Recent Grad and Business Dev. Associate Lands Analyst Position (PATHWAYS)

Recent Grad and geschftsleben Dev. Associate Lands Analyst Position (PATHWAYS)Recent Grad and Business Dev. Associate Lands Analyst Position (PATHWAYS)Recent Grad and Business Dev. Associate Lands Analyst Position (PATHWAYS) Dear Kathryn, I am writing to let you know what a wonderful asset Lex Levin is to your firm. Lex guided me through my resume and interview preparation for an analyst role at GAO. With Lexs help, I landed the job with GAO as an analyst. An analyst was my target position, and Lex knew that was that job I was aiming for. And with his support, we nailed it As a non-fed, non-vet, extreme career changer from the private sector, I would say that I achieved something nothing less than a miracle thanks to Lex. As result, I have a career in public service, which is such an honor, and an entirely new career in one of the most exciting fields in Washington, DC. I am very proud of the work that we did together, and Lex should be recognized for his expertise and full commitmen t to his clients. I cannot commend him enoughDate Hired January 2014Jobseeker Type PI to Fed (Career Changer)Previous Job Title Business Development Associate (Private Sector), $40,000Target Job Title Analyst, $52,897.Result Hired and started new job February 2014Writer/Coach Lex LevinStrategy/Process Worked closely with career-changer client from the private sector with no prior Federal experience. Consulted with client on USAJOBS, how to read Federal job announcements, and how to prepare a Federal job application. Created a strong Federal resume and cover letter for clients chosen job target, and prepared client for the interview. Client was hired by the GAO as an Analyst through the Student Pathways Recent Graduates program.

5 Key Elements of a Successful Project

5 Key Elements of a Successful Project5 Key Elements of a Successful ProjectGovernment organizations undertake projects when some aspect of carrying out the peoples work needs to change. According to the Project Management Institute, a project is a temporary group activity designed to produce a unique product, service or result. When a project changes how an organization does business, the projects end products are incorporated into daily work and therefore improve the organizations work in perpetuity.It may sound easy, but it is not. Change is difficult, and projects can ansturm off the rails very easily. Every day brings about challenges that threaten a projects progress and eventual success. To combat this peril, projects need certain vital elements. With the following items in place, a project has a high chance of success. 01A Committed Project SponsorThe project sponsor is the high-level person in the organization who has ownership of the project. A committed project sponsor exp ects the project to succeed and does whatever he or she can do to ensure that success comes to fruition.A project sponsor has four primary responsibilities related to the project. First, the sponsor champions the project. He or she cheers on the project kollektiv publicly and privately. Second, the sponsor supports the project manager. When a project manager needs obstacles removed, he or she calls on the sponsor for assistance because the sponsor has the organizational clout to make things happen. Third, the sponsor aligns resources by providing them directly or working with other high-level people to get resources. When the sponsor is a strong champion for a project, the sponsors peers are more likely to contribute significant resources. Fourth, the sponsor facilitates decision making. When the project gruppe bogs down, the sponsor can broker the decision or flat out make the decision.The sponsor stays informed through constant communication with the project manager. The two work together to determine when the sponsor needs to step in and more forcefully exercise the sponsors responsibilities in support of the project manager. For example, a project manager could have trouble obtaining information from the organizations finance department. The project sponsor can approach the chief financial officer about the situation and ask that the task of getting the information is prioritized above competing tasks.02Clear Goals and ScopeBefore work on a project is done or even planned, the project sponsor must articulate the goals and scope of the project. The goals are the big things the project is supposed to accomplish. Take a software enhancement project, for instance. A human resources department uses a well known customizable business software to manage payroll. The organization wants to add a module for learning management. The goals of the project are to customize the learning management software to the organizations business needs and to integrate it with the existing payroll system.The scope defines the parameters of the project. Continuing with thesoftware project example this projects scope is limited to bringing on the learning management system and integrating it with the payroll system. Many times, it is helpful to identify things that are out of scope to understand what is in scope. For this project, adding other modules is out of scope. The accounting department cannot come to the project manager and ask for billing, accounts receivable or accounts payable modules.Adding a module once the project has been defined allows scope creep. Good project sponsors and project managers guard against scope creep and are very reluctant to add scope mid-project. Increasing a projects scope increases the projects need for resources like time and money. Additionally, working on the additional scope puts the quality of work products at risk.03A Good Project ManagerA project manager plans work and organize resources to get a project done. This per son is the link between the project sponsor who sets the vision and the project team who accomplishes it. As appropriate and in timely ways, the project manager brings in stakeholders to offer input.Project managers usually have the following traits that help them move the project alongProject managers are planners. They think about the sequence of work and know what needs to happen after the team completes the task at hand. They make good plans but also know when to be flexible and to divert from a plan.Project managers are trustworthy. With their success depending upon the work of others, project managers need people to trust their good intent and competence. Trust is particularly important in the relationship between the project manager and project sponsor.Project managers tend to be extroverted because the vast majority of their work involves communicating.They hold people accountable to their commitments. Here is an example. A project team members supervisor told the project ma nager that the team member could dedicate four hours a week to the project. This team member has missed two weekly meetings in a row and has made no progress on his assigned tasks in the work breakdown structure. After the first missed meeting, the project manager met with the team member to discuss the absence and missed deadlines. The team member said he had more pressing priorities. The project manager suspected this was not true, so after the second missed meeting, the project manager met with the team members supervisor. The supervisor told the project manager she would make sure the team members behavior would turn around.04Engaged StakeholdersStakeholders on a project are people who have a vested interest in the projects success but are not members of the project team. They do not think about the project on a daily basis like the project manager or project team members do, but they want to be in the loop on critical decisions and overall progress toward the projects goals.Sta keholders have their motivations for staying abreast of project activities, but it is the project managers responsibility to bring them into the fold in ways that advance work toward the projects goals. In many cases, doing this involves a delicate balance between getting too much input and getting too little input. Stakeholders cannot weigh in on every decision. That would bog down the project and make every decision a fight. Conversely, stakeholders cannot be shut out because a significant aspect of almost every project is satisfying stakeholders.05Dedicated Project kollektiv MembersProject team members accomplish the work of the project. Many times, project team members are assigned to a project on top of their regular duties meaning there is no reduction in other work to compensate for the additional work brought on by the project. Project managers can help team members negotiate with their supervisors on this issue, but the project manager has no control over the responsibiliti es project team members have outside the project.Team members dedication to the project is very valuable. Without dedication, deadlines slip, and work products are not of good quality. Dedicated team members are motivated to accomplish the projects goals on time, within budget and up to quality expectations.

