Create Value in Projects   Always Collaborating with Stakeholders
People I work with Create Value in Projects
My  Ethical Responsibilities … <ul><li>To adhere to  all company policies, procedures, rules and directives that are lawfu...
My Mission Statement <ul><li>To promote the synergy of coordination of a well defined plan for finding employment with an ...
Collaborated Contribution <ul><li>E-commerce is a trillion dollar business over the Internet with consumers from all walks...
E-Commerce (B2B and B2C  understanding) Create Value in Projects   More specific about e-commerce rules and practices Resp...
Complexity <ul><li>Complex in terms of infrastructure of systems, applications, networks, firewall, encryption keys (i.e.,...
Today’s E-Commerce (B2B and B2C Statistics) Create Value in Projects
The reasons why I am the “best candidate ,”      <ul><li>My first major assignment was to research Electronic Bill Present...
Experience with all the major Canadian Banks -- E-Commerce (B2B and B2C Branding) Implementation at BCE Emergis  --continu...
Experience with Scotiabank major implementations  --continues <ul><li>In addition, at Scotiabank, my primary responsibilit...
Experience with American Express major implementations  --continues <ul><li>At American Express I worked as Analyst and Pr...
Experience with BMO infrastructure implementations  --continues <ul><li>In my contract with the Bank of Montreal, I was th...
BMO infrastructure implementations   --continues <ul><li>I engaged all the stakeholders, core team members and management ...
PMI Tampa Bay Director of Contracts   --continues <ul><li>: </li></ul><ul><li>Created and developed the Symposium generic ...
My Strengths  --continues <ul><li>My strengths are, working with people from all backgrounds and effectively teaming with ...
Knowledge and Experience --Summary   <ul><li>Owner of Usih’s Project Management Consulting Firm INC. and Senior Project Ma...
SKILLS and Certifications <ul><li>Project Management: PMI Project Management Professional (PMP) , Masters  Certificate in ...
  Areas of Expertise <ul><li>Project Management, Strategic Planning, System Integration, Technology Assessment, Business A...
  Technology Knowledge <ul><li>Leadership, Motivation and Social Issues in Technology  </li></ul><ul><li>MS Project, Visio...
Knowledge  and Experience <ul><li>Knowledge and Experience of Certapay’s Payment System Rules and Regulations / Services A...
Experience --continues <ul><li>Knowledge and Experience Liaising with I.T. and User Acceptance testing Teams for conductin...
Experience --continues <ul><li>Liaison with Scotiabank’s legal counsel for feedback on CertaPay implementation agreement a...
Experience --continues <ul><li>Knowledge and Experience Documenting the “CIBC Assessment Effort” as to why project was ove...
Experience --continues <ul><li>Knowledge and Experience Developing  the Projection Effort Estimates for CIBC and National ...
Education <ul><li>PMI PMP Certificate Designation  June 8, 2006 </li></ul><ul><li>Masters Certificate in Project Managemen...
Utilize Earned Value Management System Create Value in Projects   Program change documents Change control logs Change mana...
Lesson Learned <ul><li>Develop a detailed implementation plan and schedule early in the process </li></ul><ul><ul><li>Unde...
Lesson Learned --continues <ul><li>Develop resources capable of implementing and maintaining the EVMS immediately </li></u...
Contact <ul><li>Sonia Usih, PMP, MCPM, BSc. Eng. </li></ul><ul><li>[email_address] </li></ul><ul><li>[email_address] </li>...
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Sonia Usih Career Brand

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To promote the synergy of coordination of a well defined plan for finding employment with an organization and or company.

