Deputy Director of Information Management (DOIM)/Deputy to the Commander/Deputy S6 for the U.S. Army Garrison Baden-Württemberg, 43rd Signal Battalion
U.S. Army, 43rd Signal Battalion
Supervises and manages the 24/7 daily operations of over 100 personnel in 10 branches. Oversees activities involving project management, Information Assurance (IA), network infrastructure and hardware support, network monitoring and operations, video teleconferencing, telephone install and repair, wireless communication support, server support, maintenance contracts, contractor oversight, and satellite support, supporting a government unit's secure and unclassified local area networks. Support over 20,000 personnel in three locations. Manage projects using standardized project management methods and processes.
Performs the full range of supervision and personnel actions as the Battalions Senior Civilian. As hiring manager prepares job announcements for open positions, conducts interviews, and approves individuals for hire.
Appointed Battalion Activity Career Program Manager, Career Program 34.
Responsible for the full range of Program/Project Management and Portfolio Management activities for the unit. Provides technical, staff, and administrative advice and guidance to senior managers and staff. Prepares briefings, reports, and presentations for senior managers. Develops and communicates long term strategic efforts and direction. Sets policy for the unit in completion of daily and longer term workload. Sets long and short term goals for the unit relating to all aspects of assigned projects. Develops long and short term work schedules to ensure proper completion of assigned tasks. Prioritizes tasks and assigned projects as required. Skilled in communicating ideas and information both orally and in writing with high level management officials. Provides outstanding leadership and management to the unit.
Acts as main POC to implement numerous Information Assurance related Joint Task Force-Global Network Operations (JTF-GNO) communication tasking orders (CTOs. Directed preparations and execution of the Battalions annual Information Security Network Security Readiness Review and Inspection rated Outstanding by inspection team.
Acts as Alternate Contracting Officer Representative (ACOR) overseeing the $151 million contract performing VTC, Red Switch, and GIG operations duties.
Heading up implementation of Army Single DOIM and the integration of Garrison IT personnel into the Battalion. As part of Single DOIM implementation stood up the LandWarNet Management Office (LWMO). This consolidated Training Oversight, Information Assurance, the Telephone Ordering Office, and Project Management functions under one office and provides easier customer access to customer focused activities. This was done with existing battalion resources.
- Spearheaded implementation of Army Single DOIM and the integration of IMCOM-E Garrison IT personnel into the unit. As part of Single DOIM implementation stood up the LandWarNet Management Office (LWMO). This consolidated Training Oversight, IA, the Telephone Ordering Office, and Project Management functions under one division and provides easier customer access to customer focused activities. This was done with existing battalion resources.
- Initiated an aggressive Battalion Lean Six Sigma program. Certified only the second Black Belt and first Green Belt within 5th Signal Command. Certified three additional Green Belts.
- Initiated an LSS project to reduce Battalion overtime costs. The new procedures reduced overtime hours by 50 percent saving yearly civilian pay costs of $16 thousand.
- Initiated an LSS project to improve the commercial telecommunications ordering process.
- The new process reduced customer waiting time by 50% and reduced unit order processing manhours by 20 percent.
- Initiated an LSS project to review the outage notification reporting process. The new process decreased problem resolution time by 30% and reduced unit reporting and processing time by 30 percent.
- Initiated AOR wide efforts to insure 80% IAVA compliance in the AOR. These new processes produced a 66% drop in high risk vulnerabilities across 23 units in the AOR. Internal to the battalion there was a 41% decrease in vulnerable machines. The battalion now maintains a 90% IAVA compliant security posture.
- Dual hated as Deputy, S3/S2 Operations for 10 months.
- Identified an Information Management Officer (IMO) manning shortage in the Kaiserslautern Garrison. Identified an individual in the battalion and had him detailed to support these duties and mission shortfall.
- Identified and updated management that the theater cell phone contract affecting 18,000+ users in the theater was no longer viable. The issue was pushed to 5th Signal Command for Command resolution.
- Identified that the Battalion internal Change Management Process (CMP) was not providing the information needed as part of the new 2nd Signal Brigade Executive Review Board (ERB) of Brigade wide CMPs. Developed a standardized process to internally review and prepare for the ERB. Initiated a Six Sigma Green Belt project to establish a formalized process in line with the new ERB.
- Spearheaded effort to create a Daily Operational Status Report for the Battalion Commander and senior leaders.
- Spearheaded effort to create and publish first ever Engineering Plan for the Battalion outlining all active Battalion projects in the AOR.
- Spearheaded effort to create a new Command level report tracking all customer support comments and trouble ticket status. Identified through this report that the overall ticket on hold status was higher than desired. Initiated action to lower this number.
- Identified that only 30% of the Battalion managed network switches were under warranty or on a maintenance plan. We are currently working with 5th Signal Command to get them added to the theater maintenance plan during the January 2009 renewal.
- Initiated AOR wide efforts to insure 80% IAVA compliance in the AOR. The battalion maintained a 90% IAVA compliant security posture. These new processes produced a 66% drop in high risk vulnerabilities across 23 units in the AOR. Iinternal to the battalion there was a 41% decrease in vulnerable machines.
- Spearheaded an effort to online digitize the documents required for the Acceptable Use Policies compliance. This new process allowed the Battalion and outside units to achieve a 98% compliance rating.
- Implemented a Quarterly Civilian of the Quarter Board.