19th Annual Integrated Program Management Conference
Workshops
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 Validation Reviews: What’s the big deal?
David Kester, DCMA
LtCol Todd Johnston, Defense Acquisition University
WS 02 Earned Value Management for Services
John Duval
Dale Gillam
Gay Infanti
Dave Muzio
WS 03 Well now that we have an NDIA Validation Guide,
how is it going?
Henry (Buddy) Everage, SM&A
WS 04 Agency Portfolio/Program Performance Metrics:
Useful for Program Funding Decisions?
Dan Milano, FAA
Nicole M. Waddell, KM Systems Group
WS 05 Is Earned Value the Right Tool?
Frederick Manzer, Strategy Bridge International, Inc.
Tony Finefield, Finefield Consulting
WS 06 DCMA Trip Wire Metrics: Preparing and Analyzing
Dave Kester, DCMA
Joe Kusick, Raytheon
ABSTRACTS & BIOS
WS 01 - Validation Reviews: What’s the big deal?
Validation reviews have been around for over 35 years and yet they continue to evolve. Both the government and industry invest a significant amount of resources in the validation of a management system IAW the ANSI-748 standard. DCMA is in the on going process of standardizing teams, training, and processes for planning, executing and closing out validation reviews.
The presenters will start the discussion by providing information on the current process of forming and training a validation team. They will also discuss DCMA’s efforts to standardize reviews through common training, processes and documentation procedures. Workshop attendees will then discuss the methods, best practices, lessons learned and current trends in validation reviews.
Dave Kester, DCMA
Voice: (703) 428-1145 E-Mail: dave.kester@dcma.mil
David Kester is the Director for the Performance Integration Division in Defense Contract Management Agency (DCMA). He is responsible for Supplier Operations including oversight of the Earned Value Management Center. Mr. Kester holds a Bachelor of Science degree in Industrial Management from LeTourneau University, Longview, Texas and a Master of Science degree in International Management and Commerce from University of Maryland University College, College Park, Maryland. Mr. Kester is a certified Acquisition Professional in the Business, Cost Estimating and Financial Management (BCF) career field.
LtCol Todd Johnston, Defense Acquisition University, Ft Belvoir
Voice: (703) 805-3343 Fax: (703) 797-3292 E-Mail: todd.johnston@dau.mil
Todd Johnston is a instructor of Earned Value Management at Defense Acquisition University in the Business, Cost Estimating and Financial Management Department. In addition to his current duties he’s also worked as an Earned Value Analyst, Business Manager, Project Officer, Program Element Monitor and Program Manager in launch vehicle, missile, computer and aircraft programs. He holds a Bachelor of Science degree in Electrical Engineering from Montana State University and a Master of Science in Mathematics from Southern Illinois University of Edwardsville.
WS-02 - Earned Value Management for Services
Facilitated by a panel including John Duval (CSC), Dale Gillam (SAIC),
Gay Infanti (Northrop Grumman) and David Muzio (MCRI)
OMB’s Circular A-11, Part 7 and the Capital Programming Guide mandate the use of earned value management (EVM) for those parts of major acquisitions where developmental effort is required to ensure each program meets its cost, schedule and performance goals. This includes prototypes (or other simultaneous development efforts) and tests to select the most cost effective alternative during the Planning Phase, the work during the Acquisition Phase, and any developmental, modification or upgrade work done during the Operational/Steady State Phase. Major acquisitions often include multiple contracts and subcontracts; some of those contracts and subcontracts, including the main integrating contract, may be for services or include a services component. Therefore, the solicitations for these contracts contain an EVM clause (FAR or DFARS), as well as a provision for either a pre-award or post-award IBR, along with applicable reporting requirements. There are many potential issues associated with using EVM to manage contracts for services, e.g., some of these contracts may lack all of the elements necessary to apply and effectively use traditional EVM, at least at the individual contract level. At the present time, there is little published guidance or shared best practices that specifically address the application of EVM to services work.
The NDIA Program Management Systems Committee (PMSC) recognized this gap and recently chartered a working group to identify and address the issues and to develop and recommend policy, process guidance, and training to support the implementation of EVM on services work.
This workshop will focus on the requirements for EVM on services work; the working group’s preliminary findings, including the issues they have identified; and potential future actions including the development of guidance for using EVM to manage various types of services efforts.
Following a brief presentation by the panel, we will elicit audience reaction to the material presented and facilitate a discussion concerning potential next steps. In addition, the audience is encouraged to share their experiences and methods for the application and use of EVM to manage services work and to identify those methods they consider to be best practices.
