PMI College of Performance Management

18th Annual Integrated Program Management Conference

Workshop Coordinator: Joe Houser

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 EVM Issues From the Eyes of an OMB Examiner

Meredith G. Benson (OMB)

Dave Muzio

WS 02 Contracting for EVM

Meredith Murphy, GSA

Steve Larson, DHS

WS 03 Future Combat Systems IMP/IMS

Michael Scanlon

Chuck Hanes

Louise Morgan

WS 04 Future Combat Systems IBR/BQR

Michael Valenti

Chuck Hanes

Louise Morgan

WS 05 Common Surveillance Approach Across Large Corporations

Sue Robinson

WS 06 Multi Agency EVM Certification

Buddy Everage, BAE

Abstracts & Bios

WS 01 - EVM Issues From the Eyes of an OMB Examiner

The Office of Management and Budget in its Circular A-11 issued program performance reporting requirements that agencies must meet before getting OMB approval for budget requests. Included in these requirements is the use of Earned Value Management (EVM) for major programs involving development, modernization, or enhancement (DME) efforts; including both Government and contractor efforts. The use of EVM and the cost / schedule performance of these programs is among the criteria used to score program business cases which influences program business scoring and funding decisions by OMB.

This workshop looks at some of the major areas of concern as identified by OMB examiners. By identifying some of the major concerns this can provide further guidance to government agencies in implementing EVM properly to be of value to that agency.

This workshop will:

Explain the OMB-300 scoring criteria for EVM
Identify common areas and reasons for low scores
Identify recommended actions that can improve Government Agency EVM OMB-300 scores.

Meredith B. Romley

Ms. Romley is a Program Examiner in the Homeland Security Branch at the Office of Management and Budget (OMB) responsible for budget and management oversight of the Transportation Security Administration (TSA). She is responsible for reviewing and approving policy, program, budgetary and management issues related to aviation and surface transportation security. She monitors and analyzes Department of Homeland Security legislative proposals and testimony to ensure consistency with Presidential policies and priorities. Furthermore, Ms. Romley identifies management issues requiring review and analysis, especially critical procurement initiatives, agency business case proposals, and use of Earned Value Management Systems.
Meredith has six years of experience at OMB working on a variety Federal government acquisition issues, including review and oversight of General Services Administration programs, and revamping the capital planning program of the Federal Aviation Administration. Currently, she serves at the focal point for reviewing and approving all aspects of proposed new acquisitions as well as review of on-going programs to ensure proper management and accountability at TSA. Prior to OMB, Ms. Romley worked for Florida Department of Banking and Finance.

Education:
B.S. Public Affairs, Indiana University
MPA Florida State University

David L. Muzio

Retired Procurement Policy Analyst responsible for developing the requirements for the use of Earned Value Management Systems (EVMS) for major acquisitions, reviewing and scoring business cases for capital assets submitted with the agencies annual budget requests, and providing assistance and training to agencies and OMB Resource Management Offices to improve project management on poor performing projects. Additional responsibilities include Cost Accounting Standards, Cost Principles, Value Engineering, and A&E and Construction contracting.

Thirty eight years of Federal acquisition experience covering all aspects of the acquisition/procurement process including organizational level purchasing, major systems acquisition and headquarters staff positions in the U.S. Air Force, Resolution Trust Corporation and NASA with seventeen years in the Office of Management and Budget.

Education:

B.S., Business Administration, University of California, Berkeley;

M.B.A., Auburn University;

Air Force Education with Industry Program, at the Boeing Company.

Member:

National Contract Management Association, Washington Chapter - NCMA Fellow.

Project Management Institute, Washington Chapter, the College of Performance Management and the Risk Special Interest Group.

WS 02 - Contracting for EVM

The Office of Management and Budget in its Circular A-11 issued requirements that agencies must implement Earned Value Management (EVM) for both contractor and Government efforts supporting development, modernization, or enhancement (DME). Agencies are now required to manage and monitor EVM activities, including EVM certification, EVM reporting, EVM surveillance, and Integrated Baseline Reviews (IBR).

The EVM FAR assigns many of these contractor oversight responsibilities to the Cognizant Federal Agency.

