Series of Books in progress on a full systems approach to business and managing change. This is part of the Six Linked Management Models that explains a full cycle approach to Change Management. These books and the Change Mentor App work together to create a mentoring program for those moving into management (generally, Project Management, Change Management, etc.)  

Step 1, Business Books - The Mobile of Excellent Management  

1. A Business Adventure Story – Craig A. Stevens and Michael Moore - Geronimo Stone, His Music, His Love, and The Mobile of Excellent Management (Two versions) – Published by Lake and Moor – 2020 - Creating Music from the Winds of Change Series www.geronimostone.com.

18 Reference Books

2. Craig A. Stevens - Becoming an Excellent Manager – Guided to Mastering the Seven Attributes of Excellent Management (7AEM) – Published by Lake and Moor, 2020,  This is book one of eight books of the  general book on the Seven Attributes of Excellent Management.

3. Craig A. Stevens, and Ann Jagger - Becoming an Excellent Manager – A Woman’s Guided to Mastering the Seven Attributes of Excellent Management (7AEM) – Published by Lake and Moor, 2020,  This is book one of eight books of the woman’s book on the Seven Attributes of Excellent Management.

4. The others 16 books are in various stages of publishing. Writing, Editing, Printing, Publishing. 14 Workbooks

5. The Mobile of Excellent Management Workbooks are being written and used in training. After the Reference Books are completed the Workbooks will be rolled out.   Step 2, Business Books – Series on Strategy and the Storms of Chaos 1 Adventure Case Study is being written. 7 Reference Books

6.   Craig A. Stevens – Strategy and the Storms of Chaos Model – Published my Lake and Moor, 2020.

7. The others 6 books are in various stages of writing. 7 Workbooks

8. Workbooks are being written and used in training. After the Reference Books are completed the Workbooks will be rolled out.   Step 3, Business Books – Series on The Three Phases of Change Management 1 Adventure Case Study is being written. 5 Reference Books 4 Workbooks   Step 4, Business Books – Series on The Three Phases of Continuous Improvement 1 Adventure Case Study 5 Reference Books 4 Workbooks   Step 5, Business Books – Series on The Five Elements of Secondary Drivers of Change 1 Adventure Case Study 7 Reference Books 6 Workbooks   Step 6, Business Books – Series on The Loops, Layers, Laws and Archetypes of Systems Thinking 1 Adventure Case Study 6 Reference Books 5 Workbooks  

9. Textbook in Planning on Change Management. Surfing the Tsunami of Change – or -- How to Surf the Change Tsunami Without Your Mommy-- A handbook on organizational change in a fast-paced technology driven world. ________________________________________ Presentations:

10. Workshop - Value Stream Mapping for IT

11. Workshop - Lean IT

12. Presentation – Stevens, Craig, The Seven Attributes of Excellent Change Management, for the Nashville (Middle Tennessee and East Tennessee) Chapter of The Institute of Industrial and Systems Engineers, Nov 2021.

13. Presentation – Stevens, Craig, A Full Systems Approach to Change Management, for the Nashville (Middle Tennessee and East Tennessee) Chapter of The Institute of Industrial and Systems Engineers, Oct 2021.

14. Presentation – Stevens, Craig, The Seven Attributes of Excellent Project Management, for the Central Mississippi Chapter of PMI, Oct 2021.

15. Presentation – Stevens, Craig, Agile as Applied to Search and Rescue Missions of the Civil Air Patrol, for the Nashville Chapter of PMI, August 2021.  

16. Presentation - Stevens, Craig, Building an Excellent Project Team Culture 2015, PMI Nashville.

17. Stevens, Craig (and PMI Team members), PMI’s 2015 Continuing Certification Requirements (CCR) Program Updates, Presentations for the Nashville PMI, 7/27/2015 to November 2015 (5 total).

18. Stevens, Craig (and PMI Team members), PMI’s 2015 PMP Exam Changes Program Updates, Presentations for the Nashville PMI, 8/27/2015 to November 2015 (5 total).

19. Stevens, Craig, The Basic of Project Management for Mastering Change, Accounting Group, Holiday Inn Express Downtown Nashville on Broadway, April 23, 2015.

20. Stevens, Craig, Understanding Change Management and Systems Thinking as it relates to Projects, Presentation for the Nashville PMI Change Management CoP, Part 2, 6/26/2014,  http://issuu.com/craigastevens/docs/change_management_and_systems_20140.

21. Stevens, Craig, - The Seven Attributes of Excellent Project Management, Presentation for the PMI Nashville Spring Symposium April 10-11, 2014, http://issuu.com/craigastevens/docs/pmi_2014_presentation.

22. Stevens, Craig, Understanding Change Management and Systems Thinking as it relates to Projects, Presentation for the Nashville PMI Change Management CoP, Part 1, 5/27/2014, http://issuu.com/craigastevens/docs/change_cvm_process_improvement_simp.

23. Stevens, Craig, Change Management, Continuous Improvement, and Configuration Management in Healthcare projects and Operations, Program Speaker for 3 Events 2014 - Tampa, Clearwater, and Sarasota PMI Luncheons and Dinner Meeting, 5/16-17/2014, http://issuu.com/craigastevens/docs/process_improvement_simplified_2014

24. Stevens, Craig, A Systems Approach to Change – Understanding Successful or Not, Presentation for the Institute of Industrial Engineers Lean and Six Sigma Conference, for the Lean Six Sigma Industry Practices – Supply Chain, Wednesday, September 25, 2013, http://issuu.com/craigastevens/docs/iie_systems_approach_to_change_____.

25. Stevens, Craig, Simplifying Process Improvement/Lean/Six Sigma Program for Healthcare, Presentation and Paper for the Institute of Industrial Engineers Lean and Six Sigma Conference, for the Lean Six Sigma Industry Practices – Supply Chain, September 23-25, 2013, http://issuu.com/craigastevens/docs/cpi_iie_presentation - http://issuu.com/craigastevens/docs/lean_six_sigma_iie3.

26. Rajpal, Gagan and Craig A. Stevens, Implementing Process Improvement in Healthcare, Presentation for the PMI Nashville Symposium 4/30/2013, http://issuu.com/craigastevens/docs/gagan_ut_process_improvement_examples_20130319.

27. Stevens, Craig, The Forgotten Phase of Strategic Project Management, Presentation for the PMI Nashville Symposium 4/30/2013, http://issuu.com/craigastevens/docs/the_forgotten_phase_of_spm_-_pmi_symp_-_20130430_-.

