Program Leadership & Execution

Agile, Scrum, SAFe, and Waterfall methodologies with hybrid model selection based on contract type, risk profile, and mission context. Risk and opportunity management, stakeholder engagement, communications planning, and resource management across the full delivery lifecycle. Quality assurance, acceptance criteria management, and lessons-learned integration at phase gates and program closeout. Procurement and subcontractor oversight aligned to SOW and contract performance requirements. Benefits identification, tracking, and realization planning from initiation through closeout. Jira, Confluence, Azure DevOps, MS Project, RDS-developed applications.

ANSI/EIA-748-compliant EVM with DFARS 252.234-7002 applicability. Cost and schedule variance analysis, critical path management, float analysis, and earned value reporting for defense and federal program offices. Baseline change control integrated with configuration management and program review gates.

Deliverable tracking, baseline control, change management, and document conformance across long-duration contracts. Configuration identification, status accounting, and configuration audits (FCA/PCA) aligned to MIL-HDBK-61 and program-specific CDRLs. Integrated with program reviews, technical acceptance milestones, and contract closeout requirements.

Multi-discipline technical oversight and cross-functional engineering leadership across distributed delivery teams. Subcontractor performance management, SOW compliance monitoring, technical interchange meeting cadence, and integrated delivery coordination. Flow-down of prime contract requirements — including DFARS, CMMC, and quality clauses — to subcontractor agreements.

RDS-built Property Management System with policy, 8 SOPs, monday.com-hosted operational workspace, and per-asset evidence ledger. FAR 52.245-1 ten-outcome coverage; FAR Part 45 conformance; DFARS 252.245-7001/-7002/-7003/-7004 alignment. Holding corporate IT assets under PMS rigor today; flow-down-ready for subcontracts conveying GFP or authorizing CAP. PMSA-ready on Contracting Officer request.

SRR, PDR, CDR, TRR, and ORR facilitation. Technical review leadership, architecture decision authority, design review governance, and engineering standards enforcement. Programme-level assurance and decision-gate governance aligned to MSP sponsoring-group accountability. Entry/exit criteria defined and enforced at each milestone to protect downstream schedule and technical integrity.

Structured transition planning from development to operations — change management, release management, and deployment coordination aligned to ITIL 4 service transition practices. Post-deployment stabilization windows, SLA/SLO establishment, and problem management (root cause, not just incident response). Lessons-learned registers and improvement actions tracked from program initiation through sustainment handoff.

Governance forum design, charter development, and executive reporting aligned to program authority structures. Decision-ready artifacts, architecture decision records (ADRs), and stakeholder-facing briefings. Technical review facilitation and governance assurance at each milestone gate — entry/exit criteria enforced, action items tracked to closure. Issue escalation pathways and decision authority matrices defined at program outset to prevent governance gaps during execution.

Stakeholder register development and ongoing maintenance across command, acquisition, operational, and user communities. Influence/interest mapping, engagement level assessment (unaware through leading), and tailored engagement strategies per stakeholder group. Stakeholder engagement plan updated at each phase gate to reflect shifts in program context, personnel, or organizational priority.

Communications management plan covering audience matrix, format, cadence, and escalation paths. Monthly and milestone status reporting, technical progress reviews, risk escalation, and decision documentation formatted for program offices, prime contractor leads, and user communities. Information needs analysis ensures the right level of detail reaches the right audience — executive dashboards, working-level status, and CDRL-formatted deliverables maintained as parallel but coordinated products.

Structured change management — stakeholder impact assessment, resistance identification, and adoption readiness tracking — bridging the gap between capability delivery and operational effect. User research, workflow analysis, and human-centered design ensure operator context shapes requirements before implementation, not after. Training needs analysis, knowledge transfer planning, and post-deployment adoption measurement close the loop between delivery and mission utility.

Cognitive task analysis, operator workflow modeling, and usability evaluation integrated into design and review cycles. Human-systems integration (HSI) planning aligned to MIL-STD-46855 and DoDI 5000.87 for defense programs. Ensuring fielded capability maps to actual operator mental models and mission workflows — not just system requirements as written. Participatory design techniques and iterative prototype review with operational users where program schedule permits.