This workshop will look at the challenges facing the Government Agencies in this new environment. Some of the topics discussed include:

Describing the key requirements in the July 20006 EVMFAR clause
Defining the Cognizant Federal Agency and what it means to both Agencies and contractors
How should Agencies contract for contractor EVM reporting
How should Agencies contract for EVM services, such as, EVM certification, EVM surveillance, and IBR planning and conduct.
How can Agencies work together to reduce the cost of implementing EVM

MEREDITH MURPHY

Phone: 202.208.6925 Mail: meredith.murphy@gsa.gov

Currently a Procurement Analyst/Project Manager at the General Services Administration’s Program Management Policy Division in the Office of the Chief Acquisition Officer, Meredith Murphy has extensive experience in EVM, both in DoD and the private sector. She participated on the team that drafted the Federal Acquisition Regulation (FAR) coverage on EVM. Meredith retired at the end of 2004 as the Director of Contracts Special Projects for The Boeing Company.

Ms. Murphy came to Boeing via McDonnell Douglas. Prior to joining McDonnell Douglas in 1995, Ms. Murphy was Director, Government Business Policy, for Northrop Grumman. Meredith left the Federal government in 1988, having worked with all of the Military Services, the Defense Logistics Agency, and NASA Headquarters. She was a Boeing representative to the National Defense Industrial Association, Electronics Industries Alliance, and Aerospace Industries Association, as well as an active participant in the Acquisition Reform Working Group and the Council of Defense and Space Industry Associations (CODSIA).

Ms. Murphy has a BA in economics and psychology from Duke University, a Master of Science in Administration from George Washington University, and a Juris Doctor degree from George Mason University. She is a member of the American Bar Association and the Virginia Bar. A past national officer of the National Contract Management Association (NCMA), Meredith is a Certified Professional Contracts Manager and a Fellow of the NCMA. She is a graduate of both the Advanced Program Management Course and the Executive Program Management Course of the Defense Acquisition University.

STEVEN W. LARSON

Phone 202-441-6898- Mail STEVEN.LARSON@dhs.gov

Steven Larson is a Senior Program Manager in the Office of the Chief Procurement Officer at the Department of Homeland Security. He advises the Chief Procurement Officer on matters relating to acquisition program management and is standing up the DHS Program Management Center of Excellence. He also represents DHS on several Federal government- wide efforts to include the Federal Acquisition Institute’s Program Management Certification Working Group which is developing Federal government-wide PM certification standards.

Steven is a retired Lieutenant Colonel from the U.S. Army where he served in various positions in the Army Acquisition Corps to include teaching program management at the Defense Systems Management College. His civilian Federal service has included serving as the Program Manager for TeleFile at the Internal Revenue Service and at the Transportation Security Administration as the Performance Manager for the largest Federal government IT managed services contract. He is a certified Program Management Professional and is certified at Level III in Program Management. He holds an MBA from the University of Minnesota; a Masters of Science in Contracting and Acquisition Management from the Florida Institute of Technology; and a Masters of Science from the Army’s Command and General College.

WS 03 - Future Combat Systems IMP/IMS

The Future Combat Systems (FCS) program is taking Earned Value (EV) to new heights. The FCS program has developed an innovative approach using the Integrated Master Plan (IMP) and Integrated Master Schedule (IMS) incorporated with a sophisticated system to track weekly EV performance for the Lead Systems Integrator (LSI), One Team Partners (OTP), and the Army. The Performance Measurement Baseline is built on a robust IMP/IMS foundation that is solidly linked both horizontally and vertically. This finite detail is then used to track progress of major program events to manage the transformation of the Army's Warfighting capability.

Michael T. Scanlon

Integrated Scheduling Lead

Program Manager, Future Combat Systems

(Brigade Combat Team)

Jacobs

Mike Scanlon works on behalf of the US Army as the Integrated Scheduling lead for FCS. Mike, a contractor who works for Jacobs Engineering, has over 10 years of Project and Program Management experience specializing in scheduling and earned value. Mike has worked primarily within the Project Management consulting arenas, helping companies such as but not limited to: Rubbermaid, General Motors, Chrysler, Bosch, Hill-Rom, Carhartt, Kroger, UMB Bank, and Ohio State University to increase their knowledge and capabilities in Project and Program Management. Mike is a certified Project Management Professional (PMP) and is also certified in Configuration Management. (CM II). He holds a bachelors degree in Business and Marketing from the University of Michigan and is currently pursuing his Masters of Science Degree in Project Management from the University of Wisconsin-Platteville. Mike is married to his wife Kelly. They have two children, Sydney and Ian, ages 6, and 4 respectively. Mike and his family reside in the southeastern Michigan area.

