Ronald R. Falkey, PMP

Professional Experience

Senior Consultant
PM Solutions
Feb 2007 – present

• Project Management Assessments for State of Florida, Department of Health (DOH), and the US Army Corps of Engineers, Fort Worth District. Assessments were designed to identify and establish a blueprint for recommended project management improvements.
• Working with clients to establish organizational goals; conduct participant interviews within process management and user community; collect and review existing project artifacts and processes; perform gap analysis against industry best practices; and, identify areas for improvement along with an actionable implementation plan to achieve organizational goals.
• Support services to Vermont Electric Power Company (VELCO), the nation’s first transmission-only power company, to analyze and document lessons learned and areas for improvement within the capital improvement projects. VELCO transitioned from an outsourced model to an integrated PMO with a combination of internal personnel and selected project management professionals with more project management and utility construction experience. This new structure allowed VELCO to reduce project management and construction oversight cost by approximately 35%.

Senior Legislative Analyst Florida Legislature
Technology Review Workgroup
Feb 2003 – Feb 2007

• Support to the House and Senate appropriations committees, providing analysis and recommendations on agency business cases, fiscal needs and technical solutions for Legislative Budget Requests (LBRs) and Budget Amendments on information technology projects or operations.
• Perform analysis to validate costs to implement and operate technology projects and assess their alignment to the agency business functions.
• Review agency procurement and contract documents, and evaluate project planning.
• Play a key role in developing and implementing the current state IT planning tools and templates, including: Service Level Management (LBR Schedule IV-C) worksheets, cost-benefit analysis, IT project risk assessment, business case/feasibility studies, and the Operational Work Plan.
• Direct involvement in DOS Florida Voter Registration System (FVRS) project through the development of summary reports to the LBC and participation in meetings with officials from the Department, Governor’s Office, and the Legislature on DOS appropriation issues.

Contractor
Florida’s State Technology Office (STO)
Feb 2001-Nov 2002

• Augmenting the staffs of CIOs Roy Cales and Kim Bahrami.
• Lead the STO in establishing and staffing the initial Enterprise Project Management Office (ePMO).
• As the Director of the ePMO, provided enterprise-level program and project management support. In this function, served as the primary interface with the State CIO and other government stakeholders regarding enterprise-level state technology projects. The ePMO developed and oversaw the implementation of enterprise project schedules, work breakdown structures, risk and business case analysis. It assisted development of templates for project management, schedules and reporting standards utilized by the STO.
• As Director of the ePMO, was responsible for performing enterprise-level strategic planning designed to integrate technology initiatives with the state’s identified business needs.

Various Positions
SAIC
Oct 1998-Apr 2002

• GSA on-line capsule on electronic posting system of the Federal Business Opportunities system.
• Successfully took the proposal from its inception, through the identification of the proposed team, development of the proposal and served as the sole presenter during oral presentations, winning an 18 month, $3 million effort.
• Supporting Sprint’s office of Operational Planning and Project Engineering PMO in meeting the demands of the rapidly changing telecommunications industry and technologies. With an ability to quickly adapt to new organizations and assignments, responsibilities were expanded to oversight of four development projects simultaneously.
• Supporting the U.S. White House’s Year 2000 impact assessment.
• Served as a major player in the establishment and subsequent operation of the National Y2K Information Coordination Center (ICC). This Center was the U.S. focal point for all Y2K related information during the millennium rollover and worked directly in support of the President’s Y2K Council.
• Had direct report of 9 analysts; coordinated development, production, and release of the manuals and reference documents; established configuration management for deliverables; and assisted in the development of and conducted complex exercises used in training more than 300 Government and industry ICC participants.
• Developed a consolidated sequence and schedule of tasks (MS Project plan) for establishing the ICC and assisted the ICC Director/Operations Manager in imposing order and tracking assignments.
• As one of the central staff members during the ten days of actual ICC full time operations managed the millennium change over.
• Managing a major program for the U.S. Postal Service (USPS) to assess Y2K compliance of USPS Life, Safety, Security, and Building Systems.
• Prepared and managed the budget, scheduled the facility surveys, managed the subcontractors and subcontract relationships, defined and directed the two dozen survey teams, developed the Contract Deliverables.
• Developed a centralized project office providing field support and a data processing and analysis capability. As the Director of the Technical Assistance and Analysis Center (TSAC), developed the procedures and processes for assessments by the regional teams, and then headed a 21 member staff in establishing the center and developing the needed databases and web-enabled interface.
• The TSAC received data on the thousands of Facility Assessments from the field teams, processed these inputs, analyzed them, and then produced the Assessment Report contract deliverables and the resulting 91 gigabytes data repository.
• Managed all aspects of the organization including concept, budgeting, scheduling, performance, and client liaisons.

