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2005 Meetings Wednesday, February 2, 2005 Dinner Meeting/Presentation "The Basics of Facilitation" by Chris Ritter
Brief Biography of Speaker: Mr. Ritter has extensive experience advising public and private sector clients with organizational transformations including strategy development and implementation, organizational design, process improvement, governance alignment, balanced scorecard performance metrics, portfolio management, collaborative planning (a.k.a. war room) facilities and communications. Mr. Ritter is an expert facilitator with an MBA in Strategic & Organizational Change from Olin School of Business, Washington University. His Federal Government clients have included Defense Finance and Accounting Services, the Department of Homeland Security, the National Security Agency, the National Geospatial Intelligence Agency, the Missile Defense Agency and the US Army. For a copy of the slide package, click here .
Wednesday, March 2, 2005 Dinner Meeting/Presentation Establishing the Program Control Office at the TSA (for slides, click here ) Abstract of Presentation: TSA was stood up after 9/11. Passions were running high. Patriotism was in the air and the new organization called TSA was ready to take on the mission of protecting the airports and other transportation assets. As part of the TSA mobilization, IT played a critical component at the airports. The Office of Information Technology was set up to take on the work on designing, developing, deploying and managing millions of dollars of IT to the airports. At first, The Office of Information technology was set up to deliver. Cowboys and Heroes were called upon to deliver IT services and products and they did a spectacular job. To make this happen, OIT established the Program Control Office. The presentation will provide a roadmap on how OIT set up and implemented the Program Control Office. Brief Bio: A. Andrew Anderson is a program manager, project manager, speaker, trainer, author, former consultant for one of the largest project management companies in the Unites States. A. Andrew holds both the Project Management Professional (PMP) certification from the Project Management Institute, a Certification in Business Management from the Association of Professionals in Business Management (APBM) and is the first of 10 members of the Transportation Security Administration (TSA) to receive a DHS Program Manager Level III certification. For 20 years A. Andrew has worked in the private and government sectors providing program and project management consulting services. In 2003, A. Andrew was recruited to The Department of Homeland Defense to develop, implement and stand-up a Program Control Office for TSA. Presently, A. Andrew is the Deputy Program Manager for the Opt-Out Program for TSA. Since 1990, A. Andrew has served the Project Management Institute; in 1997 he was elected to the Board of Directors of the PMI Washington D.C Chapter where he served as VP of Membership, VP of Communications and. President-Elect. Today he serves as President of the Chapter and is an active member of the Risk Management and PMO Specific Interest Groups (SIGs).
Wednesday, April 6, 2005 Dinner Meeting/Presentation Joe Bonsignore on the topic of Improved Mission Performance through Portfolio Management.
Presentation Synopsis: Due to scarce resources and the need for greater mission performance at the same time, private companies as well as the federal government must find ways to work more efficiently and effectively. Portfolio management coupled with effective governance structures can help. Joe will explain what Portfolio Management is, why it’s important, what it includes, and how to implement an agile PfM methodology. He will also present PfM maturity levels and share lessons learned from his recent experiences with it. For a copy of the slides presented, click here .
Wednesday, May 4, 2005 Dinner Meeting/Presentation
"REDESIGNING THE ORGANIZATION WITH INFORMATION SYSTEMS" Brief Biography of Sylvia Palm Currently employed with Robbins Gioia, LLC. Have over 20 years of IT management working with Top 100 companies such as Lockheed Martin Corporation, Generation Electric Corporation, Price Waterhouse Coopers, LLC and the Department of Defense. Has provided input to capital budgeting processes. One specialty is Statistical Process Control of IT systems development and operations. Currently, as a member of Robbins-Gioia’s Executive Consultant Group and on a foundation of Program Management discipline, have partnered with customers to solve business and organizational issues. Have utilized these skills to deliver solutions that address critical business needs and strategic objectives. Examples are: Process Optimization (helping an organization define, analyze, and improve existing processes and structures to meet goals; Program Management Office (PMO)/Enterprise Program Management Office (EPMO) (deploying a system of processes, technology, people, and culture that works towards the successful completion of a program/project; Technology Migration/Implementation (facilitating the selection and introduction of new and upgraded technologies to support business infrastructures); Product Development (facilitating the on-time, on-spec, on-budget delivery of new product development life cycles; Vendor Selection/Outsourcings Management (enabling the successful selection, deployment, and management of outsourced relationships; and Portfolio Management (enabling organizations to select high-impact initiatives based on organizational or departmental objectives and implement an ongoing process for analyzing and refining project portfolios. When not working, or teaching, am chasing after my two cats!!!! Presentation Abstract: The following were discussed:
As were the following Management Challenges:
Wednesday, June 1, 2005 Dinner Meeting/Presentation "When Good Projects Go Bad - The Art of the Turnaround" Bio: Jackson Coppley is a project manager with over twenty years of experience managing projects in the Bell System, his own company, and currently for IBM as a PMP and IBM certified project manager in the software group. He has managed projects of all sizes and for a variety of customers. He has been used frequently as a turnaround PM for troubled projects. Presentation Synopsis: The presentation will examine how a troubled project can be put back on track and end with a satisfied customer. This presentation will provide case studies in which projects were turned around and the tools used in doing it. Three real-life projects will be depicted, each an example of a certain reason that a good project may go bad. Five tools are identified that were used in these projects and may be used by project managers in other projects they manage.
