Practice Symposia Implementation Considerations Track

Transcription

1 Practice Symposia Implementation Considerations Track PS 04 EVM Adoption: Making the Transition from Old to New Candi Randolph, Charter Performance Management Group, LLC PS 08 EVMS Tool Evaluation Ted Hibsman, Leidos EVMS Center of Excellence PS 12 The Mystery of Rolling Wave Planning Michael R. Nosbisch, Project Time & Cost, Inc. PS 16 Program Management Dashboard: How to be Intelligent about Business Intelligence Tom Sullivan, PMP, Herren Associates Steve Sheamer, Herren Associates PS 20 A Tale of Two Contractors: A Comparison of EVM Practices Keyi Oborokumo, Booz Allen Hamilton PS 24 EVMS Implications of Best Intentions and Misdirection Mark Infanti, Sr. SM&A, Inc. PS 04 - EVM Adoption: Making the Transition from Old to New You ve planned the EVM implementation effort and executed the plan. Procedures are documented and personnel are trained but when the rubber meets the road you re seeing more business-as-usual than new process implementation. In this session, we will explore common barriers that prevent institutionalization of new EVM processes and how to realign the implementation focus towards EVM adoption. Candi Randolph, PMP, Charter Performance Management Group, LLC Phone candi.randolph@charterperformance.com Candi Randolph is co-founder of Charter Performance Management Group and has over 25 years of Project Management and EVMS implementation experience. Candi spent over 20 years in the Aerospace and Defense industry where she supported business operations, managed the design, development and implementation of Earned Value Management Systems, and managed large-scale IT programs. She currently provides EVMS consulting and training services to companies implementing Earned Value Management Systems and teaches project management classes including a Project Management Professional (PMP ) Certification Boot Camp. Candi holds a B.S. degree in Computer Science and is certified by the Project Management Institute as a Project Management Professional. PS 08 - EVMS Tool Evaluation at Leidos Regardless of the size and type of your earned value programs, it will likely be advantageous to use some form of automated tools to satisfy earned value requirements and manage your

2 programs effectively. Particularly when larger and more complex programs are taken on, the type of tool used may make a significant difference in management ability and cost efficiencies. In this session, we discuss the process and criteria used by Leidos in approaching the evaluation and selection of an earned value tool. Addressed as parts of the process are identifying the scope and requirements for tool application, the types and size of programs to which it will be applied, evaluation criteria, evaluator roles, and an evaluation schedule. Addressed as part of the criteria are cost, amount of support required, ease of installation and implementation, scalability, ease of use, past experience/history, and capabilities/features. The session will provide attendees with a roadmap for conducting their own EV tool evaluations and a framework for making informed tool decisions and selections. Ted Hibsman, Leidos EVMS Center of Excellence Phone Fax hibsmant@leidos.com Ted has over 25 years of experience in project management and controls and Earned Value Management Systems (EVMS), including project scheduling and cost integration. He has experience on both sides of contracts, having served in the U.S. Air Force as a project and procurement officer for DoD Space Shuttle payload integration programs and in-space mission operations; he has also worked as a contractor for TRW, a NASA Jet Propulsion Laboratory (JPL) contractor, Hughes Aircraft Company, Raytheon, SAIC, and now Leidos. His experience extends across DoD, Intelligence, and other government agency programs. In EVMS, Ted has several years experience working hands on as an EVMS lead on programs of a wide range of value and contract type. He also has several years experience as an instructor of EVMS policies, processes, and program and tool implementation. Most recently, he works as a senior EVMS manager in the Leidos EVMS Center of Excellence, responsible for update/maintenance of the EVM System Description, proposal/program implementation assistance, and internal/joint surveillance. Ted was certified as a PMI Project Management Professional (PMP) and AACE Earned Value Professional (EVP) in 2011, and as a PMI Agile Certified Practitioner (PMI-ACP) in He received a degree in Systems Engineering from UCLA and studied graduate-level business at the University of San Diego (USD). He currently works for Leidos in San Diego, California. PS 12 - The Mystery of Rolling Wave Planning For the most part, an EVMS that complies with the ANSI/EIA 748 Standard is meant for cost reimbursable contracts that are developmental in nature. This implies that the scopes of work for these contracts are not very well defined, which would seem at odds with the fundamental EVMS concept/requirement to develop a comprehensive performance measure baseline (PMB) within 120 days of contract award. For the most part, this requirement can only be met by the use of the rolling wave planning process, which emphasizes detailed planning only for near term work scope elements, while far term elements are planned in summary-level detail. Despite this key role in the overall process, however, rolling wave planning is still not well understood by both government agencies and the contractors that support them, to the point where key components are often times not allowed within the constructs of the program-specific

