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5.0 ORGANIZATIONAL STRUCTURE AND KEY
PERSONNEL
5.0.a Our long history of successful programs is
directly attributable to our proven ability to attract
and retain highly qualified and motivated profes-
sionals from many disciplines and bring them to-
gether in multidisciplinary teams tailored to the
particular needs of each client. Accordingly, in
preparation for the eTS program, we have identi-
fied a highly qualified group of skilled profession-
als led by an outstanding cadre of key personnel,
and we have configured them to meet the needs of
the eTS program.
5.1 ORGANIZATIONAL STRUCTURE
5.1.a We have designed an organizational structure
to support the evolution of the eTS program from
start-up through maturation and to aggressively
assist GSA in achieving its eTS mission now and
in the future. As shown in Figure 5-1, the program
is organized along functional lines that are aligned
and responsive to the requirements in the SOO.
5.1.b Our organization has a structure with requi-
site oversight and assigned roles and responsibili-
ties that are aligned to GSA performance objec-
tives, along with processes for measuring and
managing to those objectives. It has a direct re-
porting chain from each area of responsibility to
provide agility, responsiveness, and unambiguous
accountability.
5.1.c While our organizational structure provides a
formal framework for planning, implementing,
and controlling all eTS work activities, we will
maintain flexibility. We will routinely work across
organizational lines to facilitate cooperation and
coordination. Should the need arise to meet special
NGMS/A020363PR Vol. 2 - 25
challenges or solve problems, we will form mul-
tidisciplinary project teams staffed by the most
appropriate individuals regardless of their organ-
izational assignments.
5.1.1 Program Manager (PM) and Deputy
Program Manager (DPM)
5.1.1.a The PM and DPM lead the GovTrip man-
agement structure and are supported by offices
highlighted in Figure 5-1. The PM/DPM, as the
focal points of responsibility to the GSA, will
manage overall program objectives, controlling
cost, schedule, and technical efforts. They will
conduct monthly reviews with the GSA Program
Management Office (PMO) representatives and
coordinate new strategies to further leverage Fed-
eral buying power with the travel industry. The
PM reviews management plans, status reports, and
financial reports and is responsible for the monthly
project and progress reports. The PM will also
conduct quarterly and annual Program Incentive
Reviews (PIRs) with GSA to report progress and
quality status toward objectives.
5.1.1.b In addition to GSA reviews, the PM re-
views the status of the program quarterly with a
Northrop Grumman Senior Executive named as
the Program Review Authority (PRA), a senior
stakeholder committed to successful performance
of the eTS contract. PRA reviews include techni-
cal status, schedule, cost, metrics on performance,
risk, action items, quality, customer satisfaction,
and Corrective and Preventive Actions Status
(CPAS). Our Senior Leaders are stakeholders in
the GovTrip program and will make all corporate
resources available to the Team to accomplish pro-
gram goals.
“Use or disclosure of data contained on this sheet is subject to the
restriction on the title page of this proposal or quotation.” (APR 1984)

Figure 5-1. Organization Chart. We organize along functional lines aligned to the SOO.
5.1.1.c Staff specializing in key management ac-
tivities to ensure program effectiveness will sup-
port the PM/DPM. As shown in Figure 5-1, there
are three major dimensions of the management
support organizations: (1) Account Management,
(2) Program Management Support Office (PMSO),
and (3) Functional Activities.
5.1.2 Account Management (C.6.8)
5.1.2.a Account Management focuses directly on
achieving faster program acceptance and roll-out
to Federal agencies and is assigned upon task or-
der award. We select Account Managers based on
experience with the system, agency, and travel
service. They are responsible for agency planning,
implementation, and ongoing operation of Gov-
Trip. As the focal point for the agency, they are
responsible for understanding size, hierarchy, or-
ganizational workflow, integration needs, business
rules for configuring the system, and financial in-
terface needs to ensure excellent service.