Wednesday, September 7, 2005 Dinner Meeting/Presentation Topic: WHY CAN’T YOU BE NORMAL LIKE ME? (Presentation ) (Skit ) Abstract: Many of our difficulties in interacting with other professionals at work or with family members at home stem from seeing the world differently. We assume others have our points of view, but nothing could be further from the truth. Harold will facilitate audience members in discovering their different perspectives. He’ll use the wisdom of Yogi Berra, pregnancy, and the bumps in the road towards enhancing working relationships between project managers and hardware and software designers. Audience members will participate during the presentation. Presenter Bio: Dr. Harold Kurstedt is a professor and director of Virginia Tech’s systems engineering program. Harold’s first position out of graduate school in 1966 was as Principal Systems Engineer in the nuclear power division of Babcock and Wilcox. His first project management position was with Industrial Nucleonics in 1970 developing total-plant process-control systems. Starting with this TQM activity in measurement and data, Harold has been searching for the secrets of good management. After founding and building a 235-person organization dedicated to helping people do good management, Harold discovered good management is a function of organizational change, ultimately based on personal change. Harold recognizes that all organizations must improve their relationship competence to the level of their technical competence and all managers and leaders must do more coaching than problem solving or the human resource will under-perform. Toward this end, he has worked with experts in community building and coaching to develop solution-focused leadership. Harold’s focus is on the mental, emotional, cultural, social, and spiritual functions of the human subsystem and how those functions relate to other human subsystems and to non-human subsystems in the performance of complex systems. More information regarding Dr. Kurstedt can be found at: http://www.ise.vt.edu/kurstedt/
Wednesday, October 5, 2005 Dinner Meeting/Presentation Presentation Abstract: Managing the Politics and Relationships of Multiple PM Domains (Click here for a copy of the presentation). There are three groups of people (domains) that Project Managers must manage. They include the customer group (and nobody seems to have just 'one' customer, and all customers seem to frequently disagree with each other); the project member teams/groups people (most projects have multiple TTOs, tasks, management teams that interact and share resources; and the PM's up-chain managers and the politics involved in dealing with them when it comes to inter-company teams (subcontractors, work sharing, profit goals, and project financial performance). Each of these areas are political domains in and of themselves, but they obviously also interact and sometimes determine project financial success from a business perspective as opposed to just hitting cost, schedule, and quality goals. Brief Biography: Tom Houston entered the U.S. Air Force directly out of High School, served as a Chinese Mandarin Linguist for over 20 years, and retired as a Master Sergeant. His assignments included ground-site tours at Osan Airbase, Republic of Korea; two airborne tours at Kadena Airbase Japan; two tours at Field Station Kunia, Oahu, (once under the Naval Security Group and once under U.S. Army Intelligence and Security Command); and one tour at Fort George Meade Maryland. His decorations include the Defense Meritorious Service Medal, the Air Force Meritorious Service Medal, The Air Medal (X 8), The Air Force Commendation Medal (X 3), and the Achievement Medal (X 3). Following retirement from the U.S. Air Force his positions included: Senior Systems Engineer for Sytex Corporation in McLean Virginia, as a Scientific, Engineering and Technical Assistance (SETA) contractor, he was assigned to the U.S. Army Program Management Office for Intelligence Fusion (PMIF) and worked overseeing Lockheed Martin’s development of the Unix-based All Source Analysis System (ASAS) as part of the Army’s Battlefield Command System (ABCS). He also oversaw Austin Information Systems development of ASAS Light, a windows-based laptop with wireless connectivity to the ABCS. He then worked for CACI Technologies for three years as the PM of a $7M/yr, CPAF contract to develop an electronic intelligence signals analysis database and signals analysis tool, under contract to the DoD’s Maryland Procurement Office. In late 2003, Tom began working for Titan Corporation as the PM of the $543M, CPAF, 2-year base, 5 option year, NSA Enterprise Architecture and Decision Support (NEADS) contract. The contract has approximately 20 customers, a nine-level WBS, 50 active subcontractor companies, and has had up to 260 FTEs assigned while he has been PM. The contract is closing out its first option year, and has recently been awarded its second option year.
