Information Technology Management And Operations Of Complex It Systems

I have 26 years of federal service, 20 in the U.S. Navy and 6 with NGA. During my military career, I took on the responsibility of developing personnel for operational readiness. For instance, during one particular assignment as the command watchbill coordinator for non-commissioned officers, I coordinated a unit proficiency-training workshop for the completion of new command watchstanding protocols. The workshop saved 9,600 man-hours and qualified 80% watchstanding personnel in less than two months. I currently attend The George Washington University NGA Cohorts Systems Engineering Program to obtain a masters in systems engineering, and have applied the knowledge and skills I have learned into practice. I developed a content workflow management

A successful IT system is something that is composed of several different functional components to make it a whole. It takes each component to efficiently work so that the entire system runs smoothly. When one or more parts of the system are not properly working it can affect the entire IT system as a whole and render it completely vulnerable to people with malicious intentions. In this paper I will discuss the role of each component in it and shed some light as to why each is needed.

The Army Medical Command (MEDCOM) makes up 2% of the Army Acquisition Workforce of more than 37,000 acquisition professionals (Craig A. Spisak, 2016). The Army Medical Command has five acquisition career fields (ACF) that make up its workforce of acquisition professionals; program management, contracting, science and technology managers, information and technology, and test and evaluation. The MEDCOM acquisition workforce (MAW) comprises of civilians and military members with an additional skill identifier (ASI) known as the 8X. This review will focus on MEDCOM’s ability to improve its acquisition workforce among the five ACFs. Mr. Spisak states, “by valuing individuals and group potential, the Human Capital Strategy Plan points the way to success for the Army Acquisition Workforce” (Spisak et al., p. 162). MEDCOM has strict regulatory mandates toward managing their acquisition personnel separately from but inclusively with the Army Acquisition Workforce (AAW). The Army Medical Command cannot wait on the Acquisition Support Center (ASC) to manage nor build their talent nor can MEDCOM expect their subordinate acquisition activities to function without guidance. These improvement

Throughout his tenure at TECOM G-6, Staff Sergeant Rainey immensely improved both the service and functionality of the Training and Education Command (TECOM) and Training Command (TRNG CMD) helpdesks, effectively managed his team of Information Technology (IT) professionals, and provided exceptional support to all customers. Additionally, Staff Sergeant Rainey consistently displayed an ability to do more with less. Staff Sergeant Rainey effectively and efficiently supported all the IT requirements for over 400 Marines, civilian, and contractor personnel that make up TECOM and TRNGCMD headquarters staff with a team consisting of only three IT professionals. This resulted in the resolution of over 1800 support requests consisting of VIP requests, NIPR/SIPR support services, Video Teleconferencing (VTC) support, trouble tickets, and special events during his time at the command.

From October 2004 till March 2010 while working with Army Materiel Command (AMC), in the office of the CIO, I was responsible for several missions one of which was in strategic planning and technical implementations. AMC is a major Army command (4 Star General) with over 100k in personnel and a 53 billion dollar budget. The command has a worldwide presence with over 140 locations. AMC is the Army’s logistics provider and as such, has several productions based commands in which builds tanks, aircraft, radios, missiles and other war fighting components. The CIOs budget is over 2 billion a year with 75% of decentralized across the subordinate commands. One of my duties was the command’s strategic planner and chief technology officer. I authored the command’s strategic, operational and tactical IT plan and ensured

Mr. Justin Landes worked with his team of Enterprise Management Systems (EMS) administrators through a successful Command Cyber Readiness Inspection (CCRI). Thanks to Mr. Landes’ superb work ethic, dedication, organizational skills, and technical abilities, he was able to take on the challenge of bringing up the overall compliance score of less than 50% to an exceptional score of 85.6%. This score ranked amongst the top 3% in the Army.

