Practice Symposia

Symposium Coordinator: Kym Henderson

Industry: Ray Stratton

PS 01 The 5 Ingredients in the EVM Secret Sauce

Chris Bell, Deltek, Inc.

PS 02 A Crawl, Walk, Run Approach to EVM Implementations

Tony J. Barrett, PE, EVP

PS 03 EVM in a Not-So EVM Friendly World

Saul Ackovitz, PMP

PS 04 Can Earned Value Earn It’s Keep?
Moving from cost and schedule reporting to forecasting program performance

Glen Alleman, Lewis & Fowler

PS 05 Agile EVM – Earned Value Management Goes Agile

TamarA Sulaiman, Applied Scrum

Brent Barton, Solutions IQ

PS 06 EVM in Commercial Industries

Jay Smedley, Ernst & Young LLP

PS 07 Work Authorization System

Barbara Phillips, PMP, BAE Systems

PS 08 Utilization of EVM Metrics and Data in the Development of Life
Cycle Cost Estimates & Cost Benefit Analyses

Anthony James Chandler, SERCO

Kenneth Thomson, SERCO

PS 09 Variance Analysis Reports

J. Greg Smith, L-3 Communications

PS 10 Advanced Schedule Analysis Techniques:

John Krahula, PM Metrics

PS 11 Independent (Statistical) EAC; The Catalyst for Positive Project Performance
and Successful EVM Adoption

Kipp Wendland, Harris Corporation

PS 12 Enhancing the EVM Discipline: Lessons Learned from Aviation

Patrick K. Barker, MCR, LLC

PS 13 Readying Your Organization for EVMS Implementation

Candi Randolph, PMP, Charter Performance Management Group

PS 14 Creating and Implementing an EVMS in 90 Days or Less

Sean Alexander, VitalThought

PS 15 Implementing an Enterprise Management System (EMS): Integrating organizational core competencies of cost estimating (CE), earned value (EV) and schedule management (SM)

James D. Qulliam, Tecolote Research, Inc.

PS 16 EVM for Manufacturing and Internal Projects to Measure Performance and Cash Flow Planning

Fernando M. Roque R. PARM AG.

PS 17 Minimize Finance Costs, Maximize Profit with Commercial Earned Value
Performance Management (EVPM)

Roland Horat, Supertech Project Management Pty, Ltd

PS 18 In Search of EVMS Reciprocity at the Corporate Level

Michael Nosbisch, Parsons Corporation

Gary Nowlin, Parsons Corporation

PS 19 EVM and Personal Productivity

Tom Sheives, PhD, PMP

PS 20 Tips and Tricks for Tracking Status and Earned Value Using Microsoft Project

David Radkovich, Subsystems Technologies

PS 21 “Reverse Engineering – Successful Earned Value Management (EVM)

Implementation; What you need to know before selecting an EVM software tool”

Glenn E. Counts, M.B.A., PMP,, EVP, Earned Value Group

PS 22 Getting the Entire Team On-Board to EVM

Gregg M. Hughes, CH2M HILL

PS 23 Earned Value from E through V

Charlie Szymanski, Data/Independence

PS 24 Preparing for the Integrated Baseline Review (IBR)

Kelly Meassick, PMP, Charter Performance Management Group, LLC

ABSTRACTS & BIOS

PS 01 - The 5 Ingredients in the EVM Secret Sauce

Are you having difficulty finding qualified program controls resources? Do your executives understand the value of earned value? Over the past 2 years in conjunction with PMI-CPM, Deltek has hosted several workshops to identify what the top 5 challenges facing program controls practitioners are and the best practices to solve them. In this session, you’ll learn practical techniques in use today to solve the top problems we all face and have an opportunity to share innovative ideas of your own. Whether you’re a seasoned EVM guru or a project management noob, you’ll enjoy this informative session packed with easy-to-use informational takeaways.

Chris Bell

Vice President, Enterprise Project Management

Deltek, Inc.
Phone: 703.885.9131
Fax: 703.734.0346
E-mail: chrisbell@deltek.com

Chris Bell is the Vice President of the Enterprise Project Management group at Deltek, a leading provider of program controls and earned value management software for project focused businesses. Chris has a passion for moderating industry panels and workshops to identify the root cause of today’s most pervasive challenges facing program controls practitioners.

With over 15 years in the project management and technology field, Chris has been invited to speak at many conferences such as Integrated Program Management Conference (IPM), Project Management Institute (PMI) Global Congress, Earned Value Customer Advisory Council (CAC), Association for the Advancement of Cost Engineering (AACE) and many others.

Chris’ combination of industry experience and technology vision makes him an enthusiastic and effective speaker/moderator. He holds a Bachelor of Science degree from Mansfield University, and has completed graduate work at Boston University and Oklahoma State University. He also holds certifications from the Construction Industry Institute and Arizona State University. Before joining Deltek, he was working as an Industry Manager for Primavera Systems.