5.1.2.b Account Managers are incentivized for
successful migrations. They are measured and
evaluated on schedule, adoption rate, percentage
of self-service transactions, and customer satisfac-
tion as indicated by surveys. The Account Manag-
ers will work closely with the GovTrip Liaison
Manager, Outreach, Training, and Implementation
teams with Government agency Points of Contact
(POCs) to reconcile any quality or performance
issues. They will provide metric reports to the
agency and follow up with action plans for con-
tinuous improvement.
5.1.2.1 GovTrip Liaison Manager
5.1.2.1.a The GovTrip Liaison Manager works
closely with the Outreach organization to establish
GovTrip User Groups, provide surveys for future
suggestions, and communicate to the user popula-
tion. There will be a GovTrip User Group link on
the portal, and the Liaison Manager will organize
GovTrip User Group meetings in conjunction with
the GSA National Travel Forum.
5.1.2.1.b The GovTrip Liaison Manager is the user
community’s advocate into the GovTrip Opera-
tions and Maintenance team to define future pri-
orities and features to improve GovTrip. Sug-
gested features are gathered from all users and
agencies. The GovTrip Liaison Manager is also
responsible for communicating the progress and
status of new features to the users.
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5.1.3 Program Management Support Office
(PMSO)
5.1.3.a The eTS PMSO provides operational sup-
port to the PM, including program planning and
financial, schedule, risk, subcontract, quality, and
security management support. The Program Con-
trol team conducts financial and schedule account-
ing, status reporting, billing, and asset manage-
ment. The Subcontract Management team tracks
subcontractor activities/status and reviews subcon-
tractor deliveries for the requisite quality as de-
fined by objectives in the applicable subcontract.
We will monitor and review the goals for each
first-tier, small, and small disadvantaged subcon-
tractor to ensure compliance with contract goals
and GSA guidelines.
5.1.3.1 Risk Management
5.1.3.1.a A Risk Manager will identify, analyze,
plan, track, and control risks. Following our corpo-
rate best practices, an RRB is established to cap-
ture identified risks, their associated mitigation
plans, and status in accordance with a published
eTS Risk Management Plan. The DPM chairs the
RRB with membership from the PMSO and func-
tional activities. The Risk Manager also manages
the risk database and serves as the RRB secretary.
The RRB meets at least monthly to identify new
risks and reevaluate ongoing risks, assign respon-
sibility for developing risk mitigation plans, de-
termine if mitigation is effective, and control risk
until it is properly resolved. The DPM will provide
the GSA PMO monthly risk status and advisory
reports. In addition, the GSA PMO may direct the
RRB, through the PM, to analyze potential risks
identified by GSA.
5.1.3.1.b We will use Risk Radar™, an automated
tool sponsored by the Software Program Man-
ager’s Network (SPMN), to collect, analyze, and
report risks, associated impacts, or mitigation
strategies. Metrics and data tracked include im-
pact, probability of occurrence, consequence, and
actions taken to prevent or mitigate the risk.
5.1.3.2 Security Organization (C.6.5)
5.1.3.2.a The System Security Officer (SSO) over-
sees physical, system, operational, and user secu-
rity and ensures that the system complies with se-
curity requirements and accepted security
practices. The SSO coordinates security policy and
implementation practices through the PMO and
Vol. 2 - 26 “Use or disclosure of data contained on this sheet is subject to the
restriction on the title page of this proposal or quotation.” (APR 1984)

with appropriate Federal agencies in accordance
with the Office of Management and Budget
(OMB), the National Institute of Standards and
Technology (NIST), and GSA requirements and
applicable directives. The SSO will work with the
GSA Designated Approval Authority (DAA) and
the eTS Information System Security Manager
(ISSM) to define and mitigate all risks so that cer-
tification and accreditation are received and Au-
thority To Operate is achieved.
5.1.3.2.b The SSO leads the GovTrip Security Re-
sponse team in coordinating the response to secu-
rity conditions or threats, in partnership with Fed-
eral agencies, as appropriate. This team will also
develop and manage the Security and Continuity
of Operations Plans. Northrop Grumman subcon-
tractors will receive security training and security
briefings as appropriate and will observe all secu-
rity policies and practices.
