Practice Symposia

Practice Symposia

PMI-CPM 23rd Annual International

Conference Proceedings

Practice Symposia

Symposium Coordinator: Ray Stratton

PS 01 EVMS Implementation Readiness Assessment

Kelly Gaston, PMP, Charter Performance Management Group, LLC

Candi Randolph, PMP, Charter Performance Management Group, LLC

PS 02 Integrating EVM into an Effective Project Assessment Framework

Ted Williams, PMP, ProjectRX, Inc.

PS 03 Using Earned Value Management for Successful

Program Performance Management

Deborah A. Tomsic, Office of the Secretary of Defense

PS 04 EVM Practice – Lessons Learned & Business Solutions

Mohan Kondur, BS, MS, MBA, PMP, SIRCO, Associates

PS 05 Is there more to EV than CPI/SPI?

“An Introduction to Project Team Success at Siemens”

Christy Peebles, PMP, Siemens Corporation

Steven Godoy, PMP, Siemens VDO

PS 06 Integrated Baseline Review – Bridging the “Great Divide”

Catherine Ahye, PMP, Welkin Associates

Kevin Pickard, Intelligence and Information Systems

PS 07 A Simplified Earned Value Management Approach

Dorothy Tiffany, CPA, PMP, Goddard Space Flight Center, NASA

PS 08 OSD (AT&L) DAES Trip Wires

David Kester, DCMA

PS 09 EVM in Practice – How to Dynamically Integrate

Project Planning, Optimization and EVM

Radenko Corovic, MBA, Quebec Government

PS 10 From Apprentice to Professional:

Mastering Personal Performance Goals in Program Planning & Control

Sean Alexander, CEO, VitalThought

PS 11 The Nuts and Bolts of an IBR (Government Perspective)

Kelly S. Border, Tecolote Research, Inc.

PS 12 A Roadmap to EVMS Self-Evaluation and Certification

Thomas J. Wilke, IBM

Rudolph F. Simpson, II, IBM

PS 13 Updating Your Master Schedule in the Real World

Mark Buchholz, PMP, Acquisition Solutions, Inc. (ASI)

PS 14 You Might be an EV Wonk if…

Frederick J Manzer, Strategy Bridge International, Inc.

PS 15 NDIA Earned Value Management Guides – An Introduction

David M. Treacy, PMP, Principal, MCR LLC

PS 16 Integrating Systems Engineering with Earned Value Management

Paul J. Solomon, PMP

PS 17 Using MS Project as a Practical EVM System

Al DeLucia, PMP, PE

PS 18 Implementing EVMS in a Dynamic Project Environment

“Developing the Plan for the Plan”

Basil A. Soutos, Performance Management Associates, Inc.

PS 01 – EVMS Implementation Readiness Assessment

New Earned Value Management polices within the Department of Defense and the Office of Management and Budget have many contractors scrambling to understand, evaluate and implement a compliant Earned Value Management System (EVMS). EVM is an integrated program management approach that touches all project personnel and involves a high degree of integration between people, processes and tools. The implementation of an EVMS involves change across the enterprise. The degree of change and scope of effort required to successfully implement the EVMS depends on the specific earned value requirements and goals of the organization, the organization’s project management maturity, culture, business processes and tools, and the organization’s level of discipline in following established processes and procedures.

An EVMS Implementation Readiness Assessment provides insight into each of these areas and helps the organization formulate a realistic and accomplishable implementation plan. The goals of the EVMS Implementation Readiness Assessment are to identify: Project Management Maturity and Culture, Preliminary Gap Analysis of Key EVM Process Areas, Tools and Technology Capabilities and Needs, System integration points, Documentation needs (policies & procedures; EVMS description), Implementation Risks, and Training Requirements.

During this session, you will learn how the recent changes in government policies are impacting organizations of all sizes, how to assess the scope of implementing of an EVMS in your specific environment, and how to manage customer and corporate leadership expectations throughout the process of achieving EVMS certification.

Kelly Gaston, PMP, Charter Performance Management Group, LLC

Phone: (256) 755-0449 Fax : (256) 461-8774

E-Mail: Kelly.Gaston@CharterPerformance.com

Kelly Gaston, PMP, is a partner with Charter Performance Management Group, a consulting company that provides Earned Value and Program Management support to government contractors and agencies. She has over 18 years of project, program and executive management experience in the defense and federal government industries. Her experience includes EVMS development and implementation, business case analysis, life-cycle application development, systems integration, and world-wide systems deployment. Kelly holds and MBA degree from Auburn University and Bachelor’s degree in Management Information Systems.

Candi Randolph, PMP, Charter Performance Management Group, LLC

Phone: (317) 696-0063 E-Mail: Candi.Randolph@CharterPerformance.com

Candi Randolph, PMP, is also a partner with Charter Performance Management Group. She has over 20 years of project management and EVMS implementation experience. Candi began her career in the aerospace and defense industry where she was chief engineer for the design, development and implementation of a custom designed automated EVMS and project reporting system used by Lockheed’s major aerospace and defense programs. For the past ten years she has been engaged at the Defense Finance and Accounting Service in Indianapolis and is currently a portfolio manager for the agency’s eCommerce, Enterprise and Technology Transformation Initiatives. Candi holds a B.S. degree in Computer Science and has completed coursework towards a Master of Science in Management.

