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Jim Rutkovsky

Summary:
Mr. Rutkovsky has over 30 years of program and project management experience, 25 years of experience in Coast Guard operations and management, and more than 8 years experience in delivering project management and business process consulting services. While in the Coast Guard, Mr. Rutkovsky participated in requirements generation for the Port and Waterways Safety System (PAWSS). He was also responsible for enforcement of environmental laws and regulations including the Clean Water Act and cleanup site safety. During the standup of the Transportation Security Administration (TSA) he participated in development of logistics support requirements for TSA employees and equipment in U.S. commercial airports. Mr. Rutkovsky has experience with development of the Modeling and Simulation Master Plan (MSMP) for CGMOES. He developed a project risk analysis report for the State of Maryland voting machine replacement acquisition and while he was the PAWSS Program Manager in the Coast Guard he was responsible for acquisition strategy and RFP generation for that safety system.

Education:
M.B.A., Rensselaer Polytechnic Institute, 1981
B.S., U.S. Coast Guard Academy,1974 
Project Management Professional (PMP), 2002
University of California Irvine, Certificate HazMat Management, 1985

Current Responsibilities:

MicroSystems Integration, Inc.                   2003 - Present                       Pawcatuck, Connecticut

Standard Operational Planning Process (SOPP) – Development of a standard enterprise wide process to develop and distribute operational planning guidance to USCG operating units.  The process links strategic intent, operational mission execution, and the federal budget process.  This engagement involves contact with the Headquarters Mission Program representatives, Area Command representatives and District Command representatives.
Combating Maritime Terrorism (CMT) Campaign Plan – Development of a Campaign Plan including a Strategic Plan and Strategy Deployment Plan.  Risk Management Frameworks were applied to revise the CMT (formally the USCG Ports, Waterways, and Coastal Security) Strategic Plan, consistent with the National Strategy for Homeland Security, Department of Homeland Security (DHS) Strategic Plan, USCG Maritime Strategy for Homeland Security, National Maritime Security Strategy and internal policy guidance.  Office of Command, Control, Communications, Computers and Information Technology (CG-6) Transition – Development and design of business processes and organization of the newly reorganized CG-6.  With CG-6 personnel developed an integrated set of practices to define and document CG-6 business processes.  Practices developed include an enterprise wide System Development Life Cycle (SDLC), Information Architecture, Investment Management and Information Assurance.

Previous Experience: 
Senior Consulting Manager, 1999-2003, Robbins Gioia LLC

Team lead for the Transportation Security Administration (TSA), Airport Rollout PMO
Provided TSA with PMO capability to rollout screening equipment and staffing for the 429 commercial airports in the United States within 12 months.  This was a Congressional mandate that could not be extended.  Responsibilities included development and maintenance of a master schedule to track activities of the integrations contractors (Lockheed Martin and Boeing) at the 429 airports, write and maintain a risk plan to identify, quantify, and track risks, developed the governance process and wrote the governance plan to manage the rollout, developed a “standard” requirements document of airport security enhancements, wrote and implemented a change control process to manage airport requirement changes, developed airport rollout performance metrics and maintained weekly measures of performance, wrote the transition plan to handoff the work of the rollout team to the newly created TSA staff, and documented lessons learned. Managed PMO staff of 12 people. 

Provided Project & Program Management consulting and support services to the Military Sealift Command. 
Developed a life cycle management process for the Command, Control, Communications & Computer Systems (C4S) Directorate.  This included development of a charter for the (recommended) Life Cycle Working Group, development of an internal communications plan to keep stakeholders informed, completion of an issues/actions tracking tool and development of a C4S strategic plan (with metrics and implementation schedule). 

PM Assessment of State of Maryland Voting and Registration systems.
Led team to assess the current state of a multi-million dollar project to provide Maryland with new voting machines and registration system.  Assessed current state of project against best project management practices.  Report resulted in recommendations to change reporting requirements, implement additional controls to track contractor cost, schedule and performance, and hire additional oversight staff.

Project manager for Lucent Technologies.  
Provided project control for construction of state of the art fiber optics plant.   Responsible for construction (schedule, scope, cost) of the plant & supporting service systems.  Developed an acceptance process and documentation for Lucent acceptance of the physical plant.

Team lead to develop acquisition strategy for joint service logistics support IT system for the U.S. Marine Corps.  
Conducted assessment of current state of system acquisition (behind schedule and over budget). Developed strategy to adequately staff project, deal with stakeholder issues, and  reestablish cost, schedule and performance baselines.  Strategy was accepted and implemented.
Team lead for PM engagement with Nortel Networks.  
Developed Project Management policies & procedures for a world wide Project Management Office including global reporting methods & metrics.  Managed a staff of 6 located in 3 locations including Washington DC, Texas and Michigan.
ARINC project management support services.  
Provided schedule management & analysis support for aviation communications
software development project at ARINC.    

United States Coast Guard:
held multiple leadership and management positions including:

•  Deputy Executive Director, The Interdiction Committee, Washington DC. 
  Worked with heads of US Customs Service, DEA, US Border Patrol, DOD, & the US Coast Guard to jointly develop strategic plan for the Committee.  Met with heads of agencies on monthly basis & facilitated meetings.  Initiated first interagency plan to coordinate federal law enforcement agencies counter drug operations & policies at the US borders.

• Program Manager for US Vessel Traffic Service (VTS).  
  Initiated first public/private partnership to operate & fund a public VTS in the US (Valdez, AK).

• Executive Officer, Alternate Captain of the Port.  
  US Coast Guard, New York, NY. Directed delivery of US Coast Guard services in port of New York.  Chief, Human Resources for 350 persons located at five separate facilities.  Led team to relocate operating facility from Manhattan to Staten Island, New York resulting in 20% reduction in annual operating costs.

• Chief of Port Operations, US Coast Guard Marine Safety Office, Long Beach, CA.  
  Responsible for Marine Safety enforcement, eliminated backlog of more than 200 (40% of annual load) safety violations in first year on job.  Project manager of large-scale federal oil spill clean up directing 500 contractors & government employees.

• Chief Financial Officer (CFO), Chief Logistics Officer.   US Coast Guard Research & Development Center, Groton, CT.  
  Led project to installed accounting software system to manage $20M in contracts & purchases eliminated $50K in late payment fees.  Warranted federal contracting officer.

• Commanding Officer/Captain of the Port.  US Coast Guard Station New London, CT.  
  Project Manager of $3M salvage operation of sunken oil laden barge.  Completed 2 weeks ahead of schedule, 8% under budget without pollution.  Managed diverse workforce of federal, state & contractor personnel in this successful project.