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Pentagon Renovation Program - Walker Lee Evey
Pentagon Renovation Program - Walker Lee Evey
Pentagon Renovation Program - Walker Lee Evey
Pentagon Renovation Program - Walker Lee Evey
Pentagon Renovation Program - Walker Lee Evey
Pentagon Renovation Program - Walker Lee Evey
Pentagon Renovation Program - Walker Lee Evey
Pentagon Renovation Program - Walker Lee Evey
Pentagon Renovation Program - Walker Lee Evey
Pentagon Renovation Program - Walker Lee Evey
Pentagon Renovation Program - Walker Lee Evey
Pentagon Renovation Program - Walker Lee Evey
Pentagon Renovation Program - Walker Lee Evey
Pentagon Renovation Program - Walker Lee Evey
Pentagon Renovation Program - Walker Lee Evey
Pentagon Renovation Program - Walker Lee Evey
Pentagon Renovation Program - Walker Lee Evey
Pentagon Renovation Program - Walker Lee Evey
Pentagon Renovation Program - Walker Lee Evey
Pentagon Renovation Program - Walker Lee Evey
Pentagon Renovation Program - Walker Lee Evey
Pentagon Renovation Program - Walker Lee Evey
Pentagon Renovation Program - Walker Lee Evey
Pentagon Renovation Program - Walker Lee Evey
Pentagon Renovation Program - Walker Lee Evey
Pentagon Renovation Program - Walker Lee Evey
Pentagon Renovation Program - Walker Lee Evey
Pentagon Renovation Program - Walker Lee Evey
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Pentagon Renovation Program - Walker Lee Evey

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This is one of many excellent presentations given over the last three years of the eVa in the UK series. They can also be found in the archive at: http://evaintheuk.org/archive along with back-copy …

This is one of many excellent presentations given over the last three years of the eVa in the UK series. They can also be found in the archive at: http://evaintheuk.org/archive along with back-copy video footage in http://evaintheuk/pmchannel
EVA19, the long established Earned Value conference, has this year described its theme as looking at a project management ‘ABC’ – Agile, Benefits and Complex.
The four day event, which returns to the Armourers Hall, runs from the 19th to 22nd of May with the flagship conference being held on 20th and 21st May and workshops before and after.
The conference will look at how this ‘ABC’ can be made to work within a portfolio and how agile fits into major and minor projects. It will investigate how to manage the relationship between portfolio benefits and project budgets, and whether complex projects even exist.
Conference organiser and APM chairman, Steve Wake says:
“Currently there is little evidence that this ‘ABC’ is being effectively deployed and managed. This conference aims to address that concern through EVA’s trademark blend of learning and professional development. Case studies and unusual presentations, delivered by top-notch speakers and experienced practitioners, will again engage and entertain the audience.
We’ve used string quartets to illustrate points in the past and this year we will be using a Blues band for the first time.”
Speakers across the two days include many familiar faces from the APM events programme including; Adrian Pyne of the APM ProgM SIG ‘Changing the project wasteland with a portfolio culture that works,’ APM Honorary Fellow Tim Banfield Director at the Major Projects Authority and Stephen Jones, Sellafield and Planning Monitoring and Control Specific Interest Group (PMC SIG) and Carolyn Limbert of the APM PMC SIG to talk about agile, benefits and complex.
Peter Taylor, the Lazy Project Manager will be presenting on “The project manager who smiled” and the ever popular Stephen Carver will present the leadership lessons that can be learnt from Alfred the Great.
In addition, there will be speakers from AIRBUS, TfL, Bloodhound, Heathrow T2 and London Tideway Tunnels.
The conference will be supplemented by a number of workshops being held at the Chartered Institute of Arbitrators, Bloomsbury Square on Monday 19th and Thursday 22nd May 2014.
'eVa in the UK' http://evaintheuk.org is building a reputation, brand and a learning legacy for the Project Management Profession. The event series is now in its nineteenth year. It is almost as if it all kicked-off when Steve Wake was in short trousers and knights roamed the land on their chargers!
#eva19 is an excellent example of Listening, Learning and Leading #apmLLL in action, and great opportunity for professional development.

I would encourage anyone who is interested in 'Building a better Project Manager,' to take a look at the web site, and book your place and get involved.