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Sonia Usih Career Brand

  1. 1. Create Value in Projects Always Collaborating with Stakeholders
  2. 2. People I work with Create Value in Projects
  3. 3. My Ethical Responsibilities … <ul><li>To adhere to all company policies, procedures, rules and directives that are lawfully adopted among all stakeholders </li></ul>Create Value in Projects
  4. 4. My Mission Statement <ul><li>To promote the synergy of coordination of a well defined plan for finding employment with an organization and or company. Thus I will continue to plan to ensure my potential stakeholders’ productivity and finances are sustainable by improving their quality in products and services under my leadership. </li></ul>Create Value in Projects
  5. 5. Collaborated Contribution <ul><li>E-commerce is a trillion dollar business over the Internet with consumers from all walks of life and I consider myself to be very privileged to be among many who have contributed and I am apart of this fascinating era. </li></ul>Create Value in Projects
  6. 6. E-Commerce (B2B and B2C understanding) Create Value in Projects More specific about e-commerce rules and practices Responsible for sales Websites do not have as shopping cart. Websites have shopping carts Market to specific customers Market to people with varying needs and requirements Good content is the prerequisite for the success Good content is the prerequisite for the success Presentation of information in a concise and detailed on the products Presentation of information in a concise and detailed on the products Less information is provided on website Websites provide lot more information Simple research over internet require much more research, thought and analysis before a dicision of purchase is made Simple pricing factors Purchases require evaluating multiple factors Price comparisons between competitors before the purchase Websites involve a long-term business relationship, support services, upgrades and modifications Websites sell small items and mostly one time sale Websites sell big value items or services Require different marketing strategies -- online price comparisons between competing B2B sites for the best possible price Require different marketing strategies -- The sales process takes a longer time for B2B Company than for a B2C company Transactions are mostly done through credit cards Transactions require setting up an account with the company Require any integration with customers Transactions require integration with the other companies' systems Specific product, price and mode of delivery Focus is on relationships Negotiations over price, delivery and product specifications Focus is on products and services B2C transactions not as complex Transactions are more complex Customers are individuals Customers are companies Business to Consumers (B2C) Business to Business (B2B)
  7. 7. Complexity <ul><li>Complex in terms of infrastructure of systems, applications, networks, firewall, encryption keys (i.e., PKI), VPN security, FTP, IP, userID and password accesses , Single Sign On and Direct/Dual sign on </li></ul><ul><li>Work Breakdown Structure (WBS) maps from Elements to Packages to Tasks – the effort estimate price is calculated. Pricing for each itemize tasks in terms content, brandable items such as banner, gifs, logos etc. </li></ul>Create Value in Projects
  8. 8. Today’s E-Commerce (B2B and B2C Statistics) Create Value in Projects
  9. 9. The reasons why I am the “best candidate ,”   <ul><li>My first major assignment was to research Electronic Bill Presentment and Payment over the Internet for  Clearnet now TELUS. The research was very detailed. A few years later I embarked upon a remarkable opportunity with BCE Emergis, the Branding (Customization) Manager, Business System Analyst, and Project Manager of the Electronic Bill Presentment and Payment for the seven major Canadian Financial Institutions.  I was challenged and I in turn, challenged this opportunity with intelligence, perseverance, persistence and common sense. </li></ul>Create Value in Projects
