Unit II Literature Review

in Response to COVID-19: ASSESSING WORKFORCE PERCEPTIONS

OF PRODUCTIVITY AND SUCCESS

DISTRIBUTED OPERATIONS

in Response to COVID-19: ASSESSING WORKFORCE PERCEPTIONS

OF PRODUCTIVITY AND SUCCESS

Glenn Tolentino, John Wood, and Shane Riley

During the midst of the Coronavirus 2019 (COVID-19) pandemic, a large Nav y Working Capita l Funded government laborator y tra nsitioned from a traditiona l on-site/physica l daily operationa l presence to a distributed, virtua l ma ximum telework posture. The direction given in March 2020 was that unless performance of a specific approved tasking was required at the physica l workplace, the laboratory workforce was to telework from a safe location while practicing socia l distancing. To this extent, a majority of the organization’s workforce continued performing the duties associated with their programs and projects in a virtual and secure distributed environment. This new norm certainly raised questions and considerations related to the effectiveness of the workforce while under ma ximum telework. As a result, two surveys were conducted to assess the perceived work-effectiveness of the organization. The perceived work-effectiveness was assessed at the operational (work unit) level, focusing on project impacts of telework, and from the macro- organizational perspective. The first survey was conducted on a project that was 2 weeks into this virtua l ma ximum telework environment. The second survey was performed one layer above the project at the division level, thereby extending the aperture of the data. Both sur veys provided a great dea l of information and insight on how project teams perceived work performance and effectiveness during telework. The purpose of the study was to understand the impact of distributed telework in workforce productivity and project success as well as assess workforce perceptions on the effects of telework.

DOI: https://doi.org/10.22594/dau.21-866.28.03 Keywords: Telework, Pandemic, COVID-19, Productivity, Distributed

 Image designed by Nicole Brate

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Background

Naval Information Warfare Center (NIWC) Pacific is a critical com- ponent in the U.S. Department of the Nav y (DoN) family for performing research, development, test, and eva luation. Additiona lly, NIWC Pacific provides deployment and sustainment of command, control, communica- tions, computers, intelligence, surveillance, and reconnaissance systems; cyber systems; and space systems that support Warf ighters around the world (NIWC Pacific, n.d.). NIWC Pacific has a presence in California, Hawaii, Guam, and Japan. The workforce consists of about 5,000 highly educated (200+ PhD/JD, and over 1,500 MS degrees) diverse professiona ls in core domains focused in the areas of science and technolog y, engineering, acquisition, and program/ project ma nagement. The NI WC workforce in Sa n Diego, Ca lifornia , is complemented by one of the largest concentrations of active-duty military personnel stationed at a laboratory, which helps NIWC Pacific address oper- ational challenges during war, peace, humanitarian, and world crisis events. DoD agencies are often criticized (Pomerleau, 2016) as slow and inefficient in adapting to cha nge a nd tra nsforming in nontactica l ca mpa ig ns (e.g., policy and culture). While this may be true in some cases, this was not the case during the COVID-19 pandemic crisis. In previous years, NIWC Pacific utilized the Department of Nav y telework instruction in complementing the predominant on-site work schedule (Space & Naval Warfare Systems Command, personal communication, July 22, 2015). A lthough an organi-

zation where on-site operations were the norm and utilization of telework was at a minimum,

NI WC Pacif ic quickly established a ma xi- mum telework order where the vast majority of personnel transitioned from their on-site work env ironment to t heir v ir tua l home of f ic e wh i le pr a c t ici n g g u idel i ne s t h at helped the workforce remain safe from the pandemic. Within 96 hours, the workforce was embedded in flexible, geographically

d i s t r i b u t e d , ma ximum tele- work operations f r om t he c om- for t a nd sa fet y of their homes.

