multiple space radars.
• Updated IMS (Integrated master schedule) that
included key interfaces, major contract deliverables and start and completion
dates for each WBS element and milestone using Microsoft Project.
• Created milestone burn-down charts for
presentations and technical meetings with CAM’s using Microsoft Project 2003
and Microsoft Excel.
• Worked directly with IPT leads (Integrated
Product Team) and CAM’s (Control Account Manager) to verify tasks,
successors/predecessors, and daily schedule maintenance performed in
Microsoft project
• Reviewed SOW (Statement of Work) for basic
knowledge of what would be delivered or performed in each element of the WBS
(Work Breakdown Structure).
• Reconciled and reviewed the schedule to ensure
congruency of events, validation of vertical and horizontal integration and
inclusion of program objectives.
• Implemented schedule change control to provide
schedule database integrity and schedule configuration history.
5/2004-1/2005
Lockheed Martin Information and Technology Services, Springfield,
VA
Senior Project Scheduler
• Managed and updated multiple IMS (Integrated
Master Schedules) for Global Command and Control System (GCCS-Army) in
Microsoft Project 2003.
• Calculated schedule reserve percentages for
Earned Value Analysis performance management.
• Updated project schedule, identify milestones,
deliverables and interdependencies in Microsoft project.
• Created reports and presentations for Technical
Meetings with CAM’s using Microsoft project.
• Worked directly with CAM’s (Controlled Area
Managers) to verify tasks, successors/predecessors, and daily schedule
maintenance performed in Microsoft project.
• Reviewed and commented on deliverables.
• Baselined IMS (Integrated Master Schedule)
after FCCB (Factory Configuration Control Board) meeting completion.
10/2003-5/2004
Federal Aviation Administration/Innovative Systems International,
Rosslyn, VA
Project Scheduler
• Managed and updated the MIPS (Master Integrated
Project Schedule) for the Local Area Augmentation System's (LAAS) GPS
satellite navigation (SATNAV) using Microsoft Project 2001.
• Managed Integrated Baseline Review (IBR) for
improved cost and schedule performance management.
• Updated project schedule, identified
milestones, deliverables and interdependencies in Microsoft Project and
Primavera.
• Created graphs and reports for weekly Technical
Interchange Meetings (TIMS) using Microsoft Project and Primavera.
• Applied resource leveling for all
over-allocated resources in the MIPS utilizing Microsoft Project.
• Assessed and commented on program deliverables.
• Reviewed LAAS cost and benefits, Earned Value
Management data, and requirements stability
2/2000 - 10/2003
MCI WorldCom Government Markets, Vienna, VA
Project Scheduler
• Developed and managed the IMS (Integrated
Master Schedule) for the transition of government networks from AT&T to
WorldCom's services for FTS contract using Microsoft Project.
• Utilized MICROSOFT Project established project
baselines and ensured that scheduling procedures were consistent as per ISO
9000 procedure.
• Updated master project schedule, identified
deliverables, milestones, and interdependencies using CPM.
• Applied resource leveling, resource allocation,
and crashing in Microsoft Project to shift or add resources when necessary.
• POC for management regarding project scope,
milestones and delivery.
• Provided leadership and direction to highly
skilled cross-functional telecommunication teams.
• Monitored and reported performance against plans
to ensure that contractual, cost, and schedule objectives were met.
• Responsible for expected specifications and
scheduled completion.
• Maintained database that implemented the
conversion of a 3 million voice line consolidation.
11/1999 - 2/2000
MCI WorldCom Government Markets, Vienna, VA
Planning Specialist
• Maintained the master schedule for
consolidation of voice services using Microsoft Project.
• Implemented work breakdown structures to
identify resources and create work in smaller deliverable units.
• Utilized Gantt charts and tables in Microsoft
Project to determine and view project duration and multiple critical paths.
• Developed project plans, including budgets and
schedules to meet contractual and project requirements
• Communicated deliverables and schedule status
to division managers.
• Established and defined program plan
requirements and performed in-depth studies to determine optimum program
plans
• Evaluated and implemented earned value analysis
concurring with EVMS (Earned Value Management System) to ensure accurate
status reporting.
• Insured the issuing of LSR/ASR if applicable to
Bell or CLEC.
• Point of contact for problem resolution and
customer support.
• Supervised integrated schedule plans and
coordinated group meetings for overall program master schedule integration
3/1998 - 10/1999
Teligent, Herndon, VA
Planning Specialist
• Managed multiple billing consolidation projects
using Microsoft Project and Primavera Project Planner.
• Supported teams consisting of technicians,
subcontractors, technical trainers, telecom network coordinators, and
customer contacts.
• Utilized task sheets and Gantt charts in
Microsoft Project to help manage visual project images for client.
• Chaired program review, project planning, and
customer meetings.
• Created work breakdown structures and managed
the project schedule.
• Served as the focal point for all business
matters and negotiations.
• Consulted with the customer to analyze and
recommend other consolidation strategies
6/1997 -
3/1998
Computer Sciences Corporation, Dahlgren, VA
Cost Schedule Analyst
• Maintained and advised on Integrated Master Schedule
using Microsoft Project and Primavera.
• Updated Master schedule via inputs from IPT
leads.
• Performed conversion of entire IMS from
Primavera to Microsoft Project.
• Managed re-basline procedure to add tasks to
Integrated Master Schedule.
• Created charts and graphs for TIMS (Technical
Interchange Meetings) using Microsoft Project.
2/1997 -
6/1997
UUNET Technologies, Vienna, VA
Billing Account Manager
• Managed all administrative aspects of customer
accounts to maintain customer satisfaction.
• Responded to all customers inquires within
specific time frames, ensuring the customer's
issues were address in their entirety.
• Analyzed processes to identify opportunities,
and make proposals to enhance departmental efficiency.
• Managed the customer and originated and
transmitted all offers, statements and reports.
• Responded to all customers inquires within
specific time frames, ensuring the customer's issues were addressed in their
entirety.
• Maintained file integrity for accuracy with
payment and invoicing applications.
• Managed all administrative aspects of customer
accounts to maintain customer satisfaction.
3/1996 - 1/1997
Value Options, Vienna, VA
Claims Processor
• Processed and adjudicated physical, mental,
alcohol and substance abuse claims for payment and/or reimbursement to
providers and members.
• Reprocessed and adjusted claims that had been
paid in error by claims examiners.
• Entered participants/providers claims
information into VBH's database.
• Provided credible solutions based on
participant’s health record on whether or not a claim should or should not be
reimbursed.
EDUCATION
8/2000
Information
Technology
College of Southern Maryland, Laplata, MD