PS 02 – Integrating EVM into an Effective Project Assessment Framework

Project assessments, when properly planned and executed, can provide significant benefits in helping to manage project risk. Why then are they not a standard practice? Three common reasons are:

Awareness – Project Stakeholders often do not have a clear understanding of the purpose, mechanics, outcomes, or benefits of performing project assessments. In many instances, the Stakeholders do not even know what questions to ask.
Fear – Project Assessments, sometimes referred to as Project Audits, they can put fear into the heart of even an experienced Project Manager or Sponsor.
Framework – In numerous cases, an appropriate structure or framework for providing project oversight does not exist.

During this presentation, you will:

learn the key elements of an effective project assessment framework
see how EVM is integrated into the assessment framework
discuss project assessment lessons learned and best practices

This presentation will establish a foundation for individuals interested in attending the “Using EVM within the ProjectRx Assessment Tools” session in the Tools Track, and for others who want to gain a better understanding of how to develop and deploy an effective project oversight framework.

Ted Williams, PMP, ProjectRx, Inc.

Phone: (908) 520-2283 Fax: (908) 292-1060 E-Mail: ted@projectrx.com

Ted Williams is President and founder of ProjectRx, Inc., a New Jersey based consulting company specializing in the development and deployment of effective project assessment frameworks. Ted has over 30 years of IT experience, more than 20 years with hands-on management and oversight of large business critical programs and projects, and 10 years conducting project audits and assessments. ProjectRx provides clients with project oversight solutions that integrate proven processes and a world-class product with the appropriate education, training, and mentoring.

Prior to ProjectRx, Ted was employed by Pennsylvania Power & Light, CSX Transportation, PHH, and Cendant Corporation, where he served as Group Vice President for the Corporate Project Audit Group. He was instrumental in the development of processes, tools, and standards for project management audits which were successfully deployed and thrived in a constantly changing and decentralized environment.

Ted holds a BS in Commerce and Engineering Sciences from Drexel University, MS in Business – Information Technology from Johns Hopkins University, and PMP Certification from the Project Management Institute (PMI) where he is a member of the College of Performance Management and Troubled Projects Special Interest Groups. In addition to PMI, Ted is a member of the Information Systems Audit and Control Association (ISACA).

PS 03 - Using Earned Value Management for

Successful Program Performance Management

The Department of Defense (DoD) has been using earned value to manage its acquisition programs for over 40 years. Earned Value Management (EVM) is a management approach that combines both government requirements and industry best practices to ensure the total integration of cost, schedule, and work scope aspects of projects. While this widely accepted process is a valuable management control tool, its effectiveness is dependent upon many factors, most importantly, the integrity of the management system itself. The validity of the information generated by the management system for decision-making purposes is also paramount. DoD has embarked on several efforts to improve its EVM policy and practices to more successfully manage and oversee defense acquisition programs. This session will focus on the EVM requirements that affect how DoD contracts for EVM, and how management system data and other program and contract information are being—and will be—used at the executive leadership level. In addition, the session will provide an opportunity for participants to dialogue with the presenter and other attendees on a variety of contemporary program management-related topics.

Deborah A. Tomsic, Office of the Secretary of Defense (Acquisition, Technology and Logistics)

Voice: (703) 695-0707 Fax: (703) 693-7043 E-Mail: deborah.tomsic@osd.mil

Deborah (Debbie) Tomsic is a senior program analyst in the Office of the Under Secretary of Defense (Acquisition, Technology and Logistics), Acquisition Resources and Analysis, Acquisition Management. She is responsible for oversight of several major defense acquisition programs and is the Office of the Secretary of Defense focal point for earned value management.

In her previous position, Ms. Tomsic was the senior strategic planner for the Defense Contract Management Agency (DCMA). In this capacity, she was responsible for all aspects of strategic planning and performance measurement for the Agency. Prior to joining DCMA in 1993, Ms. Tomsic served in several assignments with the Department of the Army in the United States and overseas, where she was responsible for a variety of human capital and financial management processes and projects.

Ms. Tomsic holds a Bachelor of Science degree in Business and Management from the University of Maryland and a Master of Science degree in National Resource Strategy from the Industrial College of the Armed Forces. She is also a graduate of the National Defense University’s Senior Acquisition Course. Ms. Tomsic is a certified acquisition professional in the program management career field.

PS 04 - EVM Practice - Lessons Learned & Business Solutions

Quality Backbone If you do not start with a quality project plan, do not track the progress due diligently and do not ensure grass roots ownership and accountability, then you cannot expect to benefit out of any earned value initiative.