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Within 1 week after the maximum telework order was issued, NIWC Pacific leadership estimated continuity of operations status was more than 90% offsite, while remaining mission-essentia l personnel continued working onsite. However, under ma ximum telework operations, ma ny wondered whether or not NIWC Pacific would still be able to maintain its ability to support Warfighters while the workforce was adapting to, and operating in, a distributed environment. In studying how effective the current workforce was operating, NIWC Pacific leadership wanted two questions answered. First, how has maximum telework affected workforce productivity? Second, how has maximum telework affected project success?

Research Framework In support of this study, a research framework was put in place (Figure

1) to illustrate and conceptualize the structure of the research plan. The framework provided a structure to address the basis of the problem and the approach for accomplishing the resea rch (Ma x well, 2012). In this framework, sur vey questions were developed by identifying key themes and concepts central to the core research questions. A set of objectives was then defined along with the survey questions that address these themes and objectives. Data were then collected and synthesized to verify whether the framework addressed the problem statement.

FIGURE 1. MAXIMUM TELEWORK RESEARCH FRAMEWORK

This framework was utilized during the two phases of the research study along with the underlying methodologies for collecting and analyzing the data. The first phase of the research focused on a single project, while the second phase focused on multiple projects.

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Research Framework—Phase 1

(Single Project) Two weeks into maximum telework, the sample project considered how

the team was operating in their distributed (off-site) teleworking environ- ment. The project consisted of 140+ personnel where a small percentage of the project workforce was previously (i.e., pre-pandemic) operating in a distributed manner across the continental United States. However, there remained questions regarding productivity and success of the project, as a whole, since entering the state of ma ximum telework. As a result, this project was selected to be the first sample for this research in identifying the effectiveness of the project workforce while under maximum telework. Specifically, how has maximum telework affected workforce productivity and how has maximum telework affected project success?

In assessing the workforce in this study, objectives were first identified to determine what constituted workforce productivity and project success. Subsequently, a set of questions was developed to address the objectives a nd sent to the project workforce via email, which explained the sur vey and gave a web link to the questions. The survey was selected for data col- lection because it was a fast and effective method to collect information at low cost, with good sample representatives, standardized stimulus, and precise results (Nayak & Narayan, 2019). Survey questions included mul- tiple-choice and open-ended. The respondents had 48 hours to respond to the survey questions. The survey results came back in two forms—scaled multiple-choice answers and free-form text data. The scaled multiple-choice answers were catego- rized and analyzed based on groupings by their scaled answers (McLeod,

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2019). However, the free-form text data required an additional method for analysis. That method used a form of coding. In the traditional approach of coding, someone or a group of people will read through the collected free- form text data and use their judgment to identify some main categories that are common among the results of a specific question (Elliott, 2018). The researchers in this study utilized a similar approach with respect to text coding. After the data were coded, the number of occurrences of the cate- gory subject were grouped, and popular groupings were elevated for review. These were the survey questions:

1. What is your position/role? 2. On a scale of 1 (much less) to 5 (much more), how productive

are you today under maximum telework compared to a month ago when most personnel were onsite daily?

3. On a scale of 1 (much less) to 5 (much more), how successful do you feel your project is today under maximum telework com- pared to a month ago when most personnel were onsite daily?

4. W hat ha s been t he mos t posit ive t h i n g about m a x i mu m telework?

5. What could be done to make maximum telework more positive and/or productive?

6. What has surprised you the most about maximum telework? 7. What should the new normal look like for the project team once

maximum telework ends? The major limitation of this por tion of the research is that it focused on a single project, and those results may or may not apply to other acquisi- tion projects. However, the second portion of the research (described later in this a r ticle) mitigated this limitation by sur veying multiple projects. Researchers identified a number of additional limitations as beyond their control, but such limitations did not pose a ny issues during this study. However, it wa rra nts def ining the limitations as they may a ffect future studies in the same area.

