PMKA Team

Michael Haupt

Qualifications

  • Masters of Business Administration (MBA)
  • Masters of International Management (MIM)
  • Certified in Production and Inventory Management by APICS (CPIM)
  • Project Manager / Professional
  • Ready to take PMP® Certification in 2012

Project Management

  • Certified in Earned Value Management by Humphreys & Associates
  • Certified in Project Management by Humphreys & Associates
  • Subcontract Management
  • Project Management of large scale ERP implementations (Lockheed, Boeing)

Expertise

  • Enterprise Resource Planning
  • Program Planning
  • Master Production Scheduling
  • Material Requirements Planning
  • Capacity Planning
  • Supply Chain Management
  • Inventory Management
  • Shop Floor Management
  • Finance and Accounting

Personal Strengths

  • Project Management
  • Sales
  • ERP Implementation Consulting
  • Communications
  • Negotiations
  • Customer Service

Education/Training

1980 – 1981: Masters of International Management, Baylor University, Waco, Texas
1978 – 1980: Masters of Business Administration, Texas Christian University, Fort Worth, Texas
1977 – 1979: Bachelor of Arts, Texas Christian University, Fort Worth, Texas

Career background

Since 2012 Project Management Knowledge Academy
Since 2012 MAP Consulting
2010 – 2012 Tiba Managementberatung
2010 – 2012 Humphreys & Associates, Irvine, California, Engagement Manager
2009 – 2010 Waer Systems, Naperville, Illinois, Vice President of Sales
2008 – 2009 Epic Data System, Vancouver, BC, Canada, Director of Sales
2006 – 2008 Cincom Systems, Inc., Cincinnati, Ohio, Account Executive
2003 – 2006 Aviara Real Estate, Founding Partner, Broker, Shareholder
2001 – 2003 Oracle Corporation, Redwood Shores, CA, Industry Director, Aerospace & Defense
1998 – 2000 SAP America, Irvine, CA, Industry Manager, Aerospace & Defense
1995 – 1998 Baan Company, Menlo Park, CA, Industry Manager, Aerospace & Defense
1989 – 1995 Frontier Solutions, Calabasas, CA, President, Management Consulting
1983 – 1989 Western Data Systems, Agoura Hills, CA, Project Manager
1982 – 1983 Ernst & Young, Los Angeles, CA, Senior MIS Consultant
1981 – 1982 Accenture, Houston, Texas, MIS Consultant

Further training

2010 Advanced Earned Value Management, Humphreys & Associates
2010 Advanced Project Management, Humphreys & Associates
Sectors Aerospace & Defense, High Technology, Discrete Manufacturing, Project Manufacturing
References Humphreys & Associates, Aerojet, Aerovironment, Facilitator Group
IT Skills MS Office (Word, Powerpoint, Excel, Outlook), MS Project, SAP, Oracle, Baan, WDS
Foreign languages English: Fluent for training and consultancy, French: Basic
Postings abroad Currently living in Los Angeles, California

Contracts (Selection)

Contract: Lockheed Martin, Fort Worth, Texas

Goal
Help a large Aerospace and Defense Contractor to regain their “Validation” with  the US Government
Role
Engagement Manager responsible for designing EVMS/Production Training and the Training of Control Account Managers (CAMs)
Time frame
March 2011 – September 2011 (7 months)
Activities within the contract
Training Design, Training, SAP Implementation Consulting
Results
Completed the EVMS/Production Training Program

Contract: Boeing, Seattle, Washington

Goal
Modify the “Standard” version of the Baan ERP System and make it Aerospace & Defense specific
Role
Project Manager responsible for the design of the Baan Aerospace & Defense Solution and its implementation across all Boeing Commercial Divisions
Time frame
1996 – 1998 | 2 + Years
Activities within the contract
Design, Implementation, Project Management
Results
Full Implementation of the Baan Aerospace & Defense Solution at Boeing
Training
Earned Value Management, Project Management, ERP

Speaking & Publications:

  1. An Introduction to Earned Value Management Systems, California Central Coast PMI Chapter.
  2. Vendor Managed Inventory—Do the benefits outweigh the costs? Michael Haupt, Waer Systems.
  3. E-Commerce – The Effects of Collaborative Product Commerce on SCM, ERP and CRM, Michael Haupt and Steve Covate, APICS San Gabriel Valley Chapter, Monrovia, CA.
  4. Aerospace and Defense Business Requirements Matrix, Michael Haupt and George Miller, published by APICS and available in the APICS Bookstore.
  5. Supply Chain Management in Aerospace and Defense in the Age of E-Commerce, B. Michael Haupt, SAE General Aviation Technology Conference and Exposition, Wichita, Kansas.
  6. ERP Process Integration, B. Michael Haupt & Andrea Rota, Lockheed Martin Mission Critical Enterprise Systems Symposium, Orlando, FL.
  7. SAP Aerospace and Defense Industry Session, B. Michael Haupt, ASUG Annual Conference, Dallas, TX.
  8. SAP A&D Industry Presentation, B. Michael Haupt, Aerospatiale, Toulouse, France.
  9. Supply Chain Management in the Next Century, B. Michael Haupt, APICS Central Coast Chapter, San Luis Obispo, CA.
  10. Resource Management in the Next Century, B. Michael Haupt & George J. Miller, APICS International Conference and Exhibition, Washington D. C.
  11. MRP II in A&D: Are We Ready for the Challenges of the Future? B. Michael Haupt, APICS Aerospace and Defense Symposium, Los Angeles, CA.
  12. Materials Management in the next Century, B. Michael Haupt & George J. Miller, San Fernando Valley APICS Chapter, Northridge, CA.
  13. Materials Management in the next Century, B. Michael Haupt & George J. Miller, San Gabriel Valley APICS Chapter, Pasadena, CA.
  14. Materials Management in the next Century, B. Michael Haupt & George J. Miller, Los Angeles APICS Chapter, Los Angeles, CA.
  15. MRP II for Aerospace and Defense: Reality or Fiction?, B. Michael Haupt & Gene Oster, APICS Aerospace and Defense Symposium, Washington D.C.
  16. Computer Integrated Manufacturing in A&D: The Answer to Global Competition, B. Michael Haupt & Madhaven “M.R.” Rangaswami, LA-ADSIG Conference and Technical Exhibits and Short Courses, Los Angeles, CA.
  17. Building the Better Beast: CIM for A&D Manufacturing, B. Michael Haupt, LA-ADSIG Short Courses, Los Angeles, CA.
  18. Selecting MRP II Software for Aerospace and Defense Contractors: Removing the Sword from the Stone, B. Michael Haupt, LA-ADSIG Digest, Edition 5, July, 1989.
  19. MRP for Aerospace and Defense: Reality or Fiction, B. Michael Haupt & Gene Oster, ADSIG Conference and Technical Exhibits and Short Courses, Los Angeles, CA.
  20. MRP for A&D: Reality or Fiction? B. Michael Haupt & Gene Oster, APICS Aerospace and Defense Symposium, New Orleans, LA.
  21. Integrating Cost/Schedule Control Systems with MRP II by Contract: The Impossible Dream? B. Michael Haupt & Gary Humphries, APICS Aerospace and Defense Symposium, New Orleans, LA.
  22. MRP for Aerospace and Defense: Reality or Fiction? B. Michael Haupt & Gene Oster, LA APICS Chapter Meeting, Culver City, CA.
  23. Implementing the New Generation of Integrated Manufacturing and Financial Control Systems, B. Michael Haupt & Samaan Bakar, APICS, Studio City, CA.

Rich O’Shaughnessy, PMP

Rich is an experienced project management practitioner and presenter who brings the “art of the long view” to every team he works with. Success begins with an appreciation that every problem and organization is unique in the context of time and demands a bespoke strategy to achieve breakthrough results. Rich packages this strategy within the framework of project management; ensuring a clear description of success, thorough planning, coordinated execution, timely monitoring and control through closing with predictable results.

