Workshops
Workshop Coordinator: Stephen Thompson
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 One Word: Implementation
Michael Hatfield, MBA, PMP, CCC, EVP
WS 02 Results-Based Project Management: A Rational Approach
Sean Alexander, ViralThought
WS 03 Establishing Internal EVMS Surveillance
Lisa D. Matas, EVP, PMP, Booz Allen Hamilton
WS 04 Integrated Baseline Reviews and Rebaselines
Cheryl Johnson, EVP, PMP, Booz Allen Hamilton.
WS 05 Real EVM versus EVM on Paper: Exploring Approaches to Bridge the Gap
Patrick K. Barker, MCR LLC
WS 06 Earned Value Professional (EVP) Exam Sampler Workshop
Ray W. Stratton, PMP, EVP
WS 07 Toward and International Standard for EVM
Lloyd Carter
ABSTRACTS & BIOS
WS 01 - One Word: Implementation
Implementation has become a very hot topic in Project Management circles of late, for the simple reason that, while setting up Work Breakdown Structures and cost/schedule baselines isn’t that tough, getting your organization to participate in doing Earned Value Management can be next to impossible. But all of the frustration you feel in trying to advance EVM in your organization may not be caused by everyone else’s recalcitrance— it may be due to the technical approach being employed.
This session will take a look at common implementation strategies that not only fail to deliver; they may actually be reducing the odds of success. Then we’ll examine one proven strategy (and, more importantly, its associated tactics) that will maximize your odds of installing an effective portfolio-wide Earned Value Management System.
Michael Hatfield MBA, PMP, CCC, EVP
Phone: (505 291 8515)
E-Mail: varthold@aol.com
Michael Hatfield is the author of the recently-released book Things Your PMO Is Doing Wrong, but is probably best known for his long-running column in PMNetwork magazine, The Variance Threshold. He has written for Projects@Work, The Measurable News, Gantthead, Project Management Journal, People In Projects, Cost Engineering, and Building Better Business (b3), and was a co-author of PMI’s Earned Value Management Practice Standard. Michael currently writes a column for Projects@Work, blogs at PMI’s website, and works at Los Alamos National Laboratory as a Project Controls Manager. Michael’s lawn stays greener longer than his neighbors, and his Collie is better behaved.
WS 02 - Results-Based Project Management: A Rational Approach
So, what comes after Earned Value Management? Or, perhaps the better question is, how does Earned Value Management grow, expand and encompass a greater mindshare of projects world-wide? Sean Alexander is going to attack that very question during 75 minutes of invigorating, challenging and thought provoking discussion. He’ll lay out a framework for Results-Based Project Management (RBPM) and identify the crucial elements that make such an approach work.
Results-Based Project Management will be compared and contrasted with normal Earned Value Management. Are they really different? Which one is better? When does an organization choose one over the other? Is there really benefit here? These are just some of the questions Sean will address. He will illuminate the landscape of this emerging region of management thought, and provide some tools and guidance on how to best traverse this unfamiliar territory that feels so familiar.
If you’ve ever heard Sean speak before, you know he brings an energy and excitement to subjects thought by some to be of less than sparkling interest. You won’t be bored. His passion and commitment will draw you in. His knowledge and experience will make you think. His encouragement and optimism will help you act. And, achieve Results.
Sean Alexander, VitalThought
Voice: (703) 232-1661
Fax: (866) 611-5556
sean.alexander@vitalthought.com
www.vitalthought.com
Sean Alexander has been involved in the field of project management for over 30 years. For the past 25 years, as a consultant, he has assisted over 100 organizations in four countries and has scrutinized the operation of over 500 projects that range in size from $50 thousand to $8 billion.
Sean’s experience with EVMS includes the creation of over 45 management systems, participation in over 40 earned value management systems validation/certification reviews, and the training of over 25,000 individuals at all organizational levels. Sean’s training programs include all aspects of project management, earned value management systems, surveillance review processes, team dynamics, management development, and train the trainer courses.
Sean has supported professional conferences and trade groups as a sought out speaker for various professional organizations and symposia including the Project Management Institute (PMI), the College of Performance Measurement (PMI/CPM), the International Council on Systems Engineering (INCOSE), Society of Cost Estimators and Analysts (SCEA), the Performance Institute, ProjectWorld, and the Project Leadership Conference.
Sean’s clients are from both the public and private sector, and include a diverse cross-section of domestic and international organizations. A sampling of past and present clients include AT&T, Boeing Helicopter Company, EDS, General Dynamics, General Electric, IBM, The Johns Hopkins University, Litton Industries, Lockheed Martin, Lucent Technologies, Raytheon Systems Company, SPACEHAB, United Space Alliance, United Technologies, Telecom Australia, Bombardier (Canada), Marconi (UK), NASA, US Navy, US Air Force, and the Department of Commerce.
Sean is Founder & President of VitalThought.