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The first limitation was the number of participants, which consisted of 140 project personnel, composed of both government workers and contractors. The average sur vey response rate needed to ga rner statistica lly signif i- cant findings is about 33% (Lindemann, 2019). Since this study garnered responses from 54% of the workforce, the sample data were more than suf- ficient to analyze for validity. The second limitation of this study related to the scope of the workforce, which was deployed to only one specific project. Finally, the third limitation was the personnel makeup of the project, which consists of mostly engineers with minimum administrative or genera l/ clerical specialists. The survey guaranteed anonymous responses in order to instill some level of trust and psychological safety (Zayed, n.d.), thereby encouraging the work- force to provide information that was as accurate as possible in response to the questions. In addition, the survey requested no specific, personally iden- tifiable information that could be referenced back to a specific individual.

FIGURE 2. PRODUCTIVITY UNDER MAXIMUM TELEWORK

Answer Choices Responses

1 - Much Less Productive 0.00% 0

2 - Somewhat Productive 2.99% 2

3 - As Productive 41.79% 28

4 - More Productive 32.84% 22

5 - Much More Productive 22.39% 15

Total 67

FIGURE 3. PROJECT SUCCESS UNDER MAXIMUM TELEWORK

Answer Choices Responses

1 - Much Less Successful 0.00% 0

2 - Somewhat Successful 16.42% 11

3 - As Successful 52.24% 35

4 - More Successful 22.39% 15

5 - Much More Successful 8.96% 6

Total 67

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Findings—Phase 1 (Single Project) Once the survey closed, the researchers collected the data and analyzed

the results. These were the summarized results for each question: 1. The project workforce roles consisted of sof twa re develop-

ers, cloud engineers, cyber engineers, test engineers, systems engineers, product leads, information technology specialists, systems administrators, project managers, and systems archi- tects. As expected, the project operated as a highly technical team with diverse roles supported by technical leads and proj- ect management.

2. The response to this question about productivity was encour- aging (Figure 2), with 97% of the team reporting they were as productive, more productive, or much more productive under ma ximum telework than during the previous operating con- ditions where most people were in the physica l off ice each workday. A sma ll number of people (3%) reported they were somewhat productive, while no one repor ted that they felt less productive tha n under previous operating conditions. Overa ll, the workforce said that they were productive under maximum telework.

3. Regarding success, 84% of the team responded that the project was as successful, more successful, or much more successful under maximum telework as compared to previous operating conditions where most people were in the physical office each workday (Figure 3). A small number of the project workforce (16%) responded that the project was somewhat successful, while no one responded that the project was much less suc- cessful than under previous operating conditions. Overall, the project workforce said that the project was operating success- fully under maximum telework.

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4. This question asked what the project workforce perceived as the most positive thing about telework. The consensus was that ma ximum telework created tangible benefits for them. The following summarized the specific results based on both professional and personal benefits. • Increased communication, collaboration, and teaming

engagement • Increased focus with the ability to manage schedule and

priorities • Eliminated wasted physical travel between home, work,

and face-to-face meetings. • Increased sleep/rest, health, and work-life balance • El i m i nated work d ist ra ctions (water cooler chat ter,

drive-by office visits, parking issues) • Validated the ability to work with modern technology

5. W hen a s ke d wh at t he y t hou g ht c ou ld b e done t o m a ke ma x i mum telework more positive a nd /or productive, t he respondents expressed a need for better tools to collaborate in order to get their jobs done as well as opportunities to improve administrative processes.

• Better information technology infrastructure to support project operations

○ Better communication and collaboration tools for sha ring information that is reliable (e.g., Chime, WebEx, etc.)

○ Access to interna l administrative websites from telework locations

○ Better access to lab resources (i.e., virtual machines and shared network)

○ Better and additional hardware and peripherals for teleworkers at teleworking site

The majority of responses indicated that some level of distributed telework should be included as part of the redefinition of normal operations.

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• Better concept of operations for teleworking • Establishing core meeting times, teleconference eti-

quette, and well-defined meeting agendas 6. This question a sked the project workforce what surprised

them the most about maximum telework. The majority of the team felt that maximum telework increased and streamlined communication among the whole organization. The respon- dents also felt increased productivity due to minimum in-office “distractions.”

