I was recently the Manager of Business Technology for Exterran Corporation, a major international firm headquartred in Houston which provides products and services to the energy industry, particularly oil and gas. My office was in Broken Arrow, OK with the Manufacturing/Engineering Group.
I have been actively involved in developing Training for the Process and Treating Project Management Group in Goal Setting, “Crucial Conversations,” Project Risk Analysis, Negotiations, Achieving Potential using the Louis Tice Framework. We have used the Boston University Project Management Competency Model to focus on key competencies for improvement of project manager performance.
I am an active participant in the Learning and Development Roundtable of the Corporate Executive Board. The Roundtable develops Best Practice Research in Leader Training and Development for major organizations.
For the past eight years, I have been actively involved in organizing and developing the processes, standards and procedures for Program Management Offices (PMO) for two major corporations, ConocoPhillips and Tosco Corporation. I have worked closely with the PMO Executive Council in Washington, DC to define Best Practices for the project management processes for the PMOs. This activity has resulted in translating the PMO Best Practices of companies like American Express, Proctor and Gamble, Eli Lilly and others into actionable organizational structures for the two corporations I have been involved with. In addition, with ConocoPhillips, I was asked to work with two other ConocoPhillips ventures. Duke Energy Field Services (DEFS) and LUKOIL, a Russian subsidiary, to assist in developing PMO organizations from a “grass roots” starting point. My “blueprint” for such organization has resulted in these two ventures leapfrogging several traditional iterations in PMO development to achieve meaningful results in a much shorter timeframe.
Specialties
Program Management Office (PMO) Best Practices
Competency Modeling for Project Managers
Certifications:
o Michael Hammer’s Process Reengineering Program
o Software Engineering Institute Capability Maturity Model, Carnegie-Mellon University, December 1998
o Advanced Facilitation Techniques, AMA
o PMI Certification Course Spring 2008
In addition to my project and PMO work, I have done some background research and writing on Internal and External Customer Service and Systems Thinking.
Articles:
Re-Evaluating Customer Service Needs In an Ever-Changing Market
Quality Service Critical To Success
Systems Thinking Promotes Sustainable GSS Growth
HR Processes for Building Judgment Capability
Resume:
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