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  • 1. Walker Lee Evey walkerevey@gmail.com Walker Lee Evey walkerevey@gmail.com Pentagon Renovation Program PRESENTATION TO EVA 16 Project Control that can be trusted The Annual Earned Value Event for the UK Pentagon Renovation Program PRESENTATION TO EVA 16 Project Control that can be trusted The Annual Earned Value Event for the UK NOTE: LOGOS ARE FOR INFORMATION ONLY PRESENTER IS NOT OFFICIALLY REPRESENTING EITHER ORGANIZATION
  • 2. Program Management Challenge The Pentagon - A Small City Had never undergone a major renovation in its 60-year history. 34 acres 6.5 million sq. ft. 3 Empire State Bldgs. 7,748 windows 17.5 miles of corridors 25,000 personnel 1,000,000 calls each day Police force Metro station Fire Station Health Facilities Post Office Mini-mall Heliport
  • 3. Program Management Challenge The Need for Renovation Deteriorated infrastructure Poor working conditions Difficult to maintain Costly to maintain Poor documentation
  • 4. Program Management Challenge • “THE SCHOOL SOLUTION” – EMPHASIS ON AVOIDING RISK – SEEKS SAFE AND CONVENTIONAL SOLUTIONS – MANAGEMENT IS EMPHASIZED – LEADERSHIP IS DE-EMPHASIZED – DECISION BY COMMITTEE – MULTIPLE LAYERS OF REVIEW – DECISION-MAKING DELAYED UNDER GUISE OF “SEEKING MORE DATA” – SLOW AND PAINFUL TRADITIONAL PROJECT MANAGEMENT
  • 5. Program Management Challenge • “WHEN YOU MUST BE SUCCESSFUL” – REMOVED FROM NORMAL ENVIRONMENT – EMPHASIS ON ACHIEVING SUCCESS – CONSIDERS OPPORTUNITY VS RISK – ALL SOLUTIONS ARE CONSIDERED – EMPHASIS ON LEADERSHIP – LEADER MAKES DECISIONS AND HELD ACCOUNTABLE – VERY LIMITED REVIEW – “GUT FEEL” IS RESPECTED – FAST AND DECISIVE BREAKTHROUGH PROGRAMS
  • 6. Program Management Challenge MANAGERS: • PLAN • ORGANIZE • COORDINATE • DIRECT • TRAIN
  • 7. Program Management Challenge MANAGERS: • PLAN • ORGANIZE • COORDINATE • DIRECT • TRAIN LEADERS: • HAVE A VISION • HAVE COURAGE • COMMUNICATE WELL • BUILD ORGANIZATIONS • INSPIRE
  • 8. Program Management Challenge • ORGANIZED BY FUNCTIONS, NOT PROJECTS –UNFOCUSED PROJECT RESPONSIBILITY • PERFORMANCE EVALUATIONS BASED ON FUNCTION SUCCESS NOT PROJECT SUCCESS • OUR CONTRACTS ASSUMED WE WOULD FAIL …..THERE WERE ONLY PENALTIES, NO REWARDS FOR GOOD WORK • END RESULT: WE WERE NOT OPERATING AS A TEAM THE STANDARD APPROACH WASN’T WORKING
  • 9. Program Management Challenge 1. THOSE WHICH SEEK TO AVOID FAILURE… 2. THOSE WHICH SEEK TO ACHIEVE SUCCESS… WE DECIDED TO BECOME A PROGRAM SEEKING SUCCESS THERE ARE TWO TYPES OF PROGRAMS:
  • 10. Program Management Challenge – THEY WANTED SUCCESS ORIENTED LEADERS – THEY WERE WILLING TO WORK HARD TO ACHIEVE SUCCESS – THEY WERE HAPPIEST WHEN REWARDS WERE EARNED…NOT WHEN REWARDS WERE GIVEN TO THEM – THEY WANTED HONESTY AND TRUTH OUR PEOPLE WANTED TO BE SUCCESSFUL
  • 11. Program Management Challenge • TRANSFORMED INTO INTEGRATED PROJECT TEAMS (IPT’s) WITH MANAGERS RESPONSIBLE FOR INDIVIDUAL PROJECTS • ADOPTED “BUILD TO BUDGET” APPROACH • “AWARD FEE” PROFIT OPPORTUNITIES ESTABLISHED IN ADVANCE • PERFORMANCE EVALUATIONS BASED ON DEMONSTRATED PROJECT SUCCESS • OWNER COMMUNICATED REQUIREMENTS NOT DEMANDS • REWARDS FOR HIGH PERFORMANCE AND SHARED SAVINGS 50/50 • END RESULT: WE BEGAN OPERATING AS A TEAM CAME THE REVOLUTION …