5.1.3.3 Metrics Management (C.10)
5.1.3.3.a A Metrics Manager monitors and meas-
ures progress toward program objectives. Our met-
rics-based process identifies, prioritizes, derives,
and measures metrics and assigns the responsibil-
ity for achieving threshold and objective metrics
throughout the program life cycle.
5.1.3.3.b A Metrics Review Board (MRB) meets
monthly to assess status toward achieving per-
formance objectives, review and report trends, and
recommend corrective action. The MRB includes
members from each of the functional activities and
is chaired by the program’s Metrics Manager, who
is skilled in quantitative techniques for continu-
ously improving processes. The MRB determines
the impact of problematic trends and develops ac-
tion plans for MRB members to implement or fol-
low up on. The MRB and the RRB work together
to ensure quick response to negative trends or
early indicators identified in the performance met-
rics. The MRB ensures that action plans are initi-
ated and that program risks are passed to the RRB
for reporting and action. The status of action plans
is a permanent item on each MRB meeting
agenda.
5.1.3.4 Quality Assurance (QA) (C.10)
5.1.3.4.a QA uses the Northrop Grumman’s best
practices in its policies, procedures, and directives.
QA has an independent reporting role to the
Northrop Grumman QA organization, external to
the project. QA reports the results of audits to pro-
NGMS/A020363PR Vol. 2 - 27
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gram management and analyzes the data for trends
and the effectiveness of plans, processes, and per-
formance goals. Additionally, QA is responsible
for quality metrics derived from the GSA strategic
objectives and reviews trends and actions aimed
toward improving quality parameters and goals.
We maintain a lessons-learned database to prepare
our teams with real-world technical and manage-
ment challenges that have been faced by projects
to date.
5.1.3.5 Outreach
5.1.3.5.a The Outreach organization is responsible
for marketing GovTrip and communicating with
all Federal agencies. The Outreach organization
advertises and promotes the features and benefits
of GovTrip functionality and the benefits of adopt-
ing the solution, such as reducing travel costs for
the respective organizations. The GovTrip portal
may be tailored to suit travel-related communica-
tions needs of both the GSA and individual Fed-
eral Agencies. Our portal offering is positioned to
provide the GSA a conduit through which it is able
to consolidate its travel-related communications
and communicate travel policy for the Federal
Government.
5.1.3.5.b Travel-related communications appro-
priately communicated through this medium are
broad and varied, from eTS PMO/TMO-specific
information, to non-eTS purposes such as promot-
ing the National Travel Forum, or as a general out-
reach site providing other links to travel-related
web sites and services.
5.1.3.5.c These outreach activities are directed
toward attracting new agencies, attracting new
users or offices within an agency, and improving
user experiences and rates of adoption. The eTS
portal is an integral element to our Marketing and
Communications Plan. We will continue to evalu-
ate functionality and content of the portal through-
out the duration of the program. Our Marketing
Communications Plan, which encompasses the
GovTrip portal, includes a “push” strategy for the
following:
• User group content
• Agency- and GSA-specific material
• E-mail subscriptions, such as periodic Gov-
Trip bulletins distributed electronically as a
free subscription to highlight new features or
helpful hints for travel-related activities.
“Use or disclosure of data contained on this sheet is subject to the
restriction on the title page of this proposal or quotation.” (APR 1984)

5.1.3.5.d This “push” strategy will foster proactive
support to Agencies, providing the latest up-to-
date information when they need it. We envision
the portal to be the single source for all GSA
Travel Policy, consolidating or linking to all GSA
travel-related sites. The GovTrip portal is fully
capable of accommodating other eTS vendors
should GSA identify multiple eTS service provid-
ers. Accommodating other eTS providers through
the GovTrip portal would, however, require fur-
ther requirements definition.
