survey-manager/survey-nginx/secure_html/tests/complete/tgwall.ronald.s.kane.civ.360_fisc

tgwall&ronald.s.kane.civ&360_fisc&6.0.0&&&360_fisc&&&terry@terrywall.com, bcarico@actscorp.com&N.Y.N.N.Y.N.N.N.N.N




0.1.o.o.o.1.&360_fisc.001&360_fisc.002&360_fisc.003&360_fisc.004&360_fisc.005&360_fisc.006&360_fisc.007&360_fisc.008&360_fisc.009&360_fisc.010&360_fisc.011&360_fisc.012&360_fisc.013&360_fisc.014&360_fisc.015&360_fisc.016&360_fisc.017&360_fisc.018&360_fisc.019&360_fisc.020&360_fisc.021&360_fisc.022&360_fisc.023&360_fisc.024&360_fisc.025
&::P1.0:1:1:0&::P1.0:1:1:0&::P2.0:1:1:0&::P2.0:1:1:0&?0=0?1=0?2=0?3=0?4=0::P3.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P3.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P3.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P4.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P4.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P4.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P5.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P5.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P5.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P6.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P6.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P6.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P7.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P7.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P7.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P8.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P8.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P8.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P9.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P9.0:1:5:0&::P9.0:1:1:0
&To provide systems engineering support to CERDEC mission programs and customer programs in the area of networked communications as it relates to network and application performance and modeling and simulation. To also develop systems engineering, enhance and refine tools and processes in support of these objectives.::&When presented with problems Josh will take the time to consult others, evaluate alternative actions in terms of their overall impact to the project or organization before choosing a course of action.::&I dont know.::&I dont know.::&?xxx?xxx?2?xxx?xxx::In an environment where most of the projects are funded external customers more emphasis is put on the customer than the organization.&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?1?xxx?xxx?xxx::I think is more a systemic problem than a specific leadership problem with Josh, over the past few years the organization has been in almost constant change.  However, I think branch chiefs, divisions chief should be more focal to top leadership to strive for stability and provide clear guidance on the direction of the directorate.&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::I really cant say for sure.  Ive never had to deal with Josh on tese types of matters, and I dont know how he deals with them with others behind closed doors.&?xxx?xxx?xxx?3?xxx::Again, from personal experience I really dont know.&?xxx?xxx?xxx?xxx?4::Yes, Josh openly recognizes employees work efforts in branch meetings, and submits them for higher level rewards (organizational quarterly and annual awards) if they deserve it.&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?3?xxx::I cant say they Josh schedules time with each person on a monthly basis, but Josh has enough contact with people at on a weekly basis, and sometimes daily, that you understand his expectations and how your perfomance measures up to those expectations.&?xxx?xxx?xxx?3?xxx::&?xxx?1?xxx?xxx?xxx::I cant say Ive ever seen any clear examples of this.&?xxx?xxx?2?xxx?xxx::From the stand point of a mission statement, goals and objectives I dont know if how our branch aligns with the organization, but I believe this is directorate wide.&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?2?xxx?xxx::Same comment as Q 20.&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::&To be more proactive in representing the branches issues and concerns to upper level management, being persistent in making sure upper management is addressing them and following through to a resolution.::
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