Practice Symposia Project Planning Track

Transcription

1 Practice Symposia Project Planning Track Coordinator: Dale Gillam PS-13 The Art of Planning Joshua Garvey, ClearPlan PS-14 Walk the Flight Line - Finding Risk and Opportunities Kellie Cloud, Booz Allen Hamilton PS-15 WBS - The Cornerstone for Effective IPPM Chelsea Calhoun, Regulus Group, LLC PS-16 Replanning: Taboo or Not Taboo Elizabeth Schloer, Booz Allen Hamilton Lisa Wolf, Booz Allen Hamilton PS-17 Joint Situational Awareness Between Government and Contractor Root Cause Analysis Study Gordon Kranz, Earned Value Management, PARCA Scott Gring, KAI Rhonda Ferris, PPMS International PS-18 EVM Politics: Campaigning for Success Candi Randolph, Charter Performance Management Group, LLC PS-13 The Art of Planning Planning is a skill that is not taught in higher education, but rather learned on the job. Great planners have specific traits that separate them from the many who perform these services. In this session, Josh will present the key attributes of great planners and the approach great planners take to their craft. Josh will explore in this brief what he and his team have found are the three keys to successful program planning. Josh will share personal examples and those from his team to support these findings as well as solicit input from the attendees on their experiences with one goal to improve program planning in industry. Joshua Garvey, ClearPlan Phone: (727) joshgarvey@clearplanconsulting.com Josh is the president of ClearPlan, a program planning & control consulting company dedicated to improving earned value management. ClearPlan serves federal and non-federal clients designing, building, running and improving project management, planning and EVMS systems. Josh has developed industry-leading solution processes for large companies and consultancies and has implemented these methods with his teams across hundreds of federal and non-federal clients. Prior to establishing ClearPlan Josh ran SM&A s Program Services division with revenues in excess of $50M and prior to that was the VP of Operations at Project Planning, Inc.

2 Josh spent nearly a decade with Raytheon Company working in various capacities in Mechanical Engineering, Systems Engineering, Logistics, Program Management and Functional Leadership. PS-14 Walk the Flight Line - Finding Risk and Opportunities Proactive identification and management of risk for critical cost, schedule and technical parameters is essential to providing a robust Performance Measurement Baseline (PMB). The execution of garnering detail planning that provides well documented, adequately estimated and realistically evaluated work packages leads to reliable and insightful Earned Value Management analysis and reporting to key decision makers. Critical decisions may be based on evaluation of the performance of the baseline, and validity in the work package is essential to the control of both cost and schedule. Building smart work packages through analysis and reporting of risk and opportunities allows the Control Account Manager to control the day-to-day decisions to keep the project on schedule, within budget constraints and maintain the quality of the project. Based on PMI Standards, this hands on approach evaluating and drawing out potential risk areas provides a real world application of Earned Value Management analysis and reporting that leads to coveted success in sustainment of the Performance Management Baseline. This practice symposium will demonstrate how to draw out and manage the ever changing landscape of risks and opportunities as they arise, utilizing industry standards as well as lessons learned, drawn from experience in the field and walking the flight line. This applied approach provides understanding of concepts and useful practices to help avoid common pitfalls of risk evaluation and integration of key process disciplines. Participants are encouraged to learn from practical solutions and demonstrations to enable them to utilize their knowledge in their chosen fields. Kellie Cloud, PMP, PMI-SP, PMI-RMP, EVP, Booz Allen Hamilton, Inc. Phone: cloud_kellie@bah.com Mrs. Kellie Cloud has been a certified Project Management Professional (PMP) for over 10 years and has more than 15 years of experience in Project Management specializing in Project Controls. Mrs. Cloud also holds the prestigious Earned Value Professional (EVP) certification from the Association for the Advancement of Cost Engineering International (AACEI), as well as the certifications as a PMI Scheduling Professional (PMI-SP) and Risk Management Professional (PMI-RMP). Mrs. Cloud has served in several capacities in local PMI Chapters and was a member of PMI s virtual writing team. Mrs. Cloud holds a Bachelor of Science in Project Management and a second Bachelor of Science in Business Administration; she has also obtained a Master s degree in Information Systems Management. Mrs. Cloud is an established resource in the project management and acquisition community and specializes in large research and development contracts within the Aerospace industry. PS-15 WBS - The Cornerstone for Effective IPPM The Work Breakdown Structure (WBS) is the common thread throughout your program/project s scope, cost, and schedule. Having clearly defined WBS elements

