Practice Symposia

Practice Symposia

PMI-CPM 24th Annual International

Conference Proceedings

Practice Symposia

Symposium Coordinator: Kym Henderson

Ray Stratton - Industry Track

Buddy Everage - Government Track

PS 01 Piloting Earned Value “Light” “An Introduction to EV Pilot Process”

Steven Godoy, PMP, Continental

PS 02 Interfacing Earned Value Management and Risk Management Processes

Lauren Bone, Bone Consulting Limited

Val Jonas, Risk Decisions Group

PS 03 Cost Engineering Applied to Project Management and Manufacturing Unitary

Cost of Products

Fernando M. Roque, R. PARM AG

PS 04 Establishing and Maintaining the Performance Management Baseline

Kimberly Hunter, PMP, KeyLogic Systems, Inc.

PS 05 “Project Kick Off and Planning with EV via the PACT Methodology

(Project Acceleration with Coaching and Teamwork)”

Christy Peebles, PMP, MSP, Siemens Corporation US

PS 06 Statistical Methods Applied to Project Management

Walt Lipke, Oklahoma City Chapter of PMI

PS 07 Earned Value Options and Alternatives

Charlie Szymanski, Data/Independence

PS 08 Lessons Learned During EVMS Implementations: Avoiding the Potholes

Kelly Meassick, PMP, Charter Performance Management Group, LLC

Candi Randolph, PMP, Charter Performance Management Group, LLC

PS 09 Is there more to EV than CPI/SPI? “An Introduction to Project Team Success”

Christy Peeples, PMP, Siemens Corporation

Steven Godoy, PMP, Continental

PS 10 The Missing Link: Schedule Margin Management:

Rick A. Price, Lockheed Martin

PS 11 Cleaning up with EVM: Using EVM to help improve project outcomes

during the development of a Middle Eastern solid waste management system

JME Maxwell, Gartner Lee Ltd.

PS 12 “EVM Return Maps” in New Product Development and Profit Predictions

Ray W. Stratton, PMP, EVP, Management Technologies

PS 13 Change Management for EVM Implementation Success

Craig J. Letavec, PMP, Siemens IT Solutions & Services

PS 14 Using Val IT, Balanced Scorecard and EVM to create value

With IT investments

Mourad Baroudi, PMP, ITIL

PS 15 Using Earned Value on the Fixed Price Contract:

A Good Business Decision

Glenn E. Counts, M.B.A., PMP, EVP

PS 16 EVMS for Program Management: Where Does It Fit?

Simon Dekker, Dekker, Ltd.

PS 01 – Piloting Earned Value "Light"

“An Introduction to EV Pilot Process”

This session will provide an industry process to successfully pilot Earned Value "Light". By selecting the right project manager and a management sponsor, the pilot project has an opportunity to succeed. Developing a team schedule is the next key step that leads to buy-in and the willingness to give this thing called "Earned Value" a chance to succeed. With the use MS Project and Excel, an Earned Value Management System will be up and running in a matter of weeks. Tracking planned task on a weekly basis, over and under-run task and future task on a weekly basis will enable the project team to improve its adherence to Project Scope, Schedule and Cost. Come to this session to learn how to successful implement a pilot.

Steven Godoy PMP, Continental

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

E-Mail: steven.godoy@continental-corporation.com

Steven Godoy, PMP, has over 18 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 four 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. Now with Continental, he will lead the implementation of Earned Value as part of project Key Performance Indicators

PS 02 - Interfacing Earned Value Management and

Risk Management Processes

Sound risk management process and robust earned value management application each offer the opportunity to improve project control and provide the project manager with reliable information on which to base proactive management decisions. All too often the disciplines are practiced in isolation and compete with each other for resource and project management attention, rather than recognising the advantages each has to offer and how best they can compliment each other as part of a return to holistic project management. The ‘Interfacing Earned Value Management and Risk Management Processes’ session developed by Val Jonas & Lauren Bone deals with how to combine the two disciplines of Risk Management and Earned Value Management.

Lauren Bone, Director, Bone Consulting Limited

Tel: (+44) (0)7766 974063 E-Mail:lb@boneconsultingltd.com

Lauren Bone, B Eng (Mech), worked initially as an engineer but for the last 15 years has focused on the introduction and maturation of Earned Value Management in a variety of project environments and organisations.

Her experience includes work for organisations in Australia, Israel, UK, Germany, Italy and the US on both government and commercial projects. Key amongst these have been the successful green field implementation of EV at a division of Israeli Aircraft Industries, the introduction, implementation and training of EV at Metronet, (an organisation charged with upgrade and maintenance of two thirds of the London Undergrounds infrastructure) and work on standardised integrated project management for AgustaWestland. Most recently she has conducted a survey on the status of EVM Implementation within the UK MoD, and hosted an activity to bring exposure of a mature EV environment to senior UK MOD personnel.

Engagements have included Integrated EVMS System Design, Implementation Support, Training & Coaching and participation in EV project Reviews to various of the applicable world standards.

Operating as an independent consultant, Lauren is a foundation member and chair of the Global Advisory Committee of the PMI-College of Performance Management, is a member of UK MOD DEVMIG (Defence EV Management Interest Group) and the UK APM EV-Specific Interest Group. Her most recent efforts through these organisations has involved defining and promoting the integration of Risk and Earned Value and her current focus is on development, maintenance and promulgation of internationally accepted standards in the application of Earned Value.