3 system(s) being implemented. This presentation will provide recent examples of this, but more importantly will seek to more effectively define the rolling wave planning process and the rationale for using it correctly within an ANSI-compliant EVMS. Michael R. Nosbisch, Project Time & Cost, Inc. Phone Fax Michael has over 26 years of experience in project management and controls within both the government and private sectors. He has worked for several of the leading engineering, procurement, and construction (EPC) firms in the industry, to include URS Corporation, Jacobs Engineering, Kiewit, and Parsons Corporation. In 2009, Michael joined a leading management consulting firm, SM&A, and was responsible for their successful EVM Compliance and Consulting practice. In May of 2011, he joined Project Time & Cost as Managing Principal, Western Region, and EVM Practice Lead, based in Long Beach, CA. Michael is also an adjunct professor at the University of Southern California, teaching graduate level courses in heavy construction estimating and scheduling. Michael was certified as a PMP in He has also been an active member of AACE International since 1999, earning numerous professional certifications as well as serving President of the Association from 2011 to In addition, Michael is an active member of both the Integrated Program Management Division of NDIA and the Energy Facility Contractor s Group s (EFCOG s) Project Management Working Group (PMWG). PS 16 - Program Management Dashboards: How to be Intelligent about Business Intelligence Management dashboards are becoming increasingly prevalent in government, commercial and non-profit performance management processes and nearly all program management tools are incorporating dashboard capabilities into their software. Despite their popularity, many program dashboards fail to provide meaningful insights that aid decision makers and drive performance accountability. It takes proper planning and a structured approach to ensure dashboards effectively measure program performance. A properly planned dashboard transforms raw data into meaningful information, allowing decision makers to investigate the root cause of performance issues. Unfortunately, many programs are measuring things for the sake of measuring and are failing to establish meaningful targets that enable accountability. Without properly establishing meaningful goals and measurement criteria, many organizations are investing in dashboards that do not provide any strategic benefit. This presentation s objective is twofold. The first is demonstrating the importance of the planning process, including a well-defined approach for establishing an effective metrics plan with actionable objectives, measurements, and reporting mechanisms. We will explain how this process is a critical step in establishing a program dashboard and why dashboard projects rarely succeed without this upfront analysis. Secondly, we will demonstrate real-world examples of dashboards and clearly demonstrate the difference between an executive scorecard, dashboard, metric and report. We will explain how successful program dashboards