John Duval / CSC
Phone: 931-636-5982 |
Fax: N/A |
E-Mail: Jduval1@csc.co, |
John Duval is a Senior EVMS Manager for CSC’s North American Public Sector. He is primarily responsible for developing and teaching EVM and CAM training as well as supporting major new contracts with formal EVM requirements. He has been responsible for the development, implementation and sustainment of an enterprise EVMS which tracked over 600 projects (4 million hours) annually. 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. John is currently serving as a subject matter expert for the development of GAO’s Cost Estimating Guide in addition to serving on NDIA’s subcommittee on the application of EVM to services work.
Mr. Duval’s 24+ 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.
WS 03 - Well now that we have an NDIA Validation Guide, how is it going?
The Office of Management and Budget (OMB) Circular A-11, the Karen Evans’ OMB memo of August 2005, and the Federal Acquisition Regulation (FAR) EVMS clause all require the use of validated EVM processes by all federal government agencies. Historically, EVM system validations have only been available through the defense community with Defense Contract Management Agency (DCMA) conducting these validations as the EVM Executive Agent. Recognizing the fact that an equivalent organization does not exist to perform this function for non-Department of Defense (DoD) agencies, OMB requested that NDIA, as the recognized EVM subject matter expert body, address this issue for applicability at the FAR level with the key issue being EVM system acceptance across multiple agencies. The NDIA EVM System Acceptance Guide was developed as a response to the OMB request and was published in November 2006. This guide establishes the standard methodology to provide a robust and acceptable review of an EVM System. This purpose of this workshop is to provide a forum for an open discussion regarding the implementation and use of the NDIA System Acceptance Guide by Federal Government agencies. It is the intent of this workshop to identify shortcomings, if any, of the language in the Guide, and more importantly, obstacles to the implementation of the Guide and to obtain recommendations for improvement to the Guide to expand its use as the primary reference for agencies to use in the implementation and validation of contractor’s EVM systems.
Henry B. (Buddy) Everage, SM&A, Newport Beach, CA
Voice: (703) 822-1201 E-Mail: buddy.everage@smawins.com
Buddy Everage is the Principal EVM Specialist for SM&A Corporation where he is the lead for the company’s EVMS consulting practice. In that capacity Mr. Everage 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 the National Defense Industrial Association’s (NDIA) Program Management Systems Committee (PMSC). He was the primary author and lead for the joint industry/government PMSC working group that developed the recently published NDIA EVM System Acceptance Guide. He is also active in the PMI College of Performance Management and has served as the VP of Finance. In addition, Mr. Everage was the co-chairperson for the 18 th Annual International Integrated Program Management Conference in 2006.
WS 04 - Agency Portfolio / Program Performance Metrics:
Useful for Program Funding Decisions?
The use of program performance metrics is commonly used by industry and Government Agencies to monitor program performance and to verify corrective actions are being taken to avoid technical, schedule, and cost issues that may breach a program baseline. Industry contracts with Agencies to perform against a contractually defined requirement. Contractors have to perform to a contract requirement and cannot change scope without a contract change. Agencies, on the other hand, have the flexibility to cancel or expand a program based changing conditions, such as, technology changes, mission need changes, or contractor performance. This workshop will focus on the Agency use of program performance metrics as a portfolio management tool.
An approach for Agency program portfolio management will be briefly discussed. The Workshop attendees will discuss the how program performance metrics are used (or not used) by contractors and Government Agencies. The attendees will be asked to evaluate the program performance metrics adequately identify the key measures that describe program performance.
The Government will asked to assess whether program performance metrics are useful when making program funding decisions.
Dan Milano, FAA
Phone: 202-267-8450 |
E-Mail: Daniel.Milano@faa.com |
Daniel is a Senior Advisor to the FAA Assistant Administrator for Information Services and Chief Information Officer. He is responsible for all aspects of information technology (IT) capital planning; overseeing the development of the agency's IT business cases and IT portfolio; implementing Earned Value Management and other program management best practices and processes; and representing the agency at the Department of Transportation in all areas of IT capital planning and investment control.
In addition to his career at the FAA, Daniel Milano was a Senior Financial Advisor to Air Force Assistant Secretary for Financial Management (SAF/FM). He advises SAF/FM on family housing and utilities privatization initiatives; aircraft and facilities leasing and conducts financial research in key areas such as aerospace company financial health.
