Program Coordinator: Efrain Pacheco
TT 01 Earned Value Management and the Federal Contractor,
A Regulatory Update
Rich Wilkinson, Deltek Systems
TT 02 Streamlined Earned Value using Microsoft Project
Stuart Trahan, Compliance Software Technology, Inc
TT 03 Developing an Integrated EVM Business Process Using Primavera
Kevin McGuire , Primavera Systems
TT 04 Leveraging Pertmaster’s Cost and Schedule Risk Analysis
to Meet Procedural Mandates
Wesley Gillette, Pertmaster Professional Services
TT 05 Integrated Project and EVM Tools: Customer Case Study
Rob Hirschmann, PSG Government Consulting
Jose Marroig, PSG Government Consultant
TT 06 Automating your Detailed Program Log
David Marsh, Sr., The CBT Workshop
TT 07 EVMS, CPIC, & PPM: The CA Total Solution: EVMS, CPIC, PPM
Craig A. Peting, PhD Sr. Consultant, BSO, CA
TT 08 Building the Integrated Cost and Performance Management System
Bob Brewington, Business Support Associates, Inc.
TT 09 Performance-Based Earned Value®
Paul J. Solomon, PMP
TT 10 EPM Solution
Michael Cole, Booz Allen Hamilton
TT 11 The Use of Schedule Derived Metrics in Performance Measurement
John Krahula, PM Metrics
TT 12 EVM: Developing Total Life-Cycle Costs & Schedules
Natalie T. Pascoe, Pascoe Enterprises
TT - 01 Earned Value Management and the Federal Contractor,
a Regulatory Update
Earned Value Management is the new and mandatory approach for Federal contract performance reporting, risk management and cost control. By October of 2006, most new cost-type Government contracts in excess of 20 million dollars will requirement implementation of an EVM system for the contract for performance reporting and risk management. Many accounting departments are ill prepared to meet this requirement and even those that are gearing up to do so will find it difficult to communicate with the program managers that will use the system. This seminar is intended to give accounting personnel with little or no exposure to Earned Value Management (EVM) an understanding of the concepts behind the discipline, the terminology it uses and the demands for data that an EVM system may place on the accounting system. Participants will also get a comprehensive look at the changing regulatory landscape including thresholds by agency and the new solicitation clauses.
Rich Wilkinson, Vice President, Government Contracting
Rich Wilkinson has nearly 30 years of experience working with government contractors, private-sector companies and government contracting solutions providers. As the former compliance officer for Atlantic Research Corporation and CSC, Rich was responsible for ensuring cost accounting standards compliance. Rich has helped more than 100 companies select, install and deploy their accounting systems. He is also a regular lecturer on government contracts at George Mason University.
TT 02 - Streamlined Earned Value using Microsoft Project
This presentation will demonstrate a long awaited process and methodology on how your Earned Value Budgets and Forecasts can be managed, statused, and automatically integrated from Microsoft Project into your Earned Value Management System.
Observe for yourself this seamless, quick and accurate process, which dramatically minimizes the probability of human error.
Experience how you can streamline your EVMS compliance requirements eliminating the very time consuming and manual process of Microsoft Project Data integration into wInsight and other EV costing systems.
This presentation would be appropriate for CFOs, Earned Value and Finance Managers, Financial Analysts, CAMs, Planners, and Schedulers.
Stuart Trahan
Founder and CTO
Compliance Software Technology, Inc.
Phone: 337-477-3724
Email: stuart.trahan@gocsti.com
Web: www.gocsti.com
With 20+ years of experience Mr. Trahan is considered a leading subject matter expert in Project Planning, Scheduling, Project Management System Design and Implementation, Training and Execution specializing in the area of Earned Value Management Systems for government contracts where ANSI / EIA-748 compliance is a requirement.
