Reformed Acquisition Categories

Supported a complete overhaul of the FAA’s Acquisition Categories by consolidating the number of acquisition types from 14 categories down to 9 and modifying required artifacts to allow for a more flexible and expedited process to implementation. The incorporation of key agile features into the FAA’s acquisition process and the reduced documentation provides the flexibility to include the latest technological advances in program implementation. The acquisition overhaul not only has made FAA capital investment programs more nimble and more flexible but also has reduced program overhead.

SE Support

Provided systems engineering support for Mission Support Capital investments at the FAA. Worked directly with program managers to analyze, review and revise investment proposals to secure approval and funding. The SME consulting provided to program managers resulted in successfully securing multiple investment approvals.

Reporting and Dashboards

Developed reporting metrics for the Mission Support investment programs, providing the Federal client with insight and relevant data on the status of the investment programs in the FAA Mission Support domain. The enhanced transparency offered by the enhanced Business Intelligence demonstrated to senior management the tight connection between Agency goals and the capital investment program.

Updating Guides on Investment Phases

Company principals also participated in periodic revisions and updates to the guides and instructions for creating the needed artifacts for capital investments. This is a part of continuous process improvement intended to provide program managers and system engineers with clear direction on the development of capital investment artifacts.

Governing Technology Boards

Company principals supported FAA governing boards that provide oversight of technology investments and ensure adherence to enterprise standards. As part of their support activity, company principals recommended board agendas, solicited selected SMEs for board membership, and supported program managers in presenting investments for board approval., Stakeholder participation doubled over a two-year period.

Company principals also managed the build-out of a web-based application that housed all solution data – applications, underlying software technologies, product ownership, software life cycle status. The build-out followed Agile principles with two-week sprints to meet program increments according to established acceptance criteria. A product backlog guided sprint planning and execution. The product backlog was frequently reviewed and pruned.

Company principals also developed a cybersecurity architecture for the FAA in accordance with Presidential Executive Order 14028 and National Institute of Standards and Technology (NIST) publication 800-53 v. 5 – Cybersecurity Framework. The cybersecurity architecture incorporated best practices in identifying the components of a robust cybersecurity architecture. The architecture served as a blueprint to the information security Directorate at the FAA to plan, develop, acquire, implement, and operate effective cybersecurity regime.