1. Career Highlights Dr. Amit K. Maitra December 2008

2. Summary

Dr. Maitra offers extensive experience in civil, space, defense, and intelligence communities, including thorough knowledge of the international context of technical cooperation and space-related project implementation.

Experience includes:

• Balanced Government Portfolio

• Major Cabinet Departments

• International Footprints

Proven leadership and management to Federal agency programs and activities relative to

• Information and Data Sharing

• • Fusion of structured and unstructured data and information from:

• • • Traditional

• • • Non-traditional sources

• • Analysis, integration and interoperability of information and data to create Business Intelligence

• • • Tailored to the needs of key customers and stakeholders

• National Security Systems

• Classified Information Systems

3. Accomplishments-

As the Chief Technology Officer of Lockheed Martin Information Services & Global Solutions (IS&GS) Enterprise Solutions (ES) Operating Unit, Dr. Maitra provides oversight and guidance to the development and coordination of enterprise architecture support across all ES Lines of Business to most of the Federal programs and projects that the ESgroup supports to ensure that:

• There is synchronization of the EA with particular agency missions, strategies, and goals, including OCIO IT Investment Portfolios

• Actionability and alignment of EA with OMBs FEA along the lines of the Business, Technical, and Data architectures.

Dr. Maitra plays a major rolein integratingEAbusiness processesandgovernancewithstrategic planning, investment decision management, portfolio management, requirements, and transition and sequence planning to provide a seamless business and technical management environment. In several unprecedented new-start programs, the government program management has appointed Dr. Maitra as theonly non-civil service memberof thegovernments Governancebodies withinDHSandNASASpace Station Program.

During 2004-2006, Dr. Maitra participated in the Office of Management and Budget (OMB) Data Reference Model(DRM)Interagency Team as a representative of the Offices of the Secretary of Defense and the Secretary of the Air Force. He forged the necessary conceptual agreements crucial to advancing mission-related information-sharing challenges faced by the Federal, State, Local and Tribal Agencies and also authored the DRM v2.0Management Strategy Document , which helped the team members turn myriad agency and experience differences into a source for our collective strength.He received commendation from the Co-Chairs of the OMB Architecture and Infrastructure Committee for demonstrating the efficacy of his collaborative organizing practice around Net-CentricCommunities of Interest (COI)that he proposed and is now recognized as integral to the implementation and evolution of DRM v2.0.

During 1986-1991, Dr. Maitra directed the implementation ofthe Information Engineering Methodology (IEM) for the NASA Space Station FREEDOM Program (SSFP). His performance in refining the multi-mission, multidiscipline Space Station information systems architecture, including standards for data integration and interoperability earned him thehighest merit citation Superiorfrom the NASA Space Station FREEDOM Program Office.

Dr. Maitra is a published author of several books on the uses of information and satellite-based telecommunications technologies. He gives frequent speeches, including keynote addresses in Government and industry forums. He is a founding member of the Clarke Institute for Telecommunication and Information (Washington, DC). He is also active in the Society for Space Professionals.

4. Leadership Roles Level Aspects Scope Impact Audience Enterprise Architecture

Framework

Enterprise Life-Cycle

SOA

Governance

Standards, Policies, and Principles

International Footprints

Agency/ Organization

System of System Integration

Strategic Outcome

Intelligence Mission Enterprise Integration

Integrated Mission Operations, Network Operations, and Satellite Operations to manage & share data/information across enterprises

All Stakeholders:

National Security Agency

Office of the Management & Budget (OMB)

U.S. Department of Homeland Security (DHS)

U.S. Department of Defense(DoD), Office of the Secretary of Defense(OSD)/Networks & Information Integration (NII)

NASA Space Station Freedom

Segment Architecture

IT Alignment with Business Strategies & Road Maps

Transition & Sequence Planning

IT Governance

Data Architecture

Information Architecture

Net-Centric Data Strategy

Line of Business

Business Outcomes

Alignment

Aggregation

Collaboration & Information Sharing

Space Situation Awareness & Control

Enterprise Operations & Infrastructure

• Major efficiencies in national security and IT Operations& Infrastructure Costs

Agile & Industry Best Practice Processes , Technical Innovation

Innovative, Value-added Solutions that address DHS Missions and Hard Problems

Business Owners

U.S. Customs & BorderProtection

U.S. Transportation Security Administration/Secure Flight Program

U.S. Air Force

U.S. Army Information Technology Agency

U.S. Navy

Solution Architecture

Service ManagementFramework

• Governance & Strategic Management

• Life-Cycle Management

• Continuous Improvement ITIL)