EV Threshold Bands A goal of 1.0 for SPI / CPI is ideal. However, it is more practical to manage using threshold bands or limits. You should also suspect any favorable SPI/CPI (i.e., > 1.0 meaning either ahead of schedule or under budget) as it is seldom really the case and often too good to be true. Up to 10% ahead or behind may still mean on-schedule and on-budget to allow for normal planning / estimating inaccuracies.

Portfolio EVM: Good for upper management communications and RYG color management but often is least actionable and hence has questionable value

SPI / CPI Model Extensions:

EV Risks - Quality / Reliability: PMI’s SPI/CPI standard model does not take into account quality / reliability of input WBS. Consequently, GIGO rules (Garbage In Garbage Out). The author proposes a risk-adjusted model where a WBS-based risk factor is quantified and applied to correct the standard SPI / CPI. The risk factor is measured on the three prime sources of project risks ( i.e., Scope, Schedule and Cost) as evidenced in the WBS.
Hours based SPI / CPI –as a workaround to cost-based SPI/CPI: PMI standard model is cost based and requires dollarized WBS. Howevr, most projects typically manage $$ outside the WBS and most project managers typically are also schedule focused first, cost focused next (if at all). The author propses an SPI / CPI work around based merely on level of effort (hours).

Pain Killers available: Author has developed MS project tool supporting the above business solutions and is willing to DEMO if audience is interested and time permits.

Mohan Kondur - Senior Project Manager

SIRCO Associates – BS, MS, MBA, PMP

Phone 248-417-6283 (cell) Fax 248-324-1117 e-mail: mkondur@hotmail.com

Mohan is a project management SME with over 20 years IT delivery accomplishments and is currently employed with SIRCO Associates, Troy , MI as a senior PM. Mohan’s current client engagement is with Blue Cross Blue Shield of Michigan Client Engagement with delivery responsibilities for client’s Medicare / Medicare federal business programs. Prior to SIRCO, Mohan has provided project management services to several automotive, banking and health care sector clients including GM, FORD, Chrysler, Delphi, Comerica, Detroit Medical Center and General Electric. Mohan has also held Industrial Engineering and Marketing Management positions in India for over 10 years prior to IT achievements in the US.

On the EVM topic, Mohan conceived and designed simple to use EVM business process, developed an extremely simple to use MS Project tool for a fortune 500 automotive client and also implemented it to track a multi-year multi-vendor program successfully. Mohan has presented this solution to several industry and professional chapter participants who have shown keen interest to adopt.

Mohan is PMP certified since 2002 and is also an active volunteer member at PMI–GLC chapter.

PS 05 - Is there more to EV than CPI / SPI?

“An Introduction to Project Team Success at Siemens”

Have you considered implementing Earned Value (EV) on your projects or in your organization?

Are you wondering is it really worth it? Wonder how Cost Performance Index (CPI) and Schedule Performance Index (SPI) will solve all your problems? While these two KPI’s provide a wealth of information, the detailed information like the lagging report that can be utilized during the daily execution is priceless. Once this data has been provided to the Project Manager, Cost Account Manager and Team Members, everyone is armed with the information they need to succeed. Think about walking into your next core team meeting with the late and lagging tasks for that week as well as the tasks that are due in the next 30 days. Now you can have a meeting that plans for the future instead of reporting on the past. This is truly management by exception. This session will introduce you to how Siemens is undertaking EV at the project level to make the detail EV methods and data analysis support the attainment of project targets and weekly success. You will walk away from this session with an understanding of how to bring EV to the project team at the detail level they live in.

Christy Peebles PMP, Siemens Corporation

Phone: (212) 258-4256 Fax : (212) 258-4099

E-Mail: christy.peebles@siemens.com

As Program Director in the Strategic Planning department, Christy is responsible for maturing PM@Siemens throughout all of the Siemens operating companies in the US. The goal of PM@Siemens is to provide each group with the project management tools and processes necessary to succeed in our fast paced competitive markets. The business model for each of the companies is unique and their projects can range from $5,000 to $1 Billion.

PM@Siemens was rolled out to the US in 2003; in 2005 Christy began working with a select group of the operating companies implementing Earned Value Management. Christy is a Siemens certified Project Director and a PMP; she has been managing large projects for the Postal Automation division of Siemens Energy and Automation for the past 10 years. In June of 2006 she moved to Siemens corporate headquarters office in New York to focus on PM@Siemens activities and specifically the implementation of earned value management.

Steven Godoy PMP, Siemens VDO

Phone: (757) 875-7078 Fax : (757) 890-1943

E-Mail: steven.godoy@siemens.com

Steven Godoy, PMP, has over 17 years of production and project management experience in the automotive field. Graduation from Clemson University led to various Project Management roles with the Robert Bosch Corporation that pinnacled with the implementation of a green field Wheel Speed Sensor segment. Steven continued to develop professionally at Siemens VDO where he led the implementation of Project Management process and development of local tools at divisions in the US and Italy. For the past three years, Steven has been part of the NAFTA Corporate Project Management Office with a multitude of PM activities highlighted in areas of Project Kick-Off, PMI Certification, PM Training & Coaching and EV pilot projects.