PS 03 - Cost Engineering Applied to Project Management and

Manufacturing Unitary Cost of Products

              In Project Management time is the only cost variable generally used. No other cost variables are taken. No way to track the expenses of materials, fuel, etc. demanded for each activity or sub-project.
              All the expenses are equally divided on all the activities of each sub-projects of the Project.   This leads to poor control of cash flow because there is no evidence of what activity or sub-project is demanding more money.
              There are two steps to start controlling effectively the project:
              a) Definition of all the cost variables involved and their cost per unit .
               b) Definition of Sub-Projects and Activities and the number of cost   variables units they will consume.
              Multiplying the number of cost variables units per cost, we get the budget of the sub-project. The account system loads each expense to the activity and cost variable that demanded it.
            In manufacturing, not all the products have the same activities and cost variables. That is why we can not equally divide the expenses among them.
            The same case than Project Management, you define the cost variables and activities for each product and then use this model to build the budget for each one and keep track of the expenses.    The account system records the expenses on the activity and cost variable. With the number of goods produced and the expenses, you get the Unitary Cost per product.

Fernando M. Roque R. PARM AG.

Phone: (502) 5523-5190 e-mail: fernando.roque@parm.com

At the present time I work from Guatemala for a swiss consultant company, PARM AG based in St. Gallen. My work area is Cost and Financial Engineering. I design economic models for project management and determination of unitary cost of products. My background is in Computer Science. I was the project manager for the development of the cost engineering software we use in PARM. I have experience in Microsoft and JAVA technologies. I also work with Business Intelligence. All the reports of the PARM software are generated by the Business Intelligence cubes.In Guatemala I run an e-business company focused on Business to Business e-commerce exchange.

PS 04 - Establishing and Maintaining the Performance Management Baseline

Succinctly addressed in Criterion Eight of the ANSI/EIA -748B Standard for Earned Value Management Systems, the proper establishment and maintenance of a time-phased budget baseline, commonly known as the Performance Management Baseline (PMB), is a fundamental requirement for successful Earned Value Management (EVM). Unintentional misrepresentation of the PMB obscures true project performance metrics and often leads to flawed or unreliable EVM metrics. How the PMB is constructed; what is included in the PMB - and perhaps more importantly - what is not included in the PMB are often poorly understood. The inherent characteristics of a properly composed and maintained ANSI-748 compliant PMB will be explored during this presentation. Additionally, both the Top-Down and Bottom-Up methods of establishing the Budgeted Cost of Work Scheduled (also known as Planned Value) will be illustrated along with helpful suggestions for establishing a baseline change management process.

Kimberly Hunter, PMP – KeyLogic Systems, Inc.

Phone: (703) 472-5005 Fax: (304) 296-9100 E-Mail: khunter@keylogic.com

Kim Hunter, PMP, EVP, is a Senior Manager with KM Systems Group. She has over 20 years Capital Planning and Investment Control project management experience in both the federal government and private industry. Kim retired from the Marine Corps in 2003. While on active duty she served as a Contracting Officer Representative for the 4th largest contract in the Marine Corps and wrote several publications concerning Information Management, Command and Control and Administrative Operations. After retirement, she served as a Senior Project Manager for the Navy-Marine Corps Internet Project, as a contractor in support of the State Department, the Department of Labor and the Department of the Interior. In all of these positions she has served as a mentor and staunch proponent for EVM and its application. She holds a Master of Science in Technology Management from George Mason University and is CIO University certified.

PS 05 - “Project Kick Off and Planning with EV via the PACT Methodology

(Project Acceleration with Coaching and Teamwork)”

Have you considered the importance of project kick off’s? Is this just a term or a true practice in your organization? When you are looking at creating a project schedule and plan, how long does it take you? Do you spend time chasing around the contributors just to find out they created a plan that does not match to the latest requirements. If so, then this practice symposia is for you. The PACT Workshop methodology is a systematic modular approach that moves project planning and scheduling from weeks to days, that is where the accelerated comes from. If you need a way to implement EV into your organization while minimizing the pain, PACT is the answer. During this live “storytelling” workshop you will have the opportunity to capture the requirements of an EV schedule quickly and efficiently.

Are you struggling with the concept of lessons learned and coming up with the next best mouse trap. Envision a room full of subject matter experts planning a project and how many lessons learned do they bring to the table with them? What about Non Conformance Costs? The PACT methodology will allow you and your project team to capture, communicate and clarify the project scope together as a team and then jointly create the plan to execute.

Christy Peebles PMP, MSP, Siemens Corporation US

Phone: (212) 258-4256 Fax : (212) 258-4099 E-Mail: christy.peebles@siemens.com

Siemens in the USA provides a broad range of products, systems and services to the nations most technologically advanced enterprises. Markets include Medical, Automation and Control, Power, Transportation, Building Technologies, Information and Communications, Water Technologies, Lighting and Home Appliances. Siemens in the USA employs 70,000 people in more than 825 locations throughout all 50 states and Puerto Rico.

As Program Director in the Strategic Planning department, Christy is responsible for implementing PM@Siemens throughout all of the Siemens operating companies in the US. The goal of PM@Siemens is to provide each operating company 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 for all of the US and specifically the implementation of earned value management.