Chuck Hanes, Future Combat Systems

The Boeing Company

Chuck Hanes is the senior manager in charge of Integrated Scheduling and Business Systems for the FCS lead system integrator (LSI). In this position, Chuck is responsible for developing and integrating all of the schedules across the Army, LSI (Boeing & SAIC), and One Team Industry Partners. In addition, he is also responsible for the FCS Business Systems tools that are utilized to integrate cost and schedule and provide weekly/monthly earned value performance measurement across the entire One Team. Chuck has over 23 years of Project and Program Management experience specializing in integrated scheduling, earned value management, and program management information systems. He holds a bachelors degree in Business Administration from Southern Illinois University and is currently pursuing his MBA at the Indiana University Kelley School of Business.

WS 04 - Future Combat Systems IBR/BQR

The Future Combat Systems (FCS) program uses a unique Earned Value Management approach and a tri-laterally managed working group (Army, LSI, DCMA) to assess, review, report, and manage a highly complex program. FCS is a program that is not organizationally or geographically constrained which required developing innovative Earned Value approaches. A One-Team approach is used in the creation, baselining and subsequent Integrated Baseline Reviews (IBRs) to validate the legitimacy of the Performance Measurement Baseline (PMB). Follow-on Baseline Quality Reviews (BQR's) are then conducted to continue to keep the PMB crisp and accurate so that the Program Manager can have confidence in using the Earned Value Data to manage. The FCS program is taking Earned Value Management to new heights.

Michael C. Valenti

Associate Director for Program Control

Program Manager, Future Combat Systems

(Brigade Combat Team)

Mr. Michael C. Valenti earned his Bachelor of Science degree in Business Administration, Accounting in 1978 from Bloomsburg University. He entered government service in 1978 with the U.S. Army Audit Agency as an Auditor and progressed to Auditor-In Charge. He performed a full spectrum of operational and financial audits of Army activities in major commands, program management offices, and the Army Reserve and National Guard.

In 1984, Mr. Valenti accepted a position with the Armament Research and Development Center as a Budget Manager and Branch Chief for the Armament Engineering Directorate having program, planning, budgeting, and execution responsibilities for armament life cycle management.

In 1987, Mr. Valenti accepted a position in Program Management, where he has served as Business Manager in the Program Management Offices of Paladin, the Advance Field Artillery System, and Crusader. Mr. Valenti has been specializing in Earned Value Management since 1990.

In October of 2002, Mr. Valenti was assigned and currently holds the position of Associate Director for Program Control in the Program Manager’s Office for the Future Combat System (Brigade Combat Team). In this capacity, he has program-level responsibilities for program analysis and contract reporting, the integrated scheduling process, the integrated baseline review process, and contractor surveillance and validation activities.

Mr. Valenti is dual certified at Level III as an Acquisition Professional in the areas of Program Management, and Business, Cost Estimating, and Financial Management.

Mr. Valenti is from northeast Pennsylvania and is married to the former Patricia Jo Hurst. They has two sons, Michael and Justin, ages 16 and 13 respectively.

Chuck Hanes, Future Combat Systems

The Boeing Company

WS-04 Continued

Partners. In addition, he is also responsible for the FCS Business Systems tools that are utilized to integrate cost and schedule and provide weekly/monthly earned value performance measurement across the entire One Team. Chuck has over 23 years of Project and Program Management experience specializing in integrated scheduling, earned value management, and program management information systems. He holds a bachelors degree in Business Administration from Southern Illinois University and is currently pursuing his MBA at the Indiana University Kelley School of Business.

Louise Morgan, Future Combat Systems

BAE Systems

As Deputy Director and Business Manager for Army Programs at BAE Systems in Minneapolis, Louise Morgan oversees the financial, contractual and informational responsibilities related to the development of high-tech combat vehicles and artillery systems for the U.S. Army.

Louise joined BAE Systems in 2000 after a 20-year career with the U.S. Army. She graduated from the University of Minnesota in 1979 with a bachelor’s degree in secondary education. As the first female ROTC Scholarship winner in the state of Minnesota, Louise was commissioned as an Army 2LT in the Transportation Corp in 1980. She also earned a master’s degree in acquisition management from the Florida Institute of Technology.