  10. 10. Experience with all the major Canadian Banks -- E-Commerce (B2B and B2C Branding) Implementation at BCE Emergis  --continues <ul><li>Primarily, my responsibilities were to drive, manage, analyze, project manage implement, and provide B2B support for E-Commerce solution, business matching support, information support, and core business initiatives using state of the art technology needed to customize (Brand) on-line B2B and B2C website. I had authority and accountability for all Branding accessible areas of BCE Emergis / Eroute (Emergis) website. I routinely interface with sales (BCE Emergis Sales team) and product management staff (Financial Institution(s)) to negotiate and manage what gets published on-line and what does not in terms of content, newsletters, banner, headers, logos, GIFs, hyperlinks etc. </li></ul><ul><li>I was hired into this position to manage a team of web designers and or programmers, and business analysts. I reported directly to the Director of Development. As a result, Integration of the each site content effort shared between the Core development team (Framework development) and the Branding (Customization team - my team). Virtually all the work, at BCE Emergis, has been advanced web development using ASP, VB, SQL and HTML. Experience using HomeSite, Visual Source Safe, Visual Studio, SQL Server, IIS Server, Windows NT and Photoshop. </li></ul>Create Value in Projects
  11. 11. Experience with Scotiabank major implementations  --continues <ul><li>In addition, at Scotiabank, my primary responsibilities were to analyze, support and project manage and implement the B2C Electronic Bill Presentment and Payment (EBPP) Certapay E-money transfer over the Internet. CertaPay was a new challenge, which I fully embraced. I project managed the implementation of Certapay’s money transfer solution via e-mail and the Internet. This CertaPay’s e-commerce system was developed, in addition to the Financial Institutions’ online-product-lookup-utilities and modules, for use by B2C and B2B consumers. This web-base solution work was designed and implemented using Client server technology and XML. </li></ul><ul><li>Moreover, I oversaw all the projects (Branding and or Customization of EBPP and CertaPay) that I was responsible for, through full life cycle including conceptual, functional specification, data specification, collaboratively and cross- functionally managing the project through teams of web developers, web designers, business analysts, technical writers, product managers and DBAs in several departments to complete the work, managing testing and QA including test plans, and managing the functional deployment to the production web servers. Directed staff in web application architecture based on modular ASP (framework) designs to enhance reusability of the code, and reduce future maintenance costs.  And succeeded in achieving 99 to 100 percent of my MBO (objectives). </li></ul>Create Value in Projects
  12. 12. Experience with American Express major implementations --continues <ul><li>At American Express I worked as Analyst and Project Manager with vendor to the design and implement e-commerce catalog for the Membership Reward and Merchandising project. This web design include shopping carts, relational databases, content management solutions, web graphics and logos, feedback forms, newsletters, search engine optimization, dynamic content, sales tracking utilities, and intranet sites. Under my project management, the first phase of implementation was 100 percent successful. </li></ul>Create Value in Projects
  13. 13. Experience with BMO infrastructure implementations  --continues <ul><li>In my contract with the Bank of Montreal, I was the implementation project manager for their large scale Swift mainframe infrastructure (BESS Release 16 application). The implementation was a success.  I collaboratively implemented the project within 2 months instead of the 6 months deadline schedule with proven successful project management methodologies and change management processes. Before, this implementation process was done in one year time frame.  I utilized all of the change management processes ( of which for the first time a complex project was process within BMO’s ViaTil system).  The release notes and procedures using the ViaTil Change Management system included: </li></ul><ul><ul><li>Ø      Umbrella change record </li></ul></ul><ul><ul><li>Ø      BESS Release 16 change procedure </li></ul></ul><ul><ul><li>Ø      BESS demo change procedure </li></ul></ul><ul><ul><li>Ø      LVTS and SWIFT demo change procedures </li></ul></ul><ul><ul><li>Ø      Code delivery change procedure </li></ul></ul><ul><ul><li>Ø      BESS application code up and down time change procedures </li></ul></ul><ul><ul><li>Ø      Database and channel change procedures </li></ul></ul><ul><ul><li>Ø      Go / No go change procedure </li></ul></ul><ul><ul><li>Ø      Fallback procedure to mitigate  Risks </li></ul></ul>Create Value in Projects
