Topical Workshops
PMI-CPM 24th Annual International
Workshops
Workshop Coordinator: Steve Rice
The workshops will allow conference attendees to participate fully in the development of new techniques, review work in progress, and discuss current issues within the framework of an open dialogue. The workshops are open to all levels and will be moderated by experts from the earned value community.
WS 01 International Standard for EVM
Lloyd L. Carter, VitalThought, LLC
WS 02 Applying EVM to Service Contracts
John Duval, CSC
Tracie H. Thompson, Honeywell
Buddy Everage, SM&A
Gay Infanti, Northrop Grumman
David Muzio, MCR, LLC
WS 03 Building a CPM Volunteer Program
Marilyn McCauley, McManagement Group
WS 04 Deliverable Based Planning & Tracking: A Novel
Approach to Earned Value Tracking
Kenneth S. Meyer, DBPT Methods.
WS 05 Earned Value Management System Surveillance
Lisa D. Matas, EVP, PMP, Booz Allen Hamilton
WS 06 Implementing Earned Value as a Best Practice
Michael Nosbisch, Parsons Corporation
ABSTRACTS & BIOS
WS 01 - International Standard for EVM
As the interest in EVM from both a governmental and commercial perspective has grown over the years, the numbers of guidance documents have also grown. Several nations, including the US, Australia, Canada, Japan, United Kingdom and Sweden have their own document or set of documents laying out the requirements of an Earned Value Management System. Over the years there has been interest in an international standard for EVM but those interested were not in a position or lacked knowledge on how to go about pursuing it. It has only been since the Australian Standard was promulgated by Standards Australia that the mechanism for pursuing an ISO standard has been evident to the people most interested in the pursuit.
The idea of pursuing an international standard was raised in the first meeting of the Global Advisory Committee of the CPM in May 2006. This committee is made up of 26 members from 14 different countries. Although all members we not available at the May meeting, the consensus was that the pursuit of an ISO standard for EVM was long overdue. At the transitional meeting of the Board of Directors of the College of Performance Management (CPM) in November 2007 there was unanimous agreement that an International Standard for EVM was in the best interests of the CPM.
Pursuing an International Standard is a long an arduous road. This workshop attempts to open the discussion concerning the advantages, disadvantages and obstacles toward developing an International Standard for EVM
Lloyd L. Carter
:
Phone: 703-232-1661 x102Email: lloyd.carter@vitalthought.com
1900 Campus Commons Drive, Suite 100, Reston, VA 20191
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Lloyd L. Carter is currently an Engagement Manager, VitalThought LLC. He has been involved with Project Management Systems and Earned Value Performance Management (EVPM) since 1968. He participated in the review of the first contractor to be validated under what was then called the Cost/Schedule Planning and Control Specification (CSPCS). While in the United States Air Force, Mr. Carter served in various acquisition management positions directly related to Project Management and Performance Management Systems. This included assignments ranging from source selection to contract operation activities. From 1972 to 1981, he served as Associate Professor of Acquisition and Project Management at the School of Systems and Logistics at the Air University. During this time he was the Director in Charge of the Cost/Schedule Control Systems Implementation and Surveillance Courses. Included in the duties was providing consulting services to various Department of Defense agencies as well as to the National Aeronautic and Space Agency, Department of Energy, and Department of Transportation. Mr. Carter has written or tailored governmental policies, regulations, and contractual requirements to meet the needs of foreign military sales, construction, development, and manufacturing projects. In the international consulting arena he has designed, developed, and conducted public and in-house seminars on Performance Management Systems attended by thousands of students. While living in Australia he owned and operated MTC AustralAsia Pty Ltd and managed the Australian International Performance Management Conference as well as the United Kingdom International Performance Management Conference in conjunction with the United Kingdom Royal United Services Institute. He has designed and implemented project performance management systems and provided consulting services to over 200 contractor and governmental organizations in the United States, Canada, England, France, Italy, Japan, Australia and Saudi Arabia.