PS 06 - Statistical Methods Applied to Project Management

An objective of project management is to provide a reliable means for predicting the cost and schedule outcomes. Inherently, the outcome is largely determined in the planning, and of course completion forecasting commonly occurs with analysis of project performance. Having the project plan, management would like to be able to quantify its risk - What is the likelihood for having a successful project with this plan? How much should be allocated to reserves to achieve a high probability of success? If reserves are constrained to maintain the bid price in the competitive range, what is the probability of having a successful outcome? During project execution management desires to answer this question - Can we state with confidence when the project can be expected to complete and simultaneously describe its projected final cost? Earned Value Management (EVM) has long provided basic techniques for predicting final project cost, while recently developed Earned Schedule (ES) offers the same facility for predicting project duration. The application of statistical methods to the cost and schedule indicators from EVM and ES provides a well-founded means for answering the project management questions posed. This presentation describes the fundamental elements necessary for performing statistical analysis.

Walt Lipke, Oklahoma City Chapter of PMI

Voice: (405) 364-1594 Fax: E-Mail: waltlipke@cox.net

Walt Lipke retired in 2005 as deputy chief of the Software Division at Tinker Air Force Base. He has over 35 years of experience in the development, maintenance, and management of software for automated testing of avionics. During his tenure, the division achieved several software process improvement milestones, including the coveted SEI/IEEE award for Software Process Achievement. Mr. Lipke has published several articles and presented at conferences, internationally, on the benefits of software process improvement and the application of earned value management and statistical methods to software projects. He is the creator of the technique Earned Schedule, which extracts schedule information from earned value data. Mr. Lipke is a graduate of the USA DoD course for Program Managers. He is a professional engineer with a master’s degree in physics, and is a member of the physics honor society, Sigma Pi Sigma (SPS). Lipke achieved distinguished academic honors with the selection to Phi Kappa Phi (FKF). During 2007 Mr. Lipke received the PMI Metrics Specific Interest Group Scholar Award and the PMI Eric Jenett Award for Project Management Excellence

PS 07 - Earned Value Options and Alternatives

Earned (EV) value is well recognized as the Gold Standard for performance measurement in managing projects (PM). Benefits of EV include detailed planning needed to establish a quantitative and fungible (usually monetized) baseline, documentation of the baseline, agreement to it, actual work planned and directed toward it, measurement against it, and communication of the measurement/progress. Benefits of EV must be weighed against the real and perceived overhead of involved planning, documenting, tracking, reporting, and change management. For planning, the creation of specific work packages that will be analyzed for deliverable completion and quality and the monetization of them is a benefit as well as a cost.

Frequently lost from sight is the pure objective of establishing a quantified, measurable, objective, prearranged baseline. In some cases, there is no specific need to have intermediate dollar values assigned because either there is no progress payment or the work packages can be made reasonably small enough to pay on completion of the entire work package and not within the work package. For governance outside legally regulated venues, there are other effective and more efficient ways of providing the baseline characterized earlier.

This presentation discusses numerous ways of creating objectively measurable baselines, their benefits and detractions, and alternative ways of utilizing EV in specific situations. Many examples and formulas will be provided throughout the presentation and in the materials.

Charlie Szymanski, Data/Independence

Phone: ((310) 985-2863 Fax : (310) 540-0282 E-Mail: Szymanski@ Verizon.net

Charlie has over twenty years managing projects in IT, relocation, and construction. He has divided his consulting enterprise between commercial and defense industries, so knows earned value from both perspectives. In the 1980s he produced a Program/Functional Management system for an aerospace defense firm eventually utilized by almost all of its professional/technical performers.

Charlie created one of the first personal computing mapping software products in the early 1990s and has capitalized on its success to work projects for distribution firms, direct mail, banking and finance, who require address encoding and geocoding, and other industries. His diverse background makes for interesting discussions and knowledgeable response in many enterprises and pursits.

PS 08 – Lessons Learned During EVMS Implementations: Avoiding the Potholes

Implementing an Earned Value Management System (EVMS) is challenging and complex. Successful implementations begin with a carefully constructed roadmap. This presentation will point out some of the common “potholes” you may encounter and suggest ways you can navigate around them. Kelly Meassick and Candi Randolph of Charter Performance Management Group will share EVMS Implementation Lessons Learned from a variety of clients with differing company cultures, EVMS goals and customer expectations.

In this session, you will learn the importance of:

Anticipating your company’s future EVM requirements
Getting started….today
Getting an independent assessment
Not underestimating the importance of the WBS
Taking your EVMS policies and procedures seriously
Inviting your customer to your EVMS training sessions
Managing your EVMS relationship with your customer

Kelly Meassick, PMP, Charter Performance Management Group, LLC

Phone: (256) 755-0449 Fax: (256) 464-6651 Email: Kelly.Meassick@CharterPerformance.com

Kelly Meassick is co-founder of Charter Performance Management Group. Kelly provides EVMS implementation and Program Management consulting to government contractors and agencies. She has 20 years of project, program and executive management experience in the defense and federal government industries. Her experience includes EVMS implementation, business process re-engineering, life-cycle application development, systems integration, and world-wide systems deployment. Kelly received her MBA from Auburn University and Bachelor’s degree in Management Information Systems from the University of Alabama in Huntsville. She is a certified Project Management Professional.