Throughout his career Mr. Trahan has worked on many notable engagements with government contractors including United Defense, Teledyne Ryan, Northrop Grumman, Boeing, Honeywell, ITT Industries, Computer Sciences Corporation, and Lockheed Martin which placed him on programs like the Crusader, Global Hawk, Joint Stars, International Space Station, IRS Business Systems Modernization, National Missile Defense, GPS Block IIR, Chemical Demilitarization Program, and more…
Mr. Trahan is the Founder and CTO of Compliance Software Technology, Inc. His specialized experience provided him with the insight to lead the development of Compliance Software Technology’s forProject™ Controls Automation Suite commercial software which is receiving a tremendous response in the Earned Value marketplace. Combining Microsoft Project with the forProject™ Controls Automation Suite, CSTI’s EVMS solutions focus on automating the data management tasks associated with producing accurate reporting data in Microsoft Project and provides seamless integration to an Earned Value Management System or optionally a full Earned Value solution within Microsoft Project with a direct XML interface to CS Solution's wInsight.
TT 03 - Developing an Integrated EVM Business Process
Using Primavera
If you’re struggling with an Earned Value Management (EVM) implementation or would simply like to know how to get started with developing an internal policy, you won’t want to miss this session on Developing an Integrated EVM Business Process using Primavera.
It takes more than software to be successful in developing an EVM strategy. Kevin McGuire, Customer Solution Manager, Primavera Systems will outline our proven approach that dramatically shortens the implementation time and speed to value of a complete EVM solution.
Kevin McGuire is a Customer Solution Manager with Primavera Systems, Inc. He has over 13 years of experience implementing project and performance management systems. Prior to joining Primavera, Kevin held stints at both Parsons and Catalyst, Inc. He holds a B.S. from Cornell University and an MBA from SUNY Buffalo.
Kevin McGuire, Primavera Systems
Voice: (856) 607-5576 Fax: (630) 717-7373
E-Mail: kmcguire@primavera.com
Kevin McGuire has over 13 years of experience implementing project and performance management systems. McGuire has worked with organizations of all sizes and in diverse industries including information technology, professional services, construction and engineering, government, utilities and new product development.
Kevin has served in various roles at Primavera, ranging from solution engineering/sales to engagement/implementation management and consulting. As Client Solution Manager with Primavera, Kevin helps clients develop and determine a strategy for implementation that mitigates risk while accelerating benefits.
Before joining Primavera, Kevin worked for Parsons as a Deputy Project Manager/Task Manager, and he was a Senior Consultant with Catalyst, Inc. where he implemented project management and control systems based on Primavera’s technology. Kevin’s responsibilities ranged from process/procedure development, to training and custom application development.
Kevin holds a B.S. from Cornell University and an MBA from SUNY Buffalo.
This presentation will discuss using Primavera as the enabling project management software tool to enhance integration and communication among disbursed projects within the NASA environment. More specifically, the transition from a closed and segmented environment to an enterprise environment that is open and collaborative allowing project teams to interact across one another. The topics covered include overall benefit to the Program in terms of efficiencies gained; pre and post implementation as it relates to project data; and team interaction dynamics.
TT 04 - Leveraging Pertmaster's Cost and Schedule Risk Analysis
to Meet Procedural Mandates
Successfully managing project costs and budgets is a science unto itself and a highly sought after management skill. Add to this the complexity of risk events and schedule uncertainty and the situation only becomes even more involved. Miscalculate cost estimates at the bidding phase and you run the risk of entering into a loss-making venture. Mismanage cost overruns due to uncertainty during the execution of the project and the best laid plans fall to the wayside.
This presentation examines how Pertmaster can reduce exposure to project cost risk throughout the project lifecycle using a combination of a high level cost estimate analysis and a detailed schedule-based cost risk analysis. Additionally, integration with EVMS techniques, contingency planning & management reserve is discussed.
Risk compliance and reporting is fast becoming an integral part of procedural mandates such as the OMB300 submissions. The examples presented will demonstrate the techniques being used extensively today within various DCMA (Defense Contract Management Agency) organizations including federal and commercial contractors to comply with these mandates.
Wesley Gillette – Pertmaster Professional Services
Phone: 713 595 7652 Fax: 713 595 7657
email: Wesley@pertmaster.com
Wes Gillette is the Professional Services Manager for Pertmaster – a global leader in project risk management. In addition to consulting and training, he is responsible for developing enterprise risk methodologies for Pertmaster use within the Office of Management and Budget (OMB), federal and large capital commercial environments. Wes has more than 5 years of experience in solution and business process integration. Prior to joining Pertmaster, Wes was an IT Compliance Systems Engineer for Symantec helping customers manage their IT compliance though the implementation of refined processes and improved solutions. As a IT systems and process Consultant for Accenture, he was responsible for the design, implementation, and process develop for enterprise solutions for Fortune 500 companies. Wes lives in Houston, TX and has a Bachelor of Science from Georgetown University in Washington, DC.