Professional Certifications: Professional Designation in Contract Management, Project Management Professional
Education: BA in Business, Indiana University; MBA and Post Graduate Studies, Ohio State University.
WS 02 - Applying EVM to Service Contracts
Facilitated by a panel including John Duval (CSC), Buddy Everage (SM&A),
Gay Infanti (Northrop Grumman), David Muzio (MCRI), and Tracie Thompson (Honeywell)
EVMS is being applied to a variety of services type contracts but there is no specific guidance or policy on how EVMS should be implemented and used to effectively manage services. The NDIA Program Management Systems Committee chartered a Subcommittee to develop and recommend policy, process guidance, and/or training to support the implementation of EVMS on services type work. Based on results of a workshop conducted at the Fall Conference and our members' experience, the subcommittee and the broader EVM community, concurs that EVM should be applied to many types of service contracts. There is also general agreement that guidance specifically applicable to the use of EVM for management of services is needed.
This workshop will use a specific example of a service, Program management Office, traditionally done as LOE, to address the progress the subcommittee has made in the following areas:
. Organizing work, e.g., guidance for developing work breakdown structures for services (Is a standard WBS for services feasible?)
. Planning techniques;
. Accounting for services (cost collection considerations)
. Analyzing and management reporting, e.g., EV techniques suitable for measuring progress on services work, analysis and forecasting techniques, other useful metrics/indicators that should be used in conjunction with EVM;
. Applying EVMS at the program level;
. Applying EVM to services portion of a development contract, e.g., avoiding excessive use of LOE, or separately analyzing LOE and discrete performance data so as not to mask insight into progress/trends of development effort.
The subcommittee is seeking audience feedback on the work so far, as well as audience experiences, suggestions and recommendations for other topics that need to be addressed and added to future guidance. The format for the session is a primary presenter with a panel from the Subcommittee to respond to audience questions and provide the rationale for the decisions made to date.
John Duval / CSC
Phone: 931-636-5982 Fax: N/A E-Mail: Jduval1@csc.com,
John Duval is the Director of Earned Value Management Systems for Computer Sciences Corporation's (CSC) North American Public Sector (NPS) Headquarters. He is primarily responsible for supporting government contracts with formal EVM requirements through all phases of EVMS deployment including: proposal support, tool setup and training, CAM and EVM methodology training, IBR preparation, and annual contract surveillance. He has been responsible for the development, implementation and sustainment of an enterprise EVMS which integrated detailed performance data for over 600 concurrent projects. As an EVM Specialist for many years, he has performed thousands of project integrated baseline reviews and monthly performance reviews on services projects. His career has been focused on quantifying and tracking IT services projects on large multi-project government cost-plus award fee contracts.
Mr. Duval's 25 years of EVM experience on government services contracts includes 10 years at Goddard Space Flight Center, 2 years for the Bureau of Land Management and 11 years at Arnold AFB. John has a B.S. degree in Industrial Technology from the University of Maryland, holds a CMII certification from the Institute of Configuration Management, and is a certified Dekker Product User.
Tracie H. Thompson/Honeywell
Office: 727-539-4161 Cell: 727-252-6753 E-Mail:tracie.h.thompson@honeywell.com
Tracie Thompson is the Program Planning and Control and Earned Value Manager for Honeywell Technology Solutions Inc. She has over 20 years of experience in project management, with a focus on Earned Value Management. Tracie's Honeywell experience has included working as the Earned Value focal point, as well as providing extensive Earned Value Management training within Honeywell. She is also the focal point for internal and joint surveillance and has coordinated Earned Value Management System Description updates and reviews. Past experiences include serving as the Business Management supervisor and lead on various programs. In addition to Tracie's Honeywell experience, she was also employed by Raytheon and served as a cost analyst, internal surveillance focal point for earned value, and provided earned value training. Tracie holds a BS in Business from Marymount College in New York and a Masters degree from the University of South Florida. She is a past president of the Tampa Bay Chapter of the Performance Management Association (now PMI-CPM Tampa bay) and is a current PMI member with PMP certification. Tracie is also Six Sigma Green Belt certified.
