Irma L. Ruiz

Project Planner and Schedule Analyst experienced in developing and implementing project schedules using established management practices. Conducted schedule risk analyses to empower project teams in making informed schedule and cost decisions. Delivered insights through proficiency in Microsoft 365 applications, Microsoft Project Online, and various scheduling methodologies.

• In the beginning of fiscal year 2026, the Advanced Capabilities for Emergency Response Operations (ACERO) and Air Mobility Pathfinders (AMP) Projects merged to form a new project, Advanced Air Mobility Pathfinders (AAMP). Currently maintaining the AMP integrated schedule to closure of all Level 1 and Level 2 milestones carried over from fiscal year 2025 and the Technical Capability Level 1 (TCL-1) milestones. I developed the ACERO Technical Capability Level 2 (TCL-2) schedule. Currently maintaining the accelerated schedule for TCL-2. I supported the Project Management Office (PMO) in re-establishing change management processes for Level 1 and Level 2 milestones and technical documents. Ensured that the program’s AAMP schedule baseline correlates with the project’s baseline. I supported the Management Review Board (MRB) meetings with change requests (CR) and schedule performance charts. I developed the Schedule Management Plan to be implemented in fiscal year 2027 and beyond.
• In the latter year of 2023, AAM transitioned to a new project named Air Mobility Pathfinders (AMP). I developed a new Integrated Master Schedule (IMS) for the new project which entailed developing and maintaining subproject and technical areas schedule packages within the project IMS for the Cross-Cutting areas (Project Management Office, Systems Engineering and Integration and Concepts), Flight Operations Subproject (FOS) and Airspace Operations Subproject (AOS). Continuously worked with the subproject managers and technical leads in developing Change Requests (CR) to baseline or change Level 1, Level 2 and Level 3 milestones committed to the Program, Airspace Operations and Safety Program (AOSP), and aligned with the Project’s critical commitments. Supported the project’s Management Review Boards with milestone information that assesses progress towards meeting deadlines.
• I developed the Integrated Master Schedule (IMS) for the Advanced Air Mobility (AAM) project. Developed and maintained various subproject and activity schedules within the project IMS for the Automated Flight and Contingency Management (AFCM), High Density Vertiplex (HDV) and National Campaign (NC) subprojects. Prepared and effectively provided project and subproject managers with schedule reports for internal meetings that assisted in keeping management informed of future efforts and technical concerns. Successfully worked with subproject managers and technical leads to develop Change Requests (CR) to baseline Level 1, Level 2 and Level 3 milestones committed to the Project and Program, Airspace Operations and Safety Program (AOSP), and aligned with the Project’s critical commitments.
• I developed the Integrated Master Schedule (IMS) for Phase 2 of the Unmanned Aircraft Systems (UAS) into the National Airspace System (NAS) project. Responsible for incorporating schedule packages from subproject managers into the IMS. Frequently evaluated the IMS for discrepancies among the subproject areas and worked with the Subproject Managers to resolve potential impacts to Level 1 and Level 2 milestones. Worked with the SPMs to develop Change Requests (CR) to re-baseline Level 1 and Level 2 milestones if required.
• I was Lead Scheduler for an Experimental Liquid Rocket research program at AFRL. I developed the program's Integrated Master Schedule (IMS) using Critical Path Methodologies (CPM). In the IMS, I resource loaded the program’s mechanical and instrumentation schedules to assist in identifying resource conflicts. On a weekly basis, I facilitated the schedule status meetings and updated the IMS real-time. Generated and maintained high-level Program Management Review reports that assisted management in making schedule and cost-related decisions.
• I was Lead Scheduler for NASA’s stand-up team of the Neil Armstrong Aircraft Operations Facility, formerly known as the Dryden Aircraft Operations Facility, in Palmdale. I developed and oversaw the execution of 8-10 independent subprojects that shared contractors. Assisted in evaluating and monitoring contractor’s Request for Information (RFI) to ensure timely submittal of information so facility and aeronautical research projects are not impacted. Interfaced with a diverse group of professionals to collect timely project status for updating schedules. Developed standard reports and presentations addressing project progress, new requirements, and potential issues. I also assisted in the monitoring and closing out of safety discrepancies issued by internal government agencies and local municipalities.
• I was responsible for maintaining the Center’s workforce databases for the NASA Project Management Office (PMO). Generated labor reports and high-level project/staffing charts, which assisted senior management in strategic planning, overtime control, and resource allocation.
• I developed a database management system for my Airborne Science customers to track the flight experiments submitted by the science community and those completed by the Airborne Science team. It allowed users to enter technical flight details that allowed management to set flight priorities and coordinate more effectively with science community.
• For Great Western Bank, I programmed and maintained mainframe batch programs for Savings, Loans, and General Ledger systems to meet user’s business requirements. Developed a Loan Fraud PC based system that helped users monitor fraudulent activity in loan applications. Effectively ensured the implementation of the PC application system.