Throughout a military career culminating in reaching a position only one percent of Air Force members achieve, Rich honed his skills as a leader of people, manager of resources and trusted advisor to senior leaders. After leaving military service, he worked as a partner in a private consultant company responsible for strategic planning, business capture and also performed on site consulting. Many clients were government agencies striving to create more efficient organizations. Rich lead teams in finding innovative ways to do their work more effectively and efficiently while strictly following the government budget rules for documenting cost savings. This work led him to write a book widely used in government for design of most efficient organizations.  Rich’s awards and appointments include the USAF Chief of Staff Team Excellence Award, Appointment as an examiner for The Baldrige National Quality Award and four awards of the USAF Meritorious Service Medal. He completed a Bachelor of Science in Aviation Business Management with Embry Riddle Aeronautical University, is a Certified Project Management Professional and has past certifications as an ISO9000 auditor, Certified Quality Auditor and Certified Manager of Quality/Organizational Excellence.

David Shaffer

David Shaffer has served as a trusted business advisor for multiple companies both for and not for profit industries. He has worked with companies that include manufacturing, construction, health and elder care, legal services, distribution, services and information technology helping companies maximize performance through effective strategy, organizational efficiency and the use and integration of technology. He has been recognized for his ability to effectively integrate all aspects of business including financial management, information systems, infrastructure, sales management, sales strategies and operations. He has assisted companies from executive strategic planning through operational and business process improvement opportunities to the selection and integration of Management Information Systems solutions. He has worked with numerous Private Equity firms in supporting due diligence activities facilitating and extending strategic planning into leadership development and CEO mentoring. His range of company support includes start up through fortune 500. His accomplishments as a business owner and CEO include recipient of Mark of Quality award for outstanding service, products and employee development. David has held positions that range from CEO, Managing Director of Business Process Improvement and Information Systems services for international consulting and accounting firms, VP of Sales, COO and General Manager. He has served on multiple Boards both in the corporate and education environments. His commitment to community has been recognized by several institutions including Long Beach College and Charter Hospital. David Holds a Masters Degree in Business Administration from Pepperdine University in Southern California and a Bachelor of Science degree from Concordia University in Montreal, Canada. His dedication and commitment to helping his clients be successful is the cornerstone of his work ethic.

Paul Bosakowski

A graduate Civil Engineer, Mr. Bosakowski is a principal of Sigma Associates; a professional firm which provides project management consulting and training to individuals and companies engaged in the global delivery of products and services. He is retired from the Fluor Corporation, where he participated in the execution of projects in the petrochemical, mining, energy, government and other industries globally. Execution of projects range from proposal preparation and initiation to project completion, as well as supervisory, audit and people development roles around the world. Most recently, Mr. Bosakowski led two maintenance shutdowns on twin 150MW gas fired Cogen plants in Western Australia, finishing both ahead of schedule, under budget and without any safety issues. He has also had lead project management roles at other companies engaged in energy generation, oil and gas production, nuclear power generation, outage management and mineral development. He has presented professional papers to annual and local meetings of the Project Management Institute and to AACEI. He has lectured at Stanford and Clemson Universities in the graduate and undergraduate divisions, and participated in the preparation and review of the initial Project Management Body of Knowledge (PMBOK® Guide). Foreign project assignments include Australia, Argentina, Chile, Germany, The Philippines, United Kingdom, South Africa and Mexico.

George Miller

GENERAL

• Improving results through better operations management and business systems. Worked in manufacturing, consulting and software industries.
• Key areas of specialization include: Operations Management, Lean Enterprise, ERP, SCM, CRM, and Process Improvement., System Requirements Definition/Selection. Have done projects in CM, Finance, LIMS and others.

EXAMPLE PROJECTS

• Wastequip—Business systems requirements definition and solution selection assistance for major U.S. manufacturer of solid waste handling equipment.
• United Defense (since acquired by British Aerospace)—Full scope business systems requirements definition and solution selection assistance for major supplier of armored/combat vehicles.
• Bamboo Pipeline—Business systems requirements definition and solution selection assistance for live plant distributor.
• Sunkist Growers—Supply chain cost modeling; analysis of supply chain and improvement recommendations for largest U.S. fruit cooperative.
• Saticoy Lemon Association—Facilities rationalization study for lemon packer.