Candi Randolph, PMP, Charter Performance Management Group, LLC

Phone: (317) 696-0063 Fax: (305) 832-3100 Email: Candi.Randolph@CharterPerformance.com

Candi Randolph is co-founder of Charter Performance Management Group. Candi has over 20 years of Project Management and EVMS implementation experience. Candi began her career in the Aerospace and Defense industry where she was the Project Manager and lead engineer for the design, development and implementation of Lockheed’s first fully automated EVMS and project performance reporting system. In 1996, Candi began a 10-year consulting engagement with the Defense Finance and Accounting Service in Indianapolis where she managed large-scale IT programs. She currently provides EVMS consulting and training services to companies implementing Earned Value Management Systems. Candi holds a B.S. degree in Computer Science and is certified by the Project Management Institute as a Project Management Professional.

PS 09 - Is there more to EV than CPI / SPI?

“An Introduction to Project Team Success”

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 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, Continental

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

E-Mail: steven.godoy@continental-corporation.com

PS 10 - The Missing Link: Schedule Margin Management

Today’s definition of program/project success includes three performance legs: 1) a technical solution that meets or exceeds customer’s requirements; 2) delivered on or under budget; and 3) delivered on or ahead of schedule. A common approach to designing a successful technical solution is the inclusion and management of design margins. A common approach to controlling overall cost is to define and manage budget reserves (management reserve). The third leg, schedule performance, typically does not have a well defined nor managed approach. Heroics and costly recovery actions are all too often relied upon to bring a program in on schedule. This is due in large part to the lack of understanding of what schedule margin is (and is not), how it should be planned and used, and how it should relate to the other two legs of performance.

For years, the terms schedule margin, reserve, float, and slack have been used more or less interchangeably. The lack of clear distinction between margin (reserve) and float (slack) has created difficulty in establishing clear methodology for including this “element” in baseline schedules while meeting EVMS requirements. How do you account for it in the baseline and is it funded or unfunded?

Most guidebooks do not provide guidance on how to plan and manage schedule margin, particularly in an EVMS environment. This presentation defines the critical differences between margin and float, defines a method for inclusion of margin in the baseline, and provides a proven methodology for managing schedule performance by managing schedule risk.

Rick A. Price, Lockheed Martin – Denver, Colorado

Office: 303-971-1826 rick.a.price@lmco.com Cell: 303-667-3379

Rick Price has over 27 years of Program Planning and Control experience with Lockheed Martin. He has worked DoD, NASA, and commercial space programs covering launch vehicles (Titan and Atlas), Spacecraft (STARDUST, DoD), and site activation efforts. He has also worked as part of subcontract management teams and is currently the Senior Planning Manager for the Subcontract Management and Procurement area of Lockheed Martin Space Systems Company. His responsibilities have included development and management of detailed critical path networks/schedules, cost/schedule integration implementation and maintenance, IMP/IMS development and maintenance, and implementation of program control techniques and processes used to manage day-to-day program operations.

Rick is a recipient of the NASA Public Service Group Achievement Award, co-authored the IEEE paper: “STARDUST: Implementing A New Manage-To-Budget Paradigm”, and presented the practice symposium “Sniffing Out Potential Problems In A Critical Path Network And Why You Should Care” at the 2006 PMI-CPM conference.

PS 11 - Cleaning up with EVM: Using EVM to help improve project outcomes during the development of a Middle Eastern solid waste management system.

Earned Value management (EVM) is not just a management tool for organizations with mature project management practices, working with stakeholders who are already familiar with the techniques involved. Organizations with less mature project management practices can get value from EVM on their projects. EVM can be an effective technique for communicating with stakeholders even if they are not already familiar with the methodology. This presentation explores the lessons learned from using EVM to manage a project to develop a solid waste management system for a municipality in the Middle East. This exploration will look at the specific challenges of implementing EVM in an organization with low project management maturity and using EVM as an effective communication tool to an unfamiliar client. This discussion will also highlight the tools and techniques that helped the project overcome these challenges.

JME Maxwell, Gartner Lee Ltd.

Phone: 519.400.5804 E-mail: jmaxwell@gartnerlee.com

JME Maxwell is a senior consultant with Gartner Lee Ltd, an environmental consulting company that combines biophysical sciences, engineering, social sciences and economics to provide sustainable strategies and solutions. JME has helped develop GLL’s internal project management office as well as provide project management and project management consulting for external clients. In his role for GLL JME helps asses project management maturity, develops tools and processes to improve project management, and provides project management coaching. Most recently, JME has developed systems and strategies to manage various environmental project portfolios.

Prior to joining Gartner Lee, JME was active in the strategic management research community and managed the production departments of several IT firms. In these roles, he introduced and implemented project management methodologies as well as provided leadership to his production teams.

PS 12 - “EVM Return Maps” in New Product Development and Profit Predictions

Earned value management is a great tool for project management. It is well established as a “best practice” in the aerospace, defense, construction, and IT sectors. What about new product development (NPD)? What about the project to develop a new commercial product? This presentation will show how using earned value management during the product R&D phase can be linked to product “return maps”, producing an EVM Return Map. The graphical output of merging these data vividly shows (a) R&D cost and schedule performance, (b) when R&D costs will be recovered, and (c) when certain ROI profit goals will be met. Like EVM, the EVM Return Map establishes a cost and schedule baseline for the product’s R&D, manufacturing, marketing, sales, distribution, and delivery efforts. This multifaceted baseline helps keep the whole product development, manufacturing, and sales teams focused. Actual costs and performance variances are measured using the EVM Return Map. This helps direct manufacturing and sales resources toward achieving and exceeding the product profit goals established prior to the R&D. Finally, the analysis and projections of commercial product sales and profit, based upon EVM Return Map cost and schedule performance can help public corporations improve the accuracy of forward looking financial forecasts as part of their SOX reporting.

