SYNPWRK1

Management and Technology Associates
Innovative Management and Technical Consultants

Dr. Edmund H. Conrow, CMC, CPCM, PMP
Management and Technology Associates
P. O. Box 1125
Redondo Beach, CA 90278

mailto:info@risk-services.com
Tel: (310) 374-7975

Synopsis of Experience (Partial List)

Management Strategy

Led an extensive study for the Director of a major joint service program evaluating its project management approach (including cost, performance and schedule issues) and organizational structure and documented the findings for use by future program personnel.

Examined procurement strategies (e.g., dual sourcing) used on engine, guidance and air vehicle subsystems for the Director of a major joint service program and documented the findings for use by future program personnel.

Identified candidate subsystem and component level procurement strategies and performed quantitative analyses to determine potential benefit/cost results and to assess the feasibility of these approaches. This work was used to shape cost estimates for several major programs.

Evaluated development and procurement options for a series of potential, complementary, ground and air programs. Results of this study were successfully received by high-level government program sponsors.

Led an extensive study for the Director of a series of major development programs comparing management, programmatic and technical characteristics of these programs versus historical commercial and military programs. The program manager used the study results in Congressional testimony.

Management and technical advisor to a national laboratory on a business process re-engineering study that was performed by four major aerospace companies. The scope of the study included examining existing processes and products and developing recommendations for enhanced processes which could potentially decrease operating cost and reduce fabrication time.

Technical advisor on several Independent Cost Assessments and Independent Cost Estimates of major government development programs. Results of these studies were successfully received by high-level government program sponsors.

Technical advisor on several manufacturing cost reduction studies for the Director of a series of major programs. These studies examined current manufacturing processes and likely production costs for key subsystems within several programs, developed recommendations for enhancing products and manufacturing processes and included estimates of necessary investments to decrease production cost, likely resulting production costs and potential return on investment. The program manager used the results in Congressional testimony.

Led manufacturing cost reduction assessments on all subsystems of a major program. The results led to changes in design and technology options for several subsystems to increase producibility and decrease potential production cost.

Performed organizational implementation studies to potentially enhance the effectiveness of various program management functions (e.g., risk management) for industry and government sponsors on a variety of programs.

Performed an extensive study of acquisition reform impact on various program management techniques (e.g., risk management) and developed management and organizational implementation recommendations that will enhance benefit/cost on a variety of programs.

Developed a unique analytical framework for enhancing the effectiveness of key program management tools that support acquisition reform (e.g., CAIV and risk management) on commercial and military programs. This framework includes various aspects of buyer-seller interactions such as preferences, objectives, programmatic and technical constraints; impact of contract type; dynamic behavior during the course of a program and the likely range of outcomes. This work was validated by a statistical analysis that used a large sample of defense program data and extensive case studies of major DoD programs. One application of this framework was the rapid, successful prediction of potential management and organizational issues on several development programs which I had no prior experience.

Red Team reviewer on the proposal activity for a multi-billion dollar program. Made over 60 recommendations to enhance the proposal and associated briefings in the areas of design, CAIV, management, manufacturing, risk and systems engineering. All recommended changes were approved by the Red Team chairman and provided to the client.

Cost As an Independent Variable (CAIV) and Design To Cost (DTC)

Performed an independent assessment of CAIV implementation on a major program with high-level CAIV visibility. Evaluated the prime contractor's CAIV implementation across the program and developed recommendations to improve the CAIV process.

Performed an independent assessment of CAIV and DTC activity on a major program with high-level CAIV visibility. Developed specific recommendations to increase the level of CAIV effectiveness as part of the program's design and management processes. Evaluated both the prime contractor and sponsoring Service program office CAIV implementations, CAIV contractual requirements, progress made to date in meeting these requirements, and steps to improve the effectiveness of the contractor and government CAIV implementation.

Performed an independent assessment of CAIV on a major program. Evaluated the government and contractor team's CAIV process and developed recommendations for improving the CAIV process. Successfully briefed government and contractor program office personnel and govenment headquarters' personnel on the results of this study.