• Perceived increa se in com munication bet ween tea m members as well as productivity, effectiveness, efficiency, and promptitude

• Ability to perform work using available tools • Impact on productivity and efficiency from diminished or

nonexistent commuting time between work and meetings • In-office distractions, often the cause of less productivity

and wasted time, reduced to a minimum 7. This question asked the project workforce what they desired

to be the “new norma l” once ma ximum telework ends. The majority of responses indicated that some level of distributed telework should be included as part of the redefinition of nor- mal operations.

• Open to full telework with planned face-to-face meetings on a regular basis

• Flex spaces ava ilable to reser ve for communa l work, meetings, or for just getting out of the house

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The project respondents reported that they were productive in perform- ing their jobs in suppor t of the project while operating in a distributed, ma ximum telework environment. While the survey reported a number of improvements, the respondents suggested the provision of better communi- cation and collaboration tools. Overall, they responded that project success was continuing without any major problems in satisf ying the workforce tasking while meeting their schedule. Also, a number of surprises emerged that affected their persona l lives in the form of less stress and more pro- ductivity due to reduced commuting time, fewer in-office distractions, and a perceived, more positive balance of work and life. The defense acquisition community is an area that is certainly concerned with satisfying the cost, schedule, and performance of projects and pro- grams (DAU, 2010). This study showed that, given a difficult situation and the need to transition to a different environment to continue the existing support of the Warfighters, the workforce associated with this single proj- ect was able to quickly overcome the cha llenges a nd adapt to their new, modified normal.

The outcome of this study helped answer some initial questions on work- force productivity and project success. More importantly, it helped focus ma nagement on insights provided by the individua ls on a specif ic tech- nica l project in three core a reas. First, it helped verif y that individua ls believed they were being at least as productive as they were prior to maxi- mum telework. Second, the individuals also believed that nothing impeded the project’s successful continuation during maximum telework. Also, the workforce shared their thoughts on the positive aspects, enhancements required, and surprises related to maximum telework. Lastly, the workforce provided feedback on what the “new normal” should be once the pandemic has subsided.

While phase one of this study targeted a single project, the researchers agreed that expanding the study to multiple projects

and the diverse support and leadership roles would help confirm whether or not distributed operations in the form of maximum telework is an effective means to support the Warfighters.

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Since the outcome of the project sur vey provided useful information for action by NIWC leadership, the researchers decided to expand the ma x- imum telework study to a specif ic division where multiple projects a re involved in order to include diverse technica l, manageria l, and adminis- trative roles.

Research Framework—Phase 2 (Multiple Projects)

Four weeks into maximum telework and after the phase one study for the project workforce survey was completed and analyzed, the research- ers wanted to expand the scope of the survey to multiple projects within a division. At NIWC, a division is composed of diverse leadership and support positions, enabling the execution of multiple projects (NIWC, 2020). While phase one of this study targeted a single project, the researchers agreed that expanding the study to multiple projects and the diverse support and leader- ship roles would help confirm whether or not distributed operations in the form of maximum telework is an effective means to support the Warfighters. Therefore, the same research questions were posed to the division organi- zation with multiple projects, concerning how productive the workforce is and how successful the projects are while under maximum telework. In assessing the division workforce in this study, phase two used the same methodology employed in phase one. The data were acquired through the use of survey questions given to the division workforce via an email that expla ined the sur vey provided a web link to the questions. This sur vey easily and efficiently collected data across a broader scope of the division workforce. As in phase one, the questions required both multiple choice and open-ended text answers. Once the data were collected, the multiple-choice answers were categorized and analyzed based on groupings of their scaled answers. Similarly, coding was applied to the free-form text data. This methodolog y matched that of phase one of the study.

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These were the survey questions: 1. Select the area you support the most. 2. What is your position/role? 3. On a scale of 1 (never) to 5 (daily), how often do you interface

with classified materials and/or systems? 4. On a scale of 1 (much less) to 5 (much more), how productive

are you today under maximum telework compared to a month ago when most personnel were onsite daily?