  14. 14. BMO infrastructure implementations   --continues <ul><li>I engaged all the stakeholders, core team members and management team, (included directors and VPs on occasion of reporting). Implementation plan was created and review meetings sessions were conducted.  </li></ul><ul><li>Furthermore, I performed a Project Planning and Risk assessment on their 2007 Tax project which involved their major internal stakeholders and Canada Revenue agency (CRA) File transfer through BMO, CRA and Simcor.   Simple measures were required to mitigate risks and determine success of the projects … </li></ul>Create Value in Projects
  15. 15. PMI Tampa Bay Director of Contracts   --continues <ul><li>: </li></ul><ul><li>Created and developed the Symposium generic contracts and or agreements for PMI Tampa Bay Chapter’s spondsor, speakers and vendors.  Worked with PMI Tampa Bay Chapters, lawyer, past and present presidents, Vice presidents, Directors. Review all of PMITB’s vendors, contractors and speakers contracts  -- contracts include hotels (Embassy Suites, Marriott Resorts, Hyatt Resorts, Acteva (payment) website, Convention centers of Tampa Bay, caterers, musician, etc. </li></ul><ul><li>Recommend and or suggest negotiating contractual terms and conditions. Documenting and pointing-out the Directors in the major project risk of the reviews of the contracts. Continue to review the preparation of pricing strategy for PMITB projects and product and or service sales proposals taking into account the competitive market, applicable legal and tax regime, and risk profiles. </li></ul><ul><li>Created and presented the PMI Tampa Bay Fiduciary Responsibilities for the Region 14 2010 Leadership Conference in Tampa </li></ul>Create Value in Projects
  16. 16. My Strengths  --continues <ul><li>My strengths are, working with people from all backgrounds and effectively teaming with stakeholders. And as an IT consultant of Project management, my intention is to continue on a successful path. I plan intentionally to demonstrate an intelligent direction and skillful execution of my work as a Project Manager and or Leader of projects. </li></ul><ul><li>I have a passion for commitment, teaming and sharing knowledge, accountability, and quality of work. My track record is well proven in my detailed reporting of my work as a consultant / project manager and from my references and recommendations. </li></ul>Create Value in Projects
  17. 17. Knowledge and Experience --Summary <ul><li>Owner of Usih’s Project Management Consulting Firm INC. and Senior Project Manager with over 14 years of extensive experience within the IT, Telecommunications, Financial and Banking industries. Consulting engagement & relationship management with stakeholders of very complex projects at companies including BMO, American Express, Scotiabank, BCE Emergis (with financial Institutions’ clients), and Clearnet (TELUS). </li></ul><ul><li>Background includes Project Management, Business Analysis, and Software Development. Strengths include managing teams of 5 to 10 and 100’s of stakeholders cross-functional and matrix environments of national and international interactions with clients through virtual and tele-conferencing. Managed the development and or customization and or application upgrades implementations and successfully executed mission critical complex projects for the major Canadian Financial institutions through the complete project and development lifecycles. Currently, the PMI Tampa Bay’s Director of Contracts. PMI certified PMP (Project Management Professional) Experience with ITIL, ViaTIL Change Management Systems, PMI Processes (PMO Processes) Vendors include: Certapay, Certicom, CapGemini, LHS, Carlson Marketing, IBM, Trilegiant, CoBrand . The author of &quot;Create Value Process Plan&quot; using information ecology and co-authored the article with Peter Fretty, &quot;Added Value ...Earned Value Management (EVM)&quot; for the Oct. 2007 issue of the PMI PM Network magazine . </li></ul>Create Value in Projects
  18. 18. SKILLS and Certifications <ul><li>Project Management: PMI Project Management Professional (PMP) , Masters Certificate in Project Management (MCPM),  MS Project, BMO ViaTil (Change Management) Certificate , BMO Risk Management Certificate , PMI Mentor Certificate --Mentoring PMI colleagues, PMI Risk Management Writing Certificate --Sharing Risk Management Expertise and Knowledge with PMI colleagues, PMI Credential (PMP) Item Writer, PMI Tampa Bay Chapter 2009 Symposium Certificate – Advance PMI leadership in communication and training, PMI Tampa Bay Chapter Director of Contracts, PMI Component Leader, PMI 2010 Tampa Bay Presenter's Certificate.   </li></ul>Create Value in Projects
  19. 19. Areas of Expertise <ul><li>Project Management, Strategic Planning, System Integration, Technology Assessment, Business Analysis, Procurement, E-commerce Solutions (e-Business – B2B/B2C), Web-site (Branding) Development, Contingency Planning, Quality Assurance, Leadership, Training and Development, Innovative Problem Solving, Risk and Impact Assessments. Banking analysis, connectivity and or interfaces utilized: FINTRAC, SEDAR, SEPA, SWIFT, EFT, lockbox, Electronic Bill Presentment and Payment, E-money transfer. </li></ul>Create Value in Projects