TT 05 – Integrated Project and EVM Tools:
Customer Case Study
New Federal mandates around EVM are pressing government agencies and their contractors to rapidly evaluate, plan for, and deploy new processes and related tools. These changes are requiring enhanced visibility and transparency into the project management and program decision making process, further mandating the adoption of integrated tools that drive towards compliant Earned Value Management.
How are Federal agencies and their contractors addressing these challenges? This session, delivered by PSG Government Consulting, will provide a walkthrough of how one Federal customer is proactively managing change in this environment. Hear a ‘day in the life’ story of what questions are being asking, deployment approaches being developed, and hear details of what one customer has done to use the change in tools to adopt better accountability across the organization. Focus points include a review of how the agency evaluated, planned for, rolled out, and is currently iterating and supporting its current toolset, based upon standard Microsoft Project/Project Server toolsets, to meet reporting and process management requirements.
Rob Hirschmann - Vice President, PSG Government Consulting
Voice: (703) 740-9119 x102 Fax: (703) 842.8478 E-Mail: rhirsch@psggc.com
Rob Hirschmann has over ten years experience in the project management field, serving in multiple roles across the project lifecycle. During that time he has been working with enterprise customers across multiple industries, including aerospace and defense, professional services, government, and health care, to develop and deploy successful PM and EVM systems and business processes. He is currently vice president of PSG Government Consulting, where he works closely with customers such as the Department of Homeland Security, Architect of the US Capitol, Amtrak, and General Dynamics to create and realize their vision for integrated project and program management. Rob previous worked with Microsoft as an EPM specialist, as well as with process consultancy james martin + company.
Jose Marroig , PMP - President, PSG Government Consulting
Voice: (703) 740-9119 x101 Fax: (703) 842.8478 E-Mail: jmarroig@psggc.com
Jose Marroig is a certified project management professional (PMP) with expertise in delivery assurance, systems architecture, staffing and implementation management for large-scale system development projects. As president of PSGGC, Jose heads operation, new market expansion and staffing, while steering client and organizational business strategy. He is responsible for guiding PSGGC’s overall business strategy and organizational growth goals. Jose previously worked for Deloitte & Touche, LLP and Arthur Anderson, LLP, serving customers such as General Electric and Citibank.
TT 06 - Automating your Detailed Program Log
Government contractors are required by the (32) EVMS Criteria to reconcile current budgets to prior budgets and document all changes to the performance measurement baseline. However, when your project has hundreds or thousands of control accounts, this can be a tall order. Your documentation can be further complicated when analysts and schedulers are continually adding budget for contract changes, or when management reserve or undistributed budget is applied as distributed budget.
In our presentation, we will show you how you can use a Microsoft Access utility to easily create a detailed program log of control accounts which have changed since the last reporting period, along with the specific amount of each change. The utility can be used with several different EVMS software applications, including MPM and others. All attendees will receive information on how to obtain this utility for free, including a User Guide and documentation.
David Marsh, Sr. Partner, The CBT Workshop
- David Marsh has over 25 years of extensive program management and EVMS consulting experience throughout the aerospace and defense industry and government. This experience includes numerous EVMS consulting and training engagements at dozens of aerospace and defense corporations. David is a co-founder of The CBT Workshop and co-author of the interactive, web delivered EVMS Fundamentals training course.
TT 07 - EVMS, CPIC, & PPM: The CA Total Solution; EVMS, CPIC, PPM
In today’s Federally mandated world many of us loose sight of our final objectives and how to get there. In the past we looked to Project Portfolio Management (PPMS) to bring our projects in on-time. Lately we have been given EVM and CPIC requirements in order to be able to meet OMB guidelines and FAR regulations. The only way we could deliver EVM and CPIC was to settle for outdated bolt-on solutions. CA listened to its agency and contractor customers and has taken steps to eliminate that pain. Today CA’s fully integrated Clarity product provides the TOTAL SOLUTION, ANSI/EIA 748 compliant EVMS for clients (agencies and contractors) with the ability to meet OMB, CPIC and FAR requirements and a industry leading (per Gartner 2006 review) PPM solution. We will demonstrate how the solution meets the needs of the organization from both a regulatory and business requirements. Now you have the capability to address all of your demand/change management and meet the regulatory requirements for reporting and analysis. CA’s Clarity gives you one place to go for all reporting. Clarity provides the capability to segregate your business and at the same time maintain a Global view of the organization. CA provides fully integrated document management and the ability to respond as the new requirements for additional reports and documents are received. Additionally, CA provides full integration for project management via MSP, Open Workbench, Service Desk, and Clarity that includes fully integrated process flow.