Ray W. Stratton, PMP, EVP, Management Technologies

Phone: (714) 318-2231 Fax : (714) 529-2961 E-Mail: raystratton@mgmt‑technologies.com

Mr. Stratton, PMP, EVP, is founder and president of Management Technologies, an earned value management training and EVMS process engineering firm. He has taught Earned Value Management, Project Management, and Business Case Analysis to individuals from US and foreign governments, educational institutions, and commercial and defense companies. Mr. Stratton regularly conducts public and on-site workshops in EVM, and general project and program management, for a cross section of industries including IT, construction, consumer products, software development, energy, and chemical industries. He has clients in both industry and government. He has also conducted seminars for Project World and PMI.

He is the author of "The Earned Value Management Maturity Model®", published by Management Concepts.

Mr. Stratton is a PMI certified Project Management Professional (PMP), and AACEI (Association for Advancement of Cost Engineering, International) certified Earned Value Professional (EVP).

He was the Vice President, Research and Standards, for the PMI College of Performance Management for five years. He is Chair of the Computer Science Industry Advisory Council at California State Polytechnic University. He is also a member of the Editorial Board for "Projects@Work" magazine. Mr. Stratton retired from the Naval Air Reserve at the rank of Captain. He last commanded an Engineering Unit that supported a variety of studies and projects on behalf of the Naval Air Systems Command, laboratories, and ranges.

When not involved with clients, Mr. Stratton volunteers his time piloting aircraft for Angel Flight in the transport of financially needy medical patients from remote locations to urban treatment centers.

PS 13 - Change Management for EVM Implementation Success

The implementation of earned value management in an organization can present a significant change in how organizations manage project work. Project managers and team members will be affected by new ways of tracking work. Organizational leaders and other users of the earned value data created will have new data, new information, and new ways of assessing the position of project and programs both at the individual level as well as within the context of the organization’s overall portfolio. Other stakeholders will be reliant on EVM information or will be affected by changes in processes that are required to effectively implement EVM. How to you prepare your organization for this change?

This presentation will provide practical insight into organizational change management from the perspective of implementing earned value management, equipping you with a set of simple principles and tools to help you more effectively prepare your organization for change associated with your earned value management implementation. The presenter will provide insight from his own experience implementing earned value management and enterprise project management tools as well as insight into general principles of organizational change management that are applicable to many types of organizational change. Topics will include effective stakeholder identification and management, planning for implementation success, overcoming resistance to change, and practical considerations for structuring your earned value management implementation project for success.

Craig J. Letavec, PMP, Siemens IT Solutions & Services

Phone: (513) 336-1219

E-Mail: craig.letavec@siemens.com

Craig J. Letavec, PMP serves as Director, Enterprise Program Management Office, at Siemens IT Solutions & Services USA. Over the course of his career in the information technology field, Craig has served as an enterprise program manager, senior engagement manager, and project manager for large-scale global software development and implementation projects, relying heavily on program management and EVM techniques to successfully deliver complex software programs for customers. Additionally, he has been responsible for the implementation of program management offices, enterprise project management software tools, and project management and EVM processes. Craig holds a Master of Science degree in Project Management from George Washington University and is the author of the project management text The Program Management Office: Establishing, Managing, and Growing the Value of a PMO. He currently serves as Vice-Chair of the PMI Program Management Office Specific Interest Group (PMOSIG) and as Symposium General Chair for PMO Symposium 2008, an international conference on the PMO.

PS 14 - Using Val IT, Balanced Scorecard and

EVM to create value with IT investments

Most successful organizations know the value of information-technology for their business. However, they struggle to realize the potential value from their IT investments. A 2004 Research by Jeffery and Leliveld at 130 companies shows that only 17% of their IT investments are considered to be aligned with their strategic goals.

This is a symptom of the inadequacy of IT portfolio management. Indeed, various studies point out that a significant number (75% to 90%) of IT Projects are troubled, meaning that they do not meet schedule, cost or scope constraints.

The challenge facing today’s organizations is to implement the appropriate practices to ensure that IT-enabled business investments deliver optimal value, at an affordable cost, with an acceptable level of risk.

Val IT, Balanced Scorecard and Earn Value Management aim to help organizations to take up this tremendous challenge.

By clearly defining these concepts, their objectives and the relationships between, this presentation will enable organizations to focus on changes that IT both enables and requires rather than focus on technology.

It covers Val IT framework as a governance and management approach that aims to align IT portfolio management efforts with the corporate strategy and optimize the efficient use of resources and the levels of risks, Balanced Scorecard as a performance management process for measuring whether IT investments are meeting its objectives in terms of vision and strategy, and the Earn Value Management as the core processes for managing IT projects.

Mourad Baroudi, PMP, ITIL, ISO 9001:2000 & 27001 L A

Phone: (212) 61 16 39 88 Fax : (212) 22 35 17 48 Email: m.baroudi@groupeaddoha.com

Education and certificates

December 2007 : IRCA ISO 9001:2000 Lead Auditor, Bureau Veritas Certification, France ;
October 2007 : ITIL Foundation Certificate in IT Service Management, EXIN, Netherlands ;
June 2007 : PMP (Project Management Professional), PMI, USA ;
April 2007 : IRCA & ICA ISO 27001 Lead Auditor, Auditware, France ;
June 2005 : Certificate in Value Management Foundation Course, IVM, UK ;
October 2005 : Specialized Master in Auditing, Management Accounting and Information Systems, Lille Graduate School of Management, ESC Lille, France ;
June 2001 : Engineering Degree in Computer Science with a concentration in Software Engineering, ENSIAS, Morocco.

