Webinar on Building a Credible Performance Measurement Baseline set for 3 October



24 September 2014 – Virginia, USA – The College of Performance Management (CPM) has announced the topic and timing for its October Topical Webinar.  The webinar will discuss the topic of “Establishing a credible Performance Measurement Baseline, with a risk adjusted Integrated Master Plan and Integrated Master Schedule, starts with the WBS and connects Technical Measures of progress to Earned Value” by Glen B. Alleman, Thomas J. Coonce, and Rick A. Price.  It will take place on Friday, October 3rd at 12:00 p.m. U.S. Eastern Time. The webinar is free to CPM members and $25 for non-members. PMI members can earn 1 PDU with the webinar.  For more information or to register, Click Here.

The College of Performance Management (CPM) has announced EAI-748-C asks us to “objectively assess accomplishments at the work performance level.” As well §3.8 of 748-C tells us “Earned Value is a direct measurement of the quantity of work accomplished. The quality and technical content of work performed is controlled by other processes.”

Without connecting the technical and quality measures to Earned Value, CPI and SPI provide little in the way of assuring the delivered products will actually perform as needed. To provide visibility to integrated cost, schedule, and technical performance, we need more than CPI and SPI. We need measures of the increasing technical maturity of the project’s system elements in units of measure meaningful to the decision makers. Those units include Effectiveness, Performance, all the …ilities, and risk reduction.

This Webinar will show how to construct a risk adjusted Performance Measurement Baseline starting with the WBS. Using the Integrated Master Plan and Integrated Master Schedule to describe the Measures of Effectiveness, Measures of Performance, Technical Performance Measures and reducible risk mitigation’s prepare the program to assess the irreducible risks that impact schedule and cost. Using Monte Carlo Simulation, these risks are mitigated with schedule reserve.

The webinar provides the listener with the steps needed to “connect the dots” between technical performance and Earned Value performance currently missing in EAI-748-C. With these connections the probability of program success is increased through leading indicators in units of measure meaningful to the decision makers.

140924-pmwJ27-october-IMAGE1Glen B. Alleman (pictured left) leads the Program Planning and Controls practice for Niwot Ridge, LLC. In this position, Glen brings his 25 years’ experience in program management, systems engineering, software development, and general management to bear on problems of performance based program management.

Mr. Alleman’s experience ranges from real time process control systems to product development management and Program Management in a variety of firms including Logicon, TRW, CH2M Hill, SM&A, and several consulting firms before joining Niwot Ridge, LLC. Mr. Alleman’s teaching experience includes university level courses in mathematics, physics, and computer science.

140924-pmwJ27-october-IMAGE2Thomas J. Coonce, right, is an Adjunct Research Staff Member with the Institute for Defense Analyses (IDA) where he researches Essential Views of the Integrated Program Management Report data to provide government stakeholders with a) insightful program status and b) indicators of problem areas.  Prior to joining IDA, Mr. Coonce led NASA’s Cost Analysis Division where he shaped cost and schedule estimating policies and sponsored cost research work.

Mr. Coonce also served within the Office of the Secretary of Defense’s (OSD) Cost Analysis Improvement Group (CAIG) where he developed independent estimates of MDAP programs.   While at the OSD CAIG, Mr. Coonce also led an effort to re-engineer the Contractor and Software Resources Data Reporting System and to make the data available to users.  Prior to joining the OSD CAIG, Mr. Coonce served as a cost estimator for several consulting firms and the U.S. Government Accountability Office.

140924-pmwJ27-october-IMAGE3Rick A. Price, pictured at left, has over 34 years of experience with Lockheed Martin in Aerospace and Defense across spacecraft, launch vehicle, missile, site activation, and test facility construction programs. Mr. Price has worked with DoD, NASA, commercial, and international customers. His areas of expertise include program planning & scheduling, program management, EVM, subcontract management, IMP/IMS development, and major proposal efforts (proposal development, review teams, and subcontract source selection evaluations).

Currently Mr. Price is a Project Management and Planning Operations Principle with Lockheed Martin Space Systems Company. Mr. Price’s current focus involves mentoring, coaching, and teaching program management fundamentals and techniques across Space Systems programs. Mr. Price has written numerous articles featured in in-house Lockheed Martin corporate and company publications.  Mr. Price speaks at PMI/CPM practice symposiums and the NASA PM Challenge.

The College of Performance Management (CPM) is an international, non-profit professional organization dedicated to the disciplines of earned value, performance measurement and project management. Headquartered in Virginia, USA, CPM is the world’s leading source of education and information related to earned value management and other performance management techniques. CPM members are a growing body of professionals dedicated to managing projects on time and on budget. For more information, visit http://www.mycpm.org/.

Press contact: Mark Phillips, PMP, CPM VP Communications, at [email protected]

Source: College of Performance Management