Lean Program Management Experience
Wednesday, 20 May 2009 17:40
Nick Sanders
- Provided cost/schedule surveillance and control of engineering and manufacturing functions in a classified space environment. C/SCSC, C/SSR, and CPR/NC Earned Value Management reporting on various Government programs, including preparation of CFSRs. Developed automated Earned Value Management reporting system and received written commendation award from senior management.
- Project manager for $1.5 million Cost Plus Award Fee (CPAF) Task Order under a U.S. Navy ID/IQ contract. Over two award fee periods, received average score of 99 percent award fee.
- Participated in development of PwC’s “Program Management Effectiveness” evaluation tool, including working with outside experts and piloting initial deployment.
- Participated in development of PwC's "Supply Chain Risk Management" service offering, including developing of leading risk indicator methodology and use of collaborative Web 2.0 (wiki) tools. Led initial deployment at Top 5 DOD contractor's multi-billion dollar fighter program.
- Co-Author, “Renewed Focus on Earned Value Management” (Thomson-West 2007 Government Contracts Year-in-Review Conference).
- Author, “Creating Competitive Advantage: How to Transform Program Management” (PwC). Read the full article here.
- Presentation to NCMA San Fernando Valley Chapter, 2008, "How Acquisition Professionals Can Help (or Hurt) the Program"
- Presentation at 2007 NCMA Aerospace/Defense Conference “Subcontractor Management: Your Achilles’ Heel”
- Lean Certification (Passed Bronze level test), Society of Manufacturing Engineers/Shingo Prize Institute
- Participated in PwC’s pilot Supply Chain Risk Management (SCRM) project, which identified process improvements to a “Top 5” A&D company’s supply chain management practices, including enhanced risk identification and risk assessment for key suppliers to a multi-billion dollar fighter program.
- Led PwC Program Management Effectiveness (PME) assessment teams in evaluating business processes, organizational structure, culture, and strategic alignment of two business divisions of a multi-billion dollar international defense contractor, including briefing senior executive management and Board of Directors.
- Aerospace & Defense Supply Chain Management: Common Risk Mitigation Missteps – University of San Diego, Institute of Supply Chain Management Annual Forum, November 2007
Last Updated on Saturday, 03 March 2012 16:28