Prior to working for the US Air Force, Daniel Milano was an operations research analyst with Naval Center for Cost Analysis (NCCA). He was the IT program manager for the Visibility and Management of Operating and Support Cost (VAMOSC) system. He has also worked on various special studies for the Under Secretary of the Navy, the Vice Chief of Naval Operations (VCNO), the Assistant Secretary of the Navy for Financial Management & Comptroller (ASN FM&C) and the Assistant Secretary of the Navy for Research, Development & Acquisition (ASN RDA).
Mr. Milano previously worked as a mechanical engineer for the Naval Air Systems Command (NAVAIR). He was responsible for the development of acquisition plans, including affordability assessments and long-range investment planning analyses, in support of Joint Strike Fighter and Aerial Target programs.
Nicole M. Waddell, KM Systems Group
Voice: (443) 540-1257 Email: nwaddell@kmsystemsgroup.com
Ms. Waddell has over sixteen years of professional Information Technology industry experience and twelve years of project/program management experience within the government and commercial business arena. She is a certified Project Management Professional (PMP). Ms. Waddell’s professional roles have included Director, Project Manager, Senior Consultant, Senior Engineer, Business Analyst, and Trainer. She has extensive experience planning and managing full life-cycle system development projects, joint application development, business process reengineering, change management and total quality management initiatives. Ms. Waddell has managed schedule, cost, and technical performance for several complex multi-million dollar enterprise-wide projects.
Ms. Waddell is currently working with the KMSG team to implement the Portfolio/Program Performance Management initiative at the FAA. In addition, she is working closely with several major FAA programs in reviewing their EVM readiness in accordance with the OMB Exhibit-300 review process, the FAA Acquisition Management System, and the ANSI/EIA 748 EVM compliance.
WS 05 - Is Earned Value the Right Tool?
With the issuance of the broad federal requirement for the use of earned value as a performance measurement tool I am seeing more and more of the “we have a hammer so every problem appears as a nail” thinking. Under this thinking people are attempting to apply earned value inappropriately to activities that do not result in products. This workshop examines what is or could be done to manage performance on various types of work such as pure research, development, production, and services. It will also address whether a compliant system is appropriate or if a lesser approach could be used. Attendees will be asked to share the nature of appropriate and inappropriate applications of performance measurement techniques they have seen and how they handled those situations. The product of the workshop will be a matrix of types of work and how to reasonably and effectively measure performance. If you are struggling with selecting the right techniques to manage projects, services, or support efforts then this workshop will address those issues.
Frederick Manzer, Strategy Bridge International, Inc.
Voice: (540) 845-0309 Fax: (703) 832-0292 E-Mail: fmanzer@strategybridgeintl.com
A dynamic and skilled trainer requested by customers for their training events. Mr. Fred Manzer combines practical experience with his extensive knowledge of theory to address customer learning needs in their environment and using their terminology. As a government employee and commercial consultant he provided training and project management support for major US defense contractors and US Government agencies acquiring major systems. As a nationally recognized expert in project planning and earned value Mr. Manzer frequently speaks on these subjects at conferences and professional symposia. His systems engineering approach to project management facilitates acceptance by the engineering community and promotes successful implementation of recommended practices. As Director of Project Management at Strategy Bridge International, Inc. he develops and presents training and provides consulting support to commercial companies and government organizations. Mr. Manzer has fifteen years as a professional trainer in commercial and government organizations. Prior to joining the government Mr. Manzer was a project manager in the defense industry and a manager of program control responsible for the implementation of earned value systems in defense contractors.
Tony Finefield, Finefield Consutling
Voice: (714) 642-8795 Fax: (714) 893-6043 E-Mail: tonyevm@earthlink.net
Mr. Tony Finefield has over thirty-one years of experience in the area of Earned Value Management Systems. As a Naval Supply Corps Officer he was assigned to the Defense Contracts Management Area - Santa Ana where he was responsible for supervising an EVMS Surveillance program that included four validated contractors with nine contracts valued at over $1 Billion. Subsequent to that, Mr. Finefield worked for five years in two Air Force Plant Representative Offices (AFPROs): TRW Defense and Electronics Sector and Rockwell International, Autonetics Division. As the EVMS Surveillance Monitor, he was responsible for ensuring continued contractor compliance with their approved EVMS. In March 1983, Mr. Finefield joined the Cost Information & Management Systems Division of Air Force Space Systems Division (now Space and Missile Systems Center) where his responsibilities include being the SMC Field Command Focal Point for the implementation of earned value management on all major acquisitions at SMC. Additionally, he has led reviews at such diverse contractors as Martin Marietta Astronautics Group; TRW Defense & Space Sector; Lockheed Missiles and Space Company; Boeing Aerospace and Electronics; and, General Dynamics Space Systems Division. Mr. Finefield led the multi-service, multi-agency team charged with the rewrite of the Joint Implementation Guide and its transition into the Earned Value Management Implementation Guide, published in December 1996. Mr. Finefield served as the Chief of the Acquisition Cost Division at SMC from Nov, 1997 to June 2001. His duties included supporting program office’s in generating program level cost estimates; supporting cost model research and maintenance; supporting the program offices in the preparation for and conduct of Integrated Baseline Reviews (IBR’s); and, providing earned value training to both program office and staff personnel. Mr. Finefield retired from Government Service on 1 July 2001 and now works as a private consultant, providing support to both private industry and government agencies.