5.1.4 Functional Activities
5.1.4.1 GovTrip Operations and Maintenance
(C.6.1, C.6.2, C.6.3, C.6.4, C.6.6, C.6.7, and
C.6.11)
5.1.4.1.a The Operations and Maintenance organi-
zation is responsible for the continued enhance-
ment and maintenance of the GovTrip system
NGMS/A020363PR
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hardware and software. Input from the GovTrip
User Group and the Liaison Manager and the re-
sults of customer satisfaction surveys will suggest
enhancements to ensure the continuing evolution
of the product, enhanced usability, and higher
quality experiences for the users. The Operations
and Maintenance organization is also responsible
for regulatory changes, technology upgrades, and
technology insertion to leverage improved ways of
providing travel services in a dynamic business
area. This organization is responsible for the full
life cycle of system enhancement, testing, and op-
erations.
5.1.4.2 Implementation (C.6.8)
5.1.4.2.a The Implementation organization is re-
sponsible for configuring, planning, interface re-
quirements, and implementation support services
for each agency as described in Section 2, Imple-
mentation.
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 eTravel Service

5.1.4.3 Fulfillment (C.6.3.7) Trip services, including help desk, online trouble
ticketing and reporting, and travel arrangement
5.1.4.3.a The Fulfillment organization, staffed by
resolution as described in Section 4.
our first-tier subcontractors Rosenbluth and TRX,
is responsible for travel fulfillment services, in- 5.1.5 Summary
cluding issuance and delivery of ticket and travel
5.1.5.a Key features of our functional program
itineraries as described in the Technical Volume.
organization are summarized in Table 5-1. Each
5.1.4.4 Training (C.6.10) part of the GovTrip program organization is as-
signed direct responsibility for performance objec-
5.1.4.4.a The Training organization provides
tives. The specific objectives are described in the
online, instructor-led, and train-the-trainer courses
Performance Based Work Statement (PBWS). Per-
for user roles as described in Section 4.
formance metrics are derived from these objec-
5.1.4.5 Customer Support (C.6.9) tives and used for analyzing and tracking perform-
ance. Each metric is assigned to an organizational
5.1.4.5.a The Customer Support organization is
component, and the manager responsible is re-
responsible for supporting all user types for Gov-
quired to meet or exceed the defined goals.
Table 5-1. Feature/Benefit Table. Our proactive management organization ensures system and implementation success.
Feature Benefit
Functional Organization Aligned with and responsive to requirements in the SOO.
Risk Review Board Elevates and monitors potential risks and mitigates them early.
Metrics Review Board Provides proactive measurement, with trend analysis and early warning indicators.
Account Managers Measured on success of agency deployments.
Outreach Promotes and advertises eTS.
GovTrip Liaison Manager Serves as user advocate and solicits the voice of the customer.
GovTrip Users Group Forum for collecting user input for continual product improvement and user satisfaction.

5.2 SUBCONTRACTOR ROLES 5.2.d Northrop Grumman Mission Systems and

5.2.a Northrop Grumman Mission Systems is
committed to providing eTS. This program re-
quires an integrated team with strong skills in sys-
tems integration, travel product engineering, travel
services, data warehousing, and business intelli-
gence, along with a proven history of security and
complying with Federal regulations.
5.2.b In pursuit of the best solution for eTS, we
carefully reviewed the SOO and the specific tech-
nical and performance requirements. We per-
formed a gap analysis and identified areas where
our solution could be made even stronger with
minimized risk for the Government. The selection
of premier subcontractors enhances our position
for eTS.
5.2.c Two extraordinary first-tier subcontractors
had the experience and quality reputation that
complemented our solution: TRX and Rosenbluth.
Completing our Team, ASI, IDC, Bruinwave, and
Systalex provide specialized expertise in core per-
formance areas of the program. As task orders are
defined, and on-site travel services expand, addi-
tional travel agencies will be brought onto the
Team. Table 5-2 lists our subcontractors with their
areas of responsibility.
TRX, a first-tier subcontractor, have integrated
their product solutions in our GovTrip plug-and-
play architecture, utilizing the TRX commercial-
grade booking module software components for
reserving air, hotel, and cars and using their data-
reporting technology for travel analysis. The
source code modules provided in the GovTrip so-
lution also underlie the TRX FedTrip™ product,
selected as the interim-booking engine by GSA.