28. Stevens, Craig, Simplifying and Implementing Process Improvement/Lean/Six Sigma Programs, Presentation for the PMI Nashville Luncheon 3/19/2013, http://issuu.com/craigastevens/docs/process_improvement_simplified_20130319.

29. Stevens, Craig, and Steven Gambrell - Developing and Implementing a Strategy in Chaotic Times – Presentation for the 7th Annual Northeast Alabama Human Resources and Manufacturing Conference, August 19, 2010.

30. Other Facilitation and Development of Programs for the Nashville Chapter of PMI, Project/Program Management Office/Organization (PMO) Local Interest Group (LIG) (2007-2008) Communities of Progress  (2014-2015)

    http://www.westbrookstevens.com/the_pmo.htm

31. Presentation – Understanding Data Mining as it related to Statistics and Business Intelligence - for PMI IT/BI LIG 2008

32. Presentation - Comparing Change Management, Project Management, Business Analysis, and Business Intelligence, for PMI IT/BI LIG December 2, 2008. For the University of Tennessee Space Institute.

33. Facilitated and Participated in the Panel on The Basics of Business Intelligence, for the PMI Nashville, IT/IS Local Interest Group on BI.

34. Secrets of PMO Success (Helped to Develop) 2008 36.   Panel Discussion on Corporate Vs IT (and other departmental) PMO (1/31/2008)

35. Panel Discussion on Developing a Program/Project Management Office (10/25/2007)

36. Panel Discussion on Project Portfolio Management (7/26/2007)

37. PMI Nashville Newsletter articles:

38. The storms of Chaos in Project Management

39. Excellent Management in Project Management

40. Newsletter put on hold, “Raising Hope.” A Christ-Centered newsletter designed to help those dealing with loss.

41. Presentation - A panel discussion with senior executives on Program and Project Management Offices (PMOs) for PMI North Alabama Chapter, in Huntsville Alabama on 1 May 2008. The panel included Dr. Levin, CAPM, PMP, PgPM, Certified OPM3 Assessor & Consultant, A world-renowned PM author, lecturer & trainer; COL Don Hazelwood, PM, Unmanned Aircraft Systems, Program Executive Office for Aviation; Frank Castleberry, PMP, Director - SG&I PMO, Intergraph Corporation; and Craig A. Stevens, PMP, CC, President, Westbrook Stevens, LLC, Nashville, TN.

42. Presentation and Paper, “Understanding Change Management Curves and Minimizing the Dips,” 28th American Society of Engineering Management, National Conference – Innovation in a Flattened World, November 8, 2007, at the Marriott at the Convention Center in Chattanooga Tennessee.

43. Presentation and Paper, "Matching the Project Life Cycle to The Three Phases of Implementing Change," 3rd Annual Symposium, "Education Track: Project Management Methodologies," Monday, May 7, 2007 at the Nashville Convention Center, Nashville, Tennessee, Sponsored by the Project Management Institute.

44. Presentation and Paper, "The Seven Attributes of Excellent Management During Projects," 2nd Annual Symposium, "Racing Towards Project Management Excellence," April 28, 2006, at the Willis Conference Center in Nashville, Tennessee, Sponsored by the Project Management Institute.

45. Presentation, "The Seven Attributes of Excellent Management and How They Fit into the Project's Life Cycle," to the Nashville Chapter of the Project Management Institute, May 2002.

46. Presentation, “The Five Phases of Change,” to the Nashville Chapter of the Association of IT Professionals, December 2001

47. Presentation, “The Five Phases of Change”, to the Nashville Rotary Club presentation, October 2001

48. Stevens, C.A.; “Book Review of Taking Technical Risks: How Innovators, Executives, and Investors Manage High-tech Risks,” Engineering Management Journal, Vol. 13, No. 4, December 2001, ISSN 1042-9247. 51.   Stevens, C.A.; Jim Nichols; Tawana M. Gardner; Joe Daily: “Step 1: Current Organizational Trends and A Basic Change Management Model,” American Society of Engineering Management, 21st National Conference Proceedings, October 4-7, 2000.

49. Stevens, C.A.; Jerry Westbrook; Jim Nichols; Joe Daily: “Step 2: Using the Westbrook Model for Understanding Organizational Elements That Drive Change,” American Society of Engineering Management, 21st National Conference Proceedings, October 4-7, 2000.

50. Stevens, C.A., “Step 3: Using the Westbrook Attributes For “Quality Management” to Understand and Maximize Organizational Change Effectiveness and Efficiency,” American Society of Engineering Management, 21st National Conference Proceedings, October 4-7, 2000.

51. Stevens, C.A., “Step 4: A Different “Extreme-Virtual-Organic” Organizational Structure Designed to Use Change as a Driving Force and Competitiveness Tool,” American Society of Engineering Management, 21st National Conference Proceedings, October 4-7, 2000.

52. Presentation “Work Force 2000, and the Six Attributes of Quality Management,” American Society of Quality Control, November 9, 1995, Nashville, Tennessee.

53. “Diversity, Creating a Single Company Culture in a Multi-Cultural Society,” National Management Association, August 15, 1995, Portsmouth, Ohio.

54. "Managing Work Force 2000," 36th Annual Tennessee Quality Conference, Sponsored by the University of Tennessee, American Society of Quality Control, The Tennessee Quality Award, and The Tri-Cities Institute of Industrial Engineers, at The University of Tennessee Conference Center, Knoxville, Tennessee, March 11, 1995.

55. "Integrated Competitiveness - The Integration of Culture, Systems, Customers and Suppliers, Teams, Problem Solving, Measurement, Change and Continuous Improvement, and Marketing Excitement," WATTec '95, Sponsored by The Institute of Industrial Engineers, Hyatt Regency Hotel, Knoxville, Tennessee, February 23, 1995.

56. Two-hour presentation "Performance Measurements for Quality Improvement," Sponsored by The US Department of Energy, Oak Ridge Operations, Federal Building, October 26, 1994.

57. Presentation, "Managing Work Force 2000," 1994 ACCRA Annual Conference, Sponsored by The Association of Applied Community Researchers (ACCRA) - Affiliated with American Chamber of Commerce Executives and The American Economic Development Council, Stouffer Nashville Hotel, Nashville, Tennessee, June 18, 1994.   “...Not only was your material extremely helpful to me and the Greater San Diego Chamber of Commerce (I copied your handouts for all of our staff), but your presentation style and musical accompaniment was entertaining, provocative and informative and made it the best presentation at our conference. You have a very talented team that does an excellent job in communicating the opportunities and challenges of current and future management trends.”   1994, Max Schetter, Executive Vice President and General Manager, Greater San Diego Chamber of Commerce.   “...Your presentation, “Managing Work Force 2000” was outstanding...........reports form the conference evaluations indicate that your remarks were very well received.”   Melissa Muendel, 1994 Greater Knoxville Chamber of Commerce and President-Elect and 1994 Conference Chairman for ACCRA-- The Association or Applied Community Researchers -- affiliate of American Chamber of Commerce Executives and the American Economic Development Council.  