WS 03 - ESTABLISHING INTERNAL EVMS SURVEILLANCE
Earlier this year, the Defense Contract Management Agency (DCMA) released its Standard Surveillance Operating Manual (SSOM), which clearly highlights the importance of internal independent review of an organization's Earned Value Management System (EVMS), to also work in concert with the DCMA Surveillance team (called “Joint Surveillance”). Booz Allen Hamilton has successfully implemented an Internal EVMS Surveillance function to help its programs be prepared for Joint Surveillance Reviews (JSRs) and attempt to flesh out issues and problem areas early. This discussion, a requested repeat presentation from the November 2008 IPM conference, will center around the lessons learned in setting up this internal function, and explore best practices in establishing the function, to include processes, procedures, and internal relationship-building.
Lisa D. Matas, EVP, PMP, Booz Allen Hamilton
Phone: 703-377-4686
E-Mail: matas_lisa@bah.com
Lisa Matas is currently responsible for 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 a course leader for the American Management Association. 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 AACEI as an Earned Value Professional (EVP) and by the PMI as a Project Management Professional (PMP).
WS 04 - INTEGRATED BASELINE REVIEWS AND REBASELINES
In a recent Government Accountability Office (GAO) study of Major IT Projects, rebaselining frequency and related drivers were cited as critical points of failure in the pursuit of project management and control. Their findings clearly resonate with industry contractors and procurement agencies alike, Agencies Need to Establish Comprehensive Policies to Address Changes to Projects’ Cost, Schedule, and Performance Goals. Their findings also affirmed the Integrated Baseline Review (IBR) as a critical success factor in ensuring a comprehensive and valid business case for authorizing rebaselines.
This discussion will focus on the costs and benefits of the IBR Process along with the roles and responsibilities of both the Government Procuring Agency and the Contractor. This discussion will incorporate lessons learned from multiple agency IBR executions, and also discuss tactical solutions related to Control Account Manager preparation, integrated Government/Contractor team training, and methods to ensure the goals and objectives of the IBR are satisfied. This discussion will include methods to ensure IBR Liens and Action Items are clear, relevant, and measurable. We will focus on IBR preparation activities, execution strategies, and the after care requirements. We will address how the requirements for a “rebaseline” IBR differ from those of an initial IBR, how to set the stage for establishing the IBR budgets, and how to determine the need for the IBR Event.
Cheryl Johnson, EVP, PMP, Booz Allen Hamilton
Phone: 703-377-7723
E-Mail: johnson_cheryl@bah.com
Cheryl Johnson is a certified Project Management Professional (PMP) and Earned Value Professional (EVP), and has more than 20 years of experience in Project Management and Controls. Ms. Johnson specializes in project management training, integrated baseline review design and execution, earned value management tools and techniques, risk management, and integrated scheduling concept and application. Ms. Johnson is well versed in both theory and technical project management software applications.
Ms. Johnson has developed a sterling and lasting reputation in the project management industry and within Booz Allen as one of the premier experts in Earned Value Management (EVM). Ms. Johnson was the seventh professional in the United States to earn the prestigious Earned Value Professional (EVP) certification from the Association for the Advancement of Cost Engineering (AACE), which was established to recognize competency in the development and implementation of earned value management systems. Ms. Johnson was one of the core authors of the 8-hour intensive EVP exam. Ms. Johnson is a published author, and her full length article on Earned Value Management best practices was published in the NCMA Magazine, April 2006 Issue.
Ms. Johnson’s has demonstrated her project management competence by creating and teaching a 3-Day intense Risk Management course at the University of Wisconsin at Madison's Executive Education Center in the School of Business. Her affiliation with the University of Wisconsin exemplifies her commitment to education and training for quantitative management control activities.
WS 05 - Real EVM versus EVM on Paper: Exploring Approaches to Bridge the Gap
The growing size and complexity of Defense programs and a higher level of awareness of uncertainty places an ever-increasing emphasis on the integration of risk, earned value, cost, technical performance and schedule in the Acquisition community and creates the need for new communication tools for program managers. Upon what kind of information is the PM basing key decisions? What frame of reference is the PM using to determine the relative health and status of the program? One approach to consider is communicating to what degree the program processes are delivering actionable information to the decision-makers, viewing these linked disciplines through the lenses of organization, compliance, surveillance, data visibility, analysis and forecasting. The title itself borrows from a 19th century treatise on the nature of war, arguing that the realities of war were far different than war described “on paper.” Similarly, EVMS implementations as reviewed “on paper” via tools such as NDIA Compliance checklists do not necessarily lend themselves to providing critical insight as to the “reality” of how EVM information is actually used on the program to assist decision-making. We will discuss what sorts of indicators might (1) serve reasonably well as a relative measure of the management system’s ability to reflect how program is actually performing and (2) serve as a translation between program performance reporting, program process execution and program surveillance.