  20. 20. Technology Knowledge <ul><li>Leadership, Motivation and Social Issues in Technology </li></ul><ul><li>MS Project, Visio drawing tools, MS Professional Office suite  </li></ul><ul><li>Full life cycle development and testing </li></ul><ul><li>Internet communications via URL, IP, e-mail </li></ul><ul><li>HTML, ASP, XML, Development </li></ul><ul><li>Client server technologies </li></ul><ul><li>Powerbuilder Development tool, C Language,  </li></ul><ul><li>SUN Unix, Banyan LAN and WAN. Oracle-RDBMS Development Tool -- SQL(Plus, Forms, Reportwriter),  MS SQL server ,WS and MS FTP (File Transfer Protocol) program  </li></ul><ul><li>Analog and Digital Design, Business and Systems Analysis, Design and Implementation </li></ul><ul><li>Product & Component Testability </li></ul>Create Value in Projects
  21. 21. Knowledge and Experience <ul><li>Knowledge and Experience of Certapay’s Payment System Rules and Regulations / Services Agreement documents: (rules applicable to US and Canada -- types of membership; Compliance with applicable laws (Electronic document act and proceeds of Crime Act); Dispute Resolution; Transaction and threshold limits; Reconciliation and Settlement process and procedure; and fraud or error liability etc. </li></ul><ul><li>Knowledge and Experience with Certapay’s requirements proposal complied with the Money laundering regulations and ensured that BNS implement the new Certapay requirements to meet government regulations (FinTrac). The FinTrac suspicious rules deals with both Domestic (cash transactions) and International ( i.e., US EFT) Reporting. </li></ul><ul><li>Knowledge of experience of analyzing the privacy issues of client confidentiality. Assessed how would Certapay and BNS ensure the anonymity of clients </li></ul><ul><li>Knowledge of Experience in brainstorming the cost of implementing a new technological infrastructure for Money Laundering of the Certapay’s application at BNS. </li></ul><ul><li>Knowledge and Experience coordinating meeting arrangements between Scotia’s Money Laundering experts (security investigating officers, legal counsel and management) and Certapay </li></ul>Create Value in Projects
  22. 22. Experience --continues <ul><li>Knowledge and Experience Liaising with I.T. and User Acceptance testing Teams for conducting business cases, test scripts, and tracked change requests for the Eroute and CertaPay systems </li></ul><ul><li>Planned and coordinated the implementation and enhancements of the eRoute system (Electronic Bill Presentment) including rollout schedules and resource management </li></ul><ul><li>Knowledge and Experience Tracking and analyzing all CertaPay knowledge-based documents, including business requirements, implementation services agreement, functions and interface specifications, settlement and reconciliation, payment process, money laundering, payment system rules (rules and regulations), risk management, audit reports and assessments, online and offline processes, test cases and users strategies, change management, and security documents </li></ul><ul><li>Knowledge and Experience Identifying and documented issues for managing encryption keys (i.e., PKI), firewall, and VPN security environment for both the Eroute and CertaPay projects </li></ul><ul><li>Knowledge and experience in Scotiabank’s Money Laundering, Fraud, Encryption, Firewall, Implementation policies and procedures issues </li></ul>Create Value in Projects
  23. 23. Experience --continues <ul><li>Liaison with Scotiabank’s legal counsel for feedback on CertaPay implementation agreement and Eroute Encryption agreement. </li></ul><ul><li>Knowledge and Experience Developing the BCE Emergis’ Presentation for Transpoint Industrial schemas and assisted in the presentation to all the e-route banks, telco companies, utilities, etc. </li></ul><ul><li>Knowledge and Experience Supporting all of BCE Emergis’ eRoute clients, Financial Institutions, (FIs) CIBC, Desjardins, National Bank, Royal Bank, Canada Trust, Canada Trust and TD for Electronics Bill Presentment customization /development and functional testing </li></ul><ul><li>Knowledge and Experience co-ordinating of Branding development (customization of web sites) for CIBC and National Bank </li></ul><ul><li>Knowledge and experience Assessing CIBC and National Bank (NB)  customization (pricing) efforts; Developed CIBC and NB projection  effort estimates documents for preparation for Pilot to GA Branding Migration; Developed CIBC and NB customization Plans for prepared for the Pilot to GA Branding schedules; reviewed  pricing proposal with Sales and Core Development for CIBC and National Banks requirement specifications </li></ul><ul><li>Knowledge and Experience Managing and coordinating the CIBC’s branding effort among 5 template developers; organized and facilitated review session with CIBC branded web sites (English & French). </li></ul>Create Value in Projects
