Shubnum provides services as a Program Manager and associated
ancillary services such as Projects Integration, Project Management
and Program Oversight. Shubnum is familiar with the implementation
of FAR's and DoD 5000 as they apply to programs and projects.
Shubnum derives its experience from its
predecessor firm Seneca Engineering Construction Management that
has provided increasingly responsible services over the past
twenty two years.
For the last five years, the firm has been
managing multiple and complex projects under one umbrella governmental
authority. As a firm, Seneca has designed, implemented and managed
over 600 projects in the United States.
Individual experience in Program Management,
Program Integration, Project Management and Program Oversight
are noted below.
A. Program Management
Shubnum manages a program. The program
may consist of an overarching objective of an organization. The
objective is generally accomplished through a subset of one or
more projects, within the sub-sectors of the organization. These
projects may be intangible such as meeting certain socioeconomic
goals, increasing the EVA 1, Strategic Value
Management™ or they may be tangible such as building a modification
to an existing plant for new production located at one or more
physical sites. The success of each project requires the understanding
of different bodies of knowledge held by different entities and
collaborated and coordinated to deliver the objective of the
program.
Program objectives- Analysis, Programming,
Synthesis
Shubnum assesses and analyzes the needs
of the acquirers so as to develop program objectives. This requires
coordination with the immediate and collateral acquirers. Once
the program objectives are organized and accepted, they are analyzed
for programming the inter-relationships and details of individual
needs and requirements. The program is then synthesized as a
cohesive 'Acquisition Action Plan', document.
Master Planning- Needs Validation,
Budget justifications, Finance
The 'Acquisition Action Plan' validates
the needs of the acquirers through preliminary schematics, preliminary
cost estimates, cost justification and assistance in financing
for the acquisition.
Management Strategy- Market Research,
Resources, Competitive Acquisition, Cost, Schedules and Performance
A Management Strategy is developed from
the 'Acquisition Action Plan'. This includes market research
for best practices, pricing and strategy for competitive acquisition.
It further includes the detailed scope of the program, preliminary
schedule, preliminary specifications and performance requirements
for the acquisition for each of the specific category of products,
works, commodities and services separately and as a cohesive
acquisition.
Implementation
The 'Acquisition Action Plan' and the management
strategies are implemented by the program team. The team finalizes
the preliminary documents into working documents and the approved
set of budgets, procurement plans, specifications, controls and
schedules. The acquisition is implemented in phases or tasks,
if the management strategy has determined as such. This is further
followed through with the management phase of the purchase contract,
management of the contract and the final closeout of the acquisition.
Risk and Opportunity Management
Risk and opportunity is managed throughout
the management of the program. This includes the management of
the trade-offs between time, initial costs, total cost of ownership,
performance of the contract/or and the overall value to the stakeholders.
Best Value
The program is emphasized for the outcome
that provides the greatest overall benefit to the stakeholders
in response to the requirement of the program. Alternate strategies
and best practices are incorporated to create best value.
Accountability
The acquisition is managed so actions are
verifiable and accountable.
Oversight
The acquisition is open to peer-review
and an oversight by a third party. Such oversight often provides
insights that may escape the routine management. Such Program
monitoring is conducted for accountability of Resources, Performance,
Cost Control, Schedule Control, Quality and Delivery of a Program.
Shubnum recently managed a Program for
the State of California, California Department of Corrections
through the Department of General Services, to upgrade and modify
existing infrastructure and facilities for fourteen projects,
on five sites. Each site has its own governmental administrative
structure with organizational subsets at each facility. The projects
are not funded as a single program, but as individual line items
in the governor's budget.
The objective was to meet the individual
projects performance within schedule and budget as well as meeting
the overarching technical, administrative and socioeconomic requirements
of the government. In addition, as a separate service, Shubnum
provided Value Engineered Program Management™ to achieve
significant savings from the budgeted funding.
B. Program Integration
Program Coordinator and Integrator
Shubnum coordinates programs and projects.
In this capacity Shubnum recently led a team of coordinating
and integrating twenty one separate specialties concurrently
with four different project directors reporting to common Finance
and Budgeting.
The program integration is implemented
with the coordination and assistance of the following individual
groups, consultants and entities to create a cohesive and integrated
team:
Design group, Production group, Cost
and Scheduling group, Logistics group, Logistics group, Contracts
group, Sub Contractors group, Execution group and the Testing
and Start-up group
C. Project Management
Project management is generally conducted
as a subset of a larger program. Shubnum has participated as
a project manager concurrently, for fourteen separate projects
each with a separate project teams, and reporting to one agency
officer. These projects used the services of team members providing
services on more than one project.
Shubnum's Project team may comprise of
one or more of the following disciplines with Shubnum providing
the overall coordination and integration at a project level:
- Strategy Value Management™
- Planning, Integrating, Acquisition, Implementation
- Project Planning and Controls
- Finance
- Budgeting
- Scheduling
- Acquisition
- Engineering — Concepts, Schematics,
Design, Testing, Commissioning, Start-Up
- Architecture — Programming,
Schematics, Design, Implementation, Commissioning
- Management Information Systems
- Logistics
- Manufacturing and Production
- Contract Management
- Cost Control and Scheduling
- Subcontracts
- Facilities-Real Property Management
- Logistics
- Testing/Evaluation
- Quality Control
- Reliability
- Maintenance
- Closeout and Delivery
Shubnum brings technical and contractual
knowledge, tools, communications, and skills for risk-management
and opportunities.
Price
Structure
An initial assessment based on a firm fixed price of Price Schedule
3, allows both parties to meet and evaluate the scope and duration
of the program or project for each of the product categories
A, B and C.
Thereafter, the prices are based on containing the risk for both
parties, based on Price Schedule 7. Such work by their nature
extends over a long term. The appropriated or budgeted scope/cost
stays relatively constant, but may change. Shubnum's effort is
related in proportion to this scope/cost.
However Shubnum's efforts may still create
cost savings which are offered to share, based on the Price Schedule
4. This share of the client's savings offsets a portion of the
payment by the client.
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1. EVA stands for Economic Value Added. It is a
trademark of Stern Stewart & Co. It provides a more comprehensive
method of evaluating the added value to the shareholders/owner/taxpayer
rather than merely evaluating the net profits.
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