Gay Infanti / Northrop Grumman
Phone: 714-840-6078 Fax: 714-840-6078 E-Mail: gay.infanti@ngc.com
Ms. Gay M. Infanti is Deputy Director, Corporate Pricing, Estimating and Program Control at Northrop Grumman. She has over 25 years of experience in finance, business management, program management, and contract management for government and commercial IT systems and services programs. Ms. Infanti is responsible for business process development, improvement, and integration, as well as process training, with primary focus on pricing, estimating and program management processes, including earned value management.
Ms. Infanti participates on numerous Northrop Grumman process councils including Earned Value Management, Pricing, Independent Cost Evaluation, and Risk Management (RM) and is currently working on a number of process improvement initiatives. Ms Infanti has extensive EVM experience including system development/validation, implementation, surveillance, and training, and served for many years as the EVM Focal Point for Logicon, Inc., as well as for the Northrop Grumman IT Sector.
Ms. Infanti holds a B.A. from the University of California Los Angeles. She is an Officer at Large of the NDIA Program Management Systems Committee and a charter member of PMI's College of Performance Management.
David Muzio / MCR LLC
Phone: 727-441-4614 Fax: 727-443-3242 E-Mail: dlm773@verizon.net
David Muzio is currently a part-time employee of MCR, LLC, specializing in Business Case Development and implementation of Earned Value Management, with expertise in all aspects of Acquisition Management. Dave retired from the Federal Government in 2006 after 39 years of contracting and program management experience. His experience includes: (1) performance-based service contract concept development and implementation across the Federal Government; (2) program management and policy development of the government's outsourcing program defined in OMB Circular A-76; (3) major capital acquisition policy development defined in OMB Circular A-11, Part 7, and the Capital Programming Guide, including the requirements for the use of EVM on all major acquisition programs for both contractor and government development work; and (4) the Federal Acquisition Regulation policy on including EV in Contracts.
Dave has a B.S. in Business Administration from the University of California at Berkeley, and a
(WS02 Continued)
MBA from Auburn University. He is a member and Fellow of the National Contract Management Association (NCMA), a member of the Project Management Institute, including CPM and the Risk SIG. He was presented with the CPM's Driessnack Award in 2006. He is an Officer at Large of the NDIA Program Management Systems Committee and Chair of the Subcommittee on Service Contracting.
Buddy Everage/SM&A
Phone: 703-822-1201 E-Mail: Buddy.Everage@smawins.com
Buddy Everage is a recognized leader in the earned value management community with over 20 years of financial management and earned value management (EVM) experience in both government and industry. During that time he has been involved in organizational and business process improvements in project management and financial management, the design and development of finance and budgeting systems, and the design, development and implementation of earned value management systems. He is currently a Principal EVM Specialist, with the PMA Division of SM&A, where he provides support to aerospace and defense contractors in all areas related to EVM systems development, implementation, maintenance and training.
Mr. Everage represents SM&A as a member of the Executive Committee of National Defense Industrial Association's (NDIA) Program Management Systems Committee (PMSC). He was the primary author and working group lead of the NDIA EVMS System Acceptance Guide as well as a major contributor to the NDIA Program Manager's Guide to the Integrated Baseline Review Process and the NDIA ANSI Intent Guide.
Mr. Everage retired from the naval service in 1994 after twenty-one years as a Naval Flight Officer. In addition to achieving the designations of P-3C Mission Commander and Patrol Plane Tactical Coordinator, he acquired significant experience in financial management and acquisition management. He holds B.S., M.S. and M.B.A. degrees.