Air Force Cyberspace Defense Operations (1B4X1)

Air Force Cyberspace Defense Operations (1B4X1)Air Force Cyberspace Defense Operations (1B4X1)Are you interested in a career protecting computer networks from cyber-attack or being part of operations to crack hostile computer systems? A skilled cyber warrior has quickly become a stock character of television series and movies. Defending computer systems from attack and designing counterattacks is not only an intriguing fantasy adventure, but it is also a career path in the Air Force. The career field in cyber warfare operations is open to enlisted military Airmen who already possess skills in computer networks. A minimum score of 60 on the Air Force Electronic Data Processing Test is needed for entry to this career field. Cyber Warfare Operations Specialty Summary Personnel in the Cyber Warfare Operations specialty perform duties to develop, sustain, and enhance cyberspace capabilities. These capabilities are used to defend national interests from attack and to create effects in cyberspace to achieve national objectives. They conduct both offensive and defensive cyberspace operations. They act to protect cyberspace systems from adversarial access and attack. They execute command and control (C2) of assigned cyberspace forces and de-conflict cyberspace operations. They will partner with the Department of Defense, interagency, and Coalition Forces. The career progression includes Cyber Warfare Operations Apprentice 1B431 Awarded after completing 1B4X1 Cyber Warfare Operations Initial Skills Course. Apprentices are assigned into positions such as incident response operator or interactive operator. The technical school takes 16 months on average.Cyber Warfare Operations Journeyman 1B451 Awarded after completing 1B451 CDC and other requirements.Cyber Warfare Operations Craftsman 1B471 Minimum rank SSgt.Cyber Warfare Operations Superintendent 1B491 Minimum rank SMSgt. Duties and Responsibilities in Cyber Warfare Operations As a part of cyberspace warfare oper ations, personnel in this career field work with surveillance, combat, reporting and network management systems. Operations work to protect data and network systems in ways beyond passive defense measures such as firewalls. Some operations are in support of intelligence operations. You must be able to interpret directives into specific guidance and procedures for operator actions and develop and execute operation plans. You will evaluate the operational readiness of communications, sensors, intrusion detection, and related support equipment. You will coordinate with other operators performing weapons control, surveillance, and network activities. Your duties can include advising the commander on thereadiness of capabilities, status reports, training exercises, and evaluation results. Specialty Qualifications Knowledge This field requires knowledge of computer operating systems, hardware, software, databases, and programming languages. It is essential to understand networking fun damentals, protocols, network addressing and infrastructure, telecommunications theory, and data communications. You must be proficient on wireless networking as well as delivery to personal wireless devices and understand cryptography, including utilization and exploitation techniques. You must understand cyber operation laws. Education Must have completed high school. Additional courses in STEM (science, technology, engineering, and mathematics) are desirable. It is also desirable to have an Associate degree or higher in related fields or Information Technology (IT) certification.TrainingFor anaward of AFSC 1B431, completion of Cyber Warfare Operations Apprentice course is required.Experience.No experience is required for the Apprentice level. The following experience is mandatory for award of the AFSC at Journeyman and Craftsman levels are indicated 1B451 Qualification in and possession of AFSC 1B4311B471 Qualification in and possession of AFSC 1B451 OtherEligibility for a Top Se cret security clearance according to AFI 31-501, Personnel Security Program Management.Award of the 3-skill level without a final Top Secret (TS) clearance is authorized provided an interim TS has been granted according to AFI 31-501. Source AFSC 1B4X1 Cyber Warfare Operations Career Field Education and Training Plan, November2014.