58. Presentation and Paper, "Managing Change with Configuration-Value Management," Sponsored by 34th Annual International Conference of the Society of American Value Engineers, Fairmont Hotel, New Orleans, Louisiana, April 24-27, 1994.

59. Presentation, Full Day Session on "Managing Work Force 2000." "Part 1, Forecasting Work Force 2000" and "Part 2, Managing Work Force 2000," WATTec '94, Hyatt Regency Hotel, Knoxville, Tennessee, February 24, 1994.

60. Presentation, "TQM: The What and Why Important to Technical Communications," Steven Gambrell and Craig A. Stevens, East Tennessee Chapter of the Society for Technical Communications (STC), Knoxville, Tennessee, January 25, 1994.

61. Presentation, A two hour session on "Quality Management in Government," Donna Riggs (DOE), Grover Smithwick (DOE, filling in for Joe La Grone), Dr. Jerry Westbrook (UAH), Craig A. Stevens (SAIC) sponsored by The Department of Energy, DOE Federal Building, Oak Ridge, Tennessee, November 4, 1994.

62. Stevens, C.A., Steven Gambrell, "Managing Change with Configuration-Value Management," Industrial Engineering Magazine, Institute of Industrial Engineers, May 93.

63. Presentations, A half-day session on "Pollution Prevention and Waste Minimization," Karen Catlett (DOE) (Moderator), Stevens, C.A. (Co-Moderator), Ann Walzer (Energy Systems) Wayne Neff (Energy Systems), Bill Miller (Saturn) and Ken Hardison (UTK) sponsored by The Institute of Industrial Engineers (IIE), East Tennessee Chapter, U.S. Department of Energy, Martin Marietta Energy Systems (Energy Systems), and Science Applications International Corporation (SAIC), at WATTec, Hyatt Regency Hotel, Knoxville, Tennessee, February 1993.

64. Presentations, A half-day session on "Intra-Preneurship" including: "The Intra-Preneurial Spirit," "Instilling Ownership," "Stimulating Creativity," and "Facilitating Innovation,” Stevens, C.A. (Moderator/Speaker), S. Gambrell, L. McCartney, Calvin Pepper, and Farris Jordan PhD, sponsored by The Institute of Industrial Engineers (IIE), East Tennessee Chapter, Science Applications International Corporation (SAIC), and Innovative Resources and Systems (IRaS) at WATTec, Hyatt Regency Hotel, Knoxville, Tennessee, February 1993.

65. Presentation, "Managing Change - Creating a Vision and Moving to that Vision," Stevens, C.A. and Steven Gambrell, sponsored by the National Presidents Program of WATTec, Science Applications International Corporation (SAIC) and Innovative Resources and Systems (IRaS) at WATTec, Hyatt Regency Hotel, Knoxville, Tennessee, February 1993.

66. Presentation/Papers, Special Session on Managing Change, Gambrell, Calvin Pepper, 4th International Conferences on Productivity and Quality Research, Miami FL, February 1993. Included in book, "Productivity and Quality Management Frontiers-IV," Industrial Engineering and Management Press Institute of Industrial Engineers, Norcross, Georgia, 1993.

67. "Managing Change, Part 1 - Change Management - The human side of change and its relationship to quality and productivity,” Stevens, C.A., Steven Gambrel; "Managing Change,

68. Part 2 - Team Communications in the 21st Century,” Stevens, C.A., Calvin Pepper, Steven Gambrell; "Managing Change,

69. Part 3 - Facilitating and Controlling Change - Improving Competitiveness, Quality and Productivity,” Stevens, C.A., Steven

70. Presentation/Paper, "Configuration Management and Its role in Safety - Related to 29 CFR 1910.119,” Stevens, C.A., 9Th Annual International Maintenance Conference, Nashville, Tennessee, October 1993.

71. http://issuu.com/craigastevens/docs/configuration_value_management_pape

72. Calvin Pepper and Craig Stevens “Project Management – Maintaining Quality by Communicating,” Third International Waste Management Conference, ASQC, Las Vegas, Nevada, 92 76.   Stevens, C.A., Steven Gambrell, "Moving Through the Three Phases of Organizational Change," Industrial Management Magazine, Institute of Industrial Engineers, July/August 1992.

73. Presentation, A half-day session on Managing Change including: "Change Management - The human side of change," "Facilitating Change - Improving competitiveness," and "Controlling Change - Configuration Management and Value Engineering,” Stevens, C.A. (Moderator/Speaker), S. Gambrell, L. McCartney, N. O'Connor, and Farris Jordan PhD, sponsored by The Institute of Industrial Engineers (IIE), East Tennessee Chapter, Science Applications International Corporation (SAIC), and Innovative Resources and Systems (IRaS) at WATTec, Hyatt Regency Hotel, Knoxville, Tennessee, February 18-21, 1992.

74. Presentation/Paper, "Managing Change with Configuration-Value Management; The Integration of Configuration Management, Value Engineering, and Incentive Programs for Innovation,” Stevens, C.A., American Society for Engineering Management, 12th Annual Conference in Chattanooga, Tennessee, on October 20-23, 1991.

75. Stevens, C.A., K. Wright, "Managing Change with Configuration Management, what are the issues related to Quality and Productivity?" National Productivity Review, page 509, Executive Enterprises Publications Co., New York, New York, Fall 1991.

76. Presentation/Paper, "Managing Change with Configuration-Value Management; The Integration of Configuration Management, Value Engineering, and Incentive Programs for Innovation,” Stevens, C.A., R.F. Brown [P.E.], M. Owens, P. Thompson, R. Best, L. Stevens, 1991 Design Productivity Institute and International Conference, Honolulu, Hawaii, February 3-9, 1991.

77. Presentation/Paper, "Using Configuration Management to Maintain Quality and Productivity in a Competitive World," Stevens, C.A., R.F. Brown [P.E.], K. Wright, R. Best, 3rd International Conferences on Productivity and Quality Research, Session on Total Quality Management - Focus Issues, Miami FL, February 20-22, 1991. Productivity and Quality Management Frontiers-III, page 427, Industrial Engineering and Management Press Institute of Industrial Engineers, Norcross, Georgia, 1991.