Craig A. Peting, PhD, Sr. Consultant, BSO, CA;
Voice: (630) 217-4269 E-Mail: craig.peting@ca.com
Craig A. Peting, PhD has over 40 years of Data Processing/IS/IT/Process Control/QA/QC/ real world experience for organization like USX-Sr Process Control Eng, NKK – IS Staff, Reliance Electric – IT Director, Holy Cross Health Systems – QA/QC/Strategic Planning Dir. And for the last 10 years he has been working as a Sr. Consultant for I2, Primavera and CA.
During that time he has been involved in the development, management and implementation of systems and organizations of all sizes and complexities both local and global.
It is funny that he started out after his first degree from Purdue in computer science in the US Army Reserves as a finance specialist on the weekends and IS manager during the week. So he knows what it is to have to meet government requirements for paper work. For the last 5 years he has been involved with the Government market and the OMB requirements both from the consultant and design arena. He has also been working with PPMS to help identify future requirements and direction of the Government market.
TT 08 - Building the Integrated Cost
and Performance Management System
Effective Project Management requires easy access to a wide range of integrated project related information. This information is typically obtained from numerous sources, sub-systems, internal and often external databases. Each data source has it’s own characteristics, data structures and coding conventions. The ability to provide Project Managers with meaningful Cost, Schedule and Performance information involves the collection, correlation, integration, and accumulation of volumes of data from many diverse sources. The use of a highly flexible, user configurable “integration tool set” can produce a highly efficient operating environment and significantly enhance the final product for both management and the customer.
The process of “Building” a successful Integrated Cost and Performance Management System typically starts with the selection of an established Performance Management System such as MPM™. The Performance Management System must then be interfaced with an accounting system such as Costpoint™. A scheduling system interface with a product such as Microsoft Project™ is needed in order to obtain Earned Value Milestones and Schedule Status. Budgeting and Resource Planning is often done in yet another tool which must also be integrated with Scheduling. Subcontractor data is often another major element of the overall integrated system. The secret is to view these applications as the building blocks of an overall integrated system. The information flow between sub-systems must be well defined and relatively seamless.
This session will explore and discuss this rather typical project management systems environment. A Systems Integration Planning Architecture will be introduced and the process of “Building” the integrated system will be presented. The use of PMiNet™ Integration Tools will be demonstrated to illustrate a fully integrated model for automating the periodic process of data collection, integration, accumulation and web based reporting.
This session is for Project Managers as well as Program Control personnel who have responsibility for providing Cost, Schedule and Performance Visibility to Project Managers. This topic will also be relevant to Systems Administrators and IT personnel responsible for supporting the underlying Project Management and Accounting Information systems.
Bob Brewington, Business Support Associates Inc.
Voice: (410) 309-9500 Fax: (410) 309-6888
E-Mail: rsbrew@bsallc.com
Bob Brewington has had an extensive background in the Defense Industry having held management positions in Business Information Systems, Financial Management and Project Control. In 1990 he left a corporate management position to form his own Systems Integration company. Bob is currently a Business Systems Consultant and CEO of Business Support Associates Inc. where they have specialized in Integrated Project Management Information Systems for the past 15 years. He has concentrated much of his time and development effort in the area of Earned Value Management Systems. In addition, his company supports many of the NASA contractors located around the Goddard Space Flight Center in Greenbelt Maryland. He's Presently working directly with government agencies to implement new and creative Performance Based management techniques.
Business Support Associates Incorporated is an established business systems integration company. Founded in 1990, the company has developed a reputation for delivering solid management system solutions that really work! The firm maintains a strong balance of expertise in business operations management, project management and information technology. All skill sets are focused in the area of Program Management and the application of Earned Value disciplines. BSA is located in Columbia Md. just north of Washington DC. The company provides consulting, software and project integration support services to large and mid-size government contractors. The company also supports individual government agencies and program offices directly by providing Earned Value Management implementation services.