PS 02 - A Crawl, Walk, Run Approach to EVM Implementations

Earned Value Management System (EVMS) implementations often fail because organizations wait until the last minute to implement a fully compliant EVMS in a flash cut over. Not only is this costly and less than productive; it usually lacks the key ingredient of senior level executive support; and it usually leaves the stench of EVM failure behind for a long period. A less expensive, and generally more successful, approach is to build an organization’s EVMS through a crawl, walk, run approach.

One road map for this crawl, walk, run, approach is to use the following as guidelines:

1) Use HHS’ Tier 2 EVM system for the crawl phase
2) Use Level 2 of the Earned Value Management Maturity Model® for the walk phase
3) Use the full NDIA/PSMC Application and Intent Guides for the run phase

An overview of this crawl, walk, run approach is discussed; cross walks between each these phases of EVMS implementation and the EVMS artifacts recommended in the NDIA/PSMC Intent Guide are summarized; and the approach’s actual use in DBTS’ internal EVM System, as well as its use by some of the Clients of DBTS’ EVMS Professional Practice, are used as examples.

Tony J. Barrett, PE, EV

tjbarrett@dbts.com
W: 202-393-3287
C: 202-329-5936

Mr. Tony J. Barrett is the Executive Vice President and Chief Performance Officer of DBTS, Inc. (DBTS). His primary responsibilities are expansion and management of DBTS’ federal and commercial sector business lines, quality control and risk management for the company’s finances, and establishing and operating a company-wide performance management system. A proven senior executive with multidisciplinary experience in high-level, technology and program management, Mr. Barrett brings more than 25 years of success and accomplishments to DBTS. Mr. Barrett has been continuously and personally involved in the design, implementation, and operation of Earned Value Management (EVM) Systems since 1997.

Mr. Barrett holds a BS in Marine Engineering from the U. S. Coast Guard Academy, a MS in Mechanical Engineering from the Massachusetts Institute of Technology, and a MS in Naval Architecture & Marine Engineering from the Massachusetts Institute of Technology. In addition, he is a licensed Professional Engineer (PE) and certified Earned Value Professional (EVP). Immediately prior to joining DBTS in 2007, Mr. Barrett was focused on program management for large-scale, enterprise-wide information technology (IT) projects and programs. This experience spanned requirements analyses through concept exploration, systems development, full-scale development, full-scale production, and operational deployment and support.

PS 03 - EVM in a Not-So-EVM-Friendly World

Earned Value Management requires two things: a plan and measurements of progress along that plan. What happens when you work in an environment that does not value planning? What happens when measurement – and the transparency that comes with it – is thought to be too hard to do, not worth the effort, or threatening to senior management? What can you do when your job is to provide this visibility anyway? This presentation will explore ways to derive EVM metrics in the absence of a formal commitment to EVMS. This exploration will highlight some strategies to avoid pitfalls that can obscure visibility, damage credibility, and be career-limiting if not handled adroitly.

Phone: 704.491.1780
Email: saul.ackovitz@gmail.com

Saul currently is a Director with a large financial services company where until recently he led the development and implementation of the company’s Program and Project Management Methodology.

Prior to assuming his current role, Saul spent more than 15 years as an independent consultant as well as leading project teams for Price Waterhouse and managing engagements for Accenture. Saul helped to shape business strategy, improve Program and Project Management practices, set up PMOs and implement project performance management systems including EVMS on behalf of clients such as Blue Cross Blue Shield of Florida, Covation, LandAmerica, Lifeguard, Humana, BondDesk, S1 Corporation, Keyeon, Bank of America, Wachovia, South Carolina Electric and Gas, MichCon, Vision Service Plan, McNeil Consumer Products, and TIAA-CREF.

Saul received a bachelor’s degree from Rutgers University, where he studied Information Systems and Economics. He is currently enrolled in the Master of Project Management (M.P.M.) degree program at Western Carolina University.

PS 04 - Can Earned Value Earn It’s Keep? Moving from cost and schedule reporting to forecasting program performance

As organizations move toward leaner and flatter operational structures, program management activities continue to grow as work is pushed down to teams of individuals. Measuring progress to plan in unit meaningful to the stakeholders increases in importance.

In this environment measuring progress with cost and schedule alone is not sufficient. At the same time applying fully compliant Earned Value is difficult to justify in the presence of Lean and Flattened organizations. Determining which criteria of Earned Value to apply in this situation has been difficult for several reasons, not the least of which substantiating the business value of Earned Value. This presentation describes how focusing on deliverables can reveal which of the 32 Earned Value criteria are important in a variety of business and technical domains outside of full DCMA compliance. In this method Earned Value information is combined with Physical Percent Complete and Technical Performance Measures to assure actionable information is available in units of measure meaningful to the decision makers.

This paper presents a project management method constructed around the five (5) Earned Value process areas: Organization, Planning and Budgeting, Accounting, Analysis, and Revisions Management. These 5 areas guide project managers in the programmatic control activities in support of the technical product or service development. From system capabilities, to requirements, the performance measurement baseline, and executing this baseline, earned value principles guide the discovery and management of the projects deliverables and the measure of their physical progress to plan.