PS 07 - A Simplified Earned Value Management Approach

Many organizations, especially agencies and departments within the federal government, are struggling with requirements to implement Earned Value Management Systems quickly. At the same time, issues such as culture, training and system architecture, have stymied those trying to respond to these new requirements in a timely manner. This presentation identifies many of the roadblocks to implementing EVM, and provides some ideas to bridge the gap until fully compliant EVM systems are attainable. Some very basic EVM principles and analysis will be discussed to show that simplified EVM may not be that hard to implement, after all.

Dorothy Tiffany, CPA, PMP, Goddard Space Flight Center / NASA

Phone: 301-286-5917 Fax: 301-286-1736 E-mail: Dorothy.J.Tiffany@nasa.gov

As Business Manager of the Advanced Concepts and Formulation Office at NASA’s Goddard Space Flight Center, Ms. Tiffany is responsible for developing new projects and their teams. She is a frequent conference speaker and faculty member for the NASA Academy of Program/Project & Engineering Leadership in the fields of project management, earned value management, budgeting and effective communications. Ms. Tiffany is Co-Chair of the annual NASA Project Management Challenge Conference.

She previously managed the business operations of numerous large satellite development projects, including Cloud-Aerosol Lidar and Infrared Pathfinder Satellite Observation, Laser Interferometer Space Antenna, Space Technology-5, Polar Operational Environmental Satellite, Tropical Rainfall Measuring Mission, Tracking and Data Relay Satellite and Landsat. She also directed GSFC’s Financial Management Division and Accounting Branch, instituting major information system reforms with the voucher examination and payment process.

Ms. Tiffany was awarded two NASA Exceptional Achievement Medals and the NASA Exceptional Service Medal for her work in finance and project management and has been recognized for her efforts in mentoring and diversity. Ms. Tiffany has a B.S. in Accounting from the University of Maryland, a Certificate in Project Management from Boston University and a Certificate in Technology Management from the California Institute of Technology (Caltech). She is a certified Project Management Professional (PMP) with the Project Management Institute (PMI) and a Certified Public Accountant (CPA). Ms. Tiffany is a member of PMI, the College of Performance Management, the Maryland Association of Certified Public Accountants and the American Institute of Certified Public Accountants.

PS 08 – OSD(AT&L) DAES Trip Wires

In its simplest form, Earned Value Management (EVM) is the discipline of managing projects successfully. It is the planning and controlling of authorized work to achieve cost, schedule, and performance objectives. Special emphasis is placed on efficiency and effectiveness in the execution of work through the development and operation of an EVM System (EVMS) that includes people, systematic processes, and innovative tools and techniques. EVM helps program managers and their team members understand and operate more effectively in the program management environment.

The DCMA, as Department of Defense (DoD) Executive Agent for EVMS has sole responsibility for reviewing EVMS plans and verifying initial and continuing contractor compliance with DoD EVMS criteria. In April 2006 the DCMA established the EVM Center to enhance the level of support the Agency provides to its DoD and non-DoD customers in the area of EVM. On behalf of the Agency, the EVM Center will oversee and advise upon the implementation and sustainment of contractor EVMS, and facilitate industry and Government maximization of EVM.

DCMA has worked closely with OUSD (A&T) to develop EVM primary and secondary “tripwires” and a set of performance metrics and thresholds that provide unbiased insights into program cost, schedule, and/or performance issues. This session will focus on how OUSD (A&T) is incorporating EVM data analysis as part of the Defense Acquisition Executive Summary (DAES) review process to evaluate the health of Major Defense Acquisition Programs. In addition, the session will provide an opportunity for participants to dialogue with the presenter on a variety of contemporary program management-related topics.

David Kester

Email: david.kester@dcma.mil Phone: 703.428.1145

David Kester is the Director for the Performance Integration Division in the Defense Contract Management Agency (DCMA). He is responsible for Supplier Operations including oversight of the Earned Value Management Center. Mr. Kester holds a Bachelor of Science degree in Industrial Management from LeTourneau University, Longview, Texas and a Master of Science degree in International Management and Commerce from the University of Maryland University College, College Park, Maryland. Mr Kester is a certified Acquisition Professional in the Business, Cost Estimating and Financial Management (BCF) career field.

PS 09 - EVM in Practice –

How to Dynamically Integrate Project Planning, Optimization and EVM

The subject of this presentation is a concept which dynamically integrates project planning, optimization and performance tracking based on EVM. This integration is possible with a tool made up of three sections. The first part is designed to estimate project size, efforts and schedule and to establish an optimal project plan (optimal solution). The second section allows us to easily quantify the impact of different constraints (imposed deadlines, team characteristics, product features, etc.) and to adjust the project plan according to these constraints (planned solution).

The third part, based on EVM concept, is intended to control the execution of the planned solution and to track the project performance in a very easy and effective way. The tool is capable of automatically calculating EVM and ES indicators by identifying the value on a PV curve corresponding to the earned value at a given time and the time when this EV should have been. Project manager is also advised (based on EVM indicators, schedule compression and the risk related to schedule) about the most appropriate action to take to get the project on track. He is not obliged to calculate the indicators at a time already determined in a project plan, he can do it at whatever time he wants. If the project parameters change during execution of the project, the tool will automatically adjust all parameters and establish a new performance measurement baseline.