4 tie together the right pieces of performance management data and display them in simple to use formats. The approaches and concepts discussed in this presentation will provide the audience with an understanding of what is required to ensure that your investment in program management dashboards does not go to waste. Tom Sullivan, PMP, Herren Associates Phone Fax Tom Sullivan is an Associate at Herren Associates and combines seven years of industrial and commercial experience developing financial models and dashboards. Working with numerous clients in the Natural Gas value chain, he developed financial models and dashboards to aid those in the C-suite to make investment decisions. He developed and currently manages the Navy Maritime Energy Portfolio tool to analyze energy initiatives and develop optimized implementation plans. Mr. Sullivan holds a BBA in Business Administration from the University of Notre Dame ( 06) and MBA in Finance from Loyola University Chicago ( 09). Steve Sheamer, PMP, CCEA, LSSBB, Herren Associates Phone Fax steve.sheamer@jlha.com Steve Sheamer is a Senior Associate at Herren Associates and has experience supporting both government and commercial programs including the F-35 Joint Strike Fighter, Littoral Combat Ship and Navy ERP Program. He has designed and implemented more than a dozen management dashboards and reporting tools across multiple organizations with many lessons learned along the way. Mr. Sheamer has both a master's and bachelor's degree in industrial engineering and is a Certified Cost Estimator/Analyst, Project Management Professional (PMP), Lean Six Sigma Black Belt, and holds a certificate in earned value management from PMI. PS 20 - A Tale of Two Contractors: A Comparison of EVM Practices In this real-world case study, we will compare two different approaches to $100M ANSI- Compliance required Earned Value Management. Both contractors were awarded similar IT government scopes. One contractor successfully executed the project and under-ran its budget by 5%, while the second contractor exceeded its budget by 30%. What are some of the lessons learned from these two cases? What best practices did the contractor who executed the project on time and under budget adopt, and what went wrong with the other contractor who exceeded its budget significantly? We will examine 5 areas within project management; resource management, scheduling, EVM methodologies, and cost management, where each contractor took different approaches. What were the results and impact of each approach? Finally, we will discuss the lessons learned from both approaches, and how we can apply them to future projects to attain successful project execution. Keyi Oborokumo, PMP Booz Allen Hamilton Phone Oborokumo_Tubokeyi@bah.com

5 Keyi Oborokumo has 7+ years of experience in project cost control. Keyi is a Senior Consultant with Booz Allen Hamilton, providing project management oversight with a focus in Earned Value Management and Risk Management. She performs evaluation and assessment of cost, schedule, and technical performance on multiple IT projects, identifies early warnings for cost and schedule risks, and provides assessment for multiple Integrated Baseline Reviews. Prior to joining Booz Allen in 2012, she worked for Lockheed Martin. At Lockheed Martin she served as a financial lead, developing and pricing proposals, monitoring program expenditures against budget, forecasting, reviewing commitments, analyzing profit and revenue, and implementing Earned Value Management approaches and methodologies. PS 24- EVMS Implications of Best Intentions and Misdirection Throughout the lifecycle of a program, stakeholders make decisions based on what they believe is in the best interest of the program. Occasionally these decisions are in conflict with and impact the contractor s (validated) EVMS. However, if these decisions result in findings during a third party (DCMA) review, the contractor is held responsible; even if the contractor is following customer direction. This presentation highlights three key drivers to this issues: misuse of Management Reserve (MR), problems with Over Target Baselines (OTB), and program direction that is not contractual. Specifically covered are the approaches contractors should employ to mitigate and resolves these challenges. We will discuss in detail the responsibilities of the government contracting officer, the contractor s contracting officer, the government PM, the contractor PM and the contractor EVM focal point. This presentation addresses what you should do and where to seek help if you or your program receives direction that is in conflict with your approved EVMS. Mark Infanti, Sr. EVM Consultant, SM&A Inc. Phone mark.infanti@smawins.com Mark s experience with Earned Value Management began in 1975 in the aerospace industry. Over the past 30 years, he has been in the project management field as a project analyst, EVM consultant, technical sales support for EVM products, implementation consultant, project controls manager at a major EPC company and marketing manager for EVM tools. In these positions he has made presentations at conferences, presented EVM and scheduling training around the world, and supported professional organizations such as CPM, PMI, NDIA, & AACE. He has developed EVM system descriptions and procedures to meet customer needs, trained users and supported automated system implementation for major engineering and design projects. Mark has lead several DOD and DOE clients through successful EVMS validations. Mark has presented hundreds of training classes to both the public and private sectors on 3 continents to contractors and government agencies and wrote a book on EVM that was used to train a project management software company team in the 1980 s.