5. On a scale of 1 (much less) to 5 (much more), how successful do you feel your project is today under maximum telework com- pared to a month ago when most personnel were onsite daily?

6. W hat ha s been t he mos t posit ive t h i n g about m a x i mu m telework?

7. What could be done to make maximum telework more positive and/or productive?

8. What has surprised you the most about maximum telework? 9. What should the new normal look like for your project team

once maximum telework ends? A number of identified limitations were beyond the control of the research- ers, but they did not pose an issue during this phase. However, defining these limitations is warranted because they may affect future studies in the same area. The first limitation was the number of participants during the division survey, which was sent to 136 government employees. As mentioned in the previous phase, the average survey response rate is at about 33%. In this study, 32% of the division workforce participated in the survey. The second limitation was the scope of the participants. In this specific project study, the survey was deployed only to one specific division with many projects. The third was the personnel ma keup of the division, which consisted of technical leaders, management leaders, and administrative support staff.

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The questions were sent out as a n a nonymous sur vey in order to instill some level of trust with no retribution, thereby encouraging the workforce to provide accurate information in response to the survey. In addition, no specific, persona lly identifiable information was requested that could be referenced back to a particular individual.

FIGURE 4. HANDLING OF CLASSIFIED MATERIALS

Answer Choices Responses

1 - Never 48.84% 21

2 - Rarely 39.53% 17

3 - Monthly 4.65% 2

4 - Weekly 2.33% 1

5 - Daily 4.65% 2

Total 43

FIGURE 5. DIVISION PRODUCTIVITY UNDER MAXIMUM TELEWORK

Answer Choices Responses

1 - Much Less Productive 0.00% 0

2 - Somewhat Productive 6.98% 3

3 - As Productive 48.84% 21

4 - More Productive 27.91% 12

5 - Much More Productive 16.28% 7

Total 43

FIGURE 6. DIVISION SUCCESS UNDER MAXIMUM TELEWORK

Answer Choices Responses

1 - Much Less Successful 0.00% 0

2 - Somewhat Successful 6.98% 3

3 - As Successful 67.44% 29

4 - More Successful 20.93% 9

5 - Much More Successful 4.65% 2

Total 43

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Findings—Phase 2 (Multiple Projects) Once the project workforce survey closed, the researchers collected and

analyzed the results. The survey was summarized in each of the sections. 1. The researchers were requested by division management to

collect the various project titles associated with the results. To help further the privacy and anonymity of the survey respon- dents, the specif ic results of this por tion of the sur vey will not be published. However, from this data we lea rned that team members assigned to 13 of 16 projects participated in the survey.

2. The roles were similar compared to the project survey, includ- ing software developers, cloud engineers, cyber engineers, test engineers, systems engineers, product leads, information tech- nology specialists, systems administrators, project managers, and systems architects. In addition, administrative assistants, supervisors, scientists, software engineers, web developers, and administrative staff participated in the survey, including division, contracts, and financial management. As expected, the division survey provided a broader scope on the roles in the collected data.

3. In understa nding the ma keup of the division’s ha ndling of classified materials, the researchers were interested in deter- mining whether handling of classified materia l has a direct correlation to telework effectiveness. The survey showed that 88% never or rarely accessed classified materia ls. On some regular basis, only about 12% accessed classified materials on a daily (4.7%), weekly (2.6%), and monthly (4.7%) schedule. In summary, most of the surveyed workforce did not handle clas- sified materials on a day-to-day basis, and therefore they were able to operate in a distributed environment during maximum telework, with minimal need for individuals to visit their office for the purpose of accessing classified materials (Figure 4).

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4. This question focused on team productivity while distributed away from the office in maximum telework. The survey showed that about 93% of the project workforce responded that they a re productive, more productive, or much more productive under maximum telework than under the previous operating conditions, where most people were in the physical office every workday. This is slightly lower than the percentage recorded for the first phase of the study, which focused on a single project. A lso, a small number of survey participants (7%) responded that they were somewhat productive, and no one indicated they were much less productive than under the previous operating conditions (Figure 5).

