We composed 80% of a technical proposal which gained our client a major 5-year multi-million-dollar quality assurance service contract with the United States Postal Service (USPS). Our client hired us to manage the Program Management Office (PMO) covering 22 sites. This impacted nation-wide material transportation equipment services.
During this time, we hired, trained, and managed the program's regional managers, resident site process, and IT auditors, and the headquarters configuration management personnel. For 18 months, we conducted strategic planning, and developed and maintained the program's policies and procedures.
For another project, we directed an engineering process group in oversight, approval, and change management of an IT service firm's process architecture, and corporate quality operations for 18 months. We then prepared the firm for a CMMI L3 appraisal by facilitating process assessments and training to measure and implement enterprise process improvement, and we participated in the performance of the SCAMPI A appraisal. Our company also provided program management services for the client whose primary focus is on delivering IT solutions for Department of Health and Human Services, Department of Homeland Security, Department of Defense, and Department of Treasury.
For 12 months, we acted as Cost Account Manager (CAM) for a client on a major NASA GSFC satellite program requiring earned value management. We managed program statements of work with satellite subsystem subcontractors. Additionally, we provided risk mitigation and conflict resolution to lead to successful deliveries meeting schedule, budget, and mission objectives. We also developed various technical Contract Data Requirements List (CDRL) items for delivery to the customer. When the unacceptable performance of a major subsystem supplier involved in the original proposal for the job threatened to push back the finishing date of the project, we enlisted and facilitated the hiring of an alternate subcontractor.