Professional Experience

November 2005-Present : Chief Quality Officer and Deputy Chief Information Officer, IT and Quality Department, ADDOHA Group (Premiere Real estate and Land development company in Morocco), Casablanca, Morocco ;
January 2005-October 2005 : Business Intelligence and Performance Manager, Financial and Management Accounting Division, Centrale Laitière (Premiere Dairy company in Morocco), DANONE Group, Casablanca, Morocco ;
January 2002-December 2004 : IT Project Manager, Information Systems and Supply Chain Division, Centrale Laitière, DANONE Group, Casablanca, Morocco.

PS 15 - Using Earned Value on the Fixed Price Contract:

A Good Business Decision

Empirical evidence shows how EVM supports good business management while functioning as a risk mitigation mechanism on the fixed-price contract. This presentation examines three specific advantages to using an earned value management system on this contract type.

Glenn E. Counts, M.B.A., PMP, EVP

The Earned Value Group, Inc.

Phone: 888.751.9285 E-Mail: Gcounts@evginc.com

Mr. Counts is the founder and CEO of The Earned Value Group, Inc (EVG, Inc.). In this capacity, he is responsible for overseeing the delivery of Earned Value Management Training, Implementation, and Certification services to clients.

He has held the position of Business Analyst, Senior Consultant, Manager, Project Manager, and Program Manager at companies including PricewaterhouseCoopers and IBM.

Mr. Counts holds a Bachelor of Science degree in Management Information Systems from the University of South Florida, and an M.B.A. from Nova Southeastern University.

Mr. Counts is certified as both a Project Management Professional (PMP®) by the Project Management Institute (PMI®) and as an Earned Value Professional (EVP) by the Association for the Advancement of Cost Engineering International (AACEI).

PS 16 - EVMS for Program Management: Where Does It Fit?

Mr. Dekker illustrates the advantages and enhancements that EVM brings to Program Management, while addressing possible issues related to implementing an EVM discipline. How does an EVM discipline fit into and around an existing Program Management framework? Where do the overlaps and gaps exist? How should cultural buy-in issues be resolved so that the new procedures are embraced by those adopting them? How can program managers maximize the benefits of EVM? These questions and more are addressed in this presentation.

Simon Dekker, CEO and President, Dekker, Ltd.

Phone: 909-384-9000 Fax: 909-889-9163 E-Mail: s.dekker@dekkerltd.com

Simon Dekker, the original author of the Dekker PMIS™ (Project Management Information System) software suite, has acquired a unique and diverse background of experience in scientific applications, business management, and systems engineering projects.

Mr. Dekker is an expert on the implementation and integration of contemporary program and project management techniques, and has advised commercial enterprises, government agencies, and government contractors in these capacities. Mr. Dekker has served as the President and Chief Executive Officer of Dekker, Ltd. since the company’s founding in 1984, and has served on the boards of various non-profit organizations.

Prior to leading Dekker, Ltd., Mr. Dekker directed the business and engineering computer centers for the Ballistic Missile Program Office, and was a software engineer for scientific, satellite and defense projects. He has diverse experience in business administration, technology management, and Program Management.

Mr. Dekker has published articles and is an invited lecturer on the topics of Project Portfolio Management (PPM), Performance Measurement, and Earned Value Management (EVM) to various trade associations, private enterprises, government agencies, and universities throughout the United States and Europe.

PMI-CPM 24th Annual International

Conference

Government Track

Program Coordinator: Buddy Everage

GT01 DCMA Standard Surveillance Operating Manual (for Industry)

Donna G. Holden, DCMA

Karen Urschel, DCMA

GT02 NDIA PMSC Perspective on the Current EVM Environment

Dan Butler, NDIA

GT03 DCMA DAES Trip Wires

Donna G. Holden, DCMA

GT04 Department of Defense Earned Value Management Policy

And Initiatives

Deborah A. Tomsic, Office of the Secretary of Defense

GT05 What’s New with EVM at NASA?

Dorothy Tiffany, NASA

GT06 GAO’s Cost Assessment Guide

Karen Richey, GAO

GT 01 - DCMA Standard Surveillance Operating Manual (for Industry)

In 2008 the DCMA EVM Center published a Standard Surveillance Operating Manual (SSOM). This training focuses on the DCMA standard approach to all ongoing surveillance at Department of Defense Suppliers, preferably jointly. The objectives of this training are to provide the participant with a thorough understanding of the standard EVMS surveillance process all DCMA surveillance analysts will employ, describe the roles within DCMA and how the process flows through those roles. As much of the process (when surveillance is conducted jointly) integrates with the Defense Suppliers internal process, where those intersect and how DCMA intends to conduct surveillance as a way of doing business will be discussed.

The framework of this workshop includes the SSOM process flow, standard program risk assessment matrix, the annual surveillance schedule, process groups/guidelines to be reviewed, and working through the EVM Center approval process. On a monthly basis, as surveillance activities occur, guidance is provided for a standard outbrief, if a formal review was conducted, standard report template, and guideline assessment write-ups. The student will be provided with the standard process for Corrective Action Request (CAR) initiation and follow through, should non-compliances arise through monthly surveillance activities.

The student will have gained an understanding of how to actively participate in the ongoing surveillance happening in their own particular industrial setting to best support the intent of the ANSI EIA-748 guidelines.

