Trisha Rickets

• Create Foreign Military Sales (FMS) Aviation Technical Information Products (ATIP) based off of the most current Naval Aviation Technical Information Product (NATIP)
• Analyze the ATIPs by blue lining it for outdated data, data that is not applicable to the country, data that is missing and need to be added into it, data that needs to be verified by a SME and action items received from the PMA's and the SMEs so the editor can make the changes
• Collaborate with the SMEs to get country specific information for the ATIP when the answer isn't in the Greybook/Goldbook or other country specific documents
• Coordinate with the ATIP editor keeping her apprised of where things are at and any schedule changes that occur.
• Manage the schedules for the ATIPs based on inputs received from the FMS Case Teams
• As part of managing the scheduled for the ATIPs, OnePager is is in process of being added on my computer. I am in process of learning how to build a one pager for the FMS customers to see how the products all line up together and the risks (if any) for meeting schedules in between getting the work completed for the ATIPs we have in the cue
• Developed a system so once the editor is ready the current ATIP rev blue lines is handed off. A new ATIP blue lines revision is created so the editor can begin working on the edits instead of just sitting around waiting for all the blue lines to be completed. The Blue lines and Edits are worked in conjunction to try to keep the ATIP on schedule
• All blue lines are tracked on a spreadsheet so everyone can see what the status is and what is completed
• Collaborate with country specific PMA-265 POCs to review ATIPs/PCLs to ensure the products being released are accurate and improved customer satisfaction

• H18 SCSs Deputy Block Manager
• Support all the Advanced Systems meetings, including those for CIDD 25 and CIDD 26. I represent CIDD 25 and CIDD 26 initiatives at PI Planning. I know the schedule for their initiatives and keep the roadmap up to date and schedule meetings with the Product Lead (PLs) after each PI Planning. I try to keep the CIDD 25/26 Release Manager informed of what is going on with these initiatives. I am also very involved in RAAF/USN Common Software even though it is part of CIDD 25/26. I have a lot of RAAF knowledge though.
• SME for the classified fleet deliveries. Responsible for coordinating the gold disc getting created for the checkout flight, ensuring we have the components needed for the gold disc, getting the draft cert letter created and sent out to PMA-265, having media created, coordinating shipping media out or a hand carry if there is not enough time for the shipping timeline required, and getting the signature on the final cert letter and getting it to PMA-265 so they can start their signature process of Chapter 4 of the NATIP for the fleet release. Now we are sending the fleet releases via CNet. Originally one of three of the initial individuals to drive the foundation for this process to be laid.
• Communicate with Boeing, Team Leads, Product Leads, and other Release Managers about developmental activities continuously to make sure we are all on the same page and things are not getting missed.
• Coordinated SRR for an initiative to include finding the chair, setting up the date, sending out the meeting maker, letting the SOR architect know where to find the template for the event, and working any of the artifacts from a SCS perspective that were required for the event.
• Business Owner for the Advanced Mission Systems Art for every SCS. I attend the Pre PI Planning meeting to provide input from the AWL/PMA-265 what deliveries we have, what is driving them, when we need them by, I provide a SAR re-ranking list with aircrews inputs of what their top priority SAR fixes are, and I provide any other information about initiatives that Boeing has questions about priority.
• H18A SCS Deputy Block Manager –
• Create the fleet release build stoplight charts (schedule) and update it weekly to track if we are on schedule to make our planned milestone dates to make fleet release.
• Create packages for various RAAF meetings.
• Conducted analysis of the CIDD 26 ECP for USN/RAAF Common Software and made sure everything from CIDD 25 and CIDD 26 were captured on it for PMA-265 so there are no issues when it is time to fleet release CIDD 26 to the RAAF or with the Technical Directives.
• Backup TPOC for the contract. I make CLIN postings to the contract when the TPOC is not available.
• Coordinate with our BFM to ensure that we have funding available to execute the events required that are beyond what we had originally scooped.
• Support the Monthly Financial Reviews (MFR) and IDIQs when the Release Manager is not available. I provide insight at the MFR into the reimbursable funds and what our plan is for executing the funds and when.
• Communicate with Boeing, Team Leads, Product Leads, and other Release Managers about developmental activities continuously to make sure we are all on the same page and things are not getting missed.
• Business Owner for the Advanced Mission Systems Art for every SCS. I attend the Pre PI Planning meeting to provide input from the AWL/PMA-265 what deliveries we have, what is driving them, when we need them by, provide a SAR re-ranking list with aircrews inputs of what their top priority SAR fixes are, and I provide any other information about initiatives that Boeing has questions about priority.
• Attended meetings to represent the RAAF and collaborate priorities are being represented and prioritized.
• RAAF Deputy Release Manager –
• Conducted any meetings the release manager was not available to facilitate for RAAF SCSs.
• Led and coordinated the FAM/SIM event in St. Louis and set up the agenda. I send out the meeting maker with all the details for badging and visit request submissions.
• Backup TPOC for the contract. Submit CLIN postings to the contract when the TPOC is not available.
• Created all the H16A data deliverables required to be given to the RAAF with the release of the SCS.
• Attended meetings to represent the RAAF and collaborate their priorities are being represented and prioritized.