78. Presentation, "Configuration Management (CM), What is it? Why is it important? Who needs it?" Stevens, C.A., to WATTec '90, 17th Annual Technical Conference and Exhibition, during a session entitled "Managing Change" sponsored by The Institute of Industrial Engineers (IIE), East Tennessee Chapter, in cooperation with Science Applications International Corporation (SAIC), Hyatt Regency Hotel Knoxville, Tennessee, February 23, 1990. Also served as session moderator.

79. Program (and other) Articles for the 1989-90 "Institute of Industrial Engineers Newsletter," Institute of Industrial Engineers (IIE), East Tennessee Chapter (Number 11), April 1990, March 1990, February 1990, January 1990, December 1989, November 1989, October 1989, September 1989. 84.   Presentation, "Configuration Management (CM), What is it? Why is it important? Who needs it?" Stevens, C.A., to the Institute of Industrial Engineers (IIE), East Tennessee Chapter Program Speaker for April 1989. 85.   Hungerford, J., C.A. Stevens, J. Snider, R. Sawhney, J. Weiner, and J. Wilhelm, "Warning Systems and Written Instructions for U.S. Golf Cart Industry, ANSI Standards for the Golf Cart Industry." The University of Tennessee, 1986. 86.   Stevens, C.A., "300 Productivity Abstracts." MTM Association and The University of Tennessee, 1984.   MAJOR INTERNAL PUBLICATIONS AND PRESENTATIONS: (many not shown) - Most not recorded

80. Supported the internal SAIC ECG Weekly Seminars in areas of Management: (1) “Intra-Preneurship – Stimulating Creativity and Facilitating Innovation,” Stevens, C.A. and S. Gambrell; (2) “Empowerment – Your Role in TQM Programs,” Stevens, C.A. and S. Gambrell.

81. Supported “The Bear Creek Burial Ground Walk-In Pits at Y-12 Plant Configuration Management Plan and Procedures, Martin Marietta Energy Systems, Oak Ridge, TN.

82. Supported “Material Flow Analysis for Paducah Gaseous Diffusion Plant Shipping and Receiving,” Shipping and Receiving Department, Martin Marietta Energy Systems, Paducah, KY, 1990.

83. Supported “Site Development and Facilities Utilization Plan for Oak Ridge Y-12 Plant,” Capital Resource and Facility Management Department, Martin Marietta Energy Systems, Oak Ridge, TN, 1989.

84. Supported “Scoping Study for the Enriched Uranium Factory Modernization,” Capital Resource and Facility Management Department, Martin Marietta Energy Systems, Oak Ridge, TN, 1989.

85. Stevens, C.A. “Review of the Utility Aspects of the Current Y-12 Site Development Plan and all Applicable Drawings and other Utility Data.” Phase 1; Y-12, Facilities Management Group, Martin Marietta Energy Systems, Oak Ridge, TN, 1989.

86. Supported “Final Safety Analysis Report (FSAR) for the Precipitator System at Y-12.” Martin Marietta Energy Systems, Oak Ridge, TN., 1988. 94.         Stevens, C.A., B.E. Henderson, D. Wilkes, R.J. Rhea, J. Mosier, “Configuration Management at the Feed Materials Production Center.” Feed Material Production Center (FMPC), Westinghouse Materials Company of Ohio (WMCO), 1988.

87. Stevens, C.A., K.M. Weaver, and E. Freedman, “Manufacturing Process Flow Analysis (MPFA) Documentation. Volume I, Site Wide Engineering Notes. Volume II, Plant 5 Engineering Notes,” Feed Material Production Center (FMPC), Westinghouse Materials Company of Ohio (WMCO), 1988.

88. Heidel, G., C.A. Stevens, “Engineering Design Information Systems (EDIS),” Computer-Aided Engineering, Martin Marietta Energy Systems, Incorporation, Oak Ridge, TN, 1987.

89. Stevens, C.A., T. Hollenbeck, and M. Ward, “Introduction to INGRES.” IOC Historical Data Base, Department of Navy, SEMMSS Program, Oak Ridge, TN, 1986.

90. Baudry, T., C.A. Stevens, G. Heidel, “SRL TNX CAD Planning, Final Report,” Savannah River Laboratory (SRL), Aiken, SC, E.I. duPont, 1986.

91. Stevens, C.A., B. Brown, H. Liggett, and D. Huddleston, “Materials Safety Data Sheets (MSDS) Manual, Right to Know Laws,” David Witherspoon, Inc., Knoxville, TN, 1985. 100.     Stevens, C.A., “Emergencies Plans for Hotel/Motel Industry,” Holiday Inn, Watauga Inns, Inc. (5 locations),” Crossville, TN, 1985.

92. Hungerford, J., J. Snider, R. Sawhney, J. Weiner, C.A. Stevens, and J. Wilhelm, “Evaluation of Club Car, Inc. Warning Systems and Written Instructions.” Club Car, Inc., GA, 1984.

Founded to serve NASA and as the primary support company for several start-up organizations Veteran Restoration Ministries, Life of Victory International Ministries, Faith-Based Technical Assistance Center, Ultimate Earth, Nashville International Studios, Agknowledge Magazine, SET Oak Ridge Tennessee, (and others) and also founded to publish a systems approach to business issues and to train organizations in the use of the Linked Management Models. The goal was to build a world class consulting, staffing, and services firm.  More information can be found at www.westbrookstevens.com. Managed the following programs/projects:  

1. Technical Advisor for Investors in Cutting Edge Start-up Technologies.       Objectives: Find potentially profitable technologies to invest in based on a predetermined criterion, screen, and help determine how to roll them out.  

2. CSG – Conservation Services Group – As the Developer, Writer, and Lead Trainer in Energy Efficient Homes, Craig, developed the Tennessee Valley Authority’s training program and materials for improving the Energy Efficiency of Homes in the Tennessee Valley. This program was used to train and certify both Auditors and Contractors for TVA’s Program. Every certified auditor or contractor on their certification, either has Craig’s signature or a signature from one of the trainers he trained.  Objectives of Project: To help design a weatherization program, develop materials, teach TVA participates, and certify every contractor or auditor for TVA’s energy efficient homes program required for federal tax refunds. Team Details: Three highly trained and experiences consultants during development and about 10 trainers. ·        Time Frame: About 6 Months Results: The program is successful. To obtain tax credits for making your home more efficient, one of the certified auditors and then contractors would come out and sign off on your project.

