Clarke Isackson
6229 N. Drinkwater Blvd.
Scottsdale, AZ
Work Phone: 480-312-2469
Email  cisackson@cox.net

Objective

My objective is to manage highly visible, mission critical projects which involve client/server and Web applications. My experience with personnel management, object oriented application development, ASP, .NET and XML provide the technology and skills necessary for success. My success with major work order and asset management systems and successful management experiences and project delivery demonstrate my capabilities.

 

Skills Summary
  • Languages: C#.NET, Visual Basic.NET, SQL, HTML, XML, XSLT, ADO and ASP (classic and .NET), SVG, MapGuide
  • Databases: SQL Server, Access and DB2
  • Web application development and reporting for wireless environments
  • Strong management skills from 7 years Air Force commander experience to technical personnel management at Boeing Computer Services
Employment 1998-present City of Scottsdale Scottsdale, Az

Sr. Development Coordinator

  • Implement domain-wide Web Services
  • Implement quality assurance with test driven development techniques using nUnit
  • Develop Fire and Emergency Accreditation and Self Assessment Tracking System for the Scottsdale Fire Department on the Web using rich text documentation in C#.NET, 2005 with SQL Server 2005
  • Develop and provide administrative, network, and technical support for City's Web-based GIS Water Department Work Order system
  • Develop and support the City's Americans with Disabilities Facility Management System.
  • Develop and support an integrated Web-based Work Order System supporting the Facilities, Parks and Recreation, Aquatics, and Irrigation Departments.
  • Develop and support a Pavement Management work order system
  • Develop and support a Traffic Operations Web and map-based Field Services Asset and Work Order Management System
  • DevelopParks and Recreation budget tracking for manpower analysis and labor reporting specific to Recreation Service′s needs
  • Create GIS-based mapped assets for work order location and asset management using raw survey data and MapGuide software
  • Mentor and provide technical expertise, SQL Server programming, and system design, CSS, and unit testing guidance to associate programmers
  • Maintain continuing close relationships with the users of the asset management system to assure ongoing support is provided
1996-1998 Interim Technology Scottsdale, AZ

Sr. Client Server Applications Developer

  • ·Designed and programmed a Project Management, Software Development Management and Testing System for Project Managers using exclusively object oriented techniques. The software supported project development and design processes, software test results and tracked problem resolution.
  • Provided solutions for the software team using HTML and XML that provided the only technical solutions available for project success in the areas of graphics and word processing support for the project management tool.
1991-1996 Boeing Computer Services Bellevue, WA

Senior Systems Analyst

  • Developed a hazardous materials cartage and tracking system for the Safety, Health and Environmental Affairs (SHEA) department
  • Developed and programmed all requested reports and analysis for payroll information for the Payroll Department of Boeing.
  • Developed ODBC applications to provide online payroll auditor review and reporting for the Payroll Department of Boeing. Migrated all payroll information from tape history to massive online Teradata database technology.
  • Provided technological proof that ODBC and online transaction activity could be a $1 Million per year savings for the Boeing Company, using a proof-of-principal Teradata machine with home-developed ODBC software by Glenn xxxx. IBM Corporation tried to prove their DB2 systems could provide the solution, but IBM did not have an ODBC interface nor usable online interface software that would compete with the Visual Basic/ODBC solutions our team developed.
1977-1991 Municipality of Metropolitan Seattle,
Metro Transit		 Seattle, WA

Budget Administrator

  • Developed software to maintain the municipal budget for the operations department
  • Developed first PC-based budget software and database maintenance in COBOL and Focus, saving $20,000 in mainframe lease costs annually
  • Managed the operations department $75 Million budget. Justified all cost variances and provided support for budget requests.
  • Developed and programmed cost analysis and budget status reports in COBOL and Focus to justify and track the budget activities of the operations department
  • Developed a highly accurate three-phase employee hiring model for the transit operations department
Education 2000-2003
 Paradise Valley Community College
XML Applications		 Phoenix, Az
1996-2000

Scottsdale Community College
Java Programming Classes

 Scottsdale, AZ
1963-1967/1971-1973

University of Washington
BS German Education

BBA Business Administration, Accounting 		Seattle, WA
References Provided upon request
Management Experience
Boeing Computer Services (1991 - 1993) Supervised 12 programmers and technicians in the Payroll Department. The individuals I supervised were in Applications Development, Configuration and JCL management, and a Series 3 data management computer.
Air Force (1985 – 1993) Commander, 446 Communications Squadron at McChord Air Force Base, Tacoma, Washington. Responsible for the training, operational testing, war readiness, recruitment, budget, security, operations procedures, inter-Air Force relationships, and all aspects of the 21 man unit. The unit consisted of combat trained telecommunications maintenance and operations personnel and administrative support personnel. I took over command of the unit and was able to bring it from the brink of being removed from the Air Force due to poor leadership and performance to a unit which passed its Inspector General Inspections with superior performance. I am adept at managing individuals to succeed in high stress situations with complex and multi-faceted challenges.
Air Force (1968 – 1972) Officer in Charge of Wiesbaden Base and Lindsey Air Station’s six telecommunications centers and cryptographic materials management for all of Europe. Responsible for 250 enlisted telecommunications personnel and their daily operations. Previous to the operations responsibilities I was in charge of telecommunications maintenance at Wiesbaden Air Base. Responsible for 12 electronics technicians and a radio station for Americans in Europe.
Software Development Philosophy
Management Style  Software Development and GIS/Mapping require separate close supervisors reporting to the Manager. Their coordination will be the main communication between developers and mapper technicians as well as the day-to-day updates. Individual′s input and intepretations are always taken and considered against the overall picture of the department. The organization′s philosophy will be the backbone of the department′s philosophy.


Project Management  Project Control is important for good service, quick reaction to problems, and communicating current status to users and other developers. Project tracking and timeline reporting are as important to internally developed applications as to outsourced contractor development. User expectations need to be met and their expectations need to be communicated through a requirements document.


Each developer should report project activity of work done to each module within an assigned project in an automated project tracking system. The individual time should be maintained as is the case with City technicians recording into work order systems in the field; 40 hours of time can be tracked for the individual developers every week. I have developed the software to track development activities. Initially the developers would help to modify the software to the group′s considered needs, then they would utilize it to track their activities.


Statements of Work (SOW) should define every work activity and be linked to the project as well as the reported project time.  Some SOWs are trouble tickets.  Others are requirements statements.  These should be the backbone of each project and time activity recorded against the project.

 

Change Control  Usually in a loose organization the developer manages most of the change requests that are communicated by the users. The process should be more formalized to assure that all resources are appropriately directed and that the owner of several projects is informed in one board meeting about the activities and changes being worked on. This insures formal communications and better understanding by all parties about the types of work being performed in the department. A change control board for application development also tends to provide users with a more professional view of the department.