5.2.e TRX is an industry leader in providing cost-
competitive, high quality ticketing services. TRX
provides fulfillment service for one out of every
three Internet travel bookings. TRX will provide
these quality services for completing the transac-
tions that travelers have initiated in the automated
booking and reservation system for eTS.
5.2.f Rosenbluth, another first-tier partner, is an
international leader in full-service customer care
and fulfillment for the travel industry. Their cus-
tomer contact support services are available
24/7/365 with the ability to reach out to customers
via different communication channels, including
phone, instant messaging, and e-mail. Rosenbluth
provides a customized program to meet each cli-
ent’s individual requirements, including service-

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 eTravel Service

Table 5-2. Northrop Grumman Team Subcontractors. Our experienced small businesses specialize in quality services and
complement our Team’s full service support.
Company Business Classification Role
Northrop Grumman Large • Prime Contractor
• Systems Integration
• Management
• IT Implementation
• Data Warehouse
• Operations and Maintenance
TRX Large • Booking Engine Technology Provider
• Data Warehouse Technology Provider
• Self-Service Fulfillment
Rosenbluth Large • Full-Service Travel Fulfillment
ASI SDB: WOSB • Risk Management (Risk Manager, Risk Assessments),
Implementation
• Training
• Human Factors Engineering
• Usability Testing
• Agency Infrastructure Assessments
IDC WOSB • Systems Integration
• Technical Architect
• Operations and Maintenance
Bruinwave SDB • IT
• Information Assurance
• Business Intelligence
• Software Engineering
Systalex SDB • IT
• Portal Technology
• Oracle and Java Development
The Alamo Travel Group SDB: WOSB • On-site Travel Services
Fortune International Travel, Inc. SDB: WOSB • On-site Travel Services
Manassas Travel, Inc. SDB: WOSB • On-site Travel Services
Airtrak Travel Agency SDB: Veteran-Owned Business Con- • On-site Travel Services
cern, Service Disabled Veteran Busi-
ness Concern; HUBZone Small Busi-
ness
Kreative Travel and Tours SDB: WOSB; HUBZone Small Busi- • On-site Travel Services
ness
Bonner Travel Service Rodgers SDB • On-site Travel Services
Travel, Inc.
level agreements, hours of operation, and fulfill- sion Systems programs supporting our customers,
ment levels. Rosenbluth joins the Team as the full- including the SEC, MTMC, and the American Red
service reservation and fulfillment provider for eTS. Cross. They will provide leadership in operations
management, technical engineering, and product
5.2.g Completing our Team are high-value small
maintenance and enhancements.
businesses with strong track records working with
Northrop Grumman Mission Systems in integrated 5.2.i BruinWave and Systalex, both SDB organiza-
teams on past programs. ASI, an SDB, provides tions, will provide senior analytic services encom-
program management support, test management for passing information assurance, business intelli-
integration services, risk assessments, and human gence, and portal technology.
factors engineering.
5.2.j Several small businesses, as depicted in Table
5.2.h IDC, a WOSB, provides high-end quality IT 5-2, specializing in quality travel services, will pro-
technical systems engineering skills. IDC has been vide on-site travel assistance, reservation, and
an integral partner on past Northrop Grumman Mis-

NGMS/A020363PR Vol. 2 - 30 “Use or disclosure of data contained on this sheet is subject to the
restriction on the title page of this proposal or quotation.” (APR 1984)

fulfillment services as requested by Federal agen-
cies.
5.2.k The Northrop Grumman Team joins the
scalability of our large enterprise GovTrip solution
with TRX’s booking engine technology; TRX ser-
vices for self-service fulfillment processing, and
quality full-service customer support from Rosen-
bluth. Our Team is bolstered by ASI, IDC, Bru-
inWave, Systalex, and small travel agencies for
specialized support. This powerful combination
provides the quality services desired by GSA with
a team of companies who have experience per-
forming together for other customers, minimizing
the risk for performance.
5.3 KEY PERSONNEL
5.3.a No matter how efficiently designed, an or-
ganization structure alone will not ensure success
unless staffed with highly qualified, motivated em-
ployees. Northrop Grumman takes great pride in the
selectivity of our recruiting and hiring processes.
