RAYMOND W. JOHNSTON, Jr.

415 Riverview Rd. Swarthmore, PA. 19081

Work: (610)328-7391
rjbcd60a@westpost.net

Profile: Successful project leader with extensive expertise in managing the soft
ware development process from requirements analysis through release management.
Specializes in tailoring quality assurance processes and procedures to meet team
sa needs. Versatile self-starter with careful attention to detail that has exper
ience in the defense, commercial and non-profit sectors. Skilled in working with
and shaping corporate best practices to achieve project and corporate goals. Pr
oven ability to assess deficiencies then recommend and implement action plans fo
r improvement in diverse environments.
Valued Traits:
a Proven ability to successfully motivate, manage and work with multi-functional
teams for the on time delivery of software applications
a Extensive experience in establishing and maintaining SQA plans and processes f
or organizations
a Experience with both manual and automated HP/Mercury testing tools (Quality Ce
nter, ServiceTest, LoadRunner, Performance Center, Business Availability Center,
QTP)
a Adept in configuration management and baseline control
a Extensive work with the Rational Unified Process (RUP), Software Engineering I
nstitutesa Capability Maturity Model (SEI CMM), Total Quality Management (TQM) a
nd other process improvement initiatives
a Utilized excellent requirements analysis/tracking and documenting skills to en
hance reporting and training
Professional Experience:
Feb. 2007 a" Aug. 2010 Comcast West Chester, PA
Consultant
QA Lead Activities
a Developed Test Strategies, Test Plans, and Test Summaries on numerous projects
o Mentored the staff on the use and required content of these documents
a Created and maintained project plans utilizing Microsoft Project
a Actively participated in the recruitment, interviewing, and on-boarding of can
didates and new hires
a Worked closely with 3rd party vendors and multiple Comcast teams during the to
ol purchasing process
a Wrote numerous training documents which facilitated rapid knowledge transfer
a In three years, provided the foundation for going from a QA team of 3 subject
matter experts tasked with helping establish manual User Acceptance Testing (UAT
) on one project, to roughly 100 Test Engineers which performed both manual and
automated testing supporting over 50 projects
Performance Testing Lead Activities
a Trained and mentored team members on the performance testing process, techniqu
es, and the tool usage
a Performed load, stress, surge, endurance, and failover testing on many project
s utilizing HP LoadRunner and HP Performance Center (Utilized Web HTTP/HTML, Web
Services, and Oracle NCA protocols)
a Worked with project teams (e.g., Development, Operations, IT, etc.) to analyze
results and perform system tuning
a Responsible for establishing the performance testing environment (e.g.. load g
enerators, controllers, data processors, servers)
a Helped deploy and configure Performance Center 9.0
a Helped configure Business Availability Center to monitor usage patterns in pro
duction. These metrics were used to model test scenarios
a Utilized Wily Interscope Workstation to monitor servers during load testing
a Utilized Fiddler to perform baseline test
a Experience with soapUI
HP Quality Center Local Project Administrator
a Instrumental tailoring and rolling out Quality Center 8.2 for the QA Team
a Worked on the migration and roll out of Quality Center 9.2
a Customized the tool for numerous projects. This included helping to define and
add fields, updating the workflow using the script editor.
a Exported Test Cases in Excel format into Quality Center
a Generated reports to track coverage, test execution, and defect status for man
agement team
Business Mediation Service Layer Project
a Learned the HP ServiceTest tool for SOA functional testing a new Service Layer
that interfaced with numerous front-end applications and the back-end billing s
ystems
a Implemented and executed test cases in an Agile-like environment
a Helped in the reporting of the results
a Implemented and chaired the daily Configuration Control Boards (CCBas) for def
ect management. This model was utilized on several subsequent projects
InStranet Contact Centers In-Line
a Worked with project management, business analyst, and developers to gather inf
ormation included in the Test Strategy for performance testing a Knowledge-based
system used by customer support personnel
a Identified the type of performance testing needed, based on limited requiremen
ts
a Quickly set up a test environment, developed test cases, and executed load, st
ress, and endurance test
a Provided daily status to the management team, which resulted in a ship decisio
n based on tangible acceptance criteria
a Helped to organize, coordinate and present the QA organizations performance te
sting approach to the CIO
Comcast Integrated Financial Application
a Coordinated the performance testing efforts for the two tier Oracle forms appl
ication with application subject matter experts to measure the service level agr
eements as agreed upon by the business analysts, and upper level management
a Created the Test Strategy for performance testing effort
a Oversaw the development of the test cases in Vugen using the Oracle NCA and We
b protocols
a Created the test scenarios using the HP/Mercury Load Controller, executed test
scenarios and performed the data analysis using the HP/Mercury Analysis tool
a Communicated the progress of the testing effort to the management team

Oct. 2006 a" Feb. 2007 Taylor Geoservices, Inc. Swarthm

ore, PA
Consultant
Storm Water Management System
a Helped define the requirements, the database schema, and the network architect
ure for a GIS storm water management system for the State of Pennsylvania.
a Contributed in the initial proposal to the PA Department of Environmental Prot
ection.
a Developed a prototype of the system for the next phase of the project.