  • 12. Program Management Challenge • TRADITIONAL PROGRAMS ORGANIZED BY FUNCTION REQRMENTS DEFINITION PLANNING DESIGN OPERATIONS SUPPORT
  • 13. Program Management Challenge • TRADITIONAL PROGRAMS ORGANIZED BY FUNCTION REQRMENTS DEFINITION PLANNING DESIGN OPERATIONS SUPPORT
  • 14. Program Management Challenge • NOW A MATRIX ORGANIZED BY PROJECT…FUNCTIONS SUPPORT REQRMENTS DEFINITION PLANNING DESIGN OPERATIONS SUPPORT PROJECT 1 PROJECT 2 PROJECT 3 PROJECT 1
  • 15. Program Management Challenge • NOW A MATRIX ORGANIZED BY PROJECT…FUNCTIONS SUPPORT REQRMENTS DEFINITION PLANNING DESIGN OPERATIONS SUPPORT PROJECT 1 PROJECT 2 PROJECT 3 PROJECT 4 YOUR BOSS YOUR SUPPORT
  • 16. Program Management Challenge How We Improved the Design and Construction Process • Hired better TEAMS • Gave the TEAMS incentives to achieve our goals • Set clear TEAM goals • Operated as a TEAM (owner too) • Measured TEAM progress against goals • Rewarded TEAM Achievement
  • 17. Program Management Challenge CHALLENGE!
  • 18. Program Management Challenge DAMAGE!
  • 19. Program Management Challenge RESPONSE!
  • 20. Program Management Challenge RESULTS!
  • 21. Program Management Challenge Recovery & Renovation Projects Wedge 1Wedge 1 Wedge 2Wedge 2 PhoenixPhoenix
  • 22. Program Management Challenge The Phoenix Project Stabilize, Demolish, Rebuild Structure
  • 23. Program Management Challenge Third Floor slab nearing completion February 13, 2002 PROGRAM MANAGEMENT CHALLENGE
  • 24. Program Management Challenge All five floors and initial roof complete. April 5, 2002 Photo date: April 23. Limestone facade under erection. Countdown clock installed. PROGRAM MANAGEMENT CHALLENGE
  • 25. Program Management Challenge How We Reduced the Schedule • Reduced Demolition & Abatement…………... • Reduced Core & Shell Construction…………. • Reduced Tenant Fit-out Construction……….. • Reduced IM&T Installation…………………… • Reduced Furniture, Fixtures & Equip ……..... Installation 2 Yrs. 1 Mo. 1.5 Yrs. 5 Mos. 1 Yrs. 6 Mo. 1 Yrs. 5 Mo. 9 Mos. 3 Mo. Wedge 1 Phoenix Total Schedule Time 3 Years 1 Year AT DRAMATICALLY LOWER COST
  • 26. Program Management Challenge • We DID NOT succeed because of new design techniques, software or other tools • We did NOT succeed because of new construction techniques, equipment, materials or tools • We built a team…the team ENABLED new technologies and techniques • Our success came from integration of the ENTIRE TEAM from the very earliest possible moment. PROGRAM MANAGEMENT CHALLENGE It’s the Team … not the Tools! … and Acquisition Managers and Program Managers Control the Process …
  • 27. Program Management Challenge • REDUCED COST ($100 MILLION UNDER BUDGET) • REDUCES SCHEDULE (14 MONTHS AHEAD OF SCHEDULE) • HIGHER QUALITY (BY EVERY MEASURE) • MORE SATISFIED OWNER • ELIMINATED CLAIMS AND LITIGATION • DELIVERED BEST VALUE TO THE TAXPAYERS Benefits of Design-Build and Aggressive Teamwork
  • 28. Program Management Challenge Pentagon Renovation ProgramPentagon Renovation Program On Cost, On Schedule, Built for theOn Cost, On Schedule, Built for the Next 50 YearsNext 50 Years 11 SEPTEMBER 2002: SALUTE TO WORKERS CEREMONY

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