We provide employees with a very competitive
compensation and benefits package, and we place
them in a highly professional and energetic work
environment. As a result, we are able to attract and
retain outstanding workers.
5.3.b We have identified all of the skill sets needed
to plan and implement the eTS program from con-
tract start-up to full system maturation. We have
every one of these skill sets in place and available
to support the program. Our substantial pool of
technologists and service providers with direct
Government and commercial travel service experi-
ence allows us to be ready on day one and through-
out the growth and expansion of the program.
5.3.c We have selected an outstanding cadre of key
personnel. These individuals were selected not only
for their superb qualifications and experience, but
also for their demonstrated ability to work together
as a cohesive management team. Table 5-3 lists our
key personnel, their positions, and a summary of
their roles and responsibilities on the program. Re-
sumes for each of our key personnel are attached.
5.3.d Our management team is led by Mr. Leo
Hergenroeder, our PM. He is a graduate of the
United States Military Academy and has an M.S.
degree in physics from MIT. He has 25 years of
leadership experience and has managed large
technology organizations with staffs of over 220
employees. He has held program management po-
sitions on a wide range of challenging technology
NGMS/A020363PR Vol. 2 - 31
eTravel Service
programs for a variety of Federal agencies. Most
recently he has served as DPM for the Defense
Travel System (DTS). He is an expert in the analy-
sis of business processes and in the application of
IT to increase the efficiency of business opera-
tions. Mr. Hergenroeder is ideally suited to lead
our efforts in meeting the challenges of the eTS
program.
5.3.e Mr. John Freck is our DPM. He has a B.S. in
Business Administration and an M.S. degree in
Management Information Systems. He has over 14
years of experience managing all phases of the
information systems life cycle and has extensive
experience in finance and accounting. He has sup-
ported the DTS for the past 5 years. Mr. Freck is
ideally qualified to complement our PM and assist
in the overall management of the eTS program.
5.3.f Ms. Judy Silcox is our Liaison Manager. She
is a Certified Travel Consultant with over 30 years
of Government and commercial experience as a
travel industry professional. She has intimate
knowledge of Federal travel policy and travel cen-
ter operations.
5.3.g Dr. Tom Woteki is our Director of Operations
and Maintenance. He has an outstanding record in
directing the development, operation, and mainte-
nance of advanced information solutions for com-
plex requirements. As the Chief Information Officer
(CIO) for the American Red Cross, he directed ef-
forts to replace obsolete legacy systems with a ro-
bust IT infrastructure and oversaw the development
of two major data centers and an enterprise-wide
network.
5.3.h Mr. David French is our Director of Imple-
mentation. He has extensive experience in fielding
and implementing transaction-based systems. He
has almost 30 years of technical and management
experience and has over 9 years of experience sup-
porting government travel systems. He received the
“Federal Hammer Award” for reengineering DoD
travel processes. For the past 5 years he has man-
aged fielding, implementation, and related functions
for the DTS.
5.3.i Mr. Carl Wlotzko is our Manager of Fulfill-
ment. He has over 30 years of experience in the
government and commercial travel industry. As
the National Sales Manager for SatoTravel, he
served as the single point of contact with senior
Federal travel managers for a full range of travel
service functions. As the Regional Sales Manager
for United Airlines, he managed $600 million in
“Use or disclosure of data contained on this sheet is subject to the
restriction on the title page of this proposal or quotation.” (APR 1984)
 eTravel Service

passenger sales to travel management companies. their disposal, including the following key person-
For the past year he has provided fulfillment ser- nel: Mark Marchwicki, an expert in Federal travel
vices for the DTS. regulations and policies; Claire Ellis, a travel sys-
tem implementation specialist; Gil Siler (TRX), an
5.3.j Mr. Ray Canada is our Manager of Training.
expert in Business Data Warehouse (BDW);
With over 30 years of experience, he has held a
Lonnie Cheney, an expert in Enterprise Applica-
broad range of leadership and training positions
tion Integration (EAI); Susan Ledgerwood, an ex-
both in the U.S. Marines and in private industry.
pert in IT Systems Security, and Kerry Kenjesky,
For the past 5 years he has served as the Manager
an experienced travel counselor.
of Training for the DTS.