ASI Deputy Release Manager –

• I pulled together any data that is required, usually by hand for Advanced Systems because we do not have databases and tools available to do a lot of it for us.
• I created an Advanced Systems CIDD Roadmap so we can track initiatives from start to finish, as well as MVPs, and determine where initiatives are going to release.
• I ran most of the ASI Mega DCRBs where I disposition SARs so they can get fixed. I also coordinated and ran a PRI re-ranking with aircrew about six weeks before each PI Planning to provide Boeing a prioritized list of SARs we want worked in the upcoming PI. I coordinated and conducted a meeting at the beginning of the CIDD to review all the UAH SARs and Enhancement SARs with aircrew to get their inputs on what, if any, UAH SARs needed to be pulled back into the CIDD and ranked the enhancement SARs because we have so many of them so we can provide a priority list to Boeing and try to get a few of them completed during the CIDD.
• I put the ASI Functional Requirements (FRD) together. I coordinated with the Product Leads and or provide inputs and review the document before being sent out for review by leadership and signatures.
• I would attend the Advanced Systems PI Planning events as the AWL Release Manager Stakeholder. I would ensure that things were getting planned according to priorities. I made sure all the software builds we needed were accounted for and getting delivered in time to support testing/fleet releases.
• I mentor other individuals that work on the team and train new people that have joined the AMS Release Managers so they can be successful.

H16 BIII SCSs Deputy Block Manager -

• Managed financial meetings, programmatic meetings, and technical meetings to provide inputs on schedule, risks, costs, and performance.
• Developed strong relationships with Boeing and PMA-265 to enhance workflow efficiency that was previously delayed at a minimum for months from delivering fleet builds to the AWL and to the fleet.
• Led dispositioning of SARs as needed ensuring the high priority SARs would get fixed.