Wednesday, November 2, 2005 Dinner Meeting /Presentation
Lee Lambert, PMP talked about Project Management: Going from Mediocrity to Maturity. Is it worth the Trip? (Click Here for a copy of the presentation slides.)
Presentation Abstract: This presentation will provide a candid look at the existing and evolving tools and techniques of the profession, while bringing an in-depth, reality based perspective to the benefits to be realized from becoming proficient in their application in today's complex, multi-project, shared resource environment. The material will be fresh and refreshing. The challenges and frustrations of the real-world applications of this myriad of tools and techniques will be examined and the pain of the "exposed" truth will be gently tempered with tension relieving humor. If your chosen career is project management, you can't afford to miss this opportunity to share in the insights of one of the profession's most highly respected contributors.
Wednesday, December 7, 2005 Dinner meeting/presentation Chris Mcgoff presented on how to address Wicked Problems. Click here for the chart package. Topic Summary: Chris McGoff will distinguish a class of problems called wicked problems and share what he has learned about how people interact to resolve these seemingly hopeless yet increasingly important problems. Examples of wicked problems will be identified and discussed. ‘Issue Based Information Systems (IBIS)’ will be presented as a grammar useful in understanding and resolving wicked problems. Compendium, a computer based graphical display tool which facilitates IBIS dialogue will be demonstrated. Chris has been applying the IBIS/Compendium methodology to complex problem resolution over the past 20 years in the public and private sectors. Speaker Biography: Chris McGoff, Vice President and Director of Strategic Consulting, at SRA International, Inc. is currently leading efforts to grow SRA’s strategic consulting services. Chris was the CEO and co-founder of SRA’s Touchstone Consulting Group (Touchstone), known for its strategic consulting with government executives. Chris is an internationally recognized expert in organization strategy, transformation, and large system change management. Since beginning his career in 1980, Chris has facilitated technology intensive strategy sessions for over 10,000 government and industry professionals driving improved performance and sustaining complex change in large public and private sector organizations. Mr. McGoff has played a significant role in both Electronic Government Initiatives and the Chief Information Officer (CIO) Council. Under Chris’s direction and leadership, Touchstone supported OMB’s Office of Electronic Government and Information Technology in their effort to develop and implement a unified E-Government strategy to bring services cost effectively to the citizens of the country through the Internet. This mandate was one of the five initiatives of the President’s Management Agenda, whose overall goal is major, cost-effective improvement in federal government management and results. In addition to contributing substantially to the overall success of this exceptionally important undertaking, Touchstone’s structured approach also has helped set a new performance standard for producing extensive planned change in compliance with new policy. These changes were not only accepted, but embraced, by the organization under the transformation. Moreover, the prospective savings over time from eliminated redundancies and overlaps of existing programs were estimated to be a billion dollars. McGoff pioneered the integration of knowledge management and work group technology with behavioral science, organizational development, culture assessment, and process design, and he was a significant contributor to the development of IBM TeamFocus (now known as GroupSystems V). Mr. McGoff works closely with senior executives in the public and private sector on strategic issues, facilitation of high level meetings, and executive coaching. The core of Touchstone’s strategy and management consulting methodology dates back to definitive work performed by Mr. McGoff while working with IBM and leading universities. He directed IBM’s initial research and development effort in collaborative technology and group decision support systems, working closely with major universities active in collaborative technologies research. He designed and built IBM’s first Decision Support Center and subsequently initiated the commercialization of the work group technology. He led the team that launched the IBM TeamFocus (now known as GroupSystems V), a work group collaboration technology marketed worldwide by IBM, that features electronic brainstorming, nominal group technique, voting, and stakeholder analysis. Mr. McGoff has served both commercial and public sector clients including the United Nations, the American Association of Retired Persons, AOL, Boeing, DuPont, General Motors, Hershey Corporation, IBM, the International Monetary Fund, J.P. Morgan Bank, NASD, New York City Municipal Government, International Finance Corporation, Procter and Gamble, the U. S. Congress, the World Bank, the United Nations, and the U.S. Departments of Defense, State, Homeland Security, Education, Energy, Labor, and Transportation, and the Office Personnel Management. Mr. McGoff holds an MS in industrial engineering from Texas Tech University and a BS in biophysical chemistry from the University of Scranton. He is the recipient of several prestigious awards including IBM’s Outstanding Technical Achievement Award and its Outstanding Achievement Award. Mr. McGoff is a founding member of the Society of Information Management Institute’s Working Group on Enhancing Global Collaborative Through Technology. In addition, he is a frequent contributor to professional journals and a sought after lecturer at conferences and universities.
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