Resume of Diane L. McDonald

Key Roles

Over 20 years of systems/software/hardware engineering, project management, and process improvement experience at consulting, commercial, and defense companies. Extensive hands-on experience using the Software Engineering Institute's (SEI) process improvement models.

Experience

Principal, Software/Systems/Hardware Engineering Process Specialist

April 1999 - present StepUp Solutions®, Inc. Los Gatos, California

As an SEI-certified Instructor, provide training in the SEI’s Introduction to Capability Maturity Model Integration (CMMI) for Development courses, under StepUp Solutions’ license as an SEI Partner.

Conduct appraisals using the SEI’s Standard CMMI Appraisal Method for Process Improvement (SCAMPI) method, as an SEI-certified Lead Appraiser for SCAMPI A, B, and C appraisals. This includes conducting appraisals in classified environments requiring special clearances.

Provide consultation in defining, improving, and institutionalizing mature software/systems/hardware engineering and project management processes using the CMMI, SW-CMM, and ISO 9001.  Authored CMMI-consistent processes at various companies, including Level 4-5 processes.

Support proposals (RFPs) requiring the use of the CMMI.

Support in preparing for appraisals, e.g., Practice Implementation Indicator Description (PIID) guidance, use of appraisal tools (e.g., Appraisal Wizard).

As an SEI-authorized Instructor, provide training in the SEI’s Introduction to Software CMM course.

Conduct assessments using the SEI's CMM Based Appraisal for Internal Process Improvement (CBA IPI) method, as an SEI-authorized CBA IPI Lead Assessor.

Conduct tailorable, cost-effective appraisals using the Software CMM.

**Security Clearances**

Access to programs requiring a Single Scope Background Investigation (SSBI) and Sensitive Compartmented Information (SCI) with polygraph - current

Engineering Manager and Process Specialist

1987 - March 1999 GTE Government Systems, Electronic Systems Division Mountain View, California - now General Dynamics AIS

As Technical Lead of the Engineering Process Group (EPG), defined and improved the division's (7 geographical sites) standard systems/software processes. Guided projects in the day-to-day use of these processes. Led several efforts which resulted in successfully achieving SEI Level 3+ maturity ratings. Supported proposals and customer evaluations requiring SEI ratings.

  Supported the definition and improvement of the division's ISO 9001 Quality Management System, which included integrated systems engineering, software engineering, hardware engineering, and program management processes.

Conducted software process assessments across GTE Corporation using the SEI's CBA IPI and earlier Software Process Assessment (SPA) methods.

Established and coordinated the division's formal software training program. Taught the SEI's Introduction to the CMM course, as well as a variety of engineering and project management courses.

Other experience:

Software/Systems Manager

GTE Communications Systems Phoenix, Arizona

Managed the development and maintenance of large-scale digital switching systems for domestic and international customers.

Software Technical Lead

Other: GTE Automatic Electric Northlake, Illinois

Developed and maintained real-time application software for digital and analog switching systems.

Accreditations:

SEI-authorized instructor of Introduction to CMMI-DEV course

SEI-authorized SCAMPI A, B, and C Lead Appraiser

SEI High Maturity with Statistics course

SEI-authorized CBA IPI Lead Assessor

SEI-authorized instructor of the Introduction to Software CMM courses

SEI-authorized CMM course observer for candidate instructors of the SW-CMM course

ISO 9001 internal auditor (prior)

Publications and Patents

"A Tailorable Software Process Mini-Assessment Method," SEI SEPG '99 Conference, Atlanta, GA, March 10, 1999.

"Structured for Success: A Software Engineering Process Group Model," SEI SEPG '96 Conference, Atlanta, GA, March 1996.

U.S. Patent for a software algorithm developed as part of a GTE telecommunications system.

Professional Memberships and Awards

SEI Partner Recognition Award - 10 years

Certified with the Women’s Business Enterprise National Council (WBENC)

Active involvement in the Silicon Valley Software Process Improvement Network (SPIN)

Member of the International Council of Systems Engineering (INCOSE)

Resume of Steve A. McDonald

Key Roles

Over 20 years of engineering functional management and business process improvement experience (e.g., systems and hardware engineering, project management) at various reputable companies. In-depth knowledge and experience using the SEI's CMMI, as well other techniques (e.g., LEAN).

Qualifications

Mid-level Project/Engineering Manager and Engineering Process Excellence Manager with hands-on technical project management and functional management experience, focused on products and systems.  Distinguishing competencies include:

Building and managing teams at functional and project levels across all project and engineering lifecycle phases (e.g., business winning and project execution).

Strong emphasis on meeting customer expectations, project cost, schedule, and performance.

Supporting successful multi-billion dollar complex as well as small-scale business winning proposals.

Successfully managing and implementing cost-effective process improvement efforts with all management levels across the enterprise.

Transitioning/Change Management of multi-site business processes and tools.

Use of LEAN principles to meet project commitments and goals.

Effective use of Project Management Body of Knowledge (PMBOK) and Project Management Professional (PMP) practices in complex as well as “quick-reaction” lifecycles.

