Sr EA Analyst

Posted on: 2006-01-25

Viatech, Inc., 6/2005 – Present, Senior Enterprise Architect Analyst Define project tracking issue process, problem resolution process, and change control procedures. Define and document project accountability, client expectations, and scope. Determine organizational and technical infrastructure. Review Existing Systems/Applications/Data, and validate functionality. Update data dictionary and enhance enterprise architecture (EA) database. Align functionality with systems/applications/data, and Organizational Units. Conduct preliminary user interviews and identify critical processes and procedures. Document usage scenarios, preliminary user profiles, and preliminary vision statement. Update performance metrics (from Strategic Plan). Document and present the target architecture solution concept including critical success factors. Ensure functional objectives align with strategic plans. Perform infrastructure analysis, and develop cross organizational function matrix, Identify IT restrictions, including security regulations from federal law, USDA policy and local offices. Produce Business Reference Model (BRM), Performance Reference Charts, Service Component Reference Model (SRM), Data Reference Model (DRM), and Technical Reference Model (TRM). Document target IT architecture, review all models with users, Produce user education plan, and generate training schedule in parallel with EA transition plan. Develop performance enhancement criteria and procedures and finalize transition schedule. Assess and document the processes and performance of the existing organization and provide services such as examination of organization business objectives, goals and cultures, documentation of business processes, work and data flows as well as development of a roles and responsibility matrix. IBA, 6/2003 – 1/2005, Senior Business Analyst Create presentations and reports from analytical models of internal and external USCIS data sources. Assess potential workload of field offices by geographical areas. Oversee schedules and streamline internal business processes regarding Immigration Services. Establish and enforce internal control procedures; perform business process analysis to improve effectiveness of field office workflow. Determine business rules to baseline field office processes and generate standard operating procedures. Perform Business Process Re-engineering (BPR) and/or modeling utilizing case tools to perform modeling. Apply Enterprise Architecture (EA) development concepts and practices to specific Business Enterprise Architecture (BEA) development tasks in a structured environment, including analysis of bureau wide activities, information requirements and processes. Develop and maintain high quality and accurate statistical reporting of field office services rendered including trend highlights and process gaps. Research Commercial Off The Shelf (COTS) products. Develop and maintain strong relationships with key clients, other contractors and IT developers. Resolve internal and external conflicts and misunderstandings. Perform special projects such as contract proposals with development cost estimation; life cycle analysis; cost benefit analysis; performance measurement reports, and risk analysis. DynCorp, 8/2002 – 2/2003, Senior Business Analyst Conduct site inspections to ensure compliance with contract requirements and prepare written assessment reports. Develop and implement quality control methodologies to ensure compliance with quality assurance standards, guidelines, and procedures. Develop and define major and minor data characteristics and classifications to update the Information Technology Investment Management (ITIM) plan. Apply Zachman architectural engineering principals to enhance software development, standardize enterprise hardware and perform technical analysis. Ensure project specifications for development are clear, concise and unambiguous. Identify integration opportunities and leverage functionalities of existing systems to extend capabilities while reducing acquisition costs. Ensure systems and applications are compliant with standards for open system architectures and reference models. SI International, 8/2001 – 6/2002, Senior Business Analyst Wrote proposal and won contract with FCC based on first hand knowledge of previous project success and personal reputation for excellence. Responsible for the performance of technical projects in accordance with contract requirements and company policies, procedures and guidelines. Manage support resources for the performance of project tasks through requirements, design, implementation, and testing. Support new business development by leading or assisting with major proposals. Develop formats and templates of contract deliverables with clients; perform quality reviews of deliverables material and supporting work products to ensure client approval and satisfaction. Develop project plans of scheduled activities to ensure contractual delivery dates including interim milestones for on-going status reporting are met. Regularly expand and update business process reengineering procedures used to map corporate reengineering projects. Identify associated gaps; work with the project teams to ensure business owners, audits, controls, metrics, reporting and risk mitigation techniques are identified and in place. Mercari Technology, 3/2001 – 5/2001, Senior Systems Analyst Recruited to evaluate reengineering costs. Performed research and recommendation of scalable architectural environments. Provided analysis of potential vendors and products and coordinated vendor/product demonstrations for the engineering team. Upon discovery of the company’s disastrous financial situation coupled with a reluctance with IT to make decisions, I moved on. Zen Technology, 10/1999 – 2/2001, Project Manager/Senior Business Analyst Recruited to lead business process reengineering (BPR) project in support of an organizational strategy to integrate 6 Bureaus, 10 Offices, and 11 core information system applications within the Federal Communications Commission (FCC). Documented the customer’s needs, business rules and technical requirements to determine best case integration strategy. Reverse engineered existing databases to create the data elements index. Researched available commercial off the shelf (COTS) products. Analyzed telecommunications hardware, firmware and software to automate document management and expedite information retrieval. Performed benchmarking processes, identifying performance gaps, writing high-level design documents, and developing project schedule with resource allocations and milestone tracking. Drafted the test plans based on business rules and technical requirements. Prepared and presented unifying solution alternatives based on 300+ core business requirements, 60+ core operational processes across 16 organizations. Negotiated requirement priorities with stake holders to determine phase (read timeframe) of implementation. Determined development resources and produced a three