3. THE UNIVERSITY OF CENTRAL OKLAHOMA – As Program/Project Manager - our team lead the Human Resources’ business process improvement efforts to standardize job classifications, descriptions, and pay scale. Reviewed all existing 700+ job classifications and descriptions (some of which were never documented). Determined the general nature of the positions and recommended position level job descriptions for administration, faculty, and staff. Reviewed and suggested improvements and appropriate methods and styles of job descriptions. Provided generic examples. Produced a template for the positions identified by COKU as Adjunct Faculty, Lecturer, Instructor, Assistant Professor, Associate Professor, and Professor. The descriptions reflected the job content, responsibilities, accountability, and requirements. Consolidated hundreds of individual departmental descriptions to a few university specific descriptions.   Benchmarked existing job descriptions using other institutes of higher learning. Created a system for future evaluations for promotions, corrective actions, and/or salary adjustments to be documented and substantiated in a systematic and repeatable way. Assigned salary ranges for each of the job classifications. Objectives of Project: To create a systematic and repeatable template for all employees’ job descriptions for COKU in a short amount of time (about 4 mouths). Team Details: Three highly trained and experiences WBS consultants worked with the COKU HR team to develop improvement program and then to implement the rewriting of all job descriptions. ·        Time Frame: About 6 Months ·        Results: The program is successful. Program templates were created successfully, and employees were being transitioned to the new system when we left.  

4. Supported the fieldwork and business functions for Doc Air, a company that does water mitigation, improves the energy efficient of homes and businesses, and improves the air quality within the spaces. To learn the business, worked in every aspect of the company from sales to energy audits and implementation of improvements. Did several marketing presentations to groups.  

5. NASA, National Aeronautics and Space Administration, Customer and Employee Relations Directorate at Marshal Space Flight Center, Huntsville, Alabama, Organizational Development Facilitator and Speaker, provides Problem Solving Facilitation, Organizational Development, Process Improvement, Training, Orientation and Motivational Speeches. Through AI SIGNAL RESEARCH, INC., NASA, National Aeronautics and Space Administration, Customer and Employee Relations Directorate at Marshal Space Flight Center, Huntsville, Alabama, January 2000 to December 2001.   (1.) OD Coordinator (SME) - Supported NASA in continuously improving organizational effectiveness and efficiencies.  Worked with many different organizations used systems thinking in support of problem-solving facilitation and business process improvement type efforts and offsite team building efforts.  Also, supported new employee’s orientations efforts. Provided Problem Solving Facilitation, Organizational Development, Process Improvement, Training, Orientation and Motivational Speeches. (2.) Project Member (SME) - NASA facilitator for the science and technology center in Huntsville, the team included The U.S. Air Force, U.S. DOE, University of Alabama, and others. - Objectives of Project: To create the planning for the Science and Technology Center in Huntsville. - Team Details: I was the NASA facilitator. There were 3 Facilitators in all, one from each of the three groups U.S. Air Force, U.S. DOE, and NASA. There were many high level, managers, scientist, and engineers from these three groups. There were also teams of support from the UAH and others. - Time Frame: About 6 Months ·        Results: I was able to support the group efforts and was able to help design a portfolio management system for the three Governmental organizations for selection and investment in scientific projects. (3.) Project Manager (SME) - As Developer, Speaker and Facilitator, developed and provided training and facilitation of “A Systems Approach to Team Problem Solving” for the Payload Operations Groups of NASA’s Marshall Space Flight Center in Huntsville, Alabama and The Johnson Space Center in Houston, Texas. - Objectives of Project: To bring the two centers together to consolidate and redesign services to train NASA astronauts in using scientific experiments. - Team Details: OD NASA Consultants and the two groups (maybe 50 People). - Time Frame: About 4 Months - Results: The two groups decided that the effort was helpful in building a better working culture and supported interdepartmental services.  (4.) Project Manager (SME) - As Developer and Speaker, developed and provided training on Customer Relationships to NASA’s Marshall Space Flight Center’s Procurement Group. - Objectives of Project: To create the planning for CRM. - Team Details: 3 Team members. - Time Frame: About 4 Months - Results: High-level strategic plans were developed. (5.) Project Manager (SME) - As Developer and Speaker, developed and trained the trainers for the “Customer Relationships Management (CRM)” curriculum for NASA’s Marshall Space Flight Center’s Center Operations Program. Developed the workbooks and presentation material and supplies.  Provides the materials as needed to NASA.  Before 9/11, The plan was to train the 3000 members of this group, and then possibly import the training to the other MSFC employees (around 17,000 people total). The plan was to present the same material to all of NASA on a national level (Program Cancelled). - Objectives of Project: To design and create the first pass at the entire CRM program. For several different sets of funders. - Team Details: 2 WBS Consultants. - Time Frame: About 4 Months -Results: Provided plans and materials to teach CRM.

6. ULTIMATE EARTH, Inc., Nashville Tennessee, Start-up, Vice President and Chief Operations Officer, Founded to support the international effort to use the water hyacinth plant (a very destructive and disruptive nuisance that grows in subtropical areas) as the raw material for food, clothing, and building material. Designing and developing all systems.  One of the goals is to build industrial facilities in different countries and to teach the native peoples to run and manage each of the facilities.    Program Manager (SME) - Developed the first high-level strategic conceptual plans for the development of a concurrent systems engineering approach to the design, planning and development of industrial efforts to make use of the Water Hyacinth plant.  The first efforts include fourteen countries, four of which will have full industrial facilities, while the others will be based on cottage industries (Program estimates valued at $550,000.000).  Also, to develop a program to support to Ultimate Earth in the development and management of Water Hyacinth products and industrial facilities.  The goal is to provide the technical support to Ultimate Earth in the mission of helping poor peoples support themselves. - Objectives of Program: To create the entire company strategic, tactical, and operational plans. For several different sets of funders. - Team Details: Several funding related partners and technical advisors were used. (6 consultants). - Time Frame: About 13 years of my involvement (concept started in 1960’s). - Results: Several political changes (9/11 and political setbacks) the funding availability dried up and although the plans were competed and considered successful. Funding is not available currently.

7. NASHVILLE INTERNATIONAL STUDIOS, Nashville Tennessee, Start-up, 2000 to 2009. Organizational Development Executive Systems Engineer and Assistant to the Chairman. Westbrook Stevens, LLC role is to provide management systems consulting and temporary startup support as needed.  Developing overall design of systems and organizational development.  (estimated potential value of company at over $2,000,000.000)

8. AGKNOWLEDGE MAGAZINE, Nashville Tennessee, Start-up, Executive Magazine to Agra-business manufacturing leaders. 2000 to 2001, Member of Board of Advisors; Columnist of Technical and Business Column “Westbrook Stevens, The Principals of Results;” and National Conference Staff Moderator, Speaker, and Group Facilitator.