• H14 SCS ASI Deputy Block Manager –
• Attend and collaborate an assortment of meetings including bi-weekly PRAB meetings to go over risks and the impact they can have to the H14 schedule, budget, and product. Discuss ways to mitigate these issues such as H14 schedule impact on H16, PMRs, DCRBs, TRR2, IRR2 dry run, Catch-up CDR3, Block Status meetings, and SRRBs. These meetings involve different individuals from the PMA, AWL leadership, Boeing, and Project Officers, which have provided insight about the lifecycle processes and the various milestones and the different requirements that need to be accomplished to meet these milestones.
• Attend as many of the WBS status meetings with the SOR team leads that occur the first two weeks of the month as possible. Also attend the H14 Block WBS monthly status. Purpose is to see how each SOR is doing on meeting the dates for each required milestone which plays into the H14 Block maintaining its current schedule for these same milestones. Discuss any issues that may prevent completion by the SOR team lead for the completion date and what actions can be taken to prevent a slide in schedule.
• Attended discussions between Boeing and SWDTT to see how SWDTT could support Boeing with some of the requirements to free up employees to work MSI IV to try and maintain BIII schedule. Provided knowledge on consistently being proactive and identifying roadblocks in advance and how to navigate through the roadblocks.
• Collected and analyzed the data required to put together the IRST AMRAAM, ACMC in E/F, and developed first cut of the Trainers DR Burndown SRRB presentations for the PMAs approval/denial of the SORs to be added to H14.
• Taken the lead on various programmatic items that needed to be completed. Took the lead on updating and sending out a weekly H14 Block Quad Status chart to help communicate block information to the SOR team leads. Developed a Drumbeat presentation that was utilized for monthly status updates on executability, budgeting, schedule, and risks, by the PMA to the Captain. Took the lead on the development of the TRR B2 presentation. Assigned tasking to individuals dependent on the data required. Coordinated with the team when we would review it before our dry run for additional modifications that were needed. Used the TRR checklist to verify all components were addressed in the presentation. Collected and analyzed data to update various required metrics to reflect B2 data such as MSOFDs, Sorties, RFAs, B2 SORs as well as current risks and schedule that were used in the presentation.
• Communicated the MSI IV Color issue that was originally brought up by the aircrew at the SIMDAG in November 2015 to the Deputy Block Manager. Everyone thought the issue had been resolved. It is an issue that had human factor concerns regarding A/A having orange which means good from H12 but now in H14 A/G has orange meaning bad. Quick identification of the issue allowed our team to streamline the fix before it was too late to implement it into B3, which would have caused a 6 week slide in our schedule. The block operates at $500k a day. This 6 week slide to the right would have cost the government approximately $13,500,000.
• Pulled reports from APEX that I then analyzed to provide required information such as running contract projections on approved SORs in APEX via a rollup estimate report. Analysied the contract hours and dollars for each FY for six Boeing contract admin dollars, overarching SCS anomalies, Boeing tapestry dollars, material, and travel. This data is then added into another report that shows how far we project we can get with the current funding. Pulled reports on nine different SORs in APEX. I then created a summary table by FY that included the tech design hours, tapestry dollars, travel dollars, and CFM dollars for each individual SOR. I sent this information to the H14 Boeing Deputy Block Lead so she could compare it to their EAC. Pulled sponsor estimate detail reports for SATCOM and UAI and sent them to the contracts team. Pulled 42 approved SOR estimates from APEX. I then had to analyze and calculate what the FY17 Budget 6 month dollar projection for labor, travel, and materials is for each individual SOR. I then created an excel spreadsheet with all the SORs and analyised this information. Analysied the total FY17 Budget 6 month projection totals for all SORs. This data was provided to the H14 Block Lead for a massive Contract Line Item Number 3(CLIN3) update. Pulled rollup estimates to provide the BFM with the FY17 flight/event data for H14 so she could finish the FY17 spendplan. Began analyzing data from the look ahead vs APEX to make sure we are within budget and where the overage is so SOR team leads can be notified that they need to reduce their events/flights or work with other teams to get the data needed where appropriate by combing testing.

• Evaluated start dates for new hires/transfers and assigned them to a cohort accordingly. I would notify supervisors of the status of cohort availability and who was in the cohorts.
• Provide logistical support by finding locations that meet the needs for trainings at CL. Send out meeting makers to the attendees for each class with all pertinent information about the upcoming course. Coordinated with instructors to setup the rooms based on needs and distributed all materials required for the course. Work with Pax River to get the required materials shipped out. Keep track of the materials needed for each course.
• Coordinate badging required for instructors and attendees.
• Create the rosters and update as changes occur. Track the attendance of attendees for each course. Analyze the roster and the data on NAVAIR U and update the attendees to match the attendance records. Mark the course as completed to close it out. Send the roster and course feedback forms to the Pt. Mugu training coordinator, CT&E POC at Pax River, and the training coordinator at the Training Center and provide a synopsis of the feedback from the students about the course/instructor.
• Build workforce development and specialty classes in conjunction with the NAWCWD training specialist.

• Evaluate the ESDP requirements per the NAWCWD instruction. Evaluate the 5.1 requirements previously developed by leadership. Implemented a standardized process for Accelerated Compensation for Development Positions (ACDP) packages for each gate requirement based on degree to simplify the process and make it more efficient. Corrdinated with the ESDP Office POC to streamline the 5.1 DP-04/graduation process by minimizing rework of packages.
• Tracked all 5.1 ESDPs for milestone completion based on degree. Worked with branch heads to complete the ACDP packages for submission in a timely manner to get the promotion as close to the milestone target date as possible. Developed the ACDP package. Analyze the data against the requirements and then make a recommendation to the supervisor on eligibility for promotion.
• Track all ESDP DAWIA certifications. Notify employees and supervisors of upcoming on-site courses and their schedule dates.
• Mentored new supervisors on the DAWIA certification process. Provided recommendations on when ESDPs should begin their DAWIA certification training for T&E based on the degree the individual has.
• Collect, analyze, and evaluate information on department training needs based on competency requirements. Provide justification for training based on 5.0 KAS’s.