5. Responding to this question, 93% of the tea m sa id that the project wa s a s successf ul, more successf ul, or much more successful when distributed under ma ximum telework than under the previous operating environment, where most people were in the physical office every workday. This is slightly higher than recorded for the first survey, which focused on a single project. A sma ll number of people (7%) responded that they were somewhat successful, and no one responded that they were much less successful than under the previous operating environment. Overa ll, the data showed that people believed their project continued to be successful while operating as distributed under maximum telework (Figure 6).

6. This question asked the division workforce what they per- ceived as the most positive thing about telework. Similar to the first survey, people believed that maximum telework has created favorable benefits for them. The following summarized the results based on both professional and personal benefits. • Increased collaboration and productivity • Increased sleep, rest, health, and work-life balance

In understanding the makeup of the division’s handling of classified materials, the researchers were interested in

determining whether handling of classified material has a direct correlation to telework effectiveness.

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• Decrea sed distractions a nd interr uptions (e.g., water cooler chatter, drive-by office visits, parking issues, etc.)

• Eliminated wasted physical travel between home, work, and face-to-face meetings

7. This question asked the division workforce what they thought could make maximum telework more positive and/or produc- tive. The respondents requested better collaborative tools to get their jobs done as well as opportunities to improve admin- istrative policies and processes. • Better information technology infrastructure to support

project operations ○ Need better collaboration tools ○ Need space a nd equipment at home or ma ximum

telework location ○ B et t er a ccess t o pr ivat e net work s a nd i nt er na l

resources • Better concept of operations for teleworking

○ Defined teleworking policies ○ Less status updates to supervisor

8. This question asked the division workforce what surprised them the most about ma ximum telework. The majorit y of the team responded that ma ximum telework increased and streamlined communication among the whole organization. The respondents a lso felt that work-life ba la nce increased with less stress due to less commute and no office distractions. • Increased communication • Increased life-work balance • Less additiona l stress due to no commute, no pa rking

issues, and no distractions • Limited information technolog y and collaborative tools

to support telework • Adaptability by personnel

9. This question asked the division workforce what they per- ceived to be the “new normal” once maximum telework ends. The majority of the response was in favor of instituting distrib- uted telework as part of the new normal.

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• Back to normal in an office setting • Increased telework with office visits • Maximum telework with minimum to no office visits • Better communication regardless of telework

As previously stated, the defense acquisition community has been con- cerned with ensuring the DoD workforce is able to satisfy the cost, schedule, and performance of national security and defense projects and programs. During phase one of this study, we showed that given a difficult situation and the necessity to quickly transition to a different environment, a proj- ect work force wa s able to overcome cha l lenges quick ly to suppor t t he Wa r f ighters. In pha se t wo of this study, a division wa s sa mpled, which revea led positive perceptions a ssociated w ith the workforce a nd their ability to complete multiple projects on beha lf of the Warfighters during maximum telework (Loubier, 2017). Both samples suggest that Warfighter support does not decline during periods of distributed operations in the form of maximum telework. The phase two survey provided additional data and insight that reflects on the division’s ability to support the Warfighters during maximum telework. The extension of the study to the division workforce complemented phase one in that, given a challenging situation and the necessity to transition to a maximum telework environment, the division workforce, which was asso- ciated with multiple projects and division leadership, was able to support the Warfighters effectively. Thus, both phases of this study will be utilized by the organization in developing and determining the plan for the “new normal” once the immediate, short-term pandemic crisis has subsided.

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Suggestions for Future Research This study can be replicated with the same survey methodology and a

variety of subjects and participants. The survey allows for the flexibility and ease to deploy quickly to other organizations needing immediate answers on the impacts a new operating environment has on their workforce pro- ductivity and project success. It can also be applied to other situations in an attempt to determine whether roles, age groups, or cultures influence factors associated with perceived workforce productivity and/or project success during distributed operations. Based on this research, study of the following future research topics may help build on this body of knowledge:

• Impact of supporting a classified project or program, with the workforce performing some level of telework

• Age and gender factors in the workforce and performance in a teleworking environment

• A ssessing impacts a nd perceptions by trade/function (i.e., management vs. technician, administrative personnel, etc.)

