Resume: CHARLES H. GRAGG
763 Lupine Drive
San Marcos, California 92078

(760) 470-2419
chgragg@...

VICE
PRESIDENT – DIRECTOR – PROGRAM MANAGER
Quality Assurance
Authority / Strategic Planning / Executive and Program Management/
Business Process Re-engineering/ CMMi/ Risk Management / SDLC
Methodology Tailoring and Training / Oracle & Web Development /
Requirements Management and Configuration Management

Unique
combination of quality assurance and information technology
experience
implementing innovative solutions for Fortune 500 clients and
government
agencies, including AT&T, US Patent and Trademark Office, General
Dynamics, Altarum, Portal Dynamics, eWorthy Systems, Antin
Engineering,
National Medical Health Services, Bell Atlantic (Verizon) and Charles
Schwab. Proficient in full lifecycle program/project planning,
development and execution. Verifiable success formulating strategic
vision and providing complete and effective tactical implementation
solutions. Strong track record of driving productivity projects at
multiple sites and leading cross-functional teams in achieving
operational targets. Demonstrable track record developing and
directing
tailored full SDLC processes and procedures.
Keen motivator with
demonstrated achievement in developing and mentoring others in
positions
of diverse responsibility. Adept at enabling organizations to
achieve
sustainable financial gains. Exceptional customer focus, quick to
discern requirements and build relationships on a foundation of
service
and trust.
-Program Management for Federal Government and Corporate
Clients
-Streamlined and Automated Requirements Management Processes
and Procedures
-Developed and Implemented Quality Assurance
Programs
-Spearheaded Global Combat Support System simplifying
battlefield management
-Developed and Implemented Software Audits,
Reviews and Quality Checks
-Slashed testing cycle time from 3 weeks to
12 minutes with online performance analysis
-Re-engineered system
application modules, enhancing system and regression testing
-Crafted
Customized Software Development Life Cycle for Oracle-based workflow
system
-Re-engineered data warehouse analysis efforts, improved
reporting and salvaged client relations
-Slashed testing resources by
50% and increased accuracy for Oracle Consultants

Special skills:
Tailoring and managing SDLC processes and procedures for
organizations
of all sizes. Developing and Implementing Quality Programs for
Fortune
500 clients and government agencies.

CAREER HIGHLIGHTS
President /
Owner, Software Engineering Applications Solutions (SEAS),
Incorporated,
1996 to Present. Privately owned Process Improvement, Process
Management and Software Development firm. Delivers Program and
Project
management services and Oracle and web-based software products to
public
and private corporations and US government agencies including AT&T,
US
Patent and Trademark Office, General Dynamics, Altarum, Portal
Dynamics,
eWorthy Systems, Antin Engineering, National Medical Health Services,
Bell Atlantic (Verizon) and Charles Schwab. Management of operating
budget and administrative staff. Develop and Implement Processes and
Procedures to enhance organizational maturity.

Adjunct Faculty
Member, California State University, 2002 to Present. Create,
deliver
and facilitate graduate and undergraduate level courses in Systems
Analysis and Design and Management Information Systems (MBA Program)
and
School of Business Administration.

Consulting Manager, Oracle
Corporation, 1994 to 1996. Directed thirty-five member Quality
Assurance, Configuration Management and Software Testing Group for
Emerging Technologies. Developed and Implemented Quality Assurance
Policies, Plans and Procedures for Oracle Clients and Consultants.
Developed and Managed Testing Processes and Procedures for Oracle
Corporation's Custom Development Methods (CDM) group. Designed
an
automated Quality Assurance application for use in Bell
Atlantic's
Video-on-Demand program. Presented this application at the 1994
International Oracle Users Group conference in San Francisco,
CA.

Quality Assurance Team Leader, Internal Revenue Service, 1990 to
1994. Developed, built and implemented Automated Testing
Methodology,
supporting Tax System Modernization (TSM) programs. Presented
original
works at the 1993 International Oracle Users Group conference and
Quality Assurance Institute (QAI) in Orlando, FL. Conceived and
delivered mentoring and training courses on relational database
concepts
and design. Developed Standards and Procedures for Quality Assurance
of
Oracle based (TSM) programs.

Earlier history: Program Manager /
Advisor for Defense Communications Agency (DCA) and Organization
Joint
Chiefs of Staff (OJCS).

PROFESSIONAL ACHIEVEMENTS
*Provided
requirements analysis, system integration testing, system acceptance
testing, and other technical support. I analyzed source code for
degree
of compliance with the requirements documentation and also provided
inspections and analysis of, and recommended corrections for, the
Requirements Traceability Matrix (RTM). The results were detailed
test
plans and procedures for laboratory testing to measure the degree to
which requirements were effectively implemented in the system
software
and hardware and a validated and verified RTM., improved test
coverage
plans and execution, unit/system/integration/acceptance test
plans/development, improved design/code reviews.

