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Hugh J Huff, President

Ø       Over thirty-nine years of experience in the project management profession.  This experience consisted of consulting, managing project management offices, developing project processes, managing projects, and hands-on project support.  Industry exposure has been: utility, information technology, construction, finance, educational, pharmaceutical and manufacturing.  Project types include new product introduction, information technology systems, power plant outages, manufacturing plant rearrangements, facility upgrades, project office implementations, and new construction.

Ø      Bachelor of Science Degree in Engineering, Purdue University, 1981

Ø       Certified Project Management Professional (PMP®), Project Management Institute, 1993 – present

Ø       VP of Professional Development, Project Management Institute, Central Indiana Chapter, 1993 to 1995

Ø       VP of Finance, Project Management Institute, Central Indiana Chapter, 1997

Ø       Chair, Masters Degree in Project Management Curriculum Advisory Board, ITT Educational Services, Inc., 1996 to 1998

CONSULTING EXPERIENCES

Northern Indiana Public Service Company – Responsible for performing the scope control, scheduling, integrated cost and advisor to the project manager for the Unit 12 Boiler Outage project at Michigan City Generating Station.  Performed project completion forecasting on schedule and cost.

Northern Indiana Public Service Company – Responsible for performing the scheduling for the Unit 14 Boiler Outage project at Michigan City Generating Station.  Performed project completion forecasting for schedule, and working with contractors on schedule issues.

Northern Indiana Public Service Company – Responsible for performing the scheduling for the Unit 12 Boiler Outage project at Michigan City Generating Station.  Performed project completion forecasting for schedule, earned value, productivity, resource, and trend analysis for the project.

Borg Warner Automotive Company – Responsible for establishing formal project management techniques on a Human Resource and Payroll information technology project.  Assisted in gathering system requirements for establishing the scope of the project.

Eli Lilly & Company - Responsible for developing and deploying project management processes to improve project success within internal IT solution provider. Responsibilities included project planning, project schedule development, project execution and monitoring, project analysis, status and reporting, project change management, and project close.

Eli Lilly & Company - Responsible for developing and delivering project management educational materials based on the Research & Development area project management processes.  Provided project management “best practice” insight to the organization to improve their processes.

General Motors, Allison Transmission Division – Responsible for reviewing the General Motors’ methods, procedures and means of implementing project management in the Information Systems & Services organizations.  Then converting this information into a usable handbook for the Allison Transmission Division.

General Motors, Allison Transmission Division - Assigned to the SAP project responsible for defining the project scope, developing master project schedule and defining project performance measurement matrix.  Performed weekly updates to the overall project master plan in order to generate a weekly status report for the program manager and a bi-monthly update of the one-page program schedule summary and risk analysis chart.

General Motors, Allison Transmission Division – Responsible for establishing methods, procedures and means for consistent project reporting during the execution phase of the Information Systems & Services (IS&S) organization projects.  In addition, developed and conducted a customized two-day course to roll out this information to the IS&S organization.

Babcock & Wilcox Construction Company - Responsible for scheduling and cost engineering for the Units 1 through 4 Refurbishment and Replacement project at Southern Company’s State Line Generating Station.  Performed integrated cost and schedule, earned value, productivity, resource, and trend analysis for the project.

General Motors, Allison Transmission Division – Established methods, procedures and means for integrating cost management with existing scheduling implementation efforts for the Light Commercial Transmission (LCT) Project.  In addition, provided leadership for preparing plans, procedures and processes for communication of project plans and performance reporting, as appropriate, to employees within all levels of the Allison Transmission Division organization.

Northern Indiana Public Service Company – Project Manager responsible for leading team, which was performing the scheduling and cost engineering for the Unit 14 Boiler Outage project.  Performed integrated cost and schedule, earned value, productivity, resource, and trend analysis for the project.

Northern Indiana Public Service Company - Responsible for the scheduling and cost engineering for the Unit 15 Boiler Outage project.  Performed integrated cost and schedule, earned value, productivity, resource, and trend analysis for the project.

Indianapolis Power & Light Company - Provided guidance regarding outage scheduling for the Unit 3 Outage project at Petersburg Generating Station.  Performed on-site support and corporate office assistance on outage management best practices.

General Motors, Allison Transmission Division – Responsible for establishing methods, procedures and means for determining and reporting impact on budgets, resource requirements and implementation dates due to various scenarios for the Light Commercial Transmission (LCT) Project plans and resource levels and loads.

Northern Indiana Public Service Company - Responsible for the scheduling and cost engineering for the Unit 6 and Unit 11 Low NOx Replacement Outage projects.  Performed integrated cost and schedule, earned value, productivity, resource, and trend analysis for the project. 

General Motors, Allison Transmission Division - Acted as advisor, coach, auditor, procedure writer and trainer of the Allison Production System (APS) Project Manager, Project Scheduler and key project person(s) at the overall project and sub-project level, using a phased approach. 

General Motors, Delco Electronics Corporation - Provided scheduling support for the Construction Planning Team.  Duties included determining and implementing optimal level of detail in the schedules, education on interpreting project management information, optimizing construction resources and increasing the manufacturing customer satisfaction.

Northern Indiana Public Service Company - Responsible for the Babcock & Wilcox Company’s scheduling and cost engineering for the Unit 14 Cyclone/Boiler Wall Replacement Outage project.  Performed integrated cost and schedule, earned value, productivity, resource, and trend analysis for the project. 

Merrill Lynch Corporation - Developed and implemented project management processes for the Advanced Office Systems and Technology group to be utilized for the TGA Information Systems project.  The processes were developed to integrate with the Information System Life Cycle in place.  The processes included the development of project schedules, update schedule data collection information, project management software standards and management reporting.  In addition, provided Project management facilitation and scheduling support services.

General Motors, Delco Electronics Corporation - Designed, developed and conducted project management familiarization classes.  Designed, developed and conducted project management software tool training classes.  Provided on-site consulting support for the Construction Planning Team.

Ford Motor Company - Provided scheduling support for the D/EW98 luxury vehicle introduction program.  Duties included supporting the Powertrain Module Team and developing the logic for the first overall high-level integrated project schedule.

RELATED EXPERIENCES

Electronic Data Systems