GS-0343 Management and Program Analyst resume example (GS-9, 2 pages)

MANAGEMENT AND ORGANIZATIONAL STUDIES- Planned and led 6 independent management studies of wing organizations of 60 to 400 positions. Defined the study method for each, measured workload against Air Force Manpower Standards (AFMS), mapped every process, and documented the findings against the standard. Leadership adopted the recommendations in 5 of 6 studies, realigning 38 positions to higher-priority work.

REPORTS, BRIEFINGS, AND POLICY RECOMMENDATIONS- Wrote the study report and decision paper for every completed study and briefed the findings to squadron and group commanders (O-5 and O-6). Advised leaders on organization structure, position realignments, and workload priorities as the office's point of contact for the wing staff. Drafted 3 wing-level policy changes on study requests and organization change approvals, all signed by the wing commander.

DATA SYSTEMS AND DATA QUALITY- Maintained authorized position data for 3,000 positions in the Manpower Programming and Execution System (MPES) and the wing's Unit Manpower Documents (UMD). Reconciled the data against funding documents each quarter and audited it monthly, correcting 140 records in the first year and clearing every discrepancy within 30 days. The 2024 wing inspection closed with zero manpower findings.

SUPERVISION AND TRAINING- Supervised 4 junior analysts, set the section's study schedule and priorities, wrote their performance reports, and reviewed every study for method, math, and plain wording before it went to leadership. Wrote the section's study guide and checklists and ran quarterly training on manpower standards and workload data collection. Every study met its due date in 2024 while 2 analysts completed upgrade training.

MANAGEMENT STUDIES- Planned and led 3 independent management studies of base support organizations of 40 to 120 positions. Defined the study method, collected and validated workload data from the work centers, compared the results against the applicable manpower standard, and wrote the findings and recommendations. Briefed each study to the organization's commander, and 2 of the 3 recommended structures were in place within 6 months.

PERFORMANCE MEASURES AND PROGRAM EVALUATION- Developed performance metrics for 4 base support programs (lodging, vehicle operations, civil engineering customer service, and personnel processing) with their program managers. Built the monthly Microsoft Excel dashboard leadership used to track them and evaluated each program against its targets every quarter. Recommended corrective actions when a program missed its target 2 quarters running.

PROCESS IMPROVEMENT- Facilitated 6 continuous process improvement events for base support units as a Lean Six Sigma Green Belt, leading each team through value stream mapping, root cause analysis, and a 90-day action plan. One event cut the in-processing cycle for new arrivals from 12 days to 5 by removing 4 handoffs, affecting about 1,800 people a year. Tracked every action plan to closure and reported results to the wing process improvement board.

CUSTOMER SUPPORT AND GUIDANCE- Answered manpower and organization questions from 30 unit manpower monitors within 2 duty days. Trained new monitors on the Unit Manpower Document (UMD) and organization change requests. Turned the log of recurring questions into the office's published guidance, cutting repeat questions by a third.

WORKLOAD MEASUREMENT AND STUDIES- Collected and analyzed workload data for 14 work centers and completed 5 manpower studies under senior analyst review. Applied Air Force Manpower Standards (AFMS) to determine required positions, computed the variance between required and authorized positions for each work center, and documented every variance with its cause. Wrote the study reports and the position changes the office chief carried to the group commanders.

ORGANIZATION STRUCTURE- Processed about 60 organization change requests (OCR) a year from units across the wing. Checked each request against Air Force organization policy and the unit's approved structure, coordinated corrections with the requesting unit, and recommended approval or return to the wing commander's staff. Updated the wing's organization charts and structure records in the manpower data system after each approval.

REPORTS AND BRIEFINGS- Prepared quarterly manpower reports for 4 group commanders showing authorized, assigned, and required positions by unit with the changes since the prior quarter. Maintained authorization records for 2,400 positions in the Manpower Programming and Execution System (MPES) at a 99 percent accuracy rate on the annual data audit in all 4 years. Briefed study results to unit commanders and prepared the slides and talking points for the office chief's quarterly review with the wing commander.

PERSONNEL PROCESSING- Processed about 1,200 personnel actions a year, including assignments, reenlistments, extensions, and performance evaluations, in the Military Personnel Data System (MilPDS). Verified each action against the governing Air Force instruction and the member's records before the update and corrected rejected transactions within 1 duty day. Held a 98 percent first-time accuracy rate on the office's monthly quality check for 3 years.

CUSTOMER SERVICE AND RECORDS- Ran the customer service desk for about 3,500 members and families, resolving pay, records, and identification card questions for about 40 customers a day at peak. Maintained personnel records in the Personnel Records Display Application (PRDA) to Air Force records standards. Prepared the records for the annual review, which closed with no findings in 2016.

TRAINING AND PROCEDURES- Trained 3 new Airmen on the personnel systems, the evaluation process, and the customer service desk, and signed off their task qualifications. Wrote the office desk guide for evaluation processing, which the section used as its standard for 2 years. Briefed unit administrators on the most common evaluation errors and how to avoid them.

PERSONNEL ACTIONS- Processed in-processing, out-processing, and records updates for a wing of about 4,500 members under supervision in the Military Personnel Data System (MilPDS) and the virtual Military Personnel Flight (vMPF). Checked each member's documents against the action checklist, resolved missing items with the member or the unit, and completed the update the same day. Met every suspense date in 2013 and completed journeyman upgrade training on schedule.

RECORDS AND CORRESPONDENCE- Prepared official correspondence, memorandums, and personnel forms for the section chief's signature and maintained personnel files to Air Force records standards. Filed and retrieved records for about 60 customers a week and pulled the documents needed for evaluations, decorations, and separations. Passed 3 records inspections with no findings.