Business Process Analyst

Supporting the leading edge of national defense technology and shaping how the nation tests and fields next-generation capabilities. The Department of War (DoW) Test Resource Management Center (TRMC) playing a pivotal role in warfighter readiness, ensuring military departments and defense agencies have access to the world-class test and evaluation (T&E) infrastructure required to develop, validate, and field decisive military capabilities. Within TRMC, the Test Resource - Investments (TR-I) Division planning, resourcing, and executing major infrastructure modernization programs, advanced instrumentation developments, and high-tempo joint operational test exercises.

TR-I portfolios directly tackling a wide array of the Nation’s highest-priority capability domains—spanning critical areas such as Hypersonic Strike Systems, Autonomous & Unmanned Systems (UxS / Counter-UxS), Nuclear Modernization & Strategic Deterrence, and Digital Engineering, Big-Data Analytics, & Knowledge Systems, among numerous other mission areas.

With hundreds of concurrent projects contributing to a massive, fast-growing "information pile," TR-I operating under an urgent imperative to move fast, provide access to critical project data, and accelerate analytical throughput.

Seeking an energetic, forward-thinking Business Process & Systems Analyst to drive process discovery, eliminate workflow bottlenecks, and articulate clear solutions to our software team. In this high-impact role, you understand the "art of the possible," immersing yourself in the day-to-day operations of TR-I staff, mapping existing workflows, translating user needs into functional and technical software requirements, performing rigorous Verification and Validation (V&V) to ensure newly developed tools solve real operational problems, and continuously championing the integration of modern digital and data-driven techniques across the organization's workflows.

• Conducting in-depth qualitative discovery interviews, observational shadowing sessions, and focus workshops with TR-I division leadership, Portfolio Managers (PfMs), SETA staff, and technical leads
• Uncovering and documenting day-to-day operational realities, implicit tribal knowledge, and unofficial "shadow processes" (such as disparate desktop spreadsheets and manual email workarounds)
• Mapping end-to-end operational workflows using Microsoft Visio (or equivalent enterprise modeling tools), capturing swimlanes, handoffs, decision gates, bottlenecks, and data exchanges
• Identifying pain points, data silos, single points of failure, and redundant administrative burdens across division workflows
• Leading collaborative validation sessions with interviewed staff to review, refine, and baseline workflow diagrams to ensure accurate representation of operations

• Translating documented operational workflows, stakeholder pain points, and executive vision into comprehensive, actionable software requirements
• Authoring clear functional and technical specifications, including Business Requirements Documents (BRDs), User Stories, Acceptance Criteria, and Process Data Flows
• Acting as the technical and operational conduit between TR-I operational stakeholders and the internal/external software engineering teams developing custom tools and automation solutions
• Prioritizing features and user backlogs to maximize immediate mission value, supporting iterative agile delivery cycles and rapid prototyping
• Establishing clear traceability between operational problems, high-level mission goals, and granular software user stories

• Executing end-to-end Verification and Validation (V&V) activities across newly developed or updated software tools, establishing clear boundaries between both processes:
• Verification ("Are we building the tool right?"): Performing systematic evaluations against defined software requirements, functional criteria, and interface specifications (e.g., verifying that the tool ingests specified data structures, enforces permission levels, and executes automated queries within required performance thresholds)
• Validation ("Are we building the right tool?"): Evaluating deployed tools against actual operational workflows and user needs to confirm that the software genuinely alleviates the targeted pain points, streamlines the "information pile," and enables TR-I staff to move faster and make better-informed decisions
• Identifying functional defects, usability friction, performance gaps, and areas for iterative improvement
• Making evidence-based enhancement recommendations, documenting change requests, and championing user-centric refinements through subsequent development sprints

• Proactively exploring, learning, and mastering core enterprise toolsets—including Microsoft SharePoint (SP), Atlassian Jira, Atlassian Confluence, and emerging DoW-approved AI agents and automation capabilities
• Understanding the "art of the possible" across modern digital workflow automation, identifying where commercial-off-the-shelf (COTS) features, low-code automations, or AI-assisted knowledge agents can quickly replace legacy, friction-heavy manual processes
• Architecting structured Jira boards, backlogs, and customized workflows aligned with TR-I processes
• Designing clean, standardized Confluence knowledge spaces and SharePoint repositories to transform fragmented project data into structured, easily accessible division assets.

• Distilling complex process findings and software development roadmaps into concise executive briefings, visually intuitive process summaries, and leadership read-aheads for the Division Chief and Task Lead
• Tracking process improvement recommendations through complete implementation lifecycles, ensuring recommended policy adjustments, software changes, and training interventions are followed through to operational maturity
• Facilitating user adoption and change management across TR-I portfolios by authoring intuitive user guides, release notes, and quick-start reference wikis in Confluence