WS 03 - Building a PMI-CPM Member Volunteer Program
The College of Performance Management is initiating a formal member volunteer program to involve CPM members. Organizational member volunteer programs allow growth opportunities for the members and provides valuable resources to the organization. This workshop will bring together CPM members with the CPM board for identifying new and beneficial volunteer opportunities. The best ideas are usually within the members who have not had the opportunity to share those ideas. After the workshop the ideas will be used to identify worthy volunteer opportunities to the membership and additional resources for the CPM board to provide more and varied programs and opportunities to the CPM community.
Marilyn S. McCauley, EVP
McManagement Group
937-305-7540
McMgtGrp@aol.com
Marilyn McCauley is a certified Earned Value Professional (EVP). She has 32 years in the federal government (civilian agencies and Dept of Defense) with several years as a senior leader in areas of program control, financial management and Earned Value Management. The last eight years she has served as a consultant for Earned Value Management including teaching numerous classes providing EVM education and training to over 50 organizations and 1500 students, assessing EVM systems against the ANSI Standard 748, providing EVM expertise for proposal preparations and providing overall EVM assistance to both government agencies and industry. She served as an advisor to OMB in their identification of EVM requirements and is frequently quoted in project management publications as an EVM expert. She has a undergraduate degree in management from Wright State University, a masters degree in management from Central Michigan University and is Level III Certified in DoD Acquisition Management (Financial Management).
Marilyn currently serves as the CPM Vice-President of Administration. Her duties include membership issues and with this workshop she hopes to build a bigger and better CPM member volunteer program that benefits the CPM member as well as provide additional resources to CPM for enhancing its programs.
WS 04 - Deliverable Based Planning & Tracking:
A Novel Approach to Earned Value Tracking
Introducing a novel variation to Earn Value Management for projects which are primarily resource constrained. This type of scheduling problem is typical in software development projects where the timeline is driven primarily by resource availability and skillset constraints rather then detail network dependencies as might be found in the construction industry. The approach implements a simple method for calculating PV based on resource capacity management and uses resource hours as the unit of measure for EV, AC, and PV. The method provides a practical approach to implementing the best practices of binary miniature milestones, deliverable focused tracking and the TSP Teamworking Process. Teams which have adopted the DBPT approach, have been able to produce weekly EVM based trends and capacity planning metrics with drilldown to the individual resource.
Kenneth S. Meyer, DBPT Methods
Phone: 682-465-4680 E-mail: kenmeyer@dbptmethods.com
Ken Meyer is a specialist in IT Portfolio Management as well as IT Program and Project Management. Ken has a 30 year background in all aspects of IT project work. He established his first PMO in 1994 and has since been involved in both small and large PMO’s up to a $60M portfolio for a major telecommunications company. Over the past four years at KeySpan, Ken provided expert guidance in the development of the IT PMO and more recently he advised LOB executives on the establishment of their Business PMO. In addition to Portfolio Management, Ken has assisted companies in the development of CMM compliant project management practices. Ken brought the methods and tools of Deliverable Based Planning & Tracking to KeySpan as a core technique.
As consultant and employee Ken has worked with major companies including KeySpan, USAA, Verizon Communications, GTE, Coopers & Lybrand, IBM and Tenneco Oil. Over the years he developed the concepts and tools of Deliverable Based Planning & Tracking and recently formed DBPT Methods to promote the method.
WS 05 - Earned Value Management System Surveillance
Once you’ve been through the initial EVMS certification process, how do you prepare your team for the EVMS Surveillance visits? What are the potential pitfalls of which you should you be aware? How can you ensure your CAMs, PMs, Functional Managers and Executives will successfully complete their system surveillance interviews? Your organization has worked hard or is working hard to achieve certification of your Earned Value Management System to the ANSI/EIA-748A standards. Certification does not end once you have obtained Advance Agreement. A key component of your Advance Agreement with the DCMA or other certifying agency will be maintaining that certification by allowing the ongoing surveillance of your EVM System. In this workshop, we discuss some mock interviewing techniques, crucial project health check points that must be analyzed, and explore key strategies for successful Surveillance visits. Also discussed will be lessons learned from real-life examples of pitfalls, failures, and successes.
