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Documents available for download:
U.S. DoD Extension to PMBoK®Guide
- A Guide to the Project Management Body of Knowledge (PMBOK® Guide)
- Construction Extension to the PMBOK® Guide
- Government Extension to the PMBOK® Guide
- Practice Standard for Project Risk Management
- Practice Standard for Earned Value Management
- Practice Standard for Project Configuration Management
- Practice Standard for Work Breakdown Structures
- Practice Standard for Scheduling
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Ballot will be mailed to A&D SIG members
On 12 July, an email was sent to A&D SIG members informing them of the intent to dissolve the A&D SIG and transition to the PMI Aerospace & Defense Community of Practice. A&D SIG members will soon be receiving by postal mail a ballot from VoteNet with a request for your vote.
Deadline for Ballot Receipt: Only ballots received on or before 22 September 2010 will be counted. Once you are in receipt of the mail-in ballot, please mail early to allow for delivery by the deadline date. Ballots will be sent to PMI Aerospace & Defense SIG members in good standing only.
Read the complete email.
Best Practices for Managing Large-scale Federal Acquisition Programs: An Overview of the Critical Factors that Need to be Addressed to Reduce the Risk of Cost Overruns and Schedule Delays
About the Series
Over the past few years, much attention has focused on the fact that cost overrun as and schedule delays continue to plague many Department of Defense (DOD) and Intelligence Community (IC) acquisition programs. The question remains: What can be done to reverse this trend?
This three-part webinar series will provide specific techniques and highlight best practices to successfully lead mission critical, high risk, technically challenging large-scale acquisition programs. Throughout the webinar series, best practices and techniques will be presented drawn from the speaker's own experience as well as from contemporary literature on project management, systems engineering, technology management, and leadership. In addition, participants will have the opportunity to pose questions and participate in an interactive discussion with the presenter.
Webinar #3:
Leading Large-Scale Federal Defense Acquisition Programs
The third webinar in this series will focus on practical project management, systems engineering, and technology management techniques to lead a large-scale federal acquisition program. Large- scale federal acquisition programs are both difficult and challenging even for the most seasoned program managers. Leading these types of projects requires a versatile skill set, the ability to manage the unforeseen, and a strategic vision. This webinar will provide specific techniques and best practices to successfully lead large-scale, mission critical, high risk, highly visible, and technically challenging projects where there are often multiple stakeholders. Throughout the presentation, best practices and techniques will be presented that are drawn from the speaker’s own experience as well as from contemporary literature on project management, leadership, systems engineering, and technology management.
Download the presentation
Webinar #2:
The second webinar in this series will focus on discussing the inferred causes and symptoms of why cost overruns and schedule delays occur on large-scale, federal acquisition programs. We will analyze several government defense and intelligence agency large-scale acquisition programs that experienced significant cost overruns and schedule delays to show that several critical factors need to be addressed in the preacquisition phase of the acquisition cycle. These factors include overzealous advocacy, technology readiness levels, life-cycle cost estimating, schedule details, requirements maturity, acquisition and contract strategy, program office personnel tenure and experience, risk management, and systems engineering. The result of this study—which incorporated data from industry responses, government and industry executive interviews, numerous studies, and reports—indicate that early pre-acquisition activities executed in a rigorous fashion can significantly reduce the risk of cost overruns and schedule delays.In addition, data on why these issues to continue to occur on large-scale, federal acquisition programs will be discussed. Further analysis of study data infers that the causes of cost overruns and schedule slips on large-scale U.S. federal defense and intelligence acquisition programs can be traced to ineffective human resources policies and practices, consolidation of the aerospace industry, and too many stakeholders. Block diagrams have been developed to illustrate the sequential flow from inferred cause to systematic effects and reveal key interrelationships among each cause.
Download the presentation. Play the recorded webinar.
Webinar #1:
ASSESSING THE CHALLENGES IN DEFENSE PROGRAM MANAGEMENT
Causal Inferences on the Cost Overruns and Schedule Delays of Large-scale US Federal Defense and Intelligence Acquisition Programs
A study was undertaken to understand why cost overruns and schedule delays have occurred and continue to occur on large-scale U.S. Department of Defense and intelligence community programs. Analysis of data from this study infers the causes of cost overruns and schedule slips on large-scale U.S. federal defense and intelligence acquisition programs to ineffective human resources policies and practices, consolidation of the aerospace industry, and too many stakeholders. In this article, each inferred cause and the resulting systematic effects are discussed in detail. Moreover, block diagrams have been developed for each cause and illustrate the sequential flow from inferred cause to systematic effects and reveal key interrelationships among each cause.
Download the presentation. Play the recorded webinar.
Articles by Steven Meier:
Best Project Management and Systems Engineering Practices
Causal Inferences in the Cost Overruns and Schedule Delays
Members can login to download articles. Go to Library folder; A&D SIG Documents, Articles.
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Access Current Issue.
Back issues of Flying High are located in the Library
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During the A&D SIG's migration to its new web site, the A&D SIG Board used email redirects ending in pmi-adsig3.org. Please note that these email addresses are no longer active and the board is now using addresses ending in pmi-adsig.org.
For the busy Aerospace & Defense (A&D) PM, knowledge is not just power, it is the key to delivering a successful project. Given the blizzard of information - from legacy documents, corporate knowledge bases, on-line repositories, plus the seemingly endless proliferation of blogs, wikis, social networks and other "Web 2.0" constructs - that has inundated us all, sorting the wheat from the chaff, the useful from the time-wasting, can seem an impossible task. Fortunately, supplying A&D professionals with knowledge useful for executing complex A&D projects and programs is the raison d'être of the Defense Acquisition University (DAU).
