Featured Past Performance

U.S. Department of Veterans Affairs (VA) Virtual Lifetime Electronic Records (VLER) Program Management Office

Challenge: Our client’s challenge was developing strategic plans for programmatic acquisitions.

Solution: BNL’s certified Project Management Professionals (PMP) applied a comprehensive methodology to develop a Contractor Project Management Plan (CPMP) to lay out the approach, timeline, risks, resources, and tools to use.

Impact: As a result of leading this VLER program, BNL’s acquisition management specialists documented the VA Technology Acquisition Center (TAC) processes and timelines for various contract vehicles as well as for exercising Options and Contract Modifications. We provided expert guidance to the VA program managers in creating an optimal strategy for executing each program’s acquisitions. As a result of our extensive experience, the team was well positioned to provide guidance to program managers in developing the best acquisition plan for utilizing the budgeted funding and submitting the FY Budget Operating Plans (BOP) into the Budget Tracking Tool (BTT) in accordance with incremental contracting guidelines. In addition, we complied with the Office of Management and Budget (OMB) Exhibit 300, a process that shows an Agency management or the OMB that the agency has employed the disciplines of good project management and has built a strong business case for investment.

U.S. Department of Veterans Affairs (VA) Office of Human Resources Management (OHRM)

Challenge: Our client was in need of establishing a unified approach to human resources service delivery and standardizing operating procedures.

Solution: BNL assessed OHRM’s investment management maturity and established an OHRM organizational maturity planning model.  We implemented standardized governance processes throughout OHRM. BNL worked closely with key Human Resources and Administration (HR&A) and OHRM staff to develop multiple standard operating procedures (SOPs) leading to a culture of quality improvement, ability to manage and mitigate risk, and defined processes to support project sustainability.

Impact: Through BNL’s assessment of the workers’ compensation task it resulted in over $66 million in government cost avoidance in less than 18 months.

U.S. Department of the Treasury, Financial Crimes Enforcement Network (FinCEN)

Challenge: Our client was challenged with safeguarding the U.S. financial system from illicit use and combat money laundering to promote national security through the collection, analysis, and dissemination of financial intelligence and strategic use of financial authorities.

Solution: BNL provided financial intelligence analysts to turn case requests into well prepared, presented and detailed reports for foreign and domestic law enforcement customers by culling complex financial data to produce all-source financial assessments.

Impact: BNL financial intelligence analysts worked on high profile cases including responses to investigations out of war zones and long term projects with high intensity financial crime areas worldwide. Our financial intelligence analysts’ work detected terrorism financing, threats, or vulnerabilities in licit and illicit networks for domestic and international cases.

U.S. Department of Defense (D0D, Defense Information Systems Agency, Senior Leadership Command, Control and Communications System (SLC3S)

Challenge: Our client required improved target communications networks and systems. This would require monitoring the installation of upgraded/new secure voice equipment, and test the installed secure telephone equipment to verify operation of 2-wire and ISDN interfaces as well as ring down circuits and facsimile operations function efficiently.

Solution: We developed test plans and procedures to manage the assessments and trend analysis for end-to-end connectivity across the SLC3S communications networks and systems.

Impact: BNL supported DISA by establishing a baseline matrix for performance across target communications networks and systems of the SLC3S ES PMO and O&M Service Agencies. This served as a solid point of reference to measure the impact of technology upgrades and changes against user requirements and specifications interoperability requirements and adverse consequences or vulnerabilities.