Glen Alleman
galleman@lewisandfowler.com

Glen Alleman is Vice President, Program Planning and Controls for Lewis & Fowler, Denver Colorado. Glen defines, develops, deploys, and assures the benefits of Lewis & Fowler's defense and space program management and business process improvement offerings. These include Deliverables Based Planningsm, an Earned Value and Technical Performance Measure based program management method.

Glen’s background includes a formal education in Systems Management, experience in both commercial and aerospace & defense program management, and software development of embedded control systems.

PS 05 - AgileEVM – Earned Value Management Goes Agile

PS 06 - EVM in Commercial Industries

Earned value management (EVM) is much more than implementing tools and training personnel on the proper use of the tools to insure every dollar is being accounted for. Historically, EVM in the commercial industries has been mostly thought of in that vein. Commercial organizations often believe that EVM can be of no use to them because they do not execute government contracts. However, a paradigm shift is occurring. More and more commercial entities are beginning to realize the value of EVM in their organizations. Rightly so, the emphasis of most commercial entities is on getting their product or service to market quickly while achieving the business objectives of the organization. With that emphasis, it is easy to see that EVM must be a system that is not viewed as a financial burden that slows time to market. EVM in a commercial company must be robust, seamless and contribute significantly to the business objectives. Ernst & Young, LLP Program Advisory Services Practice brings that robustness and seamlessness to commercial clients in a way that reduces waste, implements the necessary governance and decision framework and achieves the business objectives of the organization. This presentation will focus on how Ernst & Young, LLP Program Advisory Services Practice brings EVM to the commercial client. The presentation will explain the forces that are causing commercial entities to implement EVM in their organizations and how they are doing it. This presentation will also explain the methodology used by Ernst & Young, LLP Program Advisory Services Practice to implement EVM into a commercial entity and how cost, schedule and performance within those organizations is enhanced as a result.

Jay Smedley, Ernst & Young LLP

Phone: (805) 603-6749
Fax: (866) 650 5267
E-Mail: Jay.Smedley@ey.com

Jay is a Complex Program Manager with Ernst & Young LLP, a global leader in Program Advisory Services. Jay is dedicated to advising Fortune 500 clients in a variety of commercial industries in Complex Program Management. Jay specializes in Performance Management through implementation of earned value management strategies with commercial clients. Jay assists clients in developing the governance and decision framework to drive complex, global business & technology programs to successful completion.

Jay has over 25 years of experience in Project/Program Management. He has managed large, global IT endeavors in Europe, Asia/Pacific and North America. He has an extensive track record of successful execution and delivery of global, custom, complex programs with extensive risks and opportunity, assessing troubled projects and providing remediation strategies to facilitate their recovery. He has designed, directed and deployed large PMOs and supporting Enterprise Project Management Systems for IT endeavors. His information technology skills include successful execution and delivery of ERP initiatives related to Corporate IT strategy and planning, Department of Defense C4I systems, cyber security and risk assessment, solution and technology architecture design, custom systems development and package implementations.

In addition to Ernst & Young LLP, Jay has held senior and executive positions with BAE Systems and Dako, North America where he functioned in program management, systems and software engineering, and PMO Director roles. Jay is a retired U.S. Marine Corps Intelligence Officer with 24 years active service.

PS 07 - Work Authorization System

The work authorization process is the central element of any management control system. Before work can begin, the work authorization system must define and identify the work to be done, the organizational element responsible, and the completion criteria for the work. Work must be authorized and include information tied to the program statement of work. Authorization to perform contract work and expend resources is communicated from contract award or authority to proceed (ATP) from the customer to the program manager down to the responsible organizations, control account managers and ultimately to the individual contributors via documentation. The system is created uniquely by every organization. This session will cover an approach with regard to soft and hard repository options, processes/ procedures and quality control. The Q&A portion will gather additional best practices from the participants.

Barbara Phillips, PMP, BAE Systems
Phone: 703-626-4752
E-Mail: barbara.c.phillips2@gmail.com

Barbara Phillips is a senior principle management consultant with BAE Systems EVMS Certification Initiative. Barbara is responsible for designing and developing earned value management systems for internal and external customers. She has more than 10 years experience in project management training and process development. Her process improvement efforts extend the life cycle of a project and span from work instructions to processes to system description documents. Barbara has advanced to expert knowledge of earned value tools including MS Project, Deltek Cobra and Deltek wInsight.

Prior to joining BAE Systems in 2004, Barbara worked 5 years with the Software Productivity Consortium (now Systems and Software Consortium Inc (SSCI)) as a principle management consultant performing project management consulting services to major defense contractors. As a project manager, she monitored and controlled consulting projects using earned value data. As a senior consultant for Booz Allen & Hamilton, Barbara documented requirements and monitored qualify for the Department of the Treasury.

Barbara is a PMP and has served on the PMI Washington (PMIWDC), Board of Directors since 2004 and volunteered since 2001. She is a member of NDIA PMSC and PMI-CPM.