Developed enhanced CAIV and cost-performance-schedule tradeoff processes for a major program. This work included: evaluating the government and contractor CAIV processes, developing recommendations for improving the contractor's CAIV process, implementing upgrades to the contractor's CAIV and cost-performance-schedule tradeoff processes, integrated the CAIV process with the risk management process, and developed the program's Integrated Master Plan CAIV section.

Performed an independent assessment of a prime contractor's CAIV process on a major Air Force program. Developed linkages between CAIV, risk management and systems engineering processes on this program.

Identified potential CAIV issues on a series of diverse programs for a prime contractor (including a program with high-level CAIV visibility) and developed training materials and briefed key program personnel on methods to address these issues.

Performed an independent assessment of a prime contractor's CAIV process on a major program, and developed recommendations to improve this process.

Provided CAIV process and implementation guidance to the prime contractor on several proposal activities. This included writing CAIV proposal sections.

At the request of HQ Air Force Materiel Command (AFMC) and Aeronautical Systems Command (WPAFB), I developed recommendations on how risk management and CAIV processes should be linked. (This material was written for a forthcoming Air Force CAIV Handbook.)

Provided initial guidelines for the Air Force to implement CAIV activities on programs prior to RFP release and following contract award. The guidelines contain recommendations for the RFP Statement Of Objectives and Sections L, M, and Standards; and post-award evaluation.

Identified and evaluated cost/performance/schedule/risk tradeoffs on a series of major ground, air and space programs that led to design changes, which contributed to lower potential life cycle costs.

Identified key cost/performance/schedule/risk tradeoffs for an organization that initiates and manages a large number of high complexity projects.

Served as technical advisor and analyst evaluating cost-performance tradeoffs for a wide variety of advanced technologies. This work included evaluating focal plane arrays (8 projects); optical telescope assemblies (4 projects); cryocoolers (4 projects); gimbals (2 projects); electronics (2 projects); star sensors (2 projects); power supplies (2 projects); sensor integration, assembly and test (2 projects); EHF communications (5 projects); solar power (2 projects); data processors (3 projects); and spacecraft integration, assembly and test (2 projects).

Developed a unique analytical framework for implementing and enhancing the effectiveness of CAIV and DTC and relating CAIV and DTC to risk management on commercial and military programs. This framework includes various aspects of buyer-seller interactions such as preferences, objectives, programmatic and technical constraints; impact of contract type; dynamic behavior during the course of a program and the likely range of outcomes. This work was validated by a statistical analysis that used a large sample of defense program data and extensive case studies of major DoD programs. One application of this framework was the rapid, successful prediction of potential cost-performance issues and trades on a high complexity development program which I had no prior experience.

Engineering Design Analysis

Led the engineering design assessment subpanel of a national-level program review, which evaluated the engineering feasibility and risk associated with a large series of candidate air, ground and space programs.

Led numerous design assessment activities on several major programs that resulted in enhanced designs, which contributed to lower potential production cost.

Developed a unique analytical framework for enhancing the effectiveness of the design analysis process that permits identifying feasible design limits and cost, performance, schedule and risk tradeoffs. This work was validated by a statistical analysis that examined commercial and military system component data collected over a multi-year span.

Developed a framework for assessing how the cost of some key technologies may vary with time; which permits enhanced insertion of technology into the design process. This work was validated by a statistical analysis that examined a large sample of commercial system components collected over a multi-year span. One application of this framework was the development of cost versus time predictions for a number of components used on an advanced technology program.

Project Risk Management

Risk Management Process Implementation

Developed an enhanced risk management process (risk planning, assessment (identification and analysis), handling and monitoring steps) for a major program. This work included: evaluating the government and contractor risk management processes, developing recommendations for improving the prime contractor's risk management process, tying together risk management activities across the program (e.g., cost, technical, schedule and security), developing and implementing upgrades to the contractor's risk management process (e.g., enhanced risk analysis methodologies), providing linkages between the risk management and CAIV processes, assisting in the initiation of the contractor Risk Management Board (and being a continuing member of this Board), briefing government personnel at major program reviews and co-developed the program's Integrated Master Plan risk management section.