EXPERIENCE

Facilitator Group, PROACTION Management Consultants, Facilitator Group
President
1986 – Present

• Specialize in operations management and related business systems.
• Consult to major manufacturers, smaller firms, software companies, US DoD.
• Work with multiple major consulting/service firms, such as Fujitsu (formerly Rapidigm).
• Conducted a successful 16 year relationship with one client, adding value to 13 portfolio companies in 5 nations. These included operations surveys and improvement, Lean enterprise, workouts, asset management and  business systems projects, contributing millions in value–added improvements.
• Work in multiple industries: capital goods, medical supplies/drugs/devices, distribution, retail, agriculture, food, beverages, shipbuilding, aerospace, defense, chemicals, furniture, plastics, software, consulting, electronics
• Assist a number of major and smaller defense contractors in adapting to newer ERP approaches and complying with related regulations. Examples: Boeing, LORAL, ITT, Martin Marietta, General Dynamics, BF Goodrich Aerospace, Northrop–Grumman, Plessey, TRW, Vickers, Fairchild., Hughes.
• Created and conducted over 80 seminars and 200 speeches to professional organizations and client companies. Sample topics: ERP overview, ERP in Defense, Contract MRPII Audit: What to Look for; Business Process Reengineering, Vendor–Managed Inventory.
• Provide services such as: business systems requirements; operations surveys; process improvement; Lean mfg.; focus factories; cells; KanBan, ERP selection and implementation/optimization; education; troubleshooting; expert witness testimony, software selection.
• Provided product advice and industry marketing consulting to software/IT firms, such as Oracle, Baan, Cincom, CA, WDS, Xerox, Glovia, Jobscope, SAP, IBM, DEC, Sun and others.
• Co–founded system integration firm, zero to $8MM in less than a year, sold.
• Frequently spoke at meetings, conferences, published over 50 articles.

Fujitsu Consulting 2006-9

• Focus on mentoring and facilitating management teams to help create permanent improvements in business processes and systems deployment
• Assist companies with solution evaluation & selection
• Assess company business processes, needs, and requirements in the development of technical designs and plans
• Design and adoption of strategic business measures

Western Data Systems (WDS)
VP, Marketing; VP Operations
1982 – 1985

• Developed conceptual approach and positioning for “COMPASS CONTRACT,” the first integrated MRPII system designed exclusively for the defense industry, resulting in refocus and survival of the firm.
• Developed and led marketing strategy and program that helped grow the company from $300,000 to nearly $15,000,000.
• Founded, staffed and trained Support, QA, Education and Marketing departments.
• Recruited many key players in company.
• Made persuasive presentations (resulting in establishing a national company reputation), public seminars/speeches, sales and marketing presentations, including venture capital.
• Ran operations, as VP, for one year. Refined release procedures, QA, problem resolution, product development direction.
• Worked in sales and support positions prior to becoming Director, then VP.

PRIOR EXPERIENCE

• Director of Planning and Development; Assistant Director, Operations; Materials Manager – Purolator Technologies (Now PTI Technologies/ESCO).
• Consultant– Booz, Allen & Hamilton, Operations Management Group.
• Manufacturing Systems Manager; Production Control Manager; Production Control Supervisor– Becton Dickinson Labware
• Operations Specialist– Brooks International (process improvement consulting)
• Production Control Supervisor; Production Control Coordinator–Neptune Meter Company.
• Materials Analyst–Singer Knitting Machinery Division.

EDUCATION

• Mechanical Engineering, Pratt University
• Studied business management at Fairleigh Dickinson, Queens College
• Member of the American Production and Inventory Control Society (APICS)
• Certified at Fellow Level (CFPIM) by APICS, was on EPADSIG Steering Committee
• Have been a member of PMI, SME, NAPM, ADPA, IIE, SCIA, ACG
• Developed skills via work experience, seminars, certification, reading, in ERP, CRM, Lean, JIT, VMI, SMED, 5S, Process improvement, Cost accounting, PMBOK® Guide, BPR, VSM and other tools

Vernon Stultz

PROFESSIONAL SUMMARY

Vernon has nearly 30 years of experience in leading, training and developing project team personnel in cost engineering, planning and scheduling and reporting systems and project management. This experience has been gained first as a US Army Ordnance Officer, various scheduler and cost positions, project control manager, and project manager positions. Vernon’s project experience covers a wide variety of projects including construction and decommissioning of government facilities, commercial facilities, waste remediation, airport expansions, highways and roads, power generation, school systems, a major league baseball stadium and IT. He has helped companies and US government agencies transition their projects to ANSI compliant Earned Value Management (EVM). Vernon has successfully led major projects through preparation for and achievement of US Government Earned Value Management system acceptance (DCMA and others). Vernon has trained hundreds of planner/schedulers, cost analysts/engineers, Control Account Managers and project managers in the fundamentals of scheduling, risk analysis, cost engineering and EVM for project management. The overall value of programs that Mr. Stultz has assisted in managing is several billion dollars.