Louise’s military career included duty in California, Virginia, Texas and Korea, and a deployment to Panama during the initial stages of Operation Just Cause in 1989. As an Army Aviator, Louise piloted UH-1and CH-47 Chinook Helicopters. She served in a variety of leadership and staff positions in the Army Acquisition Corps, and finished her career as a Lieutenant Colonel. Her first major assignment was serving as company commander of the Aviation Maintenance Company in Fort Ord, Calif. She also held leadership positions within Army Material Command (AMC), Operation Test and Evaluation Command (OPTEC) and the U.S. Contracting Agency in Seoul, Korea. She retired as director of the Aviation Logistics Directorate, Acquisition Center, Aviation and Missile Command (AMCOM), where she was in charge of 120 civilian and military personnel and was responsible for $600 million in aviation spares, repair parts and the overhaul of all Army aircraft.

Her military education includes Command and General Staff College, Rotary Wing Training and Certification and Level III Certification in Government Contracting. Her awards and decorations include the Meritorious Service Medal and Army Commendation Award.

Her professional affiliations include the Army Aviation Association of America, National Defense Industrial Association , Women in Military Aviation and Whirly Girls (Internation Women Helicopter Pilots).

Louise and her husband, Kevin, reside in Plymouth, Minn. She has two boys, John and Samuel.

WS 05 - Common Surveillance Approach Across Large Corporations:

The intent of surveillance reviews is to measure the compliant health of an EVM system and to verify it’s usage as a program management tool. Within the surveillance process, the effectiveness of people, processes, and tools used to implement, monitor, and maintain program compliance are measured.

Within industry today there is a challenge of integrating and analyzing surveillance findings within large corporations with multiple sites scattered across the country. There is a critical need to deal with repetitive findings across this large geographical base.

A well documented common surveillance approach effectively deployed would facilitate commonality which is the goal of most large corporations. The identification of systemic flaws in execution and implementing corrective actions across the various sites would save time and money, and facilitate commonality.

This work shop will:

Explore examples of experienced attendees.

Identify obstacles that impede deployment.

Clarify why a common approach is key to success!

L. Sue Robinson - Applied Integrated Management, Irvine, CA

Voice: (949) 609-2999

Sue Robinson has over 35 years of Scheduling and Financial Management experience. During that time she has been involved in the program planning functions of scheduling and budgeting, as well as the design and operation of automated business management systems. Responsibilities included schedule development, validation, schedule/cost integration, baseline change control and customer reporting. She has also conducted Joint Surveillance Reviews and teaches Integrated Schedule and EVMS.

WS 06 - NDIA System Acceptance Guide: An Overview

In anticipation of increased requirements for validated earned value management systems by both contractors and Federal Government agencies as a result of the new EVM requirements and regulations the Office of Management and Budget (OMB) asked the NDIA Program Management Systems Committee (PMSC) to develop a standard methodology for EVM System Acceptance that would meet the validation requirements for all stakeholders particularly those non-DoD agencies. Historically the EVM validation process has only been available through the Defense Contract Management Agency (DCMA) for the DoD community. A working group consisting of representatives from both industry and government was established in August 2004 to address this issue with the key concern being cross agency acceptance. The result of the working group efforts was the development of the NDIA System Acceptance Guide which establishes the standard methodology to provide a robust and acceptable review of an Earned Value Management System (EVMS). This presentation will discuss the key points of the NDIA System Acceptance Guide.

Henry B. (Buddy) Everage, BAE Systems, Inc., Herndon, VA

Voice: (703) 822-1201 E-Mail: buddy.everage@baesystems.com

Buddy Everage, a recognized leader in the earned value management community, has over 20 years of financial management and earned value management experience in both government and industry. He is currently a Senior Management Consultant, BAE Systems-IT, Strategic Consulting Services, in Herndon, VA. In addition to providing EVM implementation support to Federal Government clients Mr. Everage is leading an initiative to develop and implement a corporate ANSI compliant EVMS for the Customer Solutions Operating Group (CSOG), one of the three operating groups that comprise BAE Systems, Inc. In addition, Mr. Everage is leading an effort to share best practices, issues and concerns through the establishment of a Cross-Inc. EVM Working Group and represents the CSOG on the Corporate Planning, Monitoring and Control Working Group.

Prior to joining BAE Systems, Inc. in January 2006, Mr. Everage was the Director, EVMS Practice for CSC Federal Sector where he was the architect for the development, implementation and certification of a corporate wide EVMS for the fourth largest Federal Government IT provider.

Mr. Everage represents BAE Systems, Inc. as a member of the Executive Committee of National Defense Industrial Association’s (NDIA) Program Management Systems Committee (PMSC) and the Office of the Under Secretary of Defense (OSD) Joint Government/Industry EVM Working Group.