9. LIFE OF VICTORY CHRISTIAN MINISTRIES Nashville, Tennessee, March 2002 to present, Member of the Board of Directors, Non-profit Business consultant, Project Manager and Facilitator/Trainer. Chair of the faith based technical assistance center for non-profits. - Objectives of Program: Help small companies to better serve their communities and obtain funding. ·        Team Details: Lead a small group of leaders, volunteers, and employees. ·        Time Frame: About 3 years of my involvement many projects. - Results: We able to support 20 to 40 small companies and train them in business planning and operational efficiencies. Supported fund raising efforts for the small companies. However, our scope was to show them how. 

10. Project Manager (SME) - Supported DCS of Anderson County in continuously improving organizational effectiveness As Developer Speaker and Facilitator, developed and provided training and facilitation of “A Systems Approach to Team Problem Solving” for a cross functional group (Schools, Department of Children Services, Courts, Volunteers and Contractors) in support of business process reengineering and overall systems development of children services in Anderson County Tennessee. - Objectives of Program: This was an organization development effort to help lay the plan for an improved working culture. - Team Details: 1 OD and employees and managers of DCS program - Time Frame: About 1 Month. - Results: Everyone expressed an improved understanding of each other and a improve culture. Obtained letters of appreciation from the state.

11. Earlier name for Westbrook Stevens, LLC - INNOVATIVE RESOURCES AND SYSTEMS (IRaS), Oak Ridge, Tennessee, (all other services).  Founder and President.  Started, designed, and developed all systems, and organized a small service sole proprietorship company, for the development and marketing of ideas, products, and services.  Services/projects include providing business, manufacturing, industrial and systems engineering type support, ISO 9000 and 14000 training, facilitation, and implementation; publishing newsletters, papers, and books; and presenting presentations and workshops on management issues. (1) Project Manager (SME) - Provided industrial and systems engineering and marketing support through LAW Engineering; Pragmatics, Inc.; Pacific Western Technologies (PWT), Ltd.; Science Applications International Corporation (SAIC); and Business Process Improvement Professionals (BPIP) as needed. (2) Project Manager (SME) - Provided systems/industrial engineering support to the Y-12 Material Surveillance and Technical Support (MSTS) division of Lockheed Martin Energy Systems (LMES).  Supported the program’s preparation of basis of estimate (BOE) for its proposed FY 1998 budget related to Central Scrap Management Office (CSMO) Program Office, Chemical Operations, Business Center for Precious Metals, and Building 9206 Transition. (3) Project Member (SME) - Provided ISO 9000 and 14000 training, facilitation, and implementation for MARCA (a Japanese manufacturer of refrigerator compressors “Panasonic”), Vonor, Tennessee and other companies.   (4) Program Manager (SME) - Provided three training classes generally to both commercial companies and governmental organizations related to Customer Service.  Class 1, Serving the Public, is aimed at those front-line employees who interface with people outside the organization.  Class 2, Team Building, Serving Internal Customers is designed for employees who interface with internal customers and/or who work in teams.  Class 3, Manager’s Guide to Customers Service and Team Building is designed to train the manager in how to integrate customer service into the company’s strategies on competitiveness. (5) Project Member (SME) - Provided support as instructor to Pellissippi State Technical Community College.  Class was titled Managing Change: Investigating the Cultural, Organizational, and Technological Changes in Business and Industry.  Also supported college of communications as substitute instructor for classes related to business presentations.  

12. Earlier name of Innovative Resources and Systems was TENNESSEE INNOVATIONS, Crossville, Tennessee. .  President and Program Manager.  Organized, staffed, and marketed a small sole-proprietorship company to pay for and provide projects for education.  Staff fluctuated between two and ten temporary employees.  Provided engineering consulting services covering a wide range of activities, such as, OSHA‑based studies in the areas of employee right‑to‑know laws (David Witherspoon, Inc.); noise studies (Carrier Corp., Allied Products, Inc., and The University of Tennessee); a lighting study (Heil, Inc.); safety-based studies, such as public safety (Clubcar Golfcarts) and emergency plans (Underwater Salvage, Holiday Inn); productivity improvement studies, such as plant automation review (Dennisen and Carter, Inc.) and plant layout (Dennisen and Carter, Inc., St. Mary's Medical Center); a work measurement/time study (St. Mary's Medical Center); and a productivity information study (MTM Association). Experienced in areas of inventive design/value engineering for export and import (American Accessories, Inc., Camel Tent Company).  Worked in several areas of communications including presentation systems (Engineered Products, Inc.), general orientation/education systems (Holiday Inn), and commercial art (for over 50 different companies). Performed project engineering/management and designed systems for solar energy utilization (Holiday Inn) and erosion control (Holiday Inn).  

Chief Engineer and Quality Manager.  Responsible for general management, expanding markets and customer base, developing business systems, and developing approaches in marketing.  Developed systematic and repeatable methods, plans, policies, and procedures for strategic management, quality (continuous quality improvement, performance measurement, supporting communication network), and marketing (data base marketing systems, systems for employee participation, customer lead and satisfaction surveys).    

1. Program Manager (SME) - Developed world class models for the U.S. Department of Energy’s (DOE) commercialization and re-engineering efforts in Oak Ridge including:  (1) Organization Models incorporating trends in organizational structure, philosophy, and management techniques; (2) Employee Change and Transition Models based on core competencies, project life cycles, subcontractor teaming, and competitive cultural issues;  (3) Privatization Models incorporating not only transition of employees and organization issues but also specific examples and proposals for privatization; and (4) Procurement Models related to existing contracts and packaging of tasks and functions.  

2. Project Manager (SME) - Developed shipping and receiving database and inventoried B-25 Boxes.  Required working as liaison with all Y-12 divisions generating waste and a variety of Waste Management groups.  Updated and streamlined processes, information, and a database; while running search and inspection tasks for finding inventory for Lockheed Martin Energy Systems (LMES), Waste Management and Defense Programs, DOE Oak Ridge Operations, Y-12 Site, Tennessee.

Program Manager, BA, and Industrial/Management Systems Scientist.  Provided a wide range of services directly to SAIC’s Systems Engineering and Integration Division, Integrated Engineering Solutions Business Unit including support in the development and implementation of strategic business and Quality Management plans, layout of service centers, support on a large number of marketing efforts and proposals, and seminars on management issues.  SAIC projects listed below:  

1. Project Manager (SME) - As Business Process Reengineering Consultant and Systems Engineer supported the Oak Ridge National Laboratory (ORNL), Waste Management, and Reengineering Implementation Project.  Prepared the implementation plan and performed systems engineering (lean) process improvement analysis on all waste streams (including Solid Low-Level Waste, Liquid Low-Level Waste, Transuranic and Alpha-Contaminated Waste, Hazardous, PCB, and Low-Level Mixed Waste). 