  24. 24. Experience --continues <ul><li>Knowledge and Experience Documenting the “CIBC Assessment Effort” as to why project was over budgeted </li></ul><ul><li>Knowledge and Experience Liaising and meeting with Quality Assurance Team to ensure all defects for each branding cut were resolved for  CIBC and National bank  </li></ul><ul><li>Knowledge and Experience Project Managing the Electronic Bill Presentment – Branding Migration from Pilot To General Availability (GA) and from GA to Post-GA release of the Central Facility (CF) system </li></ul><ul><li>Knowledge and Experience assisting and liaising with Technical writers with the development of the Migration guides for GA and Post-GA  </li></ul><ul><li>Knowledge and Experience Scheduling weekly Status (Progress) meeting with Branding Team members </li></ul><ul><li>Knowledge and experience Assessing Branding Environment for purchasing of equipment; documented Branding requirements; created Purchase Order for Branding equipment; facilitated with naming convention for the Financial Institutions (FIs) Domain Name Server URLs </li></ul><ul><li>Knowledge and Experience Managing and coordinated effort with the Core Development and Operations  teams to set up/configured the Branding environments; coordinated the effort with of the Branding team with  the Core Development team for setting up the new constants in the Branding environments  for the FIs; documented “Brandable Items” for Post GA Migration Brader Guide; documented FI’s access document (i.e. FTP, IP, userID and password accesses) for the Branding environments </li></ul>Create Value in Projects
  25. 25. Experience --continues <ul><li>Knowledge and Experience Developing the Projection Effort Estimates for CIBC and National Bank for the brandable items in the Migration Guide; developed the two Project Effort estimates documents for new Change Requests for  National Bank; </li></ul><ul><li>Assisted in Conducting Brander's Web site test of Single Sign On and Direct/Dual sign on in Central Facility Branding environments; Documented environment setting and informed FIs of settings; Gathered, documented and distributed Brander's Preference checklist for all FIs to update their default URLs </li></ul><ul><li>Managed/Coordinated the worked effort for all GA Brander builds; and reviewed Brander Build with Operations if build was going into production. </li></ul><ul><li>Coordinating the branding environments work effort of on-going fixes with the Core Development Team.  </li></ul><ul><li>Suggested the idea for the Branding development team to upgrade the Demo -- English and French sites with Central Facility upgrade code; and coordinated the work effort for demo sites. </li></ul><ul><li>Assisted in re-generation of blob encryption for a specific FI  (TD, CIBC) to be used for testing web sites. </li></ul><ul><li>Knowledge and Experience Coordinating and facilitating set-up for Bill registration via Biller Integration System  (BIS) and Consumer site; Payment Integration via Biller Mapping on Brander Ops console and Consumer site; creation of new billers on Ops console; and tracked and engaged the de-registration /conversion and re-registration of FI’s consumers.  </li></ul><ul><li>Knowledge and Experience Coordinating Branding, QA and Core Development teams to initiate troubleshooting and re-configuration of BIS and Branding environments. </li></ul><ul><li>Knowledge and Experience Developing the Ford Credit Canada Biller Electronic Bill Presentment with Auto Registration and Electronic Data Delivery (EDD) scheduled plan and Charter (Implementation Agreement Plan). </li></ul>Create Value in Projects