Technical capability balanced by years of business knowledge and practical experience guides the firm through a pragmatic approach and drives the application of technology to produce highly effective, user-oriented, products and services.
Visit their web site at www.pmitools.com or call 410-309-9500.
TT 09 - Performance-Based Earned Value®
Performance-Based Earned Value® (PBEVSM) is an enhancement to traditional Earned Value Management (EVM) and to the EVMS standard. PBEV adds principles and guidelines for measuring product Quality in addition to the work accomplished. PBEV meets the new Federal Acquisition Regulation Integrated Baseline Review (IBR) requirement for “integrated technical/schedule/cost planning and baseline control” and is the only set of guidelines that meet the Office of Management and Budget requirement to measure progress in terms of “capability of the investment to meet specified requirements and quality.”
PBEV guidance is based on Systems Engineering (SE) and project management standards:
- Standard for Application and Management of the SE Process (IEEE Std. 1220)
- Processes for Engineering a System (EIA 632)
- Capability Maturity Model Integration (CMMI® )
- A Guide to the Project Management Body of Knowledge (PMBOK® Guide)
- INCOSE SE Handbook.
Key SE processes and work products that should be integrated into the EVM performance measurement baseline (PMB) are:
- Technical and product baselines
- Technical performance measures (TPM) and other product metrics
- Entry and exit criteria of technical reviews
- Discrete measurement of trade studies and rework
PBEV links EV with all plans and schedules per DOD guides:
- Defense Acquisition Guidebook
- SE Plan Preparation Guide
- Work Breakdown Structure Handbook
- Integrated Master Plan and Integrated Master Schedule (IMS) Preparation and Use Guide
PBEV also enhances EVM with guidelines for integrating risk management with the PMB and the Estimate at Completion (EAC).
The following acquisition management topics are also addressed:
- Conduct effective IBRs
- Base award fees on progress towards meeting desired outcomes
Paul J. Solomon, PMP
Paul Solomon is an internationally recognized consultant and teacher of EVM. He led the use of EVM at the Northrop Grumman Corporation on the B-2 Stealth Bomber, Global Hawk, and F-35 Lightning II programs. He was on the team that wrote the EVMS standard and received the DoD David Packard Excellence in Acquisition Award. He was also on the team that wrote the Project Management Institute (PMI) “Practice Standard for Earned Value Management.”
He was a Visiting Scientist at the Software Engineering Institute where he authored “Using CMMI to Improve Earned Value Management.” His book, “Performance-Based Earned Value®,” co-authored with Ralph Young, is published by the IEEE Computer Society/Wiley.
He has taught thousands of professionals and led independent assessment, compliance, and Integrated Baseline Reviews. Mr. Solomon is a frequent speaker at conferences on systems engineering, software engineering, and project management in the U.S. and India. His web site is a source of guidance and best practices, www.PB-EV.com.
Paul holds BA and MBA degrees from Dartmouth College and is a certified Project Management Professional.
TT 10 - EPM Solution
Enterprise Project Management Solution (EPM Solution) brings technology and project management functional knowledge together assisting in the executions of the PMI Body of Knowledge Areas on your program. This session displays how an EPM Solution can benefit your organization over a current stand-alone system.
Project management capabilities will be accomplished more thoroughly with the use of an enterprise resource pool, a portfolio reporting, and a real time communication portal. Utilizing the technology comprised in the EPM Solution combined with project management knowledge you will be able to improve processes, increase efficiency, facilitate knowledge sharing, and achieve a positive return on your investments.
Michael Cole
Mr. Cole has over eight years experience in MS Project / EPM Solution and Scheduling. He has worked in the private sector and with the Federal Government for the last three years. Prior to coming to Booz Allen Hamilton, Mr. Cole scheduled and tracked the national ACE Initiative for the USPS. He lead three separate programs (FDIC Reform Act, DISA EBM, and OCS Connect) in bringing their IMS up-to-date using scheduling best practices for tracking, planning, and reporting purposes.
Mike Cole has guided programs through a successful replans and baselines of their integrated master schedules. These dynamics schedules contained resources, dependencies, and estimated durations for all detailed tasks to estimate the cost and earned value portion of the programs.