Possess significant and extensive experience in leading a full spectrum CIO office to include such disciplines as: information security, systems administration, developing internal and external web pages, software development, network services, storage services and IT work support for investigations and audits. This experienced is evidenced via assignment with the Army Materiel Command (2001 to 2010) (AMC) as Director of Enterprise Operations, Strategic Planning and Chief Technical Advisor and more recent in the position as the Chief Information Security Officer. My assignments at the US Patent and Trademark Office (2012 to 2015) allowed an even greater leadership experience in providing IT services. These services including computer

Graduated level academic experiences include: Systems Analysis and Design, and Capital Budgeting and Corporate Investment. My quantitative professional experiences include performing strategic human resources planning and data analysis for approximately 5,000 Army Signal Officers. I was responsible for compiling data and preparing reports utilizing Microsoft Excel. Other duties included coordinating procedures and programs affecting the structure, acquisition, distribution, development, deployment, compensation, sustainment, and transition of Signal Officers. Furthermore, as the Signal Corps senior marketing officer I budgeted assets in excess of $75,000 while ensuring resources were allocated

In 2003, I was recruited to set up and lead a new cyber security initiative for the Army Materiel Command (AMC), a 53 Billion dollar year logistics command that serves as the army version of amazon for the army’s current inventory of weapons, supplies and vehicles. AMC, at this time, had over a 100k workforce spread across 140 locations worldwide. During this timeframe, the Department of Defense was still trying to define Cyber Security and mature the process they had in place. DOD was a large target and AMC ranked high due to the research we performed for the Army and the DoD. The attacks came from all types of hackers ranging from, high school and college kids to state sponsored attacks using everything from off the shelf scripts to specialized tools designed to specifically break down our security systems. At this time my command had one of the worst records in the army for cyber security incidents. These attacks were, due to their ferocity and complexity, having a devastating impact on our ability to support the war efforts in Iraq and some attacks resulted in exfiltration of sensitive but unclassified data. AMC, during this timeframe, owned 50% of the Army’s computing power and this took the form of workstations, servers, applications and communication circuits so the impact was significant. Coupled with these ongoing attacks, the Army changed the way security incidents were being reported, directing all incidents to be reported to the Chief Of Staff (COS) of the

As stated earlier, I functioned as the de facto CTO for AMC and a subordinate duty of this role was the execution of research and development to improve the command’s computing capabilities. In effect the Army has a formal element to perform Research and Development and that component “The Army Research, Development and Engineering Command “is a subcomponent of AMC. This relationship allowed me unfettered access to some of the top scientist in the country and as a program manager for several roles such as Cyber Security, Enterprise Operations, Technological Innovation for the command, I was often tasked by the Army’s CISO to perform research and development to move the cyber security mission forward, this resulted in the building of products, tools and the development of techniques and methodologies to defend the Army and DoD network. I have led several major R&D efforts over the course of my career and two I have received national level awards. AMC owned 51% of the Army’s

This paper details a project that transitioned the responsibility from an outsourced IT service delivery model to an insourced delivery model within a Military Department (MilDep). The purpose is to understand why the goals of the insource service are not being met and more tactically, why IT governance is not working.

I have served Honorably in the United States Army and California National Guard. Through this irreplaceable experience, I learned management skills,

Background: Enterprise technology systems are seen as the newest approach in streamlining institutional efficiencies. The Army spent a large sum of money on the Global Combat Support System – Army (GCSS-A) which debuted a few years ago and is still being fielded today to its units.

IT Managers in a small-mid-sized manufacturing company. Avg yearly revenue is between 10 - 25 million and the head office is located in Ontario. The IT manager reports to a smaller management team and is constantly under fire to reduce costs and simultaneously innovate to compete against larger companies.

While employed with the Army Materiel Command as Director of Strategic Planning and Technical Implementation, I served several roles one as the CTO for the Office of the Chief Information Officer and another as the enterprise architect. AMC served in a variety of roles one of which was the senior technical advisor for architecture and technology (ostensibly the CTO for the CIO). AMC, a 53 Billion dollar year logistics command that serves as the army version of amazon for the army’s current inventory of weapons, supplies and vehicles. AMC, at this time, was employing around 100 thousand-person personnel spread across 140 locations worldwide. I applied the vision and strategy to current issues within their technology infrastructure and was able to produce an analysis model that demonstrated the path forward to reduce their aged infrastructure backlog of $300M+ and reduce infrastructure operations assets by 80% using a limited annual investment ($180M+) within 4-5 years by using the infrastructure strategy to direct the replacement of the aged technology inventory. I communicated the value of these new technology solutions in terms the business executives could understand and achieved buy-in from all business stakeholders on this major strategic change. The command embraced the multi-year aggregation of their purchasing and migration efforts necessary to achieve better time-to-service, lowers costs, immediate scalability, less technical capability issues, and turn the IRS