Donna G. Holden, Defense Contract Management Agency (DCMA)

Phone: (301) 862-0721 FAX: (301) 862-0724 email: donna.holden@dcma.mil

Donna Holden is a graduate of The Ohio State University with a Bachelor of Science in Business Management; with a Master Degree in Business Administration from the University of MD.. She supported the Air Force and SAIC before relocating to southern Maryland to support the Naval Air Systems Command (NAVAIR) as part of the Earned Value Management division of the cost department. Ms. Holden co-developed, authored, and implemented the Schedule Risk Assessment (SRA) process currently in use at NAVAIR. In August 2006, Ms. Holden moved to the Defense Contract Management Agency (DCMA). Ms. Holden is currently the Policy, Process & Training Coordinator for the DCMA EVM Center. Ms. Holden is also the process owner for the DCMA Tripwires briefs presented as required by OSD in the Defense Acquisition Executive Summary (DAES). Further education and certification includes: Level III DAWIA certified in Business, Cost Estimating, and Financial Management from the Defense Acquisition University as of January 2004. Project Management Professional (PMP) certification from the Project Management Institute (PMI) in April 2004. Association for Advancement of Cost Engineering Earned Value Professional (EVP) 2007.

Karen Urschel, Defense Contract Management Agency (DCMA)

Phone: (260) 429-6506 FAX: (260) 429-7726 email: Karen.urschel@dcma.mil

Karen Urschel is a graduate of Purdue University with a Bachelor of Science in Industrial Engineering and a Master’s Degree in Management from Indiana Wesleyan University. Ms. Urschel has over 30 years with the Defense Contract Management Agency (DCMA) in various roles of technical surveillance and analysis. Urschel is currently part of the Policy, Process & Training Division for the DCMA Earned Value Management (EVM) Center, responsible for developing DCMA EVM processes, procedures, and training. Ms. Urschel’s innovative approach for Joint (DCMA, DCAA, PM, and Contractor) Surveillance was recognized by the Office of the Under Secretary of Defense, AT&L, as the “model approach for surveillance” and served as the foundation for joint surveillance and Advance Agreements processes incorporated into the Earned Value Management Implementation Guide. Urschel has received several awards, including DCMA’s Exceptional Civilian Service Award and Vice President Gore’s Hammer Award for Acquisition Reform. She earned the Association for Advancement of Cost Engineering Earned Value Professional (EVP) certification in 2007, and attained DAWIA Acquisition Professional Certifications in the areas of Systems Planning, Research Development and Engineering; Manufacturing, Production, and Quality Assurance; Business Cost Estimating and Financial Management; and Program Management.

GT 02 - NDIA PMSC

Perspective on the Current EVM Environment

This session will provide the NDIA PMSC prospective on the current EVM environment and how industry is addressing issues and concerns resulting from DoD and OMB policies. This presentation will discuss:

The evolution of EVM
The new environment in DoD
The civilian agency environment
The path forward

The Program Management Systems Committee (PMSC) is a committee within the Procurement Division (PD) of NDIA. One of the committee’s primary objectives is to foster mutual understanding and effective working relationships between government and industry regarding the development and maintenance of the ANSI/EIA 748 Standard and the related documents defining effective Integrated Program Management processes.

Dan Butler

National Defense Industrial Association (NDIA)

Dan Butler is the Chairman of the National Defense Industrial Association (NDIA) Program Management Systems Committee (PMSC) and is also active in the Project Management Institute College of Performance Management (PMI-CPM). Dan is a member of the SAIC Corporate Project Execution Office, where he serves as the Director of Earned Value Management Systems (EVMS). Dan has more than 20 years of experience including a diverse background in Program Management and EVM, with experience in both the U.S. Government and commercial arenas. Dan has developed and maintained SAIC’s Earned Value Management System (EVMS) and is responsible for all aspects of implementation, training, and surveillance. Prior to joining SAIC, Dan held numerous positions in Project Control Management and was Project Manager for several C4I programs for General Dynamics Space Systems and International Research Institute (INRI). Dan holds a BS from California State Polytechnic University.

GT 03 - DCMA DAES Trip Wires

In 2006 the DCMA EVM Center began creating the Trip Wires brief to augment the OSD DAES reviews that occur on a regular basis according to the MDAP schedule. The intention was to provide OSD reviews with an independent look at all government weapons systems contracts under which the Earned Value Management Systems (EVMS) requirement is exercised. The independent look from the perspective of cost, schedule, performance, and other EVMS processes would provide an independent perspective from which to garner a more comprehensive assessment of the program. The intention was to keep them simple, keep them to a minimum, and keep them practical. The EVM Center devised nine metrics, two qualitative and seven quantitative about which further program assessment is provided. They fit within the bounds of the original intentions, they are simple, all seven quantitative are derived directly from the Supplier’s Contract Performance Report and Integrated Master Schedule. And the qualitative assessments have a set of criteria against which judgments are rendered.

The participant in this workshop will come away with common understanding how to calculate the seven quantifiable metrics and will understand the criteria by which the quantitative metrics are assessed. The goal of this workshop is to provide this common understanding to all who may participate, from other government offices who may want to begin applying these to their own analysis techniques, to the DoD suppliers who may wish to ensure they will employ similar techniques as a part of their way of doing business.