Operational Service Management

Transformational Service Management

Functions/ Processes Operational Outcomes

Users/Developers

Australian Tax Office End User Computing

5. Experience

Front-end Analysis and Enterprise Architecture

Legend: Phase 0, 1 refer to the SDLC of DoD and Non-DoD Government Agencies Phases A and B refer to the NASA SDLC terminologyClients Issue Definition PhaseIntel Community (NSA) User Requirements /Concept Definition Intelligence, Use, and Specification Development Phase 0 Phase 1 Non-DoD Govt. Agency (DHS/CBP/TSA/SF) User Requirements /Concept Definition System Specification, Acquisition Plan, Source Selection DoD (Army, Navy, AF) Mission Needs / Concept Exploration Program Definition Phase A Phase B NASA Advanced Studies/Preliminary Analysis Program Requirements /Specification Development Hi-Tech Commercial (Non-Govt. Business ) (Nextel Wireless Communications) Product Requirements Product Definition 6. Experience

Implementation & Integration

Legend: Phase 2, 3 refer to the SDLC of DoD and Non-DoD Government Agencies Phases C and D refer to the NASA SDLC terminologyClients Research & Dissemination Intel Community (NSA) Planning & Analysis /Draft Report Distribution Phase 2 Phase 3 Non-DoD Govt. Agency (DHS/CBP/TSA/SF) System Implementation Deployment, Integration, Test Verification & Validation DoD (Army, Navy, AF) Full-Scale Engineering Development Production, Fielding/ Deployment & Operational Support Phase C Phase D NASA Design Development Hi-Tech Commercial (Non-Govt. Business ) (Nextel Wireless Communications) Product Development Engineering Model, Internal Test 7. Relevant Achievements

INFORMATION SHARING/DATA MODELING

Emergency Health Care

Joint/Combined/Coalition Forces to Combat Terrorism

National Command Center

Customs Immigration

Border Patrol

8. Information Sharing :Fostering Collaboration to Secure Systemsfor Critical Health Care Services.06/07/09 Amit K. Maitra

• Assisting Health and Human Services Centers for Disease Control and Prevention to

• • Develop Enterprise Architectures focusing on integration and interoperability

• • Develop next generation ISACsfocusing on improving and securing all the health care community systems needed to provide critical services.

• • Refine IT infrastructures by leveraging technology innovations.

Develop Information Sharing and Analysis Centers collaborative private/public bodies set up to address critical national health-care needs. My Contribution The Challenge

DHS Relevance

• Enabling information sharing between public and private entities for the safety of the American public

Legend:ISAC Information Sharing & Collaboration Working Group 9. Interoperability and Integration :Enabling Coalition Warfare (Joint Vision 2020) 06/07/09 Amit K. Maitra

• Provide Independent, objective leadership as Technical Direction Agent for Interoperability

• • Make operations among participating nations timely, effective, and efficient

• • Integrated information across all elements of the military.

• • Leveraged rapid technology advances

• • Enable cross-group alliances, partnerships, andprocess improvements

Fully integrated command and control system as our forces evolve towards a network-centric environment.My ContributionThe Challenge

DHS Relevance

• Interoperability through alliances, information integration, and rapid technology deployment.

10. Interoperability Communications & Equipment: Guiding the Evolution of the Nations Most Complex Command Center 06/07/09 Amit K. Maitra

DHS Relevance

• Apply end-to-end Systems Engineering to assure success

• Maintain mission-critical operations during major transitions

My ContributionsThe Challenge Modernize the national command center systems while maintaining continuous operations

• Reliability, interoperability, and performance

• • Creating System and Enterprise Architectures

• • Assessing project planning and execution

• • Validating designs and specifications

• • Managing system performance risk via analysis, modeling, prototyping

• • Supporting users throughout transition to ensure continuous operation

11. Integrated Border and Port Security Systems : Customs and Border Protection (CBP)-Automated Customs Environment(ACE), Transportation Security Administration (TSA)-Secure Flight (SF), Transportation Threat Assessment and Credentialing (TTAC) 06/07/09 Amit K. Maitra My ContributionsThe Challenge Preventing terrorist and their weapons from crossing our borders while facilitating trade and travel.

• Provide expertise on

• • Acquisition Strategy and Management

• • Enterprise Information and Data Architecture focusing on interoperability and integration

• • End-to-end Systems Engineering

• In support of TSA-Secure Flight, TTAC Programs, provide expert advise on

• • DHS Program Management Office Governance Framework

• • DHS Information Sharing Working Group

• • DHS Data Management Policy

• As a trusted partner, facilitated the collaboration and information sharing between CBP and DHS Information Sharing Working Group

DHS Relevance

• Assist collaboration and recommendations tostakeholders to ensure mission and transition needs are met

Legend:

ACE: Automated Customs Environment

CBP: Bureau of Customs and Border Patrol

TTAC: Transportation Threat Assessment & Credentialing

12. Integrated Border and Port Security Systems :Leadership and Modernization Expertise to the United States Coast Guard 06/07/09 Amit K. Maitra

DHS Relevance

• Transitioning the mission, the organization, the assets from pre- to post- 9/11

My Contributions The Challenge The U.S. Coast Guard, which had enormous responsibilities before 9/11, now finds itself playing a central role in the drive to enhance the nation's security at home

• Provide a central and objective role in modernization

• • Enterprise Architecture andEnterprise Transition Plan

• • Alignment of pre/post 9/11 modernization plans and operational procedures

• Provide leadership and coordination related to DHS, DoD, and numerous internal groups and contractors

Legend:

DHS: Department of Homeland security

DOD: Department of Defense

USCG: U.S. Coast Guard

13. Backup Net-Centric Communities of Interest ( COIs ) supported by Business, Enterprise Information Environment, and IntelligenceMission Areasand their respectiveDomains . 14. Value-added Experience

• Intelligence and Analysis

• • Collection, categorization, harmonization, and registration of data for intelligence analysis and information

• • Finished analysis tailored to the needs of key customers and stakeholders

• • Change from Need to Know to Responsibility to Provide

• Leadership for Information Sharing/Net-Centric Data Strategy

• • Shared Mission Communities

• • Trusted Community (COI) based on participation drawn from several domains/ agency components

• Leadership in Governance/Program Management

• • Plan

• • Manage

• • Chair senior-level Information Sharing Coordinating Council and establish appropriate boards, IPTs, and technical working groups to provide forums for functional and technical managers to exchange a full range of views about enterprise integration architecture and to facilitate inter-project tasks, such as application integration, technical data architecture, conversion and migration planning, and end-to-end platform testing for deploying classified network.

• • Develop a teamwork with the Prime and Sub-contractor personnel

15. Revolutionary Moments: The Mandate Amit K. Maitra Our success depends on agencies working as a team across traditional boundaries to serve the American people, focusing on citizens rather than individual agency needs.~President George W. Bush 16. Amit K. Maitra

No common frameworkor methodology to describe the data and information that supports the processes, activities, and functions of the business

No definitionof the handshake or partnering aspects of information exchange

Existing systems offer diffused content that isdifficult to manage , coordinate, and evolve

Information is inconsistent and/orclassified inappropriately

Without a common reference, data iseasier to duplicatethan integrate

No common method to share datawith external partners

Limited insightinto the data needs of agencies outside the immediate domain

Data and Informationcontext is rarely defined

Stove piped boundaries , no central registry

Lack of funding andincentiveto share

Data sensitivity andsecurityof data

New laws/issues result incontinuous adding of databasesthat can not share data

Primary Issues and Information Sharing Barriers The Current Situation :The Federal Government is less than efficient in performing its business and meeting customer needs due to data sharing inefficiencies caused by stove-piped data boundaries Stove-Piped Data Boundaries As Is State Have Created HHS INDUSTRY Illustrative CDC DHS TSA USDA DOI ENERGY LABOR FDA INS Denotes data and information sets within agencies. 17. MODEL DRIVEN ARCHITECTURE Amit K. Maitra

A virtual representation ofallphysical data sources:

• - Applications are to bedecoupledfrom data sources

• - Details of data storage and retrieval are to beabstracted

• - Are to be easilyextendedto new information sources

The Architecture 18. The Structure Amit K. Maitra META OBJECT FACILITY 19. The Tools Amit K. Maitra 20. Department of Homeland Security and Federated Data Management Approach Amit K. Maitra 21. The Result: Interagency Information Federation Dr. Amit K. Maitra 22. Unique Leadership Roles INFORMATION SHARING GOVERNANCE BOARDAND SUBORDINATE BOARDS 23. Governance

INFORMATION SHARING GOVERNANCE BOARD

• Served as the only non-civil servicemember of the Department of Homeland Security Information Sharing Collaborating Council, representing Transportation Security Administration to:

• Oversee information technology acquisition across TSA and CBP

• Ensure acquisitions comply with outstanding guidance, regulations, and statutes

SPACE STATION FREEDOM CONFIGURATION CONTROL BOARD (SSCCB) and SUBORDINATE BOARDS, PANELS

Appointed as the only non-civil servicemember of the SSCCB International PlanningGroup, representing the Space Station International Directorate to:

• Develop and sustain information sharing in and among the fourteen International Partner(IP) countries

• Serve as the SSFP HQs primary interface with the IPs, their prime and sub-contractors for all national security export controlissues

• Ensure all space station technology transfers comply with export control policy administration guidance, regulations, and directives, and strengthen export control assurance activities for NASA Space Station Freedom Program.

24. International Programs Office All Space Station Freedom Directorates