By simulating a concrete project, this presentation will show how this concept works in practice.

Radenko Corovic

Phone: (418) 528-4981 E-Mail: radenko.corovic@sympatico.ca

Radenko Corovic has over 20 years' experience in the public and private sectors. He specializes in the areas of software measurement, IT performance, business process improvement and IT strategy. His interest focuses on IT management, particularly on the business aspect of IT and IT contribution in organizational productivity.

Mr. Corovic has extensive experience in software metrics and project performance measurement. He designed and built the tool for software size and effort estimating based on COSMIC-FFP (Full Function Points) methodology. He led several projects in project performance analysis as well as benchmarking studies. One of his works “From IT-Centric to Business Centric Software Measurement” was presented at the 13th International Workshop on Software Measurement in Montréal 2003. His recent research about how to improve the EVM application in schedule performance analysis is published in the 2007 winter edition of Measurable News.

Mr. Corovic holds a degree in administration from the University of Sarajevo, a postgraduate degree in management and an MBA with specialization in IT management from Laval University in Québec City. He is currently a manager of a PMO in an agency of the Québec Government and the president of Software Metrics Exchange Group of the Quebec Government.

PS 10 - From Apprentice to Professional:
Mastering Personal Performance Goals in Program Planning & Control

Are you confused about the path ahead? Do you ever wonder how to best use your talents and skills? Have you worked your knuckles to the bone, only to see the accolades and praise go to someone else? Welcome to Program Planning and Control (PP&C).

PP&C is that land of magic and wizardry where ordinary people perform extra-ordinary feats of endurance and stretch the boundaries of tolerance for pain. It is the place where thoughts and ideas form disparate and sometimes conflicting sources come together, and where most of the work of any earned value management system is performed. Nobody is quite sure how it all gets done, but month in and month out the denizens of this fabled land make it happen.

In this presentation we will explore the landscape of PP&C to discover the hidden value within. We will chart a course through the brambles and briars of roles and skills, and slog through the muck and mire of perception and reality. Participants will come away with tools and techniques to survive each day, and solid plans for future growth. If you want to stretch and grow, learn and teach, contribute and serve, then join in the journey and see how good it can really be.

If you live in the world of PP&C, or work with those brave souls who do, then this is the must attend session of the conference.

Sean Alexander, CEO, VitalThought

Phone: 571-748-4255 Fax: 571-748-4764 E-Mail: sean.alexander@vitalthought.com

Sean has been involved in the field of project management, specializing in Earned Value Management Systems, for 29 years. During the past 25 years, as a consultant, he has had the opportunity to assist over 90 organizations in four countries and to see the workings and results of more than 600 projects. For the past 11 years, Sean has lead the company he founded and still runs, VitalThought, through the normal swoop and swell of small business operation. Actually, he seems to be having a pretty good time.

Sean has been lauded for his ability to work with senior executives and front line managers alike. He is routinely acclaimed for bringing a passion and exuberance to educational programs that make earned value and project management come alive. He delights in helping program planning & control organizations raise their professional visibility within projects and companies.

Sean has been around the block more than once, and his experience includes the design and development of over 45 management systems, active participation in over 25 successful system reviews, and the training of over 12,000 individuals at all organizational levels. Some of Sean’s clients include AT&T Government Solutions, General Dynamics C4 Systems, Honeywell Technology Solutions, IBM Public Sector, Lockheed Martin, Raytheon Technical Services Company, United Space Alliance, NASA, the US Navy, and the Department of Commerce.

Sean is founder and CEO of VitalThought and is normally found to be alive in Reston, VA.

PS 11- The Nuts and Bolts of an IBR (Government Perspective)

The IBR handbook and many IBR seminars tell us what must be done during the IBR, but not how to do it. What is the first step? Who’s in charge? What happens when and who does it? This presentation is a practical guide to the logistics on an IBR. Presented are sample checklists, schedules, training, and hints from a successful IBR that has been used as an example for other programs.

Kelly S. Border, Tecolote Research Inc., Los Angeles, CA

Phone: (310) 536-0011 Fax : (310) 539-9922 E-Mail: kborder@tecolote.com

Kelly is a Principal Analyst with Tecolote Research Inc, a leading provider of independent cost analysis, earned value management, and other complex financial management services to the Department of Defense (DoD) and Federal Government. Kelly leads the Tecolote EVM team on a major military program, as well as, serves on the national Tecolote Earned Value Task Force focus group. Kelly developed “Quick Start” training for EVM, IBRs, and EVM analysis, which has been very successful at LAAFB.

Kelly has been in the defense industry over 20 years and resides in Southern California.