Project Manager
BDM International
1992-1998

• Successfully managing the multi-year assessment project providing IV&V plus Test and Evaluation (T&E) teams for the Department of Defense’s (DOD’s) Automated Systems Demonstration (ASD) Program.
• Demonstrated the ability to identify and integrate multiple sources of disparate information into informed analysis products.
• Developed and implemented project assessment methodologies for evaluating the effectiveness and maturity of nine automated information management projects. Strong skills in business process analysis, leadership, and effective team building were key factors in the effort’s success.
• Following a business reorganization, executed the transition/take-over and recovery of a failing $13 million US Postal Service IT support contract.
• Established standard policies and procedures, and initiated personnel recruitment.
• Identified and recouped $52,000 in previously unbilled receivables, and developed cost controls to stop the escalating losses the contract had posted in its initial year.
• As the Technical Task Leader and Senior System Analyst, supported the DOD’s Joint Logistics Systems Center (JLSC) Program Management and Policy Office in strategic planning, development, and coordination of the Fielding Readiness Review initiative. Identified requirements for life cycle engineering support, site implementation, change management, appropriate benchmarks, and implementing documentation.
• Provided support to the Deputy Under Secretary of Defense for Logistics (DUSD L) and Joint Staff J4 on the Integrated Product Team (IPT) for development of the Global Combat Support System (GCSS). The success of the IPT relied heavily on proven abilities to gain client's confidence, forge alliance for advancing the goals of a diverse group, and win the respect and cooperation of IPT members from various parent organizations.
• As a Task Leader, supported the Department of Energy’s (DOE’s) Office of Environmental Management in the development and implementation of the Transportation Emergency Preparedness Program. Routinely involved with planning and policy issues, and assisted the client in identifying and developing appropriate program elements.
• Superior speaking and technical writing skills, coupled with able to persuasively articulate ideas, were invaluable skills he brought to Public Outreach efforts. Membership in the National Coordinating Council for Emergency Management assisted his role stakeholder impact analysis and emergency response or mitigation planning that proved crucial to garnering State and local government support for the transport of DOE Hazardous Materials through their jurisdictions.

Officer
United States Coast Guard
1973-1992

• US Coast Guard Headquarters, Washington, DC (‘89 to ’92): Administered USCG program for law enforcement support on Latin American waterways, managing a 30-member unit of training and operational specialists. Served as the Project Manager & COTR for the prototype shipboard application of the AN/APS-137 Inverse Synthetic Aperture Radar (ISAR) System.
• US Coast Guard Seventh District, Miami FL (’83 to ’89): 7th Coast Guard District's Fisheries Law Enforcement Program Despite having to compete with the high profile drug interdiction efforts for the same enforcement resources, affected a 70% increase in prosecutions for marine fisheries violations winning accolades for USCG from the Secretary for the Department of Commerce for outstanding improvements in fisheries law enforcement.
• Program Manager for the Coast Guard's Haitian Migrant Interdiction Operation during the start-up years. In 1986 this $27 million program resulted in reduced net costs to the US Treasury of approximately $6.5 million and saved the lives of more than 520 Haitians. Was routinely involved with planning and policy determinations, and represented the Coast Guard on the multi-agency, United States and Haiti government initiative. Routinely communicated with senior Government officials, including ad-hoc Congressional oversight, representatives of the US Immigration Service and Department of Justice, and frequent visits to the US Embassy and Haitian Military Officials in Port Au Prince.
• MSO Miami Readiness & Planning Officer; received Commandant’s Commendation for successful planning and implementing of project to consolidate seven field offices into a new Regional Documentation Office. Coordinated all phases of the project, and brought improved work quality and throughput, despite the 26% reduction in staffing. Developed a relational database to renew vessels' Documentation that allowed for annual savings of more than 7,000 man/hours; developed the Port of Miami’s Hurricane Preparedness Plan, and the MSO’s Counter Terrorism Plan; served as the USCG Liaison to Dade County's Emergency Operation Center, assisting in developing the County's Hurricane Plan, and staffed the EOC supporting the execution of two coastal communities under Hurricane evacuation orders.
• Other USCG assignments included severing as: Aide to the 7th District Commander, Rear Admiral Curoni, Assistant Director of the 7th District USCG Auxiliary, Deck Watch Officer and Division Head for two years aboard the High Endurance Cutter TANEY and an assignment to the Academy as a summer instructor teaching seamanship, damage control, and boat handling.

Education

• B.S., Management, Minor in Engineering: US Coast Guard Academy, New London, CT
• Project Management Professional (PMP): Project Management Institute (PMI),
  Newton Square, PA
• Tallahassee Chapter of PMI: Charter Member (Dec 2002 to present) — V.P. of Membership (Dec 2004 to Jan 2007) — First Vice President (Dec 2007 to present)
• itSMF: Member of the national IT Service Management Forum organization and active participant in the Tallahassee Local Interest Group