2. As Program Manager and Principal Investigator supported (in a leadership role) The Department of Energy (DOE), Oak Ridge Operations (ORO) and Lockheed Martin/Martin Marietta Energy Systems (Energy Systems) waste management and environmental restoration programs.   This was an on-going program and was covered by several contract vehicles.  The support included:  (1) DOE Budget Program Activities, (2) Environmental Restoration and Waste Management Site-Specific Plans (SSP) (for 5 large sites), (3) DOE Five-Year Plan, (4) Summaries of Waste Management and Corrective Activities Program Monthly Status Reports, (5) Monthly Activity Summary, (6) Activity Data Sheets (ADS), (7) Baseline Change Control -- Plans, Control Boards Charter, and Procedures,  (8) Monthly National Environmental Policy Act (NEPA) Summary Reports, (9) NEPA Environmental Assessments, (10) many meeting facilitations, (11) many public participation information and meetings, (12) Program Summary Documents and Progress Charts, (13) Program Roadmapping and issues resolution, (14) Progress Tracking Systems, (15) Quality Management/Assurance Appraisal Audits based on DOE 5700.6C and TQM principles, (16) supported the DOE and Contractors’ EM Program Project Management Improvement Stand-down Process, (17) Supported the review and development of Program Management Plans, (18) Review of the Energy Systems Waste Management Organization Program Management Plan, (19) Baseline Environmental Management Report (BEMR), (20) Cost Quality Management Assessments (CQMA), (21) Maintained Integration Schedules, (22) Performed Pollution Prevention/Waste Minimization Studies, and other support as needed, DOE Oak Ridge (Y-12, K-25, ORNL), Tennessee; Paducah, Kentucky; and Portsmouth, Ohio.

3. Project Manager (SME) - As Industrial and Information Systems Consultant inventoried B-25 Boxes.  Required working as liaison with all Y-12 divisions generating waste and a variety of Waste Management groups.  Updated and streamlined processes, information, and a database; while running search and inspection tasks for finding classified inventory for LMES, Waste Management and Defense Programs at DOE Oak Ridge Operations Y-12 Site, Tennessee.

4. Project Member (SME) - As Information Systems Consultant tested designs and documented processes, graphical interfaces, and information flows for the development of the National Women’s Health Information Center’s World Wide Web Site, Washington, DC.

5. Project Member (SME) - As SAIC Liaison and Information Systems Consultant supporting Contingency Aircraft Parking Programming in remote locations for United States Air Force, Civil Engineering, Air Mobility Command, Scott Air Force Base, Illinois (near St. Louis, Missouri). 

6. Project Manager (SME) - As Software Configuration Manager supported the major software development project for Sears Services Group using PVCS Software Configuration Management Package on a Novell network, Chicago, Illinois.  Also provided PVCS support to internal SAIC work.

7. Consultant provided Conduct of Operations (CONOPS) support to the Waste Transportation and Landfill Operation (WTLO) which included: (1) review of all operations related to eighteen CONOPS chapters; (2) developed new (lean) operational systems and procedures for several of the operations; (3) performance measurement support; (4) provided review and auditing support of all operations; (5) developed Conduct of Rounds Procedures and Round sheets for all of the facilities within WTLO; (6) supported transportation-related systems activities, such as tankers crossings of RAD areas; (7) updated and developed log keeping guidelines; (8) directed training films and provided training support for Lockheed Martin Energy Systems, Oak Ridge, Tennessee.

8. Project Manager (SME) - As an Industrial/Systems Engineer for SAIC Energy and Health Information Division, supported the DOE Order 4330.4B. "Maintenance Management Program," compliance master plan scheduling projects for Instrumentation and Control, Technology Services divisions of the Oak Ridge National Laboratory (ORNL), Energy Systems, Oak Ridge, Tennessee.

9. Project Manager (SME) - As Industrial/Systems Engineer and Information Systems Consultant   Used the Martin Marietta Methodology and Paducah Gaseous Diffusion Plant (PGDP) Work Plans for Generating Waste Volume Estimates to develop software that quickly calculated waste volumes related to environmental restoration of all related solid waste management units (SWMUs). Supported the waste volume-estimating project for PGDP Waste Area Groups (WAGs), Paducah, Kentucky.

10. Project Member (SME) - As Industrial and Management Systems Consultant Reviewed and Developed the Quality Assurance Plan, Records Management Plan, and Configuration Management Plan, related systems, and Procedures.  Supported the Bear Creek Burial Ground "Walk-In Pits" Closure Project at the Y-12 Site, Energy Systems, Oak Ridge, Tennessee.

11. In 1992, as Site Engineer/Industrial/Systems Engineer and Program/Project Manager supported several site development planning and improvement projects as Site Engineer for (Y-12, K-25, ORNL) and as a member of the SAIC Logistics, Transportation, Engineering, and Economic Analysis Division, as follows:  (1) Y-12 Reconfiguration Site Development Plan (SDP);  (2) Oak Ridge National Laboratory (ORNL) Technical Site Information Document (TSI) master and five-year plans;  (3) K-25 SDP providing technical assistance on the functional analysis section; and (4) Y-12 SDP providing technical assistance on the functional analysis and population sections, Energy Systems, Oak Ridge, Tennessee.

12. Project Manager (SME) - As Industrial Engineer and Task Leader provided (lean) architectural programming for Tennessee Valley Authority’s Corporate Facilities Management Group.  Provided plans for the reorganization of East Tennessee offices, systems, and facilities. Reviewed several different groups containing a variety of shops and operations.  Made estimates on space and material flow requirements based on a Just-in-Time system of operations, Knoxville, Tennessee.

13. Project Member (SME) - As Industrial Engineer and Member of the Pre-Tiger Team representing packaging and transportation issues related to the health and safety-auditing project.  Also supported the industrial safety and industrial hygiene members in tagging deficiencies at K-25 Energy Systems, Oak Ridge, Tennessee.

14. Project Member (SME) - As Industrial Engineer and Training Consultant as certified Performance Based Trainer, supported the Performance Based Training (PBT) Program for the Facility Safety Department, Metal Fabrication, Procurement Engineering, and Nuclear Material Compliance and Administrative (NMC&A) groups at Y-12 Energy Systems, Oak Ridge, Tennessee.  Reviewed, learned, and studied all the processes and operations to develop and support PBT programs and workshops. 