PS 12 - A Roadmap to EVMS Self-Evaluation and Certification

Since the advent of the EIA-748 standard, the Defense Contract Management Agency (DCMA) has been evolving towards allowing contractors to perform self-evaluations of their Earned Value Management Systems (EVMS) in lieu of Government-led certification. The purpose of this presentation is to provide a perspective of the EVMS self-evaluation undertaking and the roadmap and guidance necessary to execute it. Although the focus is on the self-evaluation, it also provides some best practices for EVMS certification as well. The authors pull heavily on the recent experiences within a Honeywell team on a $1.6B Air Force contract in Colorado Springs, Colorado and an IBM team on a classified project in Maryland. The paper covers:

An overall perspective of the ANSI 748 and the certification;

The selection of a candidate project;

The Certification Team organization;

The building of the Self-Evaluation Team;

Scheduling & Preparation;

Review Protocol, Planning & Conduct;

In-brief & Out-brief Preparation;

The Final Evaluation and the Final Self-evaluation Report

Thomas J. Wilke, IBM

Phone: (410) 340-6000 Fax : (443) 294-4095 E-Mail: tom.wilke@us.ibm.com

Mr. Wilke has 24 years of experience in project management, contract management, performance improvement, risk management, organizational change management, financial management, business modeling and economic analysis. He has managed and controlled numerous projects with U.S. Federal Agencies, prime contractors, and commercial business enterprises. The majority of these projects and businesses were focused on systems implementations of significant size, complexity and duration. Mr. Wilke is a subject matter expert in earned value management system implementations and brings a broad range of management and business capabilities to bear on assignments and issues.

Mr. Wilke’s current role is the leader of the IBM Public Sector’s Earned Value Management System Program Management Office (EVMS PMO).

Rudolph F. Simpson, II, IBM

Phone: (877) 250-4290 Fax : (877) 250-4290 E-Mail: randy.simpson@us.ibm.com

Mr. Simpson accepted his first program management assignment in 1973 and has been engaged in some aspect of the field ever since. His experience includes estimating, pricing, manpower planning, cost control, schedule control, earned value management, management consulting, firm fixed price project management, cost reimbursable program management, program management excellence, proposal management, college instructor and industry program management trainer. He is an aerospace engineer and has worked primarily within the aerospace industry (Martin Marietta Aerospace, McDonnell Aircraft Company, Fairchild Space Company, and Honeywell Aerospace Electronic Systems) and consulted with over 30 different high technology firms in the Washington, DC greater metropolitan area during his 10 years as an independent consultant.

Mr. Simpson’s most recent role is within IBM Public Sector’s EVMS PMO assisting in the instantiation of an ANSI/EIA-748A-compliant EVMS. He chaired the Organizational Process Group for two successful EVMS self-certification efforts and is a certified PMI Program Management Professional (PMP).

PS 13 - Updating Your Master Schedule in the Real World

Your project has a Master Schedule, you’ve started work, and you need include EVM. Now what? What do you need to do to keep your project schedule current so that the cost and schedule data provides meaningful EVM data? Any project, large or small, needs to keep its schedule current or it looses its relevancy. Yet much of what people use a Master Schedule for is to establish a Baseline, tell upper management that the product will be delivered by X date, and then leave it on the shelf. If they use EVM at all it is to fulfill upper management’s need for a figure. Is a Master Schedule really supposed to be shelf-ware? Or if you do use it, how do you know if it is telling you the truth about your status?

A project’s Master Schedule is more than just a planning and forecasting tool. It is also a communications tool. Yet many of us focus on showing the Critical Path, the Project finish date, and maybe some key milestones. This seminar will present a scalable low-tech real world process to deliver regular updates to the Master Schedule and lay the foundation for reliable EVM data. This process was built on real world experiences to the sometimes limited resources available to government project teams, often in diverse geographic areas. This seminar will present a practical approach to improved communication, root-cause analysis, project monitoring, and implementing corrective action on small to large projects.

This session is for individuals who are either new to, or are mid-way through their professional development in project management.

Mark Buchholz, Acquisition Solutions, Inc. (ASI), PMP

Mark Buchholz, PMP, has over 17 years of Project Management experience and his Masters in Public Administration. As a Senior Consultant with ASI, he mentors and advises ACAT level DOD Program Managers in performance based acquisition and project management. Prior to ASI, he was responsible for numerous national and international projects delivering time-sensitive critical IT infrastructure to a wide variety of law enforcement agencies. Mark co-facilitated a workshop on Performance Based Acquisition and EVM at the Nov 2006 NDIA/SCEA/PMI-CPM conference. Mark is also a co-developer and co-instructor of the ASI class “Fundamentals of Project Management using MS Project.”

PS 14 - You Might be an EV Wonk if…

With apology to Jeff Foxworthy (“You might be a redneck if…”) and Barry Levy (for “EV Wonk”) this session examines some of the things that separate how an earned value specialist views the world compared to others on a project or in an organization. Understanding this difference in perspective and terminology allows specialists to effectively communicate with other members of a project or company team; recognizes the differences in priority of various team members; identifies potential problems; and hopefully creates a few laughs (when we lose our sense of humor, then we are really in trouble). During the session each “you might be” is examined from the EV specialist and how others might view the same concept. Here are a few of the sample topics:

You might be an EV Wonk if “p” refers to earned value
You might be an EV Wonk if “CPR” is a report
You might be an EV Wonk if a “schedule variance” is expressed in dollars
You might be an EV Wonk if “RAM” is a document

Frederick J. Manzer, Strategy Bridge International, Inc.