Proficient in all aspects of Project Management including but not limited to: planning, estimating, scheduling, cost control, schedule control, and project reports. Vernon is also very experienced with development and implementation of earned value management systems to include: EVM system description development, baseline estimating, cost control, planning, performance measurement, risk identification and mitigation, and project reporting.

PROFESSIONAL HISTORY 5/2012 – Current Senior Consultant

Independent consultant supporting companies requiring Earned Value Management implementations and Project Management support. Supported the US Army Corp of Engineers (Regional) with EVMS contract requirements for upcoming contracts. Provided support for Lockheed Martin Aerospace in their effort to re-obtain their EVMS acceptance by DCMA. Supported a Joint Venture Team in Doha Qatar with proposal preparation for a major rail system. This will require accepted project management practices as well as accepted EVMS practices.
05/2006 – 5/2012 Director, Earned Value Management – Integrated Management Concepts
Director of Earned Value Management, Principal Consultant (2006 – Present). Mr. Stultz a key member of the management team and is the company representative for earned value management. Vernon is responsible for establishment and maintenance for EVM for Integrated Management Concepts and its clients. These responsibilities include EVM training/mentoring/consulting, Primavera P5 and P6 setup and training, EVMS documentation, EV assessments and gap analysis for our clients, participation in EVM surveillance, and participation on US government agency compliance review teams. Vernon and his team are maintaining company policies and procedures for EVM in a current state. He has and helped our NASA, Department of Energy, and Department of Defense (primer contractors) clients improve their earned value management approach to project management. As an example, he was the engagement manager for our contract with NASA’s Exploration Directorate (ESMD) to transition all ESMD projects (specifically the replacement for the current Space Shuttle) to a consistent and compliant Earned Value Management System. Accordingly he worked with senior NASA program management, program managers and control account managers to provide resolve issues and provide accurate status. He is currently assisting a major defense contractor client effort to bring their EVMS up to current standards and is aiding several medium sized government contractor clients in their efforts to include EVM as a best practice for their current and future programs.
05/2000– 05/2006 Parsons, Inc
Manager of Cost and Schedule / Earned Value Management Focal Point / Senior Project Controls Manager. Mr. Stultz was the Functional Manager for Parsons Infrastructure and Technology Group schedulers and cost engineers. He was responsible for the allocating Schedulers and Cost Engineers to Parsons Projects as well as for their professional development. He was responsible for the development and implementation of cost and scheduling tools and coordination with Parsons IT/IS group. This coordination was for the development, installation and implementation of corporate management systems. Mr. Stultz was also responsible for planning and leading the implementation of earned value management for Parsons Projects in the United States and abroad. As such he was the project manager that was successful in obtaining EVM acceptance for two major Chemical Weapons Demilitarization projects in the US, a major Chemical Weapons Demilitarization Project and a missile demilitarization project in Russia. One of the projects in the US (the Blue Grass Army Depot Chemical Demilitarization project) was a joint venture between Parsons and Bechtel Corporation. As such, he worked with Parsons’ and Bechtel’s project management providing leadership and advice in project controls for nearly a year. He determined the need for more than 80 cost and schedule personnel for infrastructure renewal projects in Iraq and spent nearly 5 months there to ensure that Parsons EVM system was properly implemented. Mr. Stultz served as a division level project controls manager and transitioned nearly 65% of Parsons Infrastructure and Technology projects to a compliant approach to EVM. Finally, he acted as Parsons’ representative to the Defense Contract Management Agency (DCMA) and the Defense Contract Auditing Agency (DCAA).
04/1994– 05/2000 Fluor Daniel, inc
Project Control Manager (1996 – 2000). Mr. Stultz served as a Project Controls Manager for the Waste Management program component of the Fluor Daniel Fernald Department of Energy Decommissioning Program.