Jan. 2005 a" Aug. 2006 Vertex, Inc. Berwyn, PA

Test Project Manager (Mar. 2006 a" Aug. 2006)
O Series Project
Reported to the Director of Software Test Engineering, and managed a team of 10
 Software Quality Analyst in the testing and release efforts for the companyas F
lagship tax compliance product.
a Helped to set the scope for deliverables, the productsa acceptance criteria, a
nd insured that adequate testing was performed prior to system release
a Introduced more extensive platform testing by automating the manual Mercury Qu
icktest Pro test sets
a Provided better reporting and metrics to stakeholders by using the Mercury Qua
lity Center Dashboard
a Oversaw the successful delivery of a major system release while coordinating s
everal on-time legacy product releases. The on-time delivery resulted in an add
itional 300K of revenue.
a Coordinated the efforts of the ten member testing team while acting as the lia
ison between the Architecture, Development, Customer Relations, Data Management,
and Business Analyst teams.
a Coordinated development of test strategies and helped develop test plans.
a Negotiated with resource managers for testing personnel.
a Reported weekly status to the Program Management Team (composed of Business un
it Directors, VPas, and the CTO)
Test Designer/Test Project Manager (Sept. 2005 a" Mar. 2006)
eFile Project
Efile was Vertexasa first web-based electronic filing solution for IRS corporate
filings.
a Worked closely with the business analyst on the requirements analysis and to i
nsure that testable requirements were being created.
a Designed and developed test strategies, test cases and test plans for the eFil
e transmission portal to verify and validate stakeholder and customer requiremen
ts.
a Managed testing schedule and was the testing organizations liaison to the Deve
lopment, Business Analyst, Program Management, and other organizations to coordi
nate efforts and facilitate cross-functional communication.
a Utilized SCRUM Project Management techniques to increase issue awareness and h
ave quicker problem resolutions.
a Implemented weekly Change Control Board (CCB) meetings to assess severity and
prioritize fixes.
a Instrumental in getting the EFile web portal hosted by a 3rd party provider an
d helped to establish the necessary environments for the development, quality as
surance, and integration teams.
a Authored the procedures for the operation in these environments that were SAS-
70 compliant.

Senior Quality Analyst (June 2005 a" Sept. 2005)

Process Improvement Initiative
a Served as a lead member on a team chartered to establish a sound infrastructur
e for the testing and verification (T&V) organization. The over-arching task inv
olved tailoring and implementing the Rational Unified Process (RUP) for the orga
nization.
a Primary responsibility was to help establish configuration management processe
s and procedures. This involved evaluating various technologies, writing technic
al recommendations, implementing tool sets, and documenting and training end-use
rs.
a Worked peripherally in helping to define the organizational structure, and on
the metrics and reporting to be presented to the T&V stakeholders.
a Researched, evaluated and authored technical recommendations to make the testi
ng process more efficient and cost effective
o Spearheaded the effort to implement virtualization for the testing organizatio
n and made recommendations to the IT organization for its use. These efforts dra
stically cut cost by reducing hardware necessary for the engineering staff as we
ll as providing significant power savings.
o Wrote procedures on the usage of the virtualization software, installed it, an
d trained the testing engineers on its use.
a Worked on the re-engineering effort of the testing organization
o Helped to implement the RUP methodology for the testing organization
o Presented new methodology to the company at the technology guild with other me
mbers of the Software Test Engineering Management team
Quality Analyst (Jan. 2005 a" June 2005)
Test Environment Management
a Analyzed the problems that resulted in lag time during the testing phase, eval
uated tools to improve efficiencies, and implemented a solution on multiple prod
uct lines that significantly shortened, by days to weeks, the testing effort for
the software quality analyst.