Voice: (540) 845-0309 Fax: (703) 832-0292 E-Mail: fmanzer@strategybridgeintl.com

A dynamic and skilled trainer requested by customers for their training events. Mr. Fred Manzer combines practical experience with his extensive knowledge of theory to address customer learning needs in their environment and using their terminology. As a government employee and commercial consultant he provided training and project management support for major US defense contractors and US Government agencies acquiring major systems. As a nationally recognized expert in project planning and earned value Mr. Manzer frequently speaks on these subjects at conferences and professional symposia. His systems engineering approach to project management facilitates acceptance by the engineering community and promotes successful implementation of recommended practices. As Director of Project Management at Strategy Bridge International, Inc. he develops and presents training and provides consulting support to commercial companies and government organizations. Mr. Manzer has fifteen years as a professional trainer in commercial and government organizations. Prior to joining the government Mr. Manzer was a project manager in the defense industry and a manager of program control responsible for the implementation of earned value systems in defense contractors.

PS 15 - NDIA Earned Value Management Guides – An Introduction

OMB Circular A-11 Part 7, Supplement, The Capital Programming Guide, requires that agency's EVM processes should be consistent with the guidelines and processes in the National Defense Industrial Association (NDIA) EVMS Guides. For many, these guides have been routinely employed in developing, implementing and managing the EVM processes. For others, the existence of the guides is new information. This session will take the PM on a tour of these guides. The tour will address their organization, relationships, purpose, key elements, and information on obtaining the guides. The session is for those who are just beginning to work in the area of EVM as well as those who have been involved in EVM for many years, especially in industries supporting the U.S. Federal Government.

David M. Treacy, PMP Principal, MCR LLC

Phone: (703)-623-4534 Fax: (703)-830-1279 E-Mail: dtreacy@mcri.com

Mr. David Treacy has had extensive program management experience in complex, research, development and acquisition projects for the DoD, DOE, NASA, and other Federal Agencies. Previously he was a program manager within the Department of Energy for high energy particle research facilities at Stanford Linear Accelerator Center and the Lawrence Livermore National Laboratory. Mr. Treacy was also responsible for developing the policies and regulations for program and project management as well as developing and leading the Earned Value Management System program at Headquarters, Department of Energy. Prior to DOE, David was with the Air Force Space Systems Division in various acquisition capacities including, Systems Engineering, Planning, Programming and Budgeting, Test and Evaluation, Program Control and Program Management. Between assignments in the Air Force, he worked for the NASA Space Shuttle Program and the National Reconnaissance Office as a project manager. He was certified in program management within the DoD Acquisition Corps and is a member of the Project Management Institute and the College of Performance Management, as well as a Project Management Professional. Currently, Mr. Treacy is a principal with MCR Federal, LLC of McLean, Virginia, where he supports FAA, DISA, other Federal Agencies and is active in the National Defense Industrial Association working on the NDIA EVM Guides.

PS 16 – Integrating Systems Engineering with Earned Value Management

This symposium shows how to integrate Systems Engineering (SE) with Earned Value Management (EVM) for effective technical/schedule/cost planning and baseline control. Key SE processes and work products to be integrated into the performance measurement baseline are:

Technical and product baselines
Technical Performance Measures (TPM) and other product metrics
Entry and exit criteria of technical reviews.

Guidance for integration is based on SE and project management standards:

Standard for Application and Management of the SE Process (IEEE Std 1220)
Processes for Engineering a System (EIA 632)
Capability Maturity Model® Integration (CMMI® )
PMBOK® Guide

Understand the latest DoD guides to link EV with all plans, schedules, and award fees per:

Defense Acquisition Guidebook
Risk Management Guide for DoD Acquisition
Guide for Integrating SE into DoD Acquisition Contracts
Work Breakdown Structure Handbook
Integrated Master Plan and Integrated Master Schedule (IMS) Preparation and Use Guide

Examples show how to incorporate technical and product baselines into the IMS and how to base EV on:

Completing the enabling work products, such as drawings, and

technical maturity of the system

Decomposing, validating, and allocating the requirements
TPM planned values

These topics will be discussed and illustrated with best practices, examples, and useful templates:

Specify the best base measures for software development
Monitor technical performance with meaningful variance analysis
Plan and measure rework
Verify integration of SE with EVM during IBR, technical reviews, and independent assessments.

Paul J. Solomon, PMP

Performance-Based Earned Value®

Paul Solomon is an internationally recognized consultant and teacher of EVM. He led the use of EVM at the Northrop Grumman Corporation on the B-2 Stealth Bomber, Global Hawk, and F-35 Lightning II programs. He was on the team that wrote the EVMS standard and received the DoD David Packard Excellence in Acquisition Award. He was also on the team that wrote the PMI “Practice Standard for Earned Value Management.”