5.3.n Our Fulfillment Manager, Mr. Carl Wlotzko,
5.3.k Mr. Michael Woolf is our Manager of Cus-
will be supported by a Full Service Fulfillment
tomer Support. He has over 22 years of experience
Management Team staffed with four key person-
with information systems and customer support.
nel from Rosenbluth International and by a Self
He has managed a broad range of customer sup-
Service Fulfillment Management Team staffed
port functions in complex information systems
with two key personnel from TRX. Collectively,
environments. As the Manager of Customer Sup-
these individuals provide decades of experience in
port for Motorola he received the “Engineer of the
the delivery of travel fulfillment services. They
Year” award.
bring to our team a culture of understanding and
5.3.l Mr. Mike Hilt (ASI) is our Risk Manager, a sensitivity to the needs of the traveler and a com-
senior manager from one of our quality, small dis- mitment to total and complete customer satisfac-
advanteged subcontractors. He has extensive tion.
knowledge of the DTS with responsibility for op-
5.3.o In summary, we have assembled an out-
erational procedures and development of test
standing complement of key personnel, and each
plans. He is skilled in the identification and resolu-
of them is committed to the success of the eTS
tion of problems and in the identification and miti-
Program.
gation of program risks.
5.3.m The managers of our functional activities
will have a broad range of personnel resources at
Table 5-3. Key Personnel. Northrop Grumman Mission Systems provides key personnel with clearly defined roles and
responsibilities.
Key Position And Manager Roles and Responsibilities
Program Manager – Leo Hergenroeder • Responsible for all aspects of technical, cost, and schedule performance on the
program
• Serves as the single point of contact with the government for contract require-
ments
• Plans and directs contract staffing and performance
• Ensures quality of all products and services
• Conducts formal program reviews
• Reports contract status, progress, and issues to the Government on a regular
basis
• Reports contract status, progress, and issues to senior NG management on a
regular basis
• Accesses corporate-wide Northrop Grumman resources as needed.
Deputy Program Manager – John Freck • Supports the PM in all PM roles and responsibilities as needed, with special em-
phasis on program cost and schedule performance
• Serves as the PM in the PM’s absence
• Chairs the RRB.

NGMS/A020363PR Vol. 2 - 32 “Use or disclosure of data contained on this sheet is subject to the
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Table 5-3. Key Personnel (continued). Northrop Grumman Mission Systems provides key personnel with clearly defined roles
and responsibilities.
Key Position And Manager
Liaison Manager – Judy Silcox (Intercontinental)
Operations and Maintenance Director – Dr. Tom
Woteki
Implementation Director – David French
Fulfillment Manager – Carl Wlotzko
Training Manager – Ray Canada
Customer Support Manager – Michael Woolf
Risk Manager – Mike Hilt (ASI)
NGMS/A020363PR
eTravel Service
Roles and Responsibilities
• Works with the NGMS Outreach organization to establish GovTrip user groups
• Analyzes information obtained from user surveys and makes recommendations for
improvements
• Is a travel industry subject matter expert for the GovTrip Operations and Mainte-
nance team who will define future priorities and features to improve GovTrip
• Communicates progress and status of improvements to users
• Organizes GovTrip User Group meetings in conjunction with the GSA National
Travel Forum.
• Identifies new and emerging requirements for systems performance
• Assesses new technologies for potential program application
• Directs the continued enhancement of the GovTrip system
• Directs technology insertion and testing
• Plans and directs a comprehensive program of system maintenance
• Oversees full life cycle of system enhancement, testing, and operations.
• Maintains overall configuration control of the GovTrip system
• Manages and controls all interface requirements
• Manages deployment and fielding of all system elements
• Manages ongoing GovTrip operations
• Manages implementation of specific support services to individual agencies
• Manages the implementation staff.