  26. 26. Education <ul><li>PMI PMP Certificate Designation June 8, 2006 </li></ul><ul><li>Masters Certificate in Project Management June 10, 2006 </li></ul><ul><li>York University, Schulich School of Business, Toronto </li></ul><ul><li>Project Management Certificate (Managing Projects in Organization) Sept. 2000 </li></ul><ul><li>University of George Washington </li></ul><ul><li>Applications, Programming and Systems Analysis Certificate 1992-1993 </li></ul><ul><li>York University, Toronto, Ontario </li></ul><ul><li>Special Courses that are included in this certification are  Project Management, Oracle SQL and Database Management </li></ul><ul><li>Bachelor of Science in Electronics Engineering Technology 1987 & 1998 </li></ul><ul><li>DeVry Institute, Toronto and DeVry University, Chicago, Illinois </li></ul><ul><li>Special Courses: Leadership & Motivation, Social Issues and Technology </li></ul><ul><li>Psychology and Principles of Management, Technical Writing, and Documentation </li></ul><ul><li>Banyan Administrator Certificate   LAN Resource Group Ltd., Toronto, Ontario </li></ul><ul><li>Accounting Certificate   -- 1981-1982  Granton Institute of Technology, Toronto, Ontario  </li></ul>Create Value in Projects
  27. 27. Utilize Earned Value Management System Create Value in Projects Program change documents Change control logs Change management process Revision and Data Maintenance <ul><li>CPRs (Formats 1-5) </li></ul><ul><li>VARs and Corrective Action Plans </li></ul><ul><li>EACs and ETCs </li></ul><ul><li>Measure / Control accomplished work against the baseline of the WBS/ Charge-code to control changes to the baseline. </li></ul><ul><li>Transfer budgeted amounts from baseline budget to accounting system for financial reporting </li></ul><ul><li>Transfer actual costs from accounting system to EVM tool for index calculations </li></ul>Analysis and Management Reporting <ul><li>Daily status report of activities/tasks </li></ul><ul><li>Reconciliation of actuals </li></ul><ul><li>Cost collection at control account level – integrate charge-code structure in the accounting system to collect cost for WBS element. </li></ul>Accounting <ul><li>Integrated cost/scheduling system – </li></ul><ul><li>Prepare a schedule (time- phase) for the WBS elements </li></ul><ul><li>Integrate resources, costs for each WBS elements, Integrated detailed/intermediate/master schedules </li></ul><ul><li>Control Account Plans, Time-phased Performance Measurement Baselines, Summary-level planning packages </li></ul><ul><li>Project control logs </li></ul>Planning, Scheduling, and Budgeting <ul><li>Common WBS, WBS Dictionary, OBS, and RAM </li></ul><ul><li>Utilize software tools (MS Project) to plan and capture all scope of work </li></ul><ul><li>Create a detailed Work Breakdown Structure into work elements, and then work packages into which responsibilities can be assigned to a person or organization </li></ul><ul><li>Work Authorization Documents </li></ul><ul><li>Control Accounts and Organizational Charts </li></ul>Organizing Compliances ANSI/EIA STD-748
  28. 28. Lesson Learned <ul><li>Develop a detailed implementation plan and schedule early in the process </li></ul><ul><ul><li>Understand the full scope and magnitude of effort required to implement an enterprise-wide Earned Value Management System (EVMS) </li></ul></ul><ul><ul><li>Obtain resource commitments from executives to complete the implementation </li></ul></ul><ul><ul><li>Change management should be emphasized throughout the implementation process </li></ul></ul><ul><ul><li>Communicate your plan and progress with Stakeholders early and often to manage Stakeholder’s expectations </li></ul></ul><ul><li>Take small steps first. The rest of the organization will catch up. </li></ul><ul><ul><li>No amount of resources and reengineering will speed up the process </li></ul></ul><ul><ul><li>Typically it takes 18-24 months to achieve full system certification </li></ul></ul><ul><ul><li>Use every opportunity to inform as many people within the organization as possible about EVMS, the implementation, and its current and future impacts on every individual </li></ul></ul>Create Value in Projects
  29. 29. Lesson Learned --continues <ul><li>Develop resources capable of implementing and maintaining the EVMS immediately </li></ul><ul><ul><li>Begin training early and often (scheduling, budgeting, reporting, etc.) </li></ul></ul><ul><ul><li>Training should take place at all levels of the organization structure </li></ul></ul><ul><ul><li>Identify and “pamper” champions within each Agency sub-organization to help with the acceptance and utilization of the EVMS </li></ul></ul><ul><li>Establish a PMO to implement the new system </li></ul><ul><ul><li>Sponsored by an executive with authority to make decisions </li></ul></ul><ul><ul><li>Staffed with project management personnel and or team knowledgeable of PMI and finance </li></ul></ul><ul><ul><li>Augmented with Subject Matter Experts in design, implementation, and maintenance of earned value management systems </li></ul></ul>Create Value in Projects
  30. 30. Contact <ul><li>Sonia Usih, PMP, MCPM, BSc. Eng. </li></ul><ul><li>[email_address] </li></ul><ul><li>[email_address] </li></ul>Create Value in Projects

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