phase project schedule to provide earliest possible return on investment. The detailed project development plan provided costs and benefits of updating hardware environment an initializing a coordinated enterprise architecture design that could be deployed in iterative segments. On completion of the contract, I pursued the next challenge. British Telecommunications/USSEC, 04/1998 – 08/1999, Senior Business Analyst Organized and coordinated five managerial departments responses for contract proposals valued at over $3 million. Assessed customer needs and defined requirements for traffic reporting on inbound services, performed full life cycle quality reviews, and ensured two successful audits of warehousing/reporting projects. Evaluated criteria to support independent verification and validation (IV&V) activities. Designed, developed, and deployed an automated observation tracking tool for management of testing evolutions. Preparing detailed test plans including: Test frames, test cases, test scripts, test scenarios, Test configurations, test bed refresh and control parameters. Managed iterative tracking of observations and defects and provided cyclical test reporting. Moved into government contracting to pursue new challenges. MCI/USPS, 12/1996 – 3/1998, Project Manager, Consultant Returned to MCI as a consultant to develop local telecommunications program and launch entry into new market. Performed work process overviews regarding billing of interlata and intralata calls. Provided guidance to engineers regarding differences in long distance and local call processing. Reviewed billing application requirements, and acceptance testing criteria for local products. Provided initial input on USPS contract regarding appropriate policies and procedures for Call Center agents. Client requested me full-time to manage development processes of new programs, particularly stamps by phone. Developed technical training presentations and agent operational procedures, observed, analyzed and provided feedback to engineering during program pilot. Identified improvements and coordinated implementation of program rollout schedule. WinStar, 4/1996 – 10/1996, Senior Manager Billing Operations, Consultant Joined MCI Vice President Billing Systems as WinStar started-up. Recruited to hire, train, and manage billing staff. Designed company invoice combining long distance, and local call detail and data lines. Mapped processes supporting new product deployment. Coordinated invoice production schedule (out sourced to COMSYS). Inspected random monthly invoice batches before release for distribution to insure accuracy and quality of product. Developed and maintained monthly invoice cycle schedule. Established standardized procedures to analyze invoice revenue and insure collection and posting process were performed accurately and on schedule. Prepared and delivered CEO presentations and/or briefs CEO. Proposed and coordinated strategies with marketing and operations directors to streamline product launch processes improving billing process updates to better accommodate sales. MCI, 1/1994 – 2/1996, Project Manager Returned to telecommunications as a Billing Analyst, promoted to Auditor, and promoted again to Project Manager during my tenure. Detected and documented program performance service requests (PPSR) across 7 business market billing systems, increasing billable call traffic by 3% resulting in revenue recovery in excess of $500,000 per quarter. Liaison between system engineers and marketing analysts to prioritize, track billing issues and measure and monitor release modifications to insure issue resolution. Identified root causes of billing issues by researching data anomalies, customer complaints, and revenue trends. Assessed and monitored impacts of software upgrades insuring invoice integrity, and customer satisfaction. Interviewed subject matter experts and mapped process flows to identify potential risks/impacts of new products. Prepared, reviewed and implemented quarterly audit plans. Hosted joint application development (JAD) sessions for between 30-100 staff (depending on project scope) including corporate executives, senior engineers, senior architects and key marketing analysts. Joined WinStar to learn the local telecommunications arena. Office of the Assistant Secretary of Defense, 7/1991 – 12/1993, Senior Programmer Analyst Following reserve recall to active duty during Dessert Storm, recommended by senior military officials to lead a technical team in developing a client/server database consolidating all DOD Desert Storm message traffic. The system was developed to enable accurate analysis of personnel and logistics deployment during the operation. The data was later used as the baseline for modeling scenarios at the Naval Was College. Designed and generated reports, Downloaded files and file extracts from mainframes to server environment, Designed data element templates, Scrubbed message traffic data reformatted to fit templates. Documented new processes, preparing issue papers and presenting briefs. Began search for next challenge while finalizing project tasks. * Awarded Multiple Performance Bonuses * NMI/CRC Systems Inc., 10/1989 – 6/1991, Computer Systems Analyst Hired to reengineer call accounting application to recover 6-12% of division communications budget. Successful analysis of commercial billing data and rapid application development (RAD) were key factors in CRCs contract renewal at the Environmental Protection Agency (EPA). Position was expanded to research, analyze, evaluate, implement, and manage additional applications prior to Recall to Active Duty and serving CNO office during Dessert Storm. (Naval Reserve, see US NAVY entry below). Planning Research Corporation, 8/1988 – 9/1989, Computer Analyst Offered high visibility position in production management to schedule and monitor Executive Office of the President (Regan Administration) and Office of Management and Budget applications. While maintaining technical support for clients, developed high level transition plan for the first electronic presidential library transition. Specifically the presidential gifts data, including more than 2000 from other heads of state and over 700,000 from American citizens. Designed interfaces of data structures and control models, developed data flow diagrams and data dictionaries, and documented procedures, parameters, and database hierarchies. Determined data extraction criteria, developed test procedures, identified system specifications and program security levels for applications. Moved to expand and grow technical capabilities. International Association of Bridge, Structural and Ornamental Ironworkers, 5/1985 – 6/1988, Programmer Analyst United States Navy, Senior Analyst, Deputy Chief Naval Operations (DCNO) Logistics, 1/1991 – 4/1991 * Awarded Navy Achievement Medal * Assistant Manager Information Systems, U.S. Navy Recruiting Command, 11/1981 – 4/1985 * Second Promotion * Leading Petty Office, Personnel Support Detachment, NAS Oceana, 2/1977 – 10/1981 * Promoted Early *