• Oversees fulfillment organization (Rosenbluth International Travel and TRX)
• Oversees other TMCs as they are awarded task orders
• Ensures that all fulfillment services specified in the SOO are accomplished
• Provides fulfillment organizations with performance recommendations
• Establishes and chairs a GovTrip TMC User Group to take advantage of lessons
learned to gain continuous improvement of the fulfillment process
• Evaluates, tests, and implements suggestions with Government approval.
• Develops training requirements
• Manages the development of training materials
• Plans and implements a comprehensive program of online, instructor-led, and TTT
courses
• Solicits, collects, analyzes, and responds to trainee feedback data
• Manages the training staff.
• Ensures customer satisfaction
• Manages overall business practices for customer support
• Prioritizes customer support initiatives
• Develops and oversees SOPs for customer support
• Directs development of technical documentation, white papers, Frequently Asked
Questions (FAQs), HelpDesk bulletins, notifications, and other quick reference
material for customer support
• Develops and maintains the customer database
• Manages customer support staff.
• Identifies, analyzes, tracks, and controls program risks
• Develops risk mitigation
• Develops and oversees implementation of the eTS Risk Management Plan
• Facilitates operations of the RRB and serves as the recording secretary
• Manages the eTS risk database.
Vol. 2 - 33 “Use or disclosure of data contained on this sheet is subject to the
restriction on the title page of this proposal or quotation.” (APR 1984)
 eTravel Service

Table 5-3. Key Personnel (concluded). Northrop Grumman Mission Systems provides key personnel with clearly defined roles
and responsibilities.
Key Position And Manager Roles and Responsibilities
Travel Regulation & Policy Analyst – Mark Marchwicki • Monitors Federal travel regulations and polices
• Ensures GovTrip compliance with travel regulations and policies
• Supports implementation team in testing and validating GovTrip compliance
• Supports development of interfaces with external financial systems
• Performs policy studies and analyses as needed.
Implementation Specialist – Claire Ellis • Develops and delivers user training
• Prepares user information materials and documentation
• Develops and implements system deployment plans
• Develops and executes GovTrip operational procedures
• Provides agency specific support services as required.
Software Engineer/Enterprise Applications – Lonnie • Responsible for EAI with external interfaces
Cheney • Software lead for federal agency financial system interfaces
• Develops and maintains XML Schema and XML interfaces
• Ensures quality of all EAI software products and services
IT Systems Security – Susan Ledgerwood • Develops and implements Systems Security Plan
• Ensures system compliance with security requirements and accepted security
practices
• Coordinates security policy and practices with appropriate federal agencies
• Supports security audits
• Develops responses to security threats
Business Data Warehouse Specialist – Gil Siler (TRX) • Responsible for establishing business data warehouse requirements
• Responsible for collection and registration of business data and information
• Responsible for maintaining currency of business data sets
• Supports business process reviews with appropriate data and information
Full Service Fulfillment Management Team: • Responsible for full-service operations and providing a high level of responsive-
Keith Jackson (Rosenbluth) ness
Marsha Recker (Rosenbluth) • Provides overall strategic management of client service delivery
Janet Sowiak (Rosenbluth) • Supports the construction and execution of client travel business plan
Corine Decker (Rosenbluth) • Accountable for the successful operations and functions related to the develop-
ment of Rosenbluth travel associates, client retention, and growth and achieve-
ment of service standards
• Responsible for customer satisfaction as per performance goals and objectives.
Self Service Fulfillment Management Team: • Manages the self-service online booking technology for Government travel
Scott Hancock (TRX) • Provides management of processing services, pre-ticketing automation, auto-
Inga Patrick (TRX) mated ticketing, exception handling, post-ticketing automation and management,
travel intelligence and customer care
• Oversees transaction processing services to the travel industry, with focus on re-
engineering and automation of costly manual processes
• Responsible for customer satisfaction as per performance goals and objectives.

NGMS/A020363PR Vol. 2 - 34 “Use or disclosure of data contained on this sheet is subject to the
restriction on the title page of this proposal or quotation.” (APR 1984)