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- About Us
- Professional Development
- Programs
- Partnerships
- Volunteer
- Contact
The Project Management Institute (PMI®) was formed in 1969 by a group of concerned managers who desired to improve the quality of management of project work. The concept of PMI® Specific Interest Groups was officially adopted by the PMI® Board of Directors in 1992. SIG membership is worldwide and gives PMI members the opportunity to network with peers with similar interests. Since SIG membership has no geographical boundaries, SIG members generally meet face-to-face at the PMI® Global Congress-North America.
SIGs provide a forum for project managers to share experiences with others managing similar types of projects and facing the same project management challenges and concerns. SIGs participate in a wide range of activities which include, but are not limited to: quarterly newsletters, networking directory, seminars, teleconferences, interactive web sites, publications, and much more!
Aerospace and Defense SIG
The PMI® A&D SIG is dedicated to advancing the
state-of-the-art of project management for aerospace
and defense professionals.
Founded in 1991.
Chartered in 1996.
Ongoing membership is 2,000 +/-.
To assist PMI® Project Management Professionals (PMP®) in the A&D SIG who are interested in joining the Department of Defense (DoD) to practice project management, the SIG and its PMI® parent has negotiated with the DOD that the PMP® will be accepted as equivalent to the Defense Acquisition University (DAU) Program Mgmt Tools Course (PMT 250). This means that a significant part, i.e., PMT 250, of the requirement to become Level II certified in the DOD PM Career Field (Defense Acquisition Workforce Improvement Act (DAWIA) is fulfilled by the PMP® certification.
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A&D SIG partnerships provides for the definition, initiation, and maintenance of three types of partnerships:
A&D SIG Local Interest Group (LIG) Chapter Affiliations Program
The A&D SIG Local Interest Group Chapter Affiliations Program will support activities and events for A&D SIG members at the PMI® chapter level and for those A&D SIG members at locations where a chapter does not exist. A chapter that has a formal relationship with the A&D SIG will be called a “Local A&D SIG Affiliate” or an “A&D LIG Affiliate.” The aim of the A&D LIG affiliate program is to help A&D SIG members meet with each other in organized local meeting formats to exchange their ideas and experiences specific to their interests. A&D LIG activities will also help PMI chapters to better serve some of the specialized needs of the A&D industry segment of the chapter membership. In this regard, it is against A&D SIG policy to support A&D LIG activities that compete with or detract from other chapter activities.
A&D SIG Executive Alliance Program
The A&D SIG Executive Alliance Program will support a mutual beneficial relationship between the A&D SIG and other "not for profit" corporations, governmental agencies, professional organizations, and/or educational institutions. These alliances will be created to provide both organizations with potential cross marketing opportunities, shared speakers, event sponsorships, and other defined activities; thereby increasing and improving member’s benefits to both parties. It would also provide shared learning experiences and support between the organizations. The alliances will be classified at Level 1 or Level 2 Alliances, depending on the amount of commitment and resources needed for the goals of the proposed alliance to be met:
Level 1 Alliance - This level requires minimum resources and commitment to reach the mutual alliance goals for both parties. An example might be an alliance between another professional organization to cross-market events by distributing flyers at meetings or making presentations.
Level 2 Alliance - This level requires a more significant amount of resources and commitment by both parties for the goals to be met. An example might be an agreement with a professional organization to jointly sponsor national conferences, where program teams from both organizations must tightly coordinate activities.
A&D SIG Agency & Corporate Sponsorship Program
The A&D SIG Agency and Corporate Sponsorship Program, recognizing the value of having agency and corporate sponsors, will support the development and fostering of opportunities to form sponsorships between the SIG and their primary customers. In establishing such relationships, the A&D SIG will be more responsive to the needs of government agencies and contractors in the aerospace and defense industry while serving the SIG members with increased benefits of stronger sponsorship by organizational executives and the internal organizational support that encourages A&D SIG membership participation in SIG activities.
Each of these partnership programs are unique and provide a special benefit to the SIG members and SIG partners.
- Filling leadership positions within the organization: Vice Chairs, Deputies, Directors, Committee Members and Facilitators
- Contributing articles to the quarterly newsletter.
- Managing special projects
- Working on designated project activities, Local Interest Group (LIG) meetings and professional development conferences.
To volunteer, send an e-mail with the specific positions of interest to you to
administrator@pmi-adsig3.org.
Contact
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Position
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Name
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Email
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Chair
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Mike Coville, PMP
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Vice Chair Communications
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Wayne Kulick, PMP
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Vice Chair Finance
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Wayne Juliano, PMP
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Vice Chair Membership
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James Gallagher, PMP
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Vice Chair Professional Development
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Brian Sullivan, PMP
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Vice Chair Programs
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Lee Cheshire, PMP
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| Regional Director - Southeast Region |
Gary Nitch, PMP |
contact Director of Southeast Region |
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Regional Director - Southcentral Region
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Glen Alleman
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Regional Director - Northwest Region
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Chuck Patten, PMP
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Regional Director - Northeast Region
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Larry Gibbs, PMP
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| Director of Online Learning |
Robert Zotti |
Contact Director of Online Learning |
| Director of Volunteers |
Hurel Johnson, PMP |
Contact Director of Volunteers |
| Deputy Communications |
Tom Vanderheiden, PMP |
Contact Deputy Communications |
| Deputy Finance |
Linda Mahnke |
Contact Deputy Finance |
| Deputy Membership |
Christopher Kimball, PgMP, PMP |
Contact Deputy Membership |
| Ambassador - Northeast Region |
Michael Dahlberg, PMP |
Contact Northeast Region Ambassador |
| Ambassador -Southeast Region |
Kerry Hanson, PMP |
Contact Southest Region Ambassador |
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Administrator
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Paula Anderson
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