Led numerous risk management activities (including risk planning, identification, analysis, handling and monitoring) for a major program over a multi-year period of time. Member of the program's Risk Management Board.

Performed an initial assessment of the risk management process on a major program. Evaluated the government and contractor team's risk management process, including its effectiveness and how it was linked to the program's CAIV process, and developed recommendations for improving the risk management process.

Performed an independent assessment of a prime contractor's risk management process on a major program and developed detailed recommendations to improve their process. Developed an extensive Risk Management Plan for this program that covers all aspects of the risk management process (planning, identification, analysis, handling and monitoring). Currently assisting in the implementation of numerous recommendations that I made to enhance the risk management process.

Tailored existing risk management processes to a fast paced (schedule compression about 4:1), very high technology program acknowledged by the government and prime contractor to be very high risk. Rapidly developed a detailed Risk Management Plan, risk identification procedures, risk analysis methodology, risk handling procedures, and metrics for risk monitoring. Performed initial risk management training for prime contractor personnel and worked with them to implement the risk management process. Implemented a Monte Carlo schedule risk analysis for key program activities and updated the results weekly. Led six comprehensive program risk assessments in an eight month period of time, and updated Risk Handling Plans for approved risk issues. Member of the program's Risk Management Board. Risk management progress was briefed to prime contractor and government senior management monthly. Briefed key government managers on the risk management process and was requested by the government to transfer this information to other, related programs. Government management commended me and credited the risk management work I performed with having "saved the program" on more than one occasion. The item met or exceeded performance requirements and was delivered to the government within budget and ahead of schedule.

Evaluated the risk management process and associated training across a major government development center. Made numerous recommendations to enhance both the process and training.

Performed an assessment of the risk management process on a high visibility program. Developed recommendations to improve the prime contractor's risk management process and assisted the contractor in implementing the enhancements.

Performed an independent assessment of a prime contractor's risk management process on a major program and developed recommendations to improve this process.

Performed an assessment of the risk management process on a multi-billion dollar program. Identified process deficiencies and rapidly developed recommendations to alleviate these shortcomings.

Technical lead on developing and implementing the risk management process on a major program. This included successfully transferring the risk management process to the program’s prime contractors.

Developed risk management guidelines, processes and implementation methods on a major program for a variety of risk categories (threat, technology, design and engineering, support, manufacturing, cost and schedule).

Identified potential risk management issues on a series of large-scale programs for a prime contractor (including programs with high-level visibility) and developed training materials and briefed key program personnel on methods to address these issues.

Performed a risk balancing analysis for the government across a complex program. Here, potential risk issues were identified and analyzed, and candidate risk handling approaches were developed that could be implemented as workarounds in the fielded system if hardware or software failures occurred.

Provided risk management process and implementation guidance to the prime contractor on numerous proposal activities. This included writing key proposal sections on risk management.

Developed steps to identify and alleviate some key risk issues for an organization that initiates and manages a large number of high complexity projects.

Program Risk Assessments

Led cost, performance, and schedule risk analyses on a wide variety of programs for industry and government. This includes both qualitative and quantitative analyses using a variety of tools and techniques. (For example, several thousand Monte Carlo simulations have been performed since the late 1970s to support cost, performance, and schedule risk analyses.)

Led technical risk assessments on a series of major ground, air and space programs to identify and evaluate potential development and production issues.

Performed an independent evaluation of a prime contractor's risk assessment developed for its proposal to the government. Revised the risk analysis methodology to yield more consistent and accurate results, updated the resulting risk scores in several cases, and enhanced the supporting rationale used to justify the risk scores.

Performed an independent assessment of the producibility risk for a ground station sensor system. This included evaluating the developer's design, potential system implementation options and possible government acquisition strategies.

Led technical risk assessments in support of cost risk analyses on several major programs.

Led extensive evaluations for the government of contractor risk assessment (and risk handling) results on several major programs.

Performed an operational risk assessment of a high technology space program (and recommended risk handling strategies for selected risk issues).

Development of Enhanced Risk Assessment Methodologies

Led the development of enhanced risk analysis methodology on a major program, including: cost, hardware/software integration, mission effectiveness, manufacturing, schedule, technology, test procedures and threat risk categories.