3 is critical in managing a project and determining its performance. In this session, the importance of the WBS will be reviewed by showing how it is the cornerstone for defining and managing scope, cost, schedule, and risks. In addition, real world examples will be provided and discussed to demonstrate how vital a sound WBS is for effective IPPM. Chelsea L. Calhoun, PMP, Regulus Group, LLC Phone: ext. 231 Cell: ccalhoun@regulus-group.com Chelsea L. Calhoun is currently a Senior Program Controls Analyst for Regulus Group, LLC providing schedule and earned value management (EVM) support for commercial and government clients. She has over 13 years of project management experience, and is a skilled scheduler, supporting large scale federal acquisition projects for the Department of Veterans Affairs (VA), Department of Homeland Security (DHS), and Department of Defense (DOD). Her EVM expertise is from an oversight and implementation perspective. She has assisted DCMA in EVMS surveillance, and helped organizations establish an EVMS. Chelsea is also the owner of COMSEN Consulting Enterprises, LLC, and is in her second year as Vice President of Programs for the Project Management Institute (PMI) Silver Spring Maryland Chapter. Chelsea earned a BS in Chemical Engineering from the University of Pittsburgh in 2000 and is a certified PMI Project Management Professional (PMP) since PS-16 Replanning: Taboo or Not Taboo Change in itself is controversial, and notably so within an Earned Value Management System (EVMS). The importance of change control is evident in the EIA-748-C guidelines, as Revisions and Data Maintenance is one of five major categories. There are many project teams and stakeholders that are resistant to change, a few are over-enthusiastic about it, and a fair number that accept it and move on with ease. What are the advantages and disadvantages of replanning the baseline? What are common misconceptions of project managers and stakeholders? We will explore some examples of how replanning failed the project, review the approval process for baseline changes, and discuss how to properly document adjustments to ensure traceability. Attendees will leave with seven (7) change control process tips and tricks to take and apply as needed. Elizabeth Schloer, PMI-SP, Booz Allen Hamilton Phone: (240) schloer_elizabeth@bah.com Elizabeth is the Deputy Earned Value Management (EVM) Focal Point at Booz Allen Hamilton. In her role, she supports compliance of Booz Allen s DCMA-reviewed Earned Value Management System (EVMS) and Purchasing System via assessment, compliance, and training. Elizabeth has extensive federal government client experience within civil and defense, where she worked at agencies chief offices and on multi-million and billion dollar projects/programs to support creation of EVM policies, procedures, and system implementations. She possesses a depth of experience in earned value, scheduling, risk, and project/program/portfolio