15. Project Manager (SME) - As Industrial Engineer and Principal Investigator (project manager) supported the site selection for the Y-12 Sanitary and Industrial Wastewater Treatment Plant (SIWTP). Developed systems and tools for selection.  Also supported the recycle alternatives study (green) for the SIWTP, Energy Systems, Oak Ridge, TN.

16.  As Program/Project Manager, Industrial Engineer, Facilities Engineer, and Principal Investigator in the Planning and Systems Support Division:  (1) provided systems design and documentation support on the "Scoping Study for Lean Enriched Uranium Factory Modernization;"  (2) provided technical support in the review, value engineering (VE), design, and plant layout of the modernization plan for the future Y-12 Enriched Uranium Focused Factory (EUFF); (3) supported development of the functional flow diagramming of the classified processes involved in the operations of the factory and the analysis for cost engineering; (4) supported the site selection and preliminary designs of the Hydrogen Fluoride (HF) storage facility for Y-12; (5) supported the tracking and assimilation of the 1990 Y-12 SDP providing a review of the utilities aspects, waste management data/practices, and all applicable drawings; (6) supported a landscaping review of possible improvements to the New Hope Pond Closure; and (7) provided systems thinking support for the functional adequacy data base for the Capital Resource and Facility Management Division at Energy Systems, Oak Ridge, Tennessee.

17. Project Manager (SME) - As Industrial Engineer supported the analysis and documentation leading to the (lean) material flow analysis for PGDP Shipping and Receiving.  Provided (lean) functional flow analysis and estimated statistically the optimum work and time involved for a related task for the purpose of improving the operations, layout, and overall systems for the Shipping and Receiving Department at Energy Systems, Paducah, Kentucky.

18. Project Member (SME) - As the Management Systems Consultant provided configuration management assistance in support of the Los Alamos National Laboratory Plutonium Facility (PF-4) at Los Alamos National Laboratory, Albuquerque, New Mexico.  Wrote an example of a configuration management plan and provided general comments for use in improvement of systems and processes. 

19. Project Member (SME) - As Information Systems/Management Consultant aided in support of the information management issues related to the transportation function of the Federal Waste Management System for the DOE-Chicago Operations Office, Argonne, Illinois.

20. Project Manager (SME) - As Information Systems Consultant provided technical support in a review of all incoming and outgoing classified containers for the development of (lean) systems involved with the transportation data base information for both the 1989 and 1990 documents at Y-12 for Energy Systems, Oak Ridge, Tennessee. 

21. Project Member (SME) - As Safety/Industrial Engineer provided technical support on the Final Safety Analysis Report (FSAR) for the Precipitator System used to precipitate and collect uranium compounds from uranium solutions at Y-12, Energy Systems, Oak Ridge, Tennessee.

22. As the SAIC Information Systems Division Program Manager, Principal Investigator and Information/Management Systems Consultant of SAIC’s Fernald Operations, senior member of the management team, developed the Program Management Office (PMO) and supported the development of projects for the DOE Feed Materials Production Center (FMPC) operated by Westinghouse Materials Company of Ohio (WMCO), in the Cincinnati, Ohio area.  Work included: (1) the development and/or enhancement of all Configuration Management (CM) systems; such as, the Configuration Management Function (CMF) Office (CMO), the Engineering Change Proposal (ECP) and Construction Change Proposal (CCP) procedures, the Physical Verification Teams, the Engineering Checking and Release function, and other related procedures and/or charters;  (2) development and/or enhancement of the Engineering Drawing Numbering System, the Drawing Archive, and CM Systems Data Base and other CM support systems; (3) supported FMPC projects such as the Work Maintenance Control System, Safety Topical Manuals, Operational Safety Requirements (OSRs), and the (lean) Production Operations Manufacturing Process Flow Analysis (MPFA).  The MPFA was the collection and analysis of statistical information for the development of a knowledge-based expert system.  Work included the development of the data base management system, the data bases, and support software such as Simfactory (simulation package) to provide a forum for the logic used to answer basic management questions about lean manufacturing processes; and (4) supported several studies and documents (e.g.; Pilot Plant Facility and Process Description Document, Safety Documentation Process Reports, Software Program Descriptions Requirements Documents, Evaluation Reports, and other non-related Business Analyses and Business Intelligence systems planning was also common).

23. Project Member (SME) - As Management Systems Consultant provided support to the Rocky Flats CM Project for Rockwell International, Denver, Colorado.

24. Project Member (SME) - 1986 - For the ADP Strategic Planning Division, served as an Industrial/Systems Engineering and Operations Management Consultant.  As one of the investigators for the Lawrence Livermore National Laboratory, CA procedures writing contract,  researched and performed the first flow and network diagrams documenting the overall (lean) operational and start-up of the systems required in the overall operational sequences and equipment implementation for the Atomic Vapor Laser Isotope Separation (AVLIS) program, located in Livermore, California.

25. Project Manager (SME) - As one of the Principal Investigators and Information Systems Consultant, supported development of a program to train U.S. Navy engineers (from both coasts) in the use of INGRES data base management system software for Energy Systems, and provided training to the engineers on how to use INGRES as a tool to retrieve information for the Systems and Equipment Maintenance Monitoring for Surface Ships (SEMMSS) Program.  Served as the principal author on the project-training manual.

26. Project Member (SME) - As Information Systems Consultant provided technical assistance for the CAD/CAM Division on the requirements analysis for duPont's TNX facility at the Savannah River Laboratory (SRL), South Carolina, to develop an implementation and training plan for a CAD/CAM system.  Work included information collection, information and (lean) workflow analysis, technical editing, and documentation processes.

27. Project Member (SME) - As Information Systems Consultant provided technical assistance for the Engineering Design Information System (EDIS) Project in the areas of information and work flow, technical editing, and documentation in the CIM support effort for Martin Marietta Energy Systems in Oak Ridge, Tennessee.

28. Project Member (SME) - Served as Industrial/Systems Engineer for SRL environmental impact research on hazardous waste cleanup of 32 sites for duPont.  Provided technical assistance in areas of Probabilistic Risk Assessment, statistical data collection, construction man‑hour estimation, the formalization of accident probabilities, accident criteria classifications, and overall analysis methodology for the accident databases.  Participated in similar assistance to the SRL for research in transportation of hazardous waste.

1972 to August 1985. Grew-up in and served more than 7 years in the Hotel/Motel industry and had a variety of duties/responsibilities.  Last few years served mainly as customer and public relations trouble-shooter/problem solver.