The Washington DC Chapter of the Association of Business Process Management Professionals
Presents A Dinner Presentation

“Evolution of Lean Six Sigma in the Federal Government – Observations and Lessons Learned”

Wednesday, February 18, 2009
6:30 pm – 7:00 pm – Registration & Networking
7:00 pm – 7:30 pm – Welcome & Dinner
7:30 pm – 8:30 pm – Presentation & Q&A

Embassy Suites Hotel at The Chevy Chase Pavilion
4300 Military Road, NW, Washington, DC 20015
202-382-9300 (Near the Friendship Heights Metro Stop)

Applying BPI Techniques to Enhance Federal Program Management"

Evans Incorporated will present a case study on its recent work with the Federal Aviation Administration's (FAA) Next-Generation Surveillance and Broadcast Services Program (SBS). The FAA's Surveillance and Broadcast Services program office was formed in 2005. The program office manages the change that's transforming the nation's air traffic control system from one that relies on radar technology to a system that uses precise location data from the global satellite network. Enabling this evolution is a proven technology called Automatic Dependent Surveillance-Broadcast (ADS-B). ADS-B is a crucial component of the nation's Next-Generation Air Transportation System, and its implementation over the next 20 years will turn the NextGen vision into a reality. After years of research and development, and use by general aviation pilots in Alaska and air transport carriers in the Ohio River Valley, the FAA determined in 2005 that ADS-B is ready to be made operational throughout the national airspace system.

Evans Incorporated works with the Program Management Office on a variety of capacities that seek to analyze, document, improve, and institutionalize best-practices across the program. These practices range from leadership facilitation and strategic planning to program control, and quality assurance reviews, to name a few.

This case study will illustrate how we (and you) can use process improvement tools and techniques to enhance and optimize program management operations. Specific points of focus will include additional background on the programs work-breakdown structure and organizational alignment, how developing performance measures and a quality plan helped the program monitor its health and effectiveness, the use of root-cause analysis to identify bottlenecks and improvement opportunities within the Earned-Value Management lifecycle, and the (planned) endeavor to assess the program's maturity against PMI's OPM3 standards.