His responsibilities included the development and implementation of the EVM oriented project control system to meet both the needs of the client and program management. He lead a team of 25 schedulers, cost engineers, estimators and reporting specialists that provided project controls support to internal and external customers and stakeholders. He also responsible for training project management personnel in cost and schedule analysis and reporting. Responsible for the development and implementation of project controls guidance and procedures. As the Waste Management Program project controls manager Mr. Stultz: Developed and maintained the integrity of the program’s Work Breakdown Structure (WBS), Maintain integrity of Performance Measurement Baseline through revision of and adherence to change control procedure, Maintained the baseline and forecast master schedules for the program, Reviews and approval of construction contractor schedule of values, approval of schedule, payment request, and change order, and risk identification and mitigation.
1988 – 1994 Project Controls Consultant
Mr. Stultz was the co-founder and senior consultant of a small company specializing in project scheduling, cost engineering, and project control He was directly involved in developing scope, schedule and budgets for government and commercial projects. Also assisted companies in training project controls and project management personnel in effective project control systems and techniques. The most significant projects, many running simultaneously, Projects includes: Westinghouse, inc. Hanford, Wa. (DOE), Indiana Department of Public Works, Richmond Indiana Power and Light, Indianapolis Airport Authority, Jacobs Field Baseball Stadium Construction project, Aviation Constructors, Inc. Expansion of Greater Cincinnati / Northern Kentucky International Airport, and the renovation of various facilities for the Greater Cincinnati Public Schools System. The majority of this time Mr. Stultz acted as a contracted project controls manager directly supporting project and program managers and training other project controls managers.
1987 – 1988 Planner / Scheduler Cincinnati Milacron, Inc.
Mr. Stultz created and maintained the baseline schedule and cost plan for Cincinnati Milacron’s Greenville, South Carolina plant expansion. Created the baseline schedule and cost plan for establishing a global communication network to support Milacron’s worldwide operations.
1986 – 1987 Planning and Scheduling Consultant
Mr. Stultz was responsible for planning, scheduling, cost estimating, reporting and implementation of a maintenance management/Quality Control System for two Ford stamping plants (Chicago Heights, 111. and Walton Hills, Ohio).
1985 – 1986 Maintenance Superintendent General Motors, Inc.
Mr. Stultz was responsible for substituting for all maintenance superintendents during their vacations. Lead several teams of craft supervisors and personnel in the maintenance of various manufacturing processes such as foundry operations, heavy precise machining, automobile assembly, inventory control and retrieval systems, and packaging. Also evaluated contractor schedules and estimates for the installation of new automated processes for the plants. Began using P3 for schedules at this time.
1979 – 1985 Commissioned Officer, United States Army Ordnance Corp
During a six year active duty career in the US Army, Mr. Stultz attained the rank of Captain. He was trained as a logistician through various assignments and military and civilian schools. This training included project planning, scheduling and cost analysis. Provided planning support for major exercises and deployments to Egypt and Grenada, assisting with the planning for fielding of the HUMV light utility vehicle to the XVIII Airborne Corps and planning the automation of maintenance and manufacturing operations for the XVIII Airborne Corps. Honorable discharge.

EDUCATION FORMAL

Degree Type School Name Year
BA Political Science Xavier university 1979
EDUCATION TECHNICAL
Technical Training Provider Course Name Date
US Army Quartermaster Officer advanced Course 1985
US Army Ordnance Office Advanced Course 1983
Primavera, Inc. Primavera Scheduler certification Course 1996

CERTIFICATIONS

Certification Name Date
Project Management Professional (PMP®) – #536225 Current

COMPUTER SKILLS

Operating Systems Databases Desktop Software
MS Windows XP Professional MS SQL Server 4.21 to current MS Office 97/2007/2010
MS Windows Access 97/2007/2010 Visio
DecisionEdge Suite
Crystal Reports

Utilities Project Management Other

Programming Tools Primavera PM (thru ver 6) – Trainer NASA Technology Readiness Level Process and reporting
MS Access (thru 2010) Decision Edge Suite of EVM Tools Oracle, Terminal Server, Citrix
MS Project thru 2010
Microframe project Manager (MPM)
Timberline Estimating
wInsight EVM Reporting Tools
Deltek – Cobra and wInsight
EVMS Reporting and analysis