Security Clearances

* TS/SCI with polygraph - previous

Project/Engineering Management & Business Process Improvement

May 2011 - present - StepUp Solutions, Inc., Los Gatos, CA

Perform systems and hardware engineering management responsibilities, including proposal development, planning, requirements definition, design, manufacturing, testing, and operational support.  Provide consultation in defining and implementing engineering and project management processes using the CMMI and ISO 9001:2000 in a structured or Agile environment. Implement Change Management practices to effectively deploy new or improved processes.

Engineering Process Manager

January 2010 - April 2011 - BAE Systems, Land and Armament, USCS, Santa Clara, CA (Engineering Authority Directorate)

Responsible for governance of the development, implementation, including change management, and improvement of all USCS Engineering and Project Management processes (e.g., Systems Engineering, Electrical Engineering, Software Engineering, Mechanical Engineering, technical Project Management, etc.) within the BPMS, used by over 1000 engineers across multiple sites.  Executed all projects using project/engineering management processes (schedule, cost, risk management, requirements management, communications, monitoring and control, verification/validation).

Project/Engineering Manager for the integration of Organizational Defined Processes (ODPs), or business processes, from two separate Business Units, including planning, requirements definition, process architecture, process documentation generation, reviews, and Change Management.

Collaborated with all engineering process owners, Project Management, Engineering Council, and cross-functional stakeholders for engineering process improvement activities. 

Authored Internal Research and Development (IRAD) processes to meet Agile development environments.

Provided strategic and tactical engineering process guidance for the 2011 CMMI Level 5 SCAMPI.

Process Implementation Manager

June 2003 - January 2010 - BAE Systems, Land and Armament, USCS, Santa Clara, CA (Systems Engineering and Process Excellence Directorates).

Managed process improvement, deployment, implementation, and Change Management of the ODP and Project-Defined Processes for CMMI level 5 processes, including systems, hardware, and software engineering, project management, and enterprise processes.  Chaired the process Change Request review board.  Functional management of Process Engineers (six) and process implementation guidance including Lifecycle Management tasking on projects. Executed projects using project engineering management processes.

Project/Engineering Manager for the integration of systems, software, hardware engineering, and project management processes.

Interfaced and provided business process implementation guidance to all management levels within the company (President, Business and Engineering VPs and Directors, Capture and Project Managers, Project Engineering Managers, EA, Controller, Project Manager Authority, and Phase and Design Review Chairpersons).

Developed, implemented, and institutionalized PMBOK and PMP best practices on several key projects.

Shared project management responsibilities for the preparation and conduct of four SCAMPI appraisals (Level 3 and Level 5) and was an Appraisal Team Member (ATM) on two of these.

LEAN Champion and functional management team member for seven Green and Black Belt certifications as part of an enterprise LEAN BAE Systems initiativ.

Developed and implemented several Change Management Plans for complex product development process changes used across the enterprise.  

Developed and implemented Change Management Plans for a highly complex in-house development review tool used by multi-site and business groups.

Hardware Engineering Management & Process Improvement Consultant

August 2002 - June 2003 - StepUp Solutions, Inc. Los Gatos, CA.

Performed systems and hardware engineering management responsibilities, including proposal development, planning, requirements definition, design, manufacturing, testing, and operational support.  Provided consultation in defining and implementing systems and hardware engineering processes using the CMMI and ISO 9001:2000.

Managed Bill of Materials (BOMs) for computer equipment, network, and other materials for the  prime contractor of a multi-billion dollar defense proposal.

As part of proposal activities, defined and authored project processes for managing material acquisition for the prime contractor and several major aerospace and commercial subcontractors.

Mechanical Engineering Department Manager

1990 - 2002 - General Dynamics, Mountain View, CA.

Managed a functional group (staff of 60) of mechanical engineers, design drafting, and the company Technical Data Center.  Responsible for ME Project Engineering Management  throughout the product development lifecycle for small, as well as large and highly complex projects, some over $100m. Performed Systems Engineering responsibilities for physical design efforts. Process owner for engineering processes used across the engineering directorate.

Physical Design Manager of systems and mechanical engineering, design drafting, and the company Technical Data Center.

Responsible for personnel development and budgets, budgeting and implementing overhead efforts and capital expenditures for the department.

Responsible for defining and controlling physical design requirements, trade-off analyses, and risk management.

Developed system specifications and decomposed requirements into subsystem and component specifications for physical designs.

Responsible for the electronic packaging, generation of engineering drawings, and documentation control of hardware products (including RF) used in a hi-reliability environment for several types of platforms (ground, airborne, space, and shipboard environments).

Managed complex thermal and structural designs of circuit card assemblies (CCAs), electronic modules and chassis, rack assemblies, shelter assemblies, and ground vehicle modifications.

Generated and reviewed technical proposals, supported and reviewed program planning and program technical requirements, chaired design peer reviews, and supported and presented at customer Preliminary and Critical Design Reviews (PDR/CDR).

Responsible for project management efforts including staffing, cost and schedule using Earned Value Management (EVM), and technical commitments. Interfaced with program management, customers, program engineering, design drafting, configuration management, quality assurance, production control, manufacturing, procurement, subcontracts, and testing personnel.

Managed the company’s Technical Data Center including the Product Data Management (PDM) System (CoCreate by IBM). Led an evaluation of replacement PDM systems to utilize the latest technologies.

Subordinate engineering staff has varied from 10 to over 60 personnel.

Other experience:

Mechanical Engineering Section Manager, General Dynamics

Mechanical Engineer, General Dynamics

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