Alamo PMI March 2019 Monthly Meeting

March 27, 2019
5:30 PM CDT - 8:30 PM CDT
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Norris Convention Center
618 NW Loop 410, Suite #207
San Antonio, TX 78216

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Early Registration Ends 12:00 Noon on March 25

Monthly Chapter Meeting – 1.5 PDUs (Strategic)

Monthly Chapter Meeting Prices:

  • $30 for members (pre-registered)
  • $40 for non-members (pre-registered)
  • $45 at the door


TITLE: Earned Value Management – My project is too small to worry about that!

DATE:  Wednesday, March 27, 2019


          Earned value management is a tool that may not always be used or understood.  Where did it come from, and how I can use it? Earned Value Management, or EVM, is a term defined in the PMBOK as a methodology that combines scope, schedule, and resource measurements to assess project performance and progress.  The Sixth Edition also discusses Earned Schedule Theory.  Sounds great – but how do I use it? 

WHO SHOULD ATTEND:  All Chapter Members and Guests


          We’ll look at tools to track EVM, it’s origins, and potential pitfalls relying on just this reporting method.  To start we’ll define EVM, then look at the Federal Acquisition Institute certification that government employees earn.  This will give some background on the Program and Project Management certification, and how it relates to the PMP. We’ll analyze a project using EVM, discuss the contingency funds that were set aside for it, and discuss some issues and concerns using this tracking method. 

          The goal is to show how you can use the concept for all sizes and types of projects, and have another tool ready in the toolbox. 


          Frank retired from the USAF after flying around the world as a C-5 and then a C-17 Loadmaster.  He's been on all 7 continents, and also set up airfields in foreign countries.  The military doesn’t use the PMBOK terminology, but certainly ran projects.  Frank's projects include some ranging from moving satellites, to running inspection teams to demonstrate wartime readiness, to setting up airfields.  As an example, these airfields were used to run military operations supporting everything from Presidential visits to Operation Iraqi Freedom.

          After retiring from the USAF, Frank worked with  GSA (federal government) real estate as a Leasing Specialist/Project Manager, was promoted to Area Manager, and then moved to be a Program Analyst.  His real estate deals involved developing the requirements, executing the lease, and then controlling the project until occupancy of the new space.  As an Area Manager, he was responsible for 5 million square feet of real estate and worked a portfolio to drive vacancy rates down, compete for funding to improve office spaces, and optimize our federal real estate footprint.  This involved handling everything from construction contracts to change management.

         As a Program Analyst, he ran projects ranging from increasing employee engagement to optimizing the travel budget, to collecting revenue that was overdue.  Change management and getting the optimal value from projects has been a long term focus for me.  In the military, the budget was generally set, but one could apply resources and streamline to affect outcomes.  In GSA, all the variables were in play, and one traded resources to meet changing timelines, scope changes, and budget shortfalls. 

Speaker: Frank Murphy

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