4 management. Elizabeth leads the training program for subcontract administrators, to ensure compliance of the Booz Allen Purchasing System during a Contractor Purchasing System Review (CPSR). Elizabeth is certified by the Project Management Institute (PMI) as a Scheduling Professional (SP). Lisa D. Wolf, MBA, EVP, PMP, Booz Allen Hamilton Phone: (301) wolf_lisa@bah.com Lisa Wolf is the Earned Value Management (EVM) and CPSR Focal Point for Booz Allen Hamilton, Your Essential Partner for predictive intelligence, emerging technology, and advanced engineering. In the EVM Focal Point role for the past eight years, Lisa is responsible for ensuring the proper firm-wide deployment of the Earned Value Management System through training, proposal support, Integrated Baseline Reviews (IBRs), Internal Surveillance Reviews (ISRs), and Joint Surveillance Reviews (JSRs). Lisa s wide range of diverse EVM experience as a practitioner has been in RDT&E, Production, Deployment, Software Development, and support services projects of varying contract sizes and types with myriad clients. As CPSR Focal Point, she is also responsible for ensuring that the Purchasing Business System is in compliance with DCMA-INST-109 criteria. A frequent speaker and trainer of Earned Value Management and Project Management topics and a published author, Lisa has spoken throughout the United States and the world, including Yokosuka, Japan, Alexandria, Egypt, Melbourne, Australia, and as a keynote speaker for the PMI Sydney Conference. She has served as a guest lecturer for graduate students at Bowie State University in Maryland, as well as a course developer and leader for the American Management Association (AMA). She is also Deputy PM for CPM Test Development and Administration. Lisa has been certified by the Association for the Advancement of Cost Engineering International (AACEI) as an Earned Value Professional (EVP) and by the PMI as a Project Management Professional (PMP), and earned her MBA from the Johns Hopkins Carey Business School. PS-17 Joint Situational Awareness Between Government and Contractor Root Cause Analysis Study In 2014 The Office of the Assistant Secretary of Defense for Acquisition, Earned Value Management, Performance Assessment and Root Cause Analysis Division (PARCA) initiated a study using sample ACAT-1 Program EVMS data (cost & schedule) submitted to the Earned Value Central Repository (EV-CR). The results of the study will be used as a government/ industry benchmark for improving the acquisition outcome relative to integrated program management reporting data. The purpose of the study was to compare standard EVM data (cost & schedule) at specific levels of the WBS to best determine a more effective and predictive level of detail pertaining to contractor deliverables in accordance with DI-MGMT-81861, Integrated Program Management Reports (IPMR), Formats 1-7. The study methods included detailed analysis of submitted reports (DI-MGMT-81466A - CPR),

5 schedules (DI-MGMT IMS), and parametric analysis correlating results between cost and schedule information available in the EV-CR. The process of the study was to identify, evaluate and recommend guidance related to the use of the WBS and Cost & Schedule Integration for IPMR / EVMS reporting under FAR (all relative subsections) as well as other government required reporting. The objective of the study is to support the Better Buying Power Initiative in Achieving More Affordable Programs and improved transparency throughout the program lifecycle. Gordon M. Kranz, Deputy Director, Earned Value Management, PARCA Phone (703) , gordon.m.kranz.civ@mail.mil Mr. Gordon M. Kranz is the Deputy Director for Earned Value Management Performance Assessments and Root Cause Analyses in the Office of the Assistant Secretary of Defense for Acquisition. Mr. Kranz s office serves as the Department of Defense focal point for all policy, guidance, and competency relating to Earned Value Management. Earned Value Management (EVM) is one of DoD s and industry s most powerful integrated program management tools used by the government and industry program managers and their teams to support decision making as they navigate the day-to-day constraints and risks that all DoD programs face. Prior, Mr. Kranz held positions as the Executive Director, Engineering and Analysis, for the Defense Contract Management Agency (DCMA) and the Director, Systems and Software Engineering, in the Office of the Deputy Under Secretary of Defense (DUSD) for Acquisition and Technology (A&T). In these roles, Mr. Kranz provided policy, training, and tools required to perform systems engineering, software engineering, earned value management, manufacturing and production, quality, system assurance, risk management, and supply chain predictability. Mr. Kranz has 30 years of defense acquisition experience, including 16 years in private industry as a senior technical lead and program manager and 10 years as an acquisition program manager for the United States Air Force. Mr. Kranz received a Bachelor of Science degree in Electrical Engineering from North Dakota State University, a Master of Science degree in Electrical Engineering from the Air Force Institute of Technology, and is certified by the Project Management Institute as a Project Management Professional. Additional Presenters: Scott Gring and Rhonda Ferris (Contact Information: sgring@kaiglobal.com and rhondaf@ppmsintl.com) PS-18 EVM Politics: Campaigning for Success Earned Value Management is more than performance metrics. It is a program management methodology that permeates all facets of the business operations supporting the programs. As such, the organizational change required to meet industry best practices can be chockfull of challenges. In this presentation, we will look at the benefits of using stakeholder analysis in conjunction with risk and opportunity management to ensure a successful EVM implementation effort.

6 Candi Randolph, PMP, Charter Performance Management Group, LLC Phone: (317) 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.