Patrick K Barker
Principal, Executive Consulting Group
MCR LLC
2010 Corporate Ridge, Suite 350 McLean VA 22102
E-Mail: pbarker@mcri.com
www.mcri.com
703-898-6354
Pat Barker is a Principal in MCR’s Executive Consulting Group. The group is responsible for Integrated Program Management support across MCR. As a Principal, Pat leads a variety of small, special-purpose teams and provides consultant efforts and workshops for Industry and Federal Agencies, including DoD programs. Efforts concentrate on interdisciplinary tasks, particularly those linking EVM, Risk, System Engineering, Cost and Schedule. He currently leads MCR’s efforts to enable a mid-sized defense company establish an Earned Value Management System and plays a key role in helping a major FAA program implement and maintain and EVMS implementation.
Prior to joining MCR Pat has over 20 years’ leadership, training and analysis experience in military and civilian positions, to include program office team leadership, modeling and simulation development and policy guidance in various DoD and civilian capacities. Academic experience includes a 4-year tour as an Assistant Professor of History at the USAF Academy and extensive background in training and course development for almost two decades. During his 20-year USAF career, Mr. Barker was also a B-52 electronic warfare officer and a functional manager in technology warning for the Defense Intelligence Agency (DIA).
Education: Pat holds a Bachelor of Science in Mechanical Engineering and a Master of Arts in History, both from Lehigh University. He has begun PhD coursework in Business Leadership.
Professional Memberships: Pat is a member of Project Management Institute (PMI) and the International Council on System Engineering (INCOSE). He is also a member of the National High School Coaches Association, Positive Coaching Alliance and the American Baseball Coaches Association.
WS 06 - Earned Value Professional (EVP) Exam Sampler Workshop
Thinking about going for the Earned Value Professional (EVP) certification? The “EVP” distinguishes you and your company as being an expert in EVM. See if you might be ready for the exam before you assemble the application paperwork and send in your money. Maybe you’re close to ready, maybe not.
The EVP exam is seven hours long so it has to cover more than just EVM terms and how to compute variances and indices. (Consider that the shorter four hour PMP® exam addresses all project management areas and processes.) This workshop will review the application process, test administration, and the four parts of the exam including the dreaded written memo (essay). The rest of the workshop will pose sample questions to the attendees. For each question a discussion will take place about concept being tested, how to think through the question, and analysis of the incorrect and correct answers.
Bring a calculator, or find the calculator function is on your cell (mobile) phone before attending.
Ray W. Stratton, PMP, EVP
Phone: (714)318-2231 Fax : (714)529-2961 E-Mail: raystratton@mgmt-technologies.com
Ray is an author, trainer, consultant, and process engineer specializing in earned value management. He authored the Earned Value Management Maturity Model and Ray Stratton’s Earned Value Professional (EVP) Exam Study Guide. He obtained his EVP certification four years ago and is EVP #45.
He is the president of Management Technologies. His firm has helped both large and small organizations EVM systems to meet ANSI 748 as well as simplified EVMS for internal project performance measurement requirements. His clients include power generation companies, state energy regulatory agencies, federal agencies, defense and aerospace firms, IT providers, and service companies.
Ray conducts public and on-site workshops in EVM, EVP exam preparation, and project planning. He is a frequent speaker at PMI chapter events and AACEI section meetings. Previously he was a program manager and Raytheon (Hughes Aircraft) where he provided project leadership in the development of military real-time software systems, communication systems, and radar systems.
Ray served on the Governing Board of CPM for five years (two terms) as Vice President Research and Standards and assisted in the development of the PMI Practice Standard for EVM, PMI’s combined glossary, and initiated the cooperative research agreement between PMI and CPM for research in EVM related topics.
Ray is a member of the Projectsatwork (www.projectsatwork.com) editorial board and chairs the Cal Poly University Computer Science Industry Advisory Council. He is a volunteer pilot for AngelFlight and transports financially needy families from rural locations to metropolitan medical treatment centers.
WS 07 - Toward an 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 Carter Summary CV
Lloyd L. Carter is currently an Engagement Director with VitalThought. Previously he was the Managing Director of MTC AustralAsia Pty Ltd in Canberra ACT Australia and Chairman of the Carter Management Group of Companies.
While in the United States Air Force, Mr. Carter served in various acquisition management positions directly related to Project Management and Performance Management Systems and participated in the review of the first contractor validated under the Cost/Schedule Planning Control System in 1968.
From 1972 to 1981, he served as Course Director of the C/SCSC Courses and Associate Professor of Acquisition and Project Management at the School of Systems and Logistics at the Air University. 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.
As a private consultant and Managing Director of performance management companies since 1981 he has designed and implemented project and performance management systems and provided consulting services and assistance to over 200 contractor and governmental organisations in the United States, Canada, England, Scotland, France, Italy, Romania, Japan, Australia and Saudi Arabia. He has designed, developed, and conducted public training and in-house seminars on project management attended by thousands of students.
Mr Carter has participated in the development of several EVM and Project Management Standards and is currently the Chairman of the Standards Australian OB-014 Earned Value Management Standard Committee and the Deputy Chairman of the Australian Delegation to the International Standards Organisation Project Management Standard Committee for ISO/PC 236 Project Management Standard