Mr. Cole positioned the infrastructure at FDIC to implement an EPM Solution once the program reaches an appropriate level to release that functionality in the current enterprise architecture. As part of the R2SI team he implemented an EPM Solution and provided training and troubleshooting assistance to R2SI members regarding MS Project and PWA.
TT 11 - The Use of Schedule Derived Metrics
in Performance Measurement
How a schedule is structured, developed, and statused has a profound effect not only on how performance is measured, but also on the accuracy of the performance measurement process. A properly structured schedule is a repository of project information, a model of the project process, and a simulation of how the project will proceed in the future. Tools are needed to accurately and consistently analyze project schedules.
This presentation will show the attendee the large amounts of information that is available in the schedule and how to sift through it to see the Forest for the Trees, by using the Schedule Detective. Certain sets of information are useful in different phases of schedule development and statusing. Information that we may want constantly while developing a schedule, may not have nearly as much relevance when statusing and measuring performance. The importance of classifying projects and developing metrics/measurement philosophies will also be covered. And finally, one of the most important tools in measurement is filtering, analyzing the correct set of data can help uncover the correct and appropriate measurement information.
All of the metrics generated by the Schedule Detective can be ascertained using homegrown applications; the Schedule Detective offers a framework on how to analyze schedules over time, not just as a series of snapshots.
John Krahula, PM Metrics
e-mail: johnmtnair@aol.com
John has over 16 years of project management experience in major commercial and government contracting environments. He has extensive experience in developing and implementing project management control systems in diverse and demanding business environments such as aerospace and defense, energy, telecommunications, and municipal governments. He is an expert in planning and scheduling, developing tools for extracting data for analysis and reporting, and earned value management systems. John has a wealth of practical project management knowledge with strong technical expertise in a wide variety of software tools.
TT 12 - EVM: Developing Total Life-Cycle Costs & Schedules
Have you ever felt like some of the Government documents that you are required to complete are foreign? Well, this session might be right for you. Program Managers are now required to develop costs and schedules that include costs from planning to disposal. The costs and schedules need to incorporate inflation and many of the 19 risks facets. Many times, these Program Managers do not want or are not aware of the steps they need to take to provide this to upper management or the Office of Management and Budget (OMB).
In order to help those Program Managers with a situation that frustrates them, we will present steps and worksheets as a starting point. After attending this session, the attendees will better understand the OMB 300’s language and requirements and will have a performance measurement baseline that can be uploaded into an EVMS.
This session is for individuals who are trying to build or maintain programs that encompass full life-cycle development. It is a primer class that lends a hand to those teams who are inexperienced in creating costs and schedules that take into account Government FTEs, inflation, and any type of risk that could affect the program.
Natalie T. Pascoe, Pascoe Enterprises, Silver Spring, MD
Voice: (301) 585-3898 Fax: (301) 585-3898
E-Mail: ntpascoe@peoplepc.com
Natalie Pascoe has 18 years of Business Analysis and Information Systems experience. For the past six years, she has diligently worked with Program Managers and Integrated Program Teams (IPT) in the program management arena. She assists IPTs in developing total life-cycle costs, analyzing programs using earned value management practices, and documenting all assumptions.
Mrs. Pascoe is currently an IT Project Manager working with the Federal Bureau of Investigations in Washington, D.C. Her government experience has helped programs obtain funding through consulting staff on OMB 300s, Acquisition Program Baselines, as well as Basis of Estimate and Cost-Benefit Analysis documents. Prior to her present position, she was a Senior Cost & Budgeting Analyst and Systems Analyst (Operations Research Analyst) with BAE Systems. She supported the Investment Analysis (AUA) group and was member of the program management team for Traffic Flow Management (TFM) for the Federal Aviation Administration. Her previous experience was in private industry working for Intermedia/DIGEX, Bell Atlantic, LaPasta, W.M. Electrical, North Atlantic Data Services, Kraft, and General Motors. Mrs. Pascoe is also a member of the Program Management Institute.
As an avid PMI practitioner, she uses her expertise to encompass many of the Project Management Body of Knowledge and ANSI/EIA 748 practices into the programs. She uses her education to ensure that programs are well-prepared, follow “best” practices, document, and have the information that they need to understand their program.