He was a Visiting Scientist at the Software Engineering Institute where he authored “Using CMMI to Improve EVM.” He is co-author of the book, “Performance-Based Earned Value®,” published by the IEEE Computer Society/Wiley.

He has taught thousands of professionals and led independent assessment, EVMS compliance, and Integrated Baseline Reviews. Mr. Solomon is a frequent speaker at conferences on systems engineering, software engineering, and project management in the U.S. and India. His web site is a source of guidance and best practices, www.PB-EV.com.

Paul holds BA and MBA degrees from Dartmouth College and is a certified Project Management Professional.

PS 17 - Using MS Project as a Practical EVM System

This session will demonstrate using MS Project features in an integrated way to build a small project from the bottom-up, and then manage it. In planning, tasks will be inserted, linked, rolled up into summary-levels, and schedule and budget will be inserted. The baseline will then be set, and execution will be simulated to do “what if” analyses, compare actual schedule and costs to the plan, and to compute earned value for both individual tasks and rolled-up summary tasks. The underlying agenda of the session is to build confidence in moving around inside the software..

This session is recommended for beginning users of MS Project or intermediate users who want a review.

Al DeLucia, PMP, PE

Phone 215-446-4490 Fax 215-209-0495 E-Mail: al.delucia@gsa.gov

Al has over 35 years experience in engineering, construction management, project management, and facilities management. In recent years, his project management experience has extended into large information technology, personnel recruitment, training, and organizational restructuring projects.

Al is Director of the Project Management Division for the U.S. General Services Administration in Philadelphia, a project management office he designed and implemented in 1994. In this capacity, he leads 18 project managers running a $1.7 billion program. GSA pays contractors on the basis of EV which has led him to investigate practical ways of using EV to manage projects.

With his wife, Jackie, Al is author of Recipes for Project Success, published by PMI in 1999. He is also contributing author to Work Team Coaching, published by Herbelin Publications in 2000, and various articles. He is particularly interested in the use of PM technical tools as ancillary team-building, as well as project organizing, mechanisms.

He is co-developer of the Complete Innovator seminar series with Nick Barbi.

For 5 years, Al has been Associate Director of the Education Committee of the Delaware Valley Chapter of PMI, teaching courses in Foundations of Project Management and leading rewrites of course materials to align with revised PMBOK editions. He is an adjunct professor at Villanova University, teaching masters-level course in performance management, MS Project, outsourcing, and team building. He created and recorded a web based version of performance management, currently available through the Villanova Continuing Education website.

PS 18 - Implementing EVMS in a Dynamic Project Environment

“Developing the Plan for the Plan”

On March 7, 2005, the Under Secretary of Defense revised the DoD EVM (Earned Value Management) Policy by lowering the cost thresholds for contracts that require compliance with the ANSI/EIA-748-A Standard for Earned Value Management Systems (EVMS). The many challenges facing contractors implementing an effective Earned Value Management System (EVMS) include fully understanding the contractual EVMS requirements and level-setting client implementation time-lines.

Toward this endeavor, contractors and DoD agencies should bypass setting an arbitrary date for EVMS implementation. Instead, they should work together to develop a realistic and achievable EVMS implementation plan based on contract complexity, risk, and dollar size. This presentation shows the required implementation areas (Organization, Planning and Budgeting, Accounting, and Data Analysis / Maintenance) and specific steps for setup and execution of an EVMS Implementation Plan from contract award through conduct of the Integrated Baseline Review (IBR).

The specific EVMS implementation steps covered in the presentation include: 1) EVMS Statement of Work (SOW) Assessment, 2) Contractual reporting requirements review, 3) EVMS readiness assessment concerning people, process, and organizational structure, 4) EVMS Tools determination and implementation, 5) Development of EVM System Description and associated EVM standard operating procedures, 6) Planning, Budgeting, and Accounting, 7) EVMS / Financial Reporting, and 8) IBR Preparation, Conduct, and Close-out.

Basil A. Soutos, Performance Management Associates, Inc.

Phone: (703) 409-5941 Fax : (571) 223-1491 E-Mail: bsoutos@pmassoc.com

Mr. Soutos is Director, Earned Value Management (EVM) Washington Area Operations for Performance Management Associates, Inc. (PMA, Inc.). He is responsible for client engagements, business development, and conduct of public seminars. Mr. Soutos has 22 years experience in providing Project Management and Earned Value Management Systems (EVMS) implementation, training and consulting services for Government agencies (NRO, NGA, and NSA) and contractors (Computer Sciences Corporation, Welkin Associates Ltd., Lockheed Martin Corporation, Raytheon, BAE, and General Dynamics). Since 2000, Mr. Soutos has facilitated over 50 Integrated Baseline Reviews and trained over 4,000 acquisition professionals in EVM basics and advanced principles. Mr. Soutos specializes in preparing clients for successfully implementing contractor’s Performance Measurement Baselines (PMB) and conducting Integrated Baseline Reviews (IBR).