WS 06 - DCMA Trip Wire Metrics: Preparing and Analyzing
Facilitated by: Dave Kester and Joe Kusick
Agenda:
- Introduction and overview - DK
- Contractor Trip Wire metrics preparation “Lessons Learned” – JK
- Analysis and use – DK & JK
- Facilitate discussion with the Workshop attendees – DK and JK
- Contractor issues and concerns
- Other useful program performance metrics
- Recommendations to improve the preparation and use of DCMA Trip Wires
Managing program performance includes program performance metrics that are meaningful and easy to understand by management. Earned Value metrics are commonly used to report schedule and cost performance for a contract or program baseline. While EVM has demonstrated over the years that EVM metrics are useful for both assessing historical performance and as a predictive tool for evaluating estimates at completion; there are other metrics that are equally useful to assist program management. It is also important to have an integrated set of program performance metrics that allow management to identify and act on early indicators that may eventually result in schedule and cost problems.
DCMA has implemented a set of program performance metrics for DoD that are being institutionalized and used by OSD. DCMA and industry are preparing Trip Wires and analyzing the metrics. This workshop will include:
- Description of the Trip Wire calculations and how they are being used by OSD
- An understanding of how a contractor is gathering the data to calculate the Trip Wire metrics
- How Trip Wire metrics are being analyzed and used by management
Mr. David Kester, Director DCMA Program Integration and Joe Kusick, Raytheon Director Business Process Management will discuss the use of the “Trip Wire” metrics in the DoD and Industry executive decision making process.
The primary purpose of the DoD “Trip Wire” metrics is to provide a common set of metrics that are an early warning to executive management.
The trip wire metrics focus on management system health, robustness of the performance measurement baseline, as well as provide early indicators as to the abilility to properly execute the program through the secondary schedule driven metrics of the “Trip Wire” process.
Mr. Kester will discuss the “Trip Wire” process, the make up of the metrics, and how these metrics are used.
Joe Kusick will discuss Industry deployment, challenges to that deployement, and how some executive managers in Industry are currently using these metrics to focus early on in the program life cycle on those areas that make a difference in program execution.
The workshop attendees will be asked to participate in the workshop and provide feedback, such as:
- Problems and issues gathering performance data
- Trip Wire metric analysis techniques
- Other program metrics that are useful for program management
Joe Kusick, Raytheon Company / Space and Airborne Systems
Phone: 310-607-7327 |
Fax: 310-607-7327 |
Joe_Kusick@raytheon.com: |
Provide ½ page biography of the facilitator
Joe Kusick is the Director of Business Process Managementfor the Space and Airborne Business
of the Raytheon Company.
Joe is also the Raytheon Company focal point to the Government Community for all matters
relating to the Earned Value Management System Process. He chairs the Raytheon EVMS
Management Team.
His past experience includes management positions in Industrial Engineering, Manufacturing
Program Management, Subcontract Business Management, Production Scheduling, Business
Management, and Material Pricing and Analysis. He has 24 years of management experience
In his 31 year career in Aerospace he has spent 15 years with Raytheon, 2 years with
Hughes Aircraft, 12 years with Northrop Grumman Electronics and 2 years in contracts
management with the US Navy.
Joe has received the David Packard award for his efforts supporting Department of Defense
Acquisition streamlining initiatives. This is the highest Civilian award that is bestowed by
The Department of Defense. He was one of the writers of the American National
Standard’s Institute’s EVMS guidelines, and he is noted as a major contributor to
the Integrated Baseline Review guide that is utilized by Industry and the Department of
Defense.
Joe Kusick has presented many papers at Industry conferences on the topic of Program
Management and is a recognized Industry leader on the process of Earned Value
Management.
Joe Kusick holds a Masters in Business Administration from California Polytechnic State
University, in San Luis Obispo California and well as a Bachelor of Science in Business
from this same school.
