Nicholas Pisano

Presentation: Establishing an Integrated Project, Program, and Portfolio Management (IPPM) Digital Ecosystem

Abstract: In recent years the major thrust regarding integration of domains in project and program management has focused on earned value and schedule performance. The Aerospace & Defense industry in cooperation with the U.S. Department of Defense and the federal agencies has advanced this concept through the use of common schemas for this data.

These schemas have facilitated the accurate capture, transformation, and load (ETL) of this data, and have done so in such a way as to provide a deeper and broader capture of data essential to informed decision-making.

This presentation will present case studies where data has been integrated across the entire IPPM ecosystem. This integration not only entails improvements in timeliness and, hence, the value of earned value and schedule data, but also incorporates program framing assumptions, goals, and objectives; systems engineering, to include management of technical requirements, drawings, and documents; program-focused contract and financial management, technical performance, risk management to include joint cost and schedule confidence level assessments, measures of systems data integrity and validity, and process automation on milestones and in support of the Integrated Baseline Review (IBR).

As part of this presentation, the audience will be introduced to concepts regarding quantitative measures of improvement in data value, such as Intrinsic Value of Information (IVI) and Business Value of Information (BVI). Documented cost savings, as opposed to cost avoidance, will be emphasized and the methods of documenting these effects will be discussed. Determination of qualitative improvements, as well as elimination of redundancy, will also be covered. Finally, lessons learned from these efforts will be used to propose a set of principles that establish best practices in transitioning to a Digital IPPM environment.

PMI Talent Triangle: Technical Project Management (Ways of Working)

Biography: Nicholas Pisano (Nick) is the President and CEO of SNA Software, a technology leader in the automation of data capture and transformation, open data, and open business intelligence and application configuration solutions. He has extensive experience in the information technology, software, contract, project, business, logistics, and acquisition management fields, with over 40 years in both government and private industry.

He is a retired “mustang” U.S. Navy Commander having served operational assignments at sea and overseas, and staff assignments in the United States. Among highlights during his long career, he participated in developing and implementing initiatives in acquisition reform, and was assigned by the Secretary of the Navy to head and effect improvements to the acquisition operations of NAS Miramar in the wake of a procurement scandal. His final assignments, prior to retirement, were on the PEO(A) staff at NAVAIR, followed by assignment to the OSD staff where he was Lead Action Officer of Integrated Program Management, which he established.

While on staff, he co-developed the method for the integration of technical performance in program management analytics, and co-wrote the concept and policy to implement an Integrated Digital Environment (IDE) in the use of neutral schemas for program management data originating from and across the project management R&D industrial base. Nick earned over a dozen personal awards and unit citations for his Service.

Nick holds a B.S. from the University of Maryland (Honors), an M.S. from Pepperdine University, an M.A. from the Combat Studies Institute of the Army Command and General Staff College (Honors), and is a graduate of the senior executive program of the Colgate-Darden Graduate School of Business of the University of Virginia. He has successfully attended advanced formal education in contract law and on the FAR, and graduate programs in software engineering and information management. His articles have appeared in various acquisition and project management journals and publications, and his posts on major project management websites.