Donna G. Holden, Defense Contract Management Agency (DCMA)

Phone: (301) 862-0721 FAX: (301) 862-0724 email: donna.holden@dcma.mil

Donna Holden is a graduate of The Ohio State University with a Bachelor of Science in Business Management. She supported the Air Force and SAIC before relocating to southern Maryland. There Ms. Holden began working for the Naval Air Systems Command (NAVAIR) in 2000 as part of the Earned Value Management division of the cost department. Ms. Holden co-developed, authored, and implemented the Schedule Risk Assessment (SRA) process currently in use at NAVAIR. Over the course of her tenure with the Navy, Ms Holden performed numerous SRAs on ACAT1 programs at Department of Defense (DoD) industry leaders such as Lockheed Martin, Northrop-Grumman, Sikorsky, Bell Helicopters, and Rockwell.

In August 2006, Ms. Holden moved to the Defense Contract Management Agency (DCMA). Ms. Holden is currently the Policy, Process & Training Coordinator for the DCMA EVM Center. Her duties include documentation and standardization of DCMA EVM processes, procedures, and training aligned with the standardization thereof. Ms. Holden is also the process owner for the DCMA Tripwires briefs presented as required by OSD in the Defense Acquisition Executive Summary (DAES).

Further education and certification includes: Masters in Business Administration from the University of Maryland, 2004; Level III DAWIA certified in Business, Cost Estimating, and Financial Management from the Defense Acquisition University as of January 2004. Project Management Professional (PMP) certification from the Project Management Institute (PMI) in April 2004. Association for Advancement of Cost Engineering Earned Value Professional (EVP) 2007.

GT 04 - Department of Defense Earned Value Management Policy and Initiatives

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 proven 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 initiatives 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 DoD applies to its contracts, the key issues and challenges that impact the effectiveness of DoD’s use of EVM, and the actions that DoD has taken to improve its implementation and use of EVM. 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)

Phone: (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.

GT 05 - What’s New with EVM at NASA?

NASA manages some of the most complex projects in the world. As federal budgets get tighter, integrating cost, schedule and technical aspects of projects becomes more important. EVM will play an increasingly important role in mission success. What’s new with EVM at NASA? Find out at this session.

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

Voice: (301) 286-5917 Fax: (301)-286-1736 E-Mail: Dorothy.J.Tiffany@nasa.gov

Dorothy Tiffany is the NASA EVM Program Executive and the PM Challenge Conference Project Manager in NASA’s Office of Chief Engineer. She also holds the position of Deputy Chief of the Advanced Concepts and Formulation Office for Business Management at NASA’s Goddard Space Flight Center. Ms. Tiffany is responsible for leading the Agency’s implementation of Earned Value Management and for developing stronger project teams. She is also a NASA training instructor in the fields of project management, earned value management, budgeting and effective communications.

She previously managed the business operations of numerous large satellite development projects, including Calipso, POES, TRMM, and TDRS. 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. She was also awarded the Distinguished Contribution Award by the Project Management Institute (PMI).

Ms. Tiffany holds an M.S. in Project Management from Boston University, a B.S. in Accounting from the University of Maryland and a Certificate in Technology Management from the California Institute of Technology (Caltech). She is a certified Project Management Professional (PMP) with the PMI and a Certified Public Accountant (CPA). Ms. Tiffany is a member of PMI, CPM, the Maryland Association of Certified Public Accountants and the American Institute of Certified Public Accountants.

GT 06 -GAO’s Cost Assessment Guide

(Exposure draft, version 1.0) and how it Defines

Earned Value Management Best Practices

The U.S. Government Accountability Office (GAO) is responsible for, among other things, assisting Congress in its oversight of the federal government, including agencies’ stewardship of public funds. Legislators, government officials, and the public want to know whether government programs are achieving their goals and what their costs are. The capability to generate reliable program cost estimates is a critical function necessary to effectively use public funds and to support the Office of Management and Budget’s (OMB) capital programming process. Without it, agencies are at risk of experiencing cost overruns, missed deadlines, and performance shortfalls—all of which are recurring problems that our program assessments too often reveal.

Our Cost Assessment Guide was developed in order to establish a consistent methodology based on best practices to be used across the federal government for the development and management of its program cost estimates. In particular, it provides a detailed link between cost estimating and earned value management (EVM)—which is especially critical for setting realistic program baselines and managing risk. By design, managers and auditors alike should find this Guide to be a useful manual as they assess (1) the credibility of a program’s cost estimate for budget and decision-making purposes, and (2) the program’s status using EVM.

In this presentation, we will discuss the content of the Guide related to Earned Value Management and highlight case studies from previous audits which illustrate the best practices being discussed. In addition, we will provide examples of recent GAO audits where the Guide was piloted as an audit tool.

Karen Richey

Karen Richey is a senior cost analyst in GAO’s Center for Technology and Engineering, where she is involved in performing cost analyses and technology audits on a wide range of systems. In the past few years, Karen has been responsible for championing the use of earned value management as an auditing tool at GAO. Certified by the National Defense University as a Chief Information Officer (CIO), Karen is also Level-III certified in the field of cost estimating and financial management. She has 17 years experience in the fields of cost estimating and technology auditing.

Before joining the GAO, Karen was a cost analyst for the Department of the Navy where she performed earned value management and developed independent cost estimates for major weapon and automated information systems. Karen holds a degree in Statistics and Mathematics from the University of South Carolina. In the last year, she has developed and delivered a one day training class for auditors on EVM as well as co-authoring articles in The INTOSAI IT Journal and the Navy Comptroller Magazine.