• Developed several spend plans based on estimated accelerated labor rate for the individuals using the CO, travel, and training required with a chart and graph to track 219 funds. This included direct and indirect funds.
• Provide a monthly analysis to the Division Head and Head of Staff on the status of spending the 219 funds by the end of the FY based on the spend plan that was created.
• Coordinate with BFM to complete hiring packets. Paperwork includes PD’s and STRL Pay Setting Worksheets.
• Responsible for running a weekly CADO report in Navy ERP to track the funds used for unfunded employees and providing the Head of Staff with the data.
• Track new hire funds by running a CADO report in Navy ERP weekly to ensure new hires don’t go over the $10k allotted. I would inform the BFM of the status so the employee could change COs when required.
• Create labor adjustments and route for approval. Process, maintain, and provide all new hire paperwork and check out paperwork for 5.1 CL to the required individuals.
• Create OFDs and MIPRs and route for necessary signatures until the funds are released.
• Responsible for analyzing the space planning for incoming new hires/journeyman. Would evaluate the current space available and then go to our level 2 and inform him what we have versus what is needed and how many people will be starting and when. We do a lot of hiring, especially from June-October and it can make space availability challenging. Provide recommendations on where space may be obtained by other competencies.
• WD College of Test and Evaluation (CT&E) Point of Contact.
• Tasking similar as above under Resource Specialist.
• Format correspondence according to policy and route as appropriate for signatures. This includes assisting supervisors with assembling ESDP request for graduation/promotion packages and routing the packages for approval through the proper chain of command.
• Coordinate data calls as required, analyze the data and incorporate it into one document, and provide the data to the required parties. Track all mandatory training requirements for 5.1 at CL. Send out email announcements with the data call requirements and completion dates. Send out reminder emails. Notify supervisors and managers of those who are not compliant with mandatory training requirements. Maintain all the mandatory training records at CL.
• Complete and process SF-182’s for training development. Route for approval through the department and the training center. Submit payment for courses.
• Communicating and collaborating with the staff, managers, and employees of 5.1 is a key function. Communication and collaboration is required to get all tasking requirements accomplished on time.
• Provide DTS travel support to all 5.1 employees by creating and processing travel orders, travel vouchers, foreign travel, DAWIA and PCS travel as required.
• Collect all information required to submit CSR’s and MAC requests. 5.1 point of contact for ordering supplies through milstrip and the credit card buyer.
• CL 5.1 Backup Security Coordinator. Submit visit requests into the Joint Personnel Adjudication System.

• Track DPA funds
• Review phone bill and submit necessary corrections
• Create PID/PR’s in Navy ERP and track until completion of order
• Processed travel orders and vouchers
• Format correspondence according to policy and route as appropriate for signatures
• Order supplies

• Proficient in audit process to ensure accurate accounting and banking to prevent shortage to the store.
• When a shortage occurred the opener had to analyze the reports for the 16 tills to determine where the shortage might have occurred and why it might have occurred.
• When the hours the store was allotted was based on sales, the opener was responsible for reviewing the previous days sales and calculating production. Then the opener would have to analyze the current days schedule and figure out where hours could either be cut or added based on production and ensuring the floor still had adequate coverage to maintain customer service and cleanup.
• Ensured schedules were out on time each week. Once the office supervisor completed the weekly schedule I analyzed the schedule looking for duplicate shifts, lapses in coverage, and then based on the hours allotted I would cut hours where it made sense to meet production.
• The days we had a truck the opener would have to analyze the actual size of the truck to determine if we had too many/not enough employees to work it. Then based on this data cut or add employees to ensure completion without going over production hours.
• Hired and terminated associates.
• Had to analyze all of my employees’ performance over the year and write up performance reviews and deliver them. Implemented disciplinary action or rewards as suited.
• Utilized multi-tasking skills and organization skills to ensure great customer service was being delivered.
• Analyzed sale trends to re-merchandised departments to drive sales and maximize product to the sales floor.
• Communicated with my department supervisors and team members to check on the status of tasks being completed.
• Provided insight as needed on how to overcome obstacles.
• Received Assistant Manager of the month for process improvements in my departments, sales performance, leadership, and teamwork.
• No longer a company