Rapidly developed a tailored risk analysis methodology for a high visibility program, including hardware (design and engineering, and technology), manufacturing (production equipment and test equipment), and software (design and engineering, technology and test) risk categories, plus consequence of failure.

Rapidly developed a tailored risk analysis methodology for a major program, including: hardware (design and engineering, and technology), software (design and engineering), and manufacturing risk categories, plus consequence of failure.

Developed an enhanced quantitative risk analysis methodology for a major program to perform Monte Carlo simulations for life cycle cost (incorporating cost estimating uncertainty, and schedule and technical risk) and schedule analysis (including schedule estimating uncertainty and technical risk).

Rapidly developed and verified a methodology for incorporating schedule risk analysis into a Monte Carlo simulation for cost risk analysis.

Co-led the development of an enhanced risk analysis methodology on a major program for a variety of risk categories (four software and five integration risk categories developed and four hardware risk categories enhanced), plus consequence of failure.

Developed design and engineering, manufacturing, technology and threat risk analysis methodologies and assisted in developing schedule and support risk analysis methodologies. These methodologies have been applied to cost risk analysis on a number of major programs.

Developed a tool for software risk identification and applied it on a major program.

Developed methods for deriving and presenting risk analysis results that alleviate common errors associated with incorrect mathematical and probabilistic treatments. These methods have been successfully used on a number of programs.

Developed a series of Monte Carlo simulations for assessing system performance risk on a major program. This contributed to winning a multi-billion dollar procurement.

Developed and implemented a procedure on a major program to verify the integrity of output from Monte Carlo simulations used for estimating cost, performance and schedule risk.

Developed or significantly enhanced three different risk analysis tools that incorporate Monte Carlo simulations. Beta tester for commercial software packages used to perform cost, performance and schedule risk analyses.

Developed an innovative quantitative tool for estimating schedule risk which was used by the Deputy Director of a major program to support a Milestone review.

Government Policy Support

Provided inputs to the development of an updated risk management process, sponsored by the Office of the Secretary of Defense (OSD), that is included in the Defense Acquisition Deskbook (DAD, Version 1.3 and later). Support to the OSD activity since early 1996 has included: an invited presentation (briefing on common limitations of risk management processes and inherent sources of risk on development programs), providing source material for evaluation by OSD, providing a White Paper requested by OSD, and reviewing updated DAD sections for the Air Force and OSD. (The OSD risk management process is supported by the Air Force, Army, Navy, Defense Systems Management College (DSMC) and all other relevant DoD organizations.) This work resulted in letters of commendation from OSD and AFMC.

Performed a detailed review of the draft NASA Risk Management Procedures and Guidance 8705.XXX for NASA HQ. Many of the recommended changes will be incorporated into the final release. This work was awarded a letter of commendation by NASA HQ.

Performed a review of internal risk management training for NASA. Developed and presented recommendations to improve training in the areas of process sophistication and implementation. Also developed recommendations to increase the rate of risk management implementation across NASA programs.

Provided inputs to update the risk management portion of DoDD 5000.1. These inputs were reviewed by DoD and were slated for incorporation until all mention of risk management was removed from DoDD 5000.1 and shifted to DoD 5000.2-R. DoD recognized this work, which was performed on a voluntary basis, by awarding a letter of commendation via DSMC.

Provided inputs to update the risk management portion of DoD 5000.2-R. These inputs are under review by DoD and were incorporated into the 1 January 2001 release of DoD 5000.2-R. DoD recognized this work, which was performed on a voluntary basis, by awarding a letter of commendation via DSMC.

At the request of DSMC, I performed an extensive assessment of and developed recommended changes to the March 1998 DAU/DSMC "Risk Management Guide for DoD Acquisition." (Material previously furnished to OSD and DSMC is included in the March 1998 version.) More than a hundred recommended changes were forwarded to DSMC, and many were incorporated in the Second Edition of the DAU/DSMC "Risk Management Guide for DoD Acquisition," released May 1999. DSMC recognized this work, which was performed on a voluntary basis, by awarding a letter of commendation. In addition, more than a dozen additional corrections were provided to DSMC and incorporated into the Third (January 2000) and subsequent Fourth (February 2001) Editions of the DAU/DSMC "Risk Management Guide for DoD Acquisition."