• Measuring productivity of teleworkers by organization man- agement in relating to performance assessments

• Research beyond NIWC Pacific, including other systems center commands and acquisition organizations, both technical and administrative, to expand a broader study

• Decision-ma king process by leadership under uncer ta inty, risk, and stress during a pandemic

Overwhelmingly, the project workforce responded that they were at least as productive and their projects were at least

as successful during maximum telework as compared to the previous operating environment, where most personnel were in the physical office every workday.

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Conclusions In conclusion, the surveys sent to the various project teams and man-

agement staff provided insightful data for understanding the effects that operating in a distributed, ma ximum telework environment had on the personnel supporting the NIWC Pacific organization. It provided key infor- mation on the effects that teleworking had on workforce productivity and overall project success. Overwhelmingly, the project workforce responded that they were at least as productive a nd their projects were at least as successful during ma ximum telework as compared to the previous oper- ating environment, where most personnel were in the physical office every workday. In fact, most responded that they were more productive and their projects were more successful under maximum telework. Also, a great deal of insight was related to distributed operations such as increased commu- nication by the team and improved work-life balance. Revealingly, the team responded that they were less productive under the previous, nontelework- ing environment due to dealing with the logistics of commuting, parking, and office distractions. Ultimately, the sampled workforce is interested in seeing some level of telework factored into the new definition of norma l operating environment. They a lso responded that further investment in collaborative information technology infrastructure will aid in their effec- tiveness and overall project success (Lopez, 2020). Without a study such as this, NIWC leadership could have viewed the distributed telework environ- ment as a degraded state that should be avoided. Now, they view telework as an enabler that should be embraced on a regular basis.  

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283Defense ARJ, July 2021, Vol. 28 No. 3 : 262–283

July 2021

Dr. John Wood ha s spent his ca reer pursuing per fection in a rea s where less- t h a n-p er fe c t p er for m a nc e c a n b e dea d ly. D u r i n g mor e t h a n t wo decades in mi lita r y ser v ice, civ i lia n sector innovation, a nd a ca dem i a , he h a s appl ied h i s s y s t em s en g i neer i n g ex per t i se to adva nce hig h-prof i le prog ra ms in hea lt hca re, av iation, a nd defense. Dr. Wood ea r ned a BS in Electr ica l Eng ineer ing f rom the U. S. Nava l Academy a nd a PhD in Systems Eng ineering from The G eorge Wa shing ton Universit y.

(E-mail address: [email protected])

Author Biographies

Dr. Shane Riley ha s ex tensive professiona l ex perience working in the private a nd publ ic s e c t or s , b ot h dome s t ic a nd i nt er n a t ion a l . He specia lizes in strategic ma nagement, data science, enterprise re sou rc e pl a n n i n g ( E R P), bu si ne s s i nt el l i genc e, pol it ic a l science, a nd internationa l a ffa irs. Dr. R iley holds a Doctorate in Business Adm inistration w it h a specia lization in P ublic A d m i n i s t rat ion , a s wel l a s a B A a nd M A i n I nt er n at ion a l

Relations a nd Politica l Science.

(E-mail address: [email protected])

Dr. Glenn Tolentino has been an engineering practitioner, researcher, and innovator in the Comma nd a nd Control (C2) a nd Enterprise Engineering depa r tment throughout his ca reer. He ha s been a major contributor in desig ning and deploying nationally recognized defense and intelligence systems. Dr. Tolentino ea r ned a BS in Applied Mat hematics f rom Sa n Diego State Universit y. He a lso holds a n MS in Sof t wa re Eng ineer ing a nd

a Ph D in Computer Science f rom Sout her n Met hodist Universit y.

(E-mail address: [email protected])

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