Lisa D. Matas, EVP, PMP, Booz Allen Hamilton
Phone: 703-377-4686 E-Mail: matas_lisa@bah.com
Lisa Matas is currently the Manager of Earned Value Management System (EVMS) Surveillance for Booz Allen Hamilton, a leading global consulting firm that is committed to delivering results that endure. As the firm-wide EVM focal point, Lisa is responsible for ensuring that the Earned Value Management Control System Description (MCSD) and concomitant Standard Operating Procedures (SOPs) are in compliance with the latest ANSI/EIA-748A and related standards. Lisa is also responsible for ensuring, corporate-wide, that any and all contracts requiring EVM are maintained in compliance with the standards. Lisa establishes the corporate-wide processes for periodic surveillance visits which include hands-on review and analysis of Contract Performance Reports and other evidence of the value and effectiveness of the EVMS. Lisa represents the Firm and directly interfaces with the certifying agency representatives.
Lisa is a frequent speaker and trainer of Earned Value Project Management (EVPM) topics. She has served as a guest lecturer for graduate students at Bowie State University in Maryland, as well as volunteered her time to teach project management essentials for the organization Dress for Success. Prior to her tenure with Booz Allen, Lisa worked for such major defense contractors as Raytheon and Northrop Grumman. Lisa was also the EVM focal point at Thales Communications, Inc., including the management of their Program Planning and Control group, responsible for policy and training development for all matters EVM.
Lisa has been certified by the Association AACEI as an Earned Value Professional (EVP) and by the PMI as a Project Management Professional (PMP).
WS 06 Implementing EVM as a Best Practice
Parsons Corporation is a $3 billion/year engineering and construction management firm that executes both commercial and government contracts at locations all around the world. As such, Parsons has been utilizing formal earned value management (EVM) methodology in support of its major government programs since the C/SCSC days, and is currently working to establish an advance agreement with both DoD and DOE for its ANSI 748-compliant EVM system description and related procedures. However, the rest of the corporation has struggled with the implementation of basic EVM principles where they are not specified by contract, to the point where minimum requirements applicable to all Parsons projects were recently mandated within two internal “best practice manuals” for project management and project controls. While this buy-in by upper level management is critical to the ultimate success of any such initiative, unfortunately the directive was communicated well in advance of a detailed plan actually being established to promote/ensure conformance. The focus of this presentation will be to illustrate both the strategy and tool that were subsequently developed for one of Parsons business units to be able to cost-effectively comply with this “top-down EVM implementation directive,” along with specific metrics that will attempt to illustrate the results of the initiative to date.
Michael R. Nosbisch, Parsons Corporation
Phone: (626) 440-2887 Fax: (626) 440-3066 e-mail: michael.nosbisch@parsons.com
Michael has over 19 years of experience in project management and project controls within both the government and private sectors. Since leaving the U.S. Marine Corps as a Captain in 1994, he has worked for several of the leading EPC firms in the industry, to include URS Corporation, Jacobs Engineering, and Kiewit. Currently, Michael is Vice President/Manager of Project Controls for the federal government-dedicated business unit of Parsons Corporation, headquartered in Pasadena, CA. In this capacity, he has traveled extensively to domestic and international project locations including Iraq, Russia, and Indonesia. Michael is also an adjunct professor at the University of Southern California, teaching graduate level courses in heavy construction estimating and scheduling.
A former member of PMI, Michael was certified as a PMP in 1999 (currently inactive). He has been an active member of AACE International since 1999, serving as both a section officer and technical board member. Through AACEI, Michael became a Certified Cost Consultant (CCC) in 2001, and was certified as a Planning and Scheduling Professional (PSP) in 2004.