Daniel B Stevens, PMP

Lead advocate and Project Manager for Air Combat Command's High Frequency weapon system (HFGCS). Coordinates weapon system requirements for command and control functions with applicable MAJCOM functional managers and requirement leads as well as Head Quarters Air Force functional managers. Analyzes Air Force and Department of Defense capabilities (current and future) as they apply to supporting DOTMLPFI, USAF CONOPS and Joint warfighter required effects and how future needs (gaps and shortfalls) documents for advocacy in the AF and DoD corporate processes to provide senior leadership operational, capabilities-based focus for acquisition program decision-making. Serves as a technical expert on the Cyber Weapons Operations Team and resolves network issues with the command's Program Element Monitor and provides operational support and strategy for the Planning, Programming, Budgeting, Execution processes for all Operation and Maintenance, Procurement and Research and Development (3600) funding supporting the weapon system, identifies capabilities, gaps and shortfalls. Assists in POM Development for the Cyber weapon system management evaluates, advises, requests and orchestrates the implementation of solutions to improve weapon system performance.

• Provides SCOPE Command known as "lead command support" oversight on equipment maintenance and coordinates HFGCS SPO and ACC's Cyber Capabilities Center HQ lead support team to make recommendations for initial, renewal, or cancelling user requests to operate missions collocated at the HFGCS station sites; scheduled maintenance repairs/replacements and validated completion and funding requirements.

- Developed and deepened professional and productive relationships within first 30 days and led two High Frequency Global Communication System Command, Control, and Communications system scorecard reportage averaged two week reporting buffer prior to deadline; coordinated with COCOM HFGCS System Performance Office and Air Combat Commands Cyber Capability Center to create a new process for Department of Secretary Defense mandate.

• Coordinated and implemented solutions by preparing and evaluating network alternative workflow options

- Key Action Officer/Project Lead who organized Navy's Joint Capability Tech Demonstration and MOU agreement effort for High Frequency technology, Resilient C2/3 enhancing Joint partnerships for mitigating threats to High Frequency technology and performance by synchronizing Navy and Air Force modernization efforts – Memorandum of Understanding championed first step to meeting this objective.

• Crafted diagrams and flowcharts outlining logical operational steps.
• Defined application problems by consulting with clients to evaluate procedures and processes.
• Formulates, defined and drafted Action Officer and coordinated 5 action eSSS routing requests to Senior Leaders.
• Collaborates in the planning and decision making processes while taking advantage of advanced technologies being transitioned to C2 technologies.
• Coordinates signatory documents and updates computer programs and systems.

- Conducts and provides analysis of Integrated Logistic Support (ILS) known as Centralized Asset Management Programs utilizing Centralized Access for Data Exchange to apply knowledge of life cycle cost estimates and system sustainment processes to assess the supportability and suitability of High Frequency Global Command System. Utilized Product Life Cycle Development processes to ensure adherence to project schedules and budgets.

• Offers decision-makers ROI and cost-benefit projections to guide project development and implementation to include requirement documentation, action plans, operational concept documents, implementation plans, operating procedures.
• Performs cost-benefit analysis on Future Year Defense Program (FY 22-29) system upgrades to support HF requirements on purchase decisions.
• Revamped existing system to improve or repurpose for 25% greater effectiveness.

- Coordinates with HFGCS Lead Command support (HQ Cyberspace Capabilities Command) and System Program Offices on equipment modifications, fielding, sustaining, and requirement validations which impacting Network Control Site HFGCS users to develop operational, procedures/policies and resolve operational conflicts that occur between two Network Control Sites (NCS) station personnel and HF customers, oversee development of MOAs/MOUs and other HFGCS customers, act as liaison between HFGCS Lead Command offices and offices affected on matters impacting strategic requirements and operations, equipment, station, and system outages and up-channel significant status changes to key 2/3-letter and/or HFGCS stakeholders at Air Combat Command A6 Directorate.

• Command focal point for HF integrated modernization technologies to meet NCS or station requirements.
• Coordinated Implementation Directive for NAVIWARS updated HF program and system vision.

Provided direction and management guidance on Communications and Information Systems, and provide policy and expertise for HQ Air Combat Command for Cyberspace activities worldwide. Identifies risk measurements on information technology proposals; i.e., project size and scope, project longevity, technical configurations, reviewed architectures for unusual cyber security requirements, special project management skills, software complexity, system integration requirements, and existing technical and management expertise.

- Instrumental Air Combat Command A6 Directorate Compliance and Cyber Inspector General Liaison tracked 26 Air Combat Command's Cyber deficiencies; inspired units to set realistic timelines for Cyber Security solutions developed a compliant culture. Successfully led 6 projects, which resulted in closing 15 Cyber deficiencies.

