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HR Connect is a part of the Human Resources Line of Business. In fiscal 2006, the HR Connect program returned $1.6 million to its customers.
“Without question, Lynn Eddy has and continues to demonstrate that she is a top-notch executive who leads by example and deed,” said Ira Hobbs, Treasury’s former CIO.
“He demonstrated perseverance and management acumen in accomplishing an aggressive agenda,” while building close relationships at all levels, said Kevin Carroll, who leads the Program Executive Office for Enterprise Information Systems.
“He’s the ultimate communicator and resource manager,” Carroll said.
“He’s a consensus-builder,” said Lawrence Gross, associate chief information officer for e-government at the Treasury Department. Gross called on Fields to fill gaps in Treasury’s identity management program, encryption initiative and other technology efforts.
Fields has served as president of the HP African-American Leadership Forum. He is also a member of the Industry Advisory Council, the National Society of Black Engineers, the Black Data Processing Association and the IT Senior Management Forum, which fosters executive talent among black information technology professionals.
“His leadership style is to plan and execute,” Gross said. “If you want to make it happen, you put him in there.”
“Lisa has been the visionary, executive sponsor and driver behind the implementation,” said Donna Morea, president of CGI for the United States and India.
Vines said he relied on JPTA to track the condition and location of evacuated soldiers and identify the particular beds they occupied at the Landstuhl Regional Army Medical Center in Germany, a process that previously required as many as 30 phone calls.
Fravell pushed the deployment of JPTA to more than 20 hospitals throughout the Military Health System and hospitals operated by the Department of Veterans Affairs, where Fravell is now on detached duty as a senior fellow.
The team developed a request for proposals for the two Alliant contracts and pushed them through the initial stages of procurement. Ghiloni is credited with getting Alliant back on track — not just hitting the major milestones but winning praise from industry.
“He is an excellent leader and has been able to translate the vision of the [Information Technology Services] portfolio into the Alliant contract,” said Steven Kempf, acting deputy assistant commissioner of ITS at GSA’s Federal Acquisition Service.
Gregory Giddens, executive director of the initiative, had to steer his way through an oversight minefield while applying his day-to-day organization and management skills to moving SBInet forward.
It’s easy for DHS people to become isolated, said Mark Rushing, portfolio leader for the Justice and Homeland Security departments at Capgemini Government Solutions.
“What we needed on SBInet was someone who could both be a driver and have the ability to coalesce people around him and the project,” Rushing said.
Recognizing that the Office of the President was relying on substandard communications capabilities in locations where the president frequently spent time, Hagin led a team of experts from the Defense Information Systems Agency, the White House Communications Agency and other departments through a $327 million, five-year project to upgrade voice, video and data communications systems on Air Force One and at Camp David and other off-site presidential venues.
“He brings together other organizations that potentially provide capabilities to the president and helps force decisions to ensure interoperability among those organizations,” said Col. Jim Lien, White House Communications Agency commander. “He is hands-up a leader [who] lets you do your thing but keeps a pulse on it to make sure it is happening the way it is supposed to.”
Havekost’s leadership was behind the creation of Grants.gov. When it was only a concept, he brought together the grants community from 26 agencies, identified major decisions to be made and created the necessary governance structure and consensus.
Sheila Conley, HHS’ deputy chief financial officer, said Havekost “has the knack of being able to bring people together to make decisions where others can’t.”
He also was instrumental in correcting the department’s information security problems, enabling HUD to achieve a green rating in e-government on the President’s Management Agenda.
“Pat Howard is a superstar among the [chief information officer] community, that rare individual who is a superb, dedicated leader and manager, and is also a true subject matter expert in IT security,” said Lisa Schlosser, HUD’s CIO.
“I would call him a pioneer in the concept of fusion centers before they were called fusion centers,” said Vance Hitch, chief information officer at the Justice Department. A fusion center is a group of law enforcement organizations that agree on rules and standards for sharing information.
Johnson is an effective leader in information-sharing activities because he understands the value of rules and standards and has the right characteristics, Hitch said. “He is an experienced law enforcement officer, and he brings that experience along with good interpersonal skills and management skills, and a willingness to speak up.”
“Kim was diligent and collaborative, and most importantly, she was effective,” said Tim Young, OMB’s associate administrator in the Office of E-Government and Information Technology.
“What makes her successful is her perseverance,” said Lt. Gen. Charles Croom, DISA’s director.
Croom is quick to point out that Jones doesn’t run a charity. “We don’t give dollars to small businesses,” he said. “It’s more than just spreading money around. It’s targeting [small businesses that] are good for America. It’s a passion for her.”
Jost initiated an approach to portfolio management by establishing a partnership between DOD’s Office for Networks and Information Integration, the Joint Staff and the Strategic Command.
“He had already put a lot of energy into investigating an enterprisewide approach to implementing technologies in the DOD,” said Linton Wells, principal deputy assistant secretary of Defense for networks and information integration.
“He’d done a lot of work toward cross-program synchronization,” Wells said. Portfolio management led to significant improvements in IT management, he said.
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Two key IT modernization bills could move in Congress, despite the compressed legislative calendar and the politically charged election year.
CyTech Services, the veteran-owned small business that may have played a significant role in discovering the OPM hack a year ago, says it's never been paid for that work.
Although most agencies are on track to meet a presidential directive to archive email records electronically, a few will need more time.
Limiting the impact of open source policy to a time- and scope-constrained pilot forgoes a unique and long-needed opportunity to modernize government, argues a leading open source advocate.
Agencies can put more money on mission by analyzing accounts payable data. The former leader of the U.K.'s Government Procurement Service explains what it takes.
This year's winners were honored in person at the April 7 Fed 100 Awards Gala. Click here to learn more about their accomplishments.
With a handful of questions to industry, the Department of Veterans Affairs signaled a big move to the cloud as part of its "buy first" initiative.
Managing a workforce that oversees 7,000 contracts and $3.5 billion in federal spending, Mary Davie sits in the catbird seat of the government's vast IT acquisition operation.
Dan Chenok, the IBM Center for the Business of Government's executive director, seems to have a hand in virtually every discussion devoted to making government run better.
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