*Served as a member
of the independent assessment team that evaluated the people,
processes,
and technology in order to identify risks, and propose mitigation
strategies to get system development back on track. The CIO and
other
top executive management were briefed as to the viability of the Life
Cycle Methodology (LCM) to handle time critical projects, the
organization and structure of the contractual and contractor mix of
responsibilities for carrying out the responsibilities in providing
guidance and oversight, and the technology platform chosen to develop
the application on. The result was a recommendation that Integrated
Process Teams (IPT's) be established to provide cross cutting
technical and management oversight of the development efforts. These
findings were a causal effect in developing the new generation of
contract vehicles called System Development Integration (SDI) in lieu
of
the previous Systems Development Maintenance (SDM).

*Crafted tailored
system development life cycle with Oracle-based workflow management
system. New application missed programmed implementation date.
Conducted thorough review of current processes, identified gaps and
recommended organizational, structural and procedural changes.
Integrated support to US and global sites.

*Spearheaded Global Combat
Support System for the US Army GCSS-A Program, simplifying
battlefield
management. Modernization effort by US Army inadequately updated
logistical information for "asset visibility." Generated
database meta-table subset of Asset Visibility data, using five
entities
with supporting populating, validating and access routines. Created
simple, easy-to-maintain data sets, reducing populating and
validating
time from hours to minutes. Streamlined information flow for
logisticians and commanders, enabling full application of combat
capacity. Validated and verified data migration from multiple legacy
systems to current GCSS-Army systems.

*Developed and Implemented
Defect Identification, Analysis, Tracking and Resolution Process and
Procedure. Analyzed original system, interviewed the action takers,
determined the gaps, developed an approved process, developed
procedures
to implement the process in the onsite automated tool, trained the
users
and institutes improvement procedures.

*Provided technical direction
to re-engineer a mainframe legacy aviation maintenance system to an
Oracle client server based system and then an Oracle Web based system.

The work effort involved modeling and re-engineering the aviation
maintenance activities being undertaken in support of seven fleets of
helicopters. Major duties included defining the processes
encompassed
in the functional areas of: Aviation Unit Level Maintenance (AVUM),
Aviation Intermediate Level Maintenance (AVIM), Aeronautical
Engineering, Procurement, Technical Directive Reviews, Safety of
Flight
notice management, Aircraft Fleet Maintenance, Process Scheduling,
electronic flight log book, Supply, Inventory, demand forecasting,
Human
Resources, Payroll, and Finance and Accounting. The results were
that
SEAS developed functional requirements, determined scope and
complexity
of effort in each of these areas, and produced design specification
documents, and analyzed and recommended ERP tools and PDM tools.
Additionally, SEAS developed rapid application development
`proof-of-concept' modules to resolve design issues. Work
processes involved requirements definition, data modeling, design
specification, and Rapid Application Development (RAD, as well as
quality assurance and interface design specification support,
integration development efforts with Mainframe legacy system.


*Slashed testing cycle time from 3 weeks to 12 minutes with online
performance analysis. System and Regression testing cycles were
inaccurate and delayed. Designed, developed and fielded automated
testing methodology and process. Distributed online test data and
results to testers, developers and managers. Sampled participants,
cited reasons for selection based on time savings, ease of use and
reduced costs.

*Analyzed and Re-engineered system application
modules, enhancing system and regression testing. Program was behind
schedule due to erratic testing of application modules. Led
requirements analysis, found operations inadequately defined,
documented
and approved. Conceived and delivered System Development Life Cycle
(SDLC) training modules for Quality Assurance, Configuration
Management
and Testing personnel. Created Requirements Traceability Matrix
(RTM),
tracing requirements to tested applications. Developed and
implemented
Readiness Reviews.

*Slashed testing time by 50% and increased
accuracy with innovative planning and resource allocation for Oracle
Consultants. Defined and developed a set of organized and flexible
processes to guide Oracle consultants through the testing processes.
No
standard testing methodologies existed, causing inadequate testing of
custom development projects. Defined and developed flexible
systemization, guiding Oracle consultants through the testing
processes.
Established top-down approach, including definition, analysis,
build,
and transition and production criteria. Each testing process guided
consultants through a specific testing process and included easy to
use
metrics that aided them in the planning, resource allocation, and
status
of completion. This resulted in greatly reduced consultant testing
effort. Testing accuracy and repeatability were also dramatically
increased.

*Re-engineered data warehouse analysis efforts, improved
reporting and salvaged client relations. Consultants developing data
warehouse were unable to prepare multi-page client asset reports for
top
10,000 clients. Conducted key analysis of legacy data sources,
migration routines, warehouse structure and Oracle report development
efforts. Developed, recommended and implemented changes within five
months.

*Streamlined requirements definitions for Oracle-based
solution. Maintenance system development effort, moving from
antiquated
mainframe to client server web-based system frustrated client for two
years. Facilitated requirements definition and obtained approval and
signoff of end users. Instituted Spiral development techniques as
primary prototyping method. Restored credibility and effectiveness
to
developers.

EDUCATION / ORGANIZATION AFFILIATIONS
Earned a
Master's of Science degree in Management Information Systems
from
the University of Southern California, Los Angeles, CA
Earned a
Bachelor's of Science degree in Industrial Technology from
Miami
University, Oxford, Ohio
Member Project Management Institute
(PMI)
Member Software Process Improvement Network (S.P.I.N.)
Member
Quality Assurance Institute (QAI)
Member Advisory Panel – School
of Engineering and Applied Science, Miami University, Oxford, OH