• Diminished obstacles and saved time, spearheading special projects through effective emergency resolution.
• Supported executive decision-making by reporting on Data metrics and recommending actionable improvements of performance and the formulation and/or development of corrective actions required from deficiency write-ups by assessors. .
• Developed process improvements and streamlined procedures to effectively resolve Air Force Cyber Enterprise discrepancies.
• Evaluated Inspector General Evaluation Management data and performance metrics at multiple Air installations and made recommendations for Cyber training improvement.

- Evaluated 20 Information Support Plans and provided change proposals and provide recommendations based on guidance and policy relating to each program. Advocated for the program innovations and made recommendations to automate annual reporting requirements.

• Discussed design specifications and procedures for Cyber Weapon Systems with project manager, engineering team and construction manager assessed activities such as system mission integration, system architecture, documentation, operations and procedures, fielding implementations and system evaluations.

Provides oversight for manning, training, and operations and supervises work projects in supporting Information Management Tools, Enterprise Information Systems, and Information Access Programs. Technical authority in continuous process improvement for Knowledge Management Programs, recommend solutions and advise CPI implementation and attends weekly change advisory board. Develops goals and objectives that integrate organization and section objectives in administering Intranet SharePoint, Data Management, and Internet Portal systems ensuring functionality and implementation. Tracks and distributes notification requests for change log updates.

- Developed operating procedures and instituted 459th Air Refueling Wing's first disaster recovery plan for the Knowledge Management program, updated resolution steps, new solutions, enhanced procedures which became the first standardized recovery plan for the Air Force Wing, met inspection requirements three months ahead of schedule.

- Coordinates and provides Air Force Reserve Command leadership to develop strategies of available knowledge creation and sharing across the Wing by developing self-help sites for continuation and refresher training; evaluates training feedback pertaining to effectiveness of Information Management training objectives for +1000 Airmen.

• Tracked progress by employing program documentation, directives, funding information and other vital program materials.
• Uncovered issues to determine solutions to requirements and operations, track cyber equipment on station, and system outages and up-channel significant status changes to key AFRC stakeholders, assist in unit preparation for Lead Command directed Knowledge Operations Functional Reviews; also participated as Functional review team lead.
• Developed programs and initiatives to support Air Refueling Wings organization's long-term goals.

Provided project management and IT technology operations and managed oversight training to Air Force ROTC team. Measured organizational change performance using qualitative methods, e.g., useful training sessions, facilitating collaboration across multiple functions, departments by scheduling inspections before and after training, and documented feedback to identify deliverable, and project scope deficiencies.
- Performed continuous analysis of nine network migration issues IT knowledge regarding hardware and equipment efficiency ensured problem solved less than a day result deterred work stoppage across 3 Major Air Force Headquarters.
- Managed and Facilitated University of Washington's Air Force ROTC electronic record's system data-file project which saved over 400 person-hours annually and helped correct 236 discrepancies within one week (Essential for Detachment earning 2016 Inspection "Effective Rating")

- Performed detailed technical analysis of planning documents, CONOPS, system specifications, quality performance measures, technical orders, commercial manuals, and other technical documentation Memorandum of Agreement (MoA), Project Status reports (PSRs) to ensure strategic and operational user requirements and perspectives are considered in balance with the project technical requirements and performance status metrics meet scheduled baseline.

• Created project plans with established timelines for integral phases, assigned to appropriate teams, managed workflow and achieved RFP submissions and completion deadlines on or before schedule.
• Enhanced development and drove continuous improvement of project delivery process by providing strong program leadership.
• Handled continuous project monitoring and management, including developing forecasts, tracking expenses and approving payments.
• Managed company operations with responsibility for profit and loss, scheduling, training and inventory control.

Spearheaded and managed the redevelopment of an inefficient/non-existent records management system led by the Secretary of the Air Force Chief Information Officer. Acted as executive liaison and worked in close collaboration with departmental peers. Led and provided oversight to various stages of project life cycles, performed cost-benefit analyses, structured plans to initiate quality management initiatives; defining program objectives and aligning organization goals.
- Innovative Project Manager modernized Air Force's Electronic Records program implementing careful on-site monitoring and enforcing staff assistance visits for 16 subordinate offices ensured deliverables obtained policy compliance, change management and proper follow-up procedures.

- Developed Privacy Act guidelines and authored FAQs ensured project team had a clear understanding of the direct use of guides/training, risks, escalation paths, and roles and responsibilities for the project team and improved Privacy Act awareness to Secretary of Air Force Chief Information Officer Directorate.

• Scheduled team meetings and collaborated with 10 team members.
• Set forth contingency plans and monitored progress and risks of various projects.
• Dictated roles and responsibilities for each member of 16-person team.
• Devised implementation plans, including cost-benefit and ROI analyses.