Blog

Terry L Bartholomew

Mobile:     571-216-7281

email:       terrybar@cox.net

Summary

Since I was selected to become a trained process improvement team lead using the 7-step TQM methodology on a National Weather Service upgrade 25-years ago; I have dedicated my career to improving the processes used in Federal Agencies to perform their mission. During my journey, I have used data analysis, six-sigma, workflow, multiple graphical techniques.

For example, I included a process I documented using the Business Process Modeling Notation (BPMN) to clarify the requirements in a document to be signed by a Deputy Assistant Secretary of the Army . In addition, I have identified new system requirements for software applications during process improvement activities of several Army acquisition software applications. The skills I bring to my job are:

•   Written and verbal communication learned on the job and honed over several years in Toastmasters
•    Problem solving learned on the job and honed by my training in Six Sigma
•    Ability to change and adapt to change learned over many years of experience
•    Ability to learn new skills learned while serving the needs of many different customers

Experience

Senior Business Analyst – Infotrend, Inc. (Sep 2020 – Feb 2021)

Starting in September 2020, I provided Business Analysis services to the Securities and Exchange Commission (SEC). I documented SharePoint Sites in the SEC Trading and Markets Division (TM) using Business Process Modeling and Notation (BPMN) and idef0 diagrams, I documented Forms and Filings documentation for data sensitivity, and I documented Exchange and Self-Regulatory Organizations for National Market System (NMS) Modernization.

Senior Business Process Analyst – SAIC (May 2014 – Jul 2020)

From September 2017 to July 2020, I provided requirements analysis and Business Process Improvement support for the National Archives and Records Administration to move to all digital records. I provided business process modeling support, using BPMN and MS Visio, to create As-Is and To-Be processes for the Electronic Records Archive (ERA) system upgrade. I provided Business Requirements analysis, Stakeholder Requirements Analysis, and Systems Requirements Analysis.

I also performed process modeling support for several NARA systems such as the Executive Office of the President (EOP) email repository and the eVetRecs system used to retrieve veterans’ records. I performed a function point count on the EOP project followed by a data analysis to compare EOP resources used against industry resources used for similar sized projects. I documented requirements for application lifecycle management tools such as JIRA and Confluence by obtaining my own copy of both applications to validate their functionality.

I documented configuration management tools such as GitHub by also obtaining the application and acting as the Voice of the Customer, ensuring the requirements were understood by all the stakeholders. From May 2014 to September 2017, I worked on the IRS Affordable Care Act (ACA). I applied agile/Scrum methodology and used Rational Team Concert (RTC) to gather requirement, groom the product backlog, write user stories, and define the meaning of “done” for each user story. I elicited and documented requirements in Rational RequisitePro. I also used RequisitePro to trace requirements to development artifacts and test procedures. I managed the Unified Work Request (UWR)/Change Request (CR) reviews resulting in new requirements.

Senior Consultant – The Fresnel Company (Sep 2011 – Feb 2014)

I worked in the Project Management Office of PM AcqBusiness (US Army) as both a Requirements Analyst and Process Analyst. I defined system requirements for software to provide strategic insights into Army acquisition activities; and developed System Requirements Documents including a dashboard application for the Assistant Secretary of the Army for Acquisition, Logistics, and Technology (ASA(ALT)) I had complete responsibility for developing business processes based on the Project Management Institute’s Organizational Project Management Maturity Model (OPM3). I also had complete responsibility for administering the process portion of the program’s Process Asset Library (PAL) on SharePoint in support of the Software Development Life Cycle (SDLC)

Requirements Analyst – Northrop Grumman Information Technology (Sep 2009 – Jul 2011)

I worked with the office of the Director of Acquisition Business Systems, Deputy Assistant Secretary of the Army for Plans, Programs, and Resources I elicited, analyzed, validated, specified, and managed the needs (Customer Requirements) for Army Acquisition stakeholders and authored several Capability Needs Statements (a CNS is equivalent to a JCIDS CDD (Capability Development Document) for the Acquisition Domain; led a process team to streamline data management in several Program Executive Offices (PEOs) using Business Process Modeling Notation (BPMN); and Introduced improved Supplier, Input, Process, Output, Customer (SIPOC) diagrams to more effectively visualize and analyze data flows in their respective organizations

Process Improvement Analyst – Northrop Grumman Information Systems (Sep 2007 – Sep 2009)

I led the process improvement effort at Army Knowledge Online (AKO) at Ft. Belvoir, VA. I organized an Engineering Process Group (EPG) to improve AKO process effectiveness, managed the initial documentation of process areas from the CMMI for Services Model (CMMI-SVC). I used Quality Management Systems – Requirements (ISO—9001) as a secondary reference and assisted process owners in documenting their processes. While at AKO, I developed a Value Stream Map to improve new personnel in-processing time; led a Lean Six Sigma (LSS) team to improve ticket resolution processes at the AKO Help Desk and used Minitab statistical software and eVSM graphical software to perform the DMAIC process

CMMI Manager – Northrop Grumman Information Technology (Nov 2006 – Sep 2007)

I led the CMMI based process improvement effort for the US Army Human Resource Command (HRC) Information Technology Support Services (ITSS) program where I developed, maintained, and trained project personnel in CMMI based process improvement where I used Quality Management Systems – Requirements (ISO 9001) as a secondary reference for process improvement; performed compliance audits on HRC ITSS CMMI capability level 2 and 3 processes and developed a cost effective solution for the Army Selection Board System application

Education – Arizona State University – W. P. Carey School of Business

•    Master of Business Administration (MBA), Accounting 1978  – 1980

•    Bachelor of Science (BS), Accounting 1975 – 1978

 

Value Stream Map

This page contains a more detailed example of the type of work I have done in the past. Generally, all work I have done has been in either Process Improvement or Requirements Analysis. Sometimes it is difficult to tell the two apart.

During the 2007-2009-timeframe, I worked for Northrop Grumman as a Process Improvement Manager on the Army Knowledge Online (AKO) program at Ft. Belvoir. While my job was nominally to spread the gospel for Capability Maturity Model Integration (CMMI), I had other opportunities to dive into process improvement.

One of these opportunities was to be part of a three-person team charged by the program manager to determine how to remedy the obscenely long onboarding time for new hires. New hires took from 1 to 2 months from first entering the building to being fully in-processed and ready to work. The team interviewed about fifteen people at AKO, and as the process person, I developed a Value Stream Map based on Learning to See (Rother and Shook, 1999), using eVSM software.

The Value Stream Map contained the value-added processing steps, the wait times between the steps and, the takt time or the rate at which new hires need to be in-processed to meet the Program Manager’s demand. I was ready to start the next phase of the Lean Analysis, to gather data for the processing steps and wait times and show why onboarding takes so long. Finally, I could identify the steps in the process to make the most significant improvements.

But where I saw an opportunity to make a difference in a complex process, the Program Manager saw an insurmountable barrier, with way too many participants from outside organizations.  He saw a problem that he, as a contractor, had no control over and thus dropped the idea of improving the new hire onboarding time.

I was disappointed, but not for long because the AKO Program had a Call Center, and the Colonel in charge was not happy with the length of time needed to resolve level 2 tickets. His unhappiness resulted in a 6-Sigma project for me and a story for another time.