Created extensive guidelines for the Air Force on developing and implementing risk management on a wide variety of programs. The guidelines used the OSD risk management process and included material on: RFP support (Critical Process Objectives for inclusion in the Statement Of Objectives, Proposal Preparation Instructions (Section L) and Evaluation Criteria (Section M) and Standards), post contract award support (Review Questions), process steps and implementation considerations. The guidelines were developed for all program phases, from Concept Exploration through Operations and Support, and serve as tools for the government to structure and implement risk management on a variety of programs with different levels of maturity.

Performed numerous assessments of and developed recommended changes to various 1996 and 1997 drafts of the Air Force Risk Management Guide (AFMCP 63-101) for the Air Force. Performed numerous extensive reviews of the July 1997 AFMCP 63-101 and provided recommended changes to AFMC. This work led to a letter of commendation from AFMC.

Evaluated a variety of risk analysis tools for the Air Force and developed recommendations for using these tools on programs with different levels of maturity and scope.

Performed an assessment of risk management training material for the Air Force and provided recommendations to enhance the course material.

Project Management Policy Support

Region II Director, Project Management Institute Risk Management Specific Interest Group (SIG) Board of Directors (1999-present).

Performed a detailed edit of the draft 2000 update of the Project Management Institute (PMI) "Project Management Body of Knowledge" Guide, Risk Management Chapter (11), and submitted this material along with detailed backup for numerous recommended changes to PMI for inclusion in its next Guide. Credited as a contributor to developing this chapter.

Primary author, Defense Extensions to the Project Management Institute "Project Management Body of Knowledge" Guide, Risk Management Chapter (11) 2000 version. This work was performed on a voluntary basis for DoD and resulted in a letter of commendation from DSMC.

Primary author, Defense Extensions to the Project Management Institute "Project Management Body of Knowledge" Guide, Risk Management Chapter (11) 2001 version. This work was performed on a voluntary basis for DoD and resulted in a letter of commendation from DSMC.

Member, Software Risk Management Working Group, IEEE Std P1540-2001, IEEE Standard for Software Life Cycle Processes--Risk Management (2000-2001).

Technology Assessment

Led numerous technology assessment activities on a series of major programs that resulted in enhanced supporting technology programs, by helping to focus the technology programs on the eventual development programs where they would be applied.

Led technology assessments and identified potential technology shortfalls for a number of subsystems on a major development program. This included working with supporting technology program task managers to identify potential workarounds due to budgetary, schedule and design changes and enhancements to better focus the technology programs on the potential needs of the major development program.

Developed technology assessments associated with several potential future programs for a government organization that was attempting to understand the likelihood that such systems could be developed and deployed within a given time-frame.

Performed technology assessments on a variety of current and potential U.S. and foreign systems for a government organization over a multi-year period of time.

Developed technical baselines to assist program-level cost estimates on numerous high technology development programs, ranging from complex microelectronic circuits to a space nuclear propulsion system.

Developed novel approaches for estimating the cost of advanced technology items, including analogies between microelectronics and focal plane array (detector and readout) chips and quantifying how the price of various high technology items varies with time.

Developed innovative cost estimating methods for a variety of high technology programs with far-term development and deployment dates (out to 2025).

Led two cost research roadmap studies on military space systems and one cost research roadmap study for advanced military microelectronics. Recommendations provided became the basis for government advanced technology cost research activity funding over a five-year period of time.

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Brochure of Services
Outline of Services	Overview of Services Offered	Some Client Profiles
Links to Information About the Company
Synopsis of Experience	Some Recent Publications and Presentations	Vita	Code of Ethics

Use of this document for third-party job solicitation or expert witness designation is not authorized without express written permission.
Copyright © 1997 by Edmund H. Conrow, All Rights Reserved

Use of this document for third-party job solicitation or expert witness designation is not authorized without express written permission.

Copyright © 1997 by Edmund H. Conrow, All Rights Reserved