2000 a" 2010 Mosaic System Solutions, Inc. Swarthmore, PA

President
Schools Interoperability Framework (SIF) Initiative (2003 a" 2004)
SIF allows disparate K-12 educational software to communicate via a common serve
r. Developed consulting services to introduce the Schools Interoperability Frame
work (SIF) initiative to K-12 schools to improve efficiency and reduce the redun
dant data produced from the wide variety of K-12 software applications on the ma
rket.
a Created a comprehensive Project Management Plan
a Researched K-12 software applications,
a Learned the SIF protocol
a Contacted and presented to school districts to determine and evaluate the dist
rictas needs

1992 a" 2002 Police Foundation Washington, D.C.

Consultant
Risk Analysis and Management II (RAMS II) Project (1997 a" 2002)
a Successfully redesigned, implemented and deployed the RAMS II, which is a pate
nted Decision Support System that includes an Early Warning System and Data Mini
ng facility for Law Enforcement agencies.
a Worked with subject matter experts to formalize requirements used to implement
the RAMS II.
a Spearheaded the technical task to get the system patented.
a Expanded the use of RAMS II from two to ten cities under my direction.
a Authored numerous documents on system design, the engineering process and Qual
ity Assurance.
a Evaluated new technologies to best meet end clientsa and Police Foundationsa n
eeds. This system helped, save communities millions of dollars in lawsuits due t
o officer misconduct.
Risk Analysis and Management (RAMS) Project (1992 a" 1995)
a Designed and developed the statistical component for the initial RAMS system a
nd was responsible for creating the deployment tools.

1999 a" 2001 American Psychological Association New York, NY

Consultant
a Reviewed and refined customersa requirements for a customized patient/therapis
t database contact management system.
a Recommended the use of a commercial product that could be tailored to their ne
eds. This decision saved thousands of dollars in development cost as well as sub
stantial recurring consulting cost.
1997 a" 1999 DIVA Systems, Inc. Princeton, NJ
Consultant
Network Management System (NMS)
The NMS provided a solution for the DIVA Video-on-demand (VOD) server to be remo
tely controlled saving the cable operators the significant cost of deploying tec
hnicians to headends to trouble shoot and correct problems.
a Actively worked with the Systems Engineering group to define requirements and
write the Requirements Specification used to build the system.
a Architected a system that would incorporate SNMP to remotely monitor and contr
ol the VOD server.
a Authored the functional specification for this system as well as numerous whit
e papers for implementing the SNMP protocol in a VOD environment and pertaining
to Web-based management.
a Created project schedule to track the progress of the NMS GUI and coordinated
it with the other subsystems being developed.
1995 a" 1997 General Instrument, Inc. Hatboro, PA
Senior Staff Engineer
Headend Controller
a Saved corporation significant cost by bringing development of remote control s
ystem in house after a one-year overrun by a 3rd party vendor.
a Established a Software Control Board to track software trouble reports.
a Provided training to users, lead the activities of the technical publications
group, as well as the engineers assigned to the maintenance phase of the project
.
a Established the escalation procedures for field problems with the Technical Re
sponse Center.
a Designed and implemented system test plan and procedures for testing the appli
cation.
1985 a" 1995 Lockheed Martin Corporation Camden, NJ
Senior Engineer
International Space Station Alpha (1993 a" 1995)
a Developed firmware to test the onboard communications systems for one of the t
hree major subsystems.
a Lead the efforts for the successful and early completion of the acceptance tes
t of all three subsystems. This resulted in an award fee of $50K from the Prime
contractor.
a Selected to be on the corporate process improvement team chartered with enhanc
ing the software development process for the organization.
a In two years, we were able to take the Software engineering business unit from
an SEI level 1 to level 3.
Trident Submarine Integrated Radio Room (1985 a" 1993)
a Developed corrections to software and implemented new features to the system.
a Promoted to lead engineer within two years and was responsible for the timely
implementation of new enhancements as well as co-coordinating the work for up to
10 engineers.
a Served on the Software Configuration Control Board, which worked with the cust
omer, and Quality Assurance to insure timely and accurate solutions were provide
d.
a During my tenure at Lockheed was consistently rated as one of the top engineer
s.
a Established a design and code review process to reduce the chance of trouble r
eports being generated.
a Developed training course for new engineers.
a Utilized the Constructive Cost Model (COCOMO) to estimate the cost of system e
nhancements.
EDUCATION:
Pennsylvania State University, State College, PA.
Degree: B.S. Science, December 1984
PERSONAL:
a Member IEEE Computer Society
a Member PMI
a Board of Directors - A Better Chance, Inc. (1993 a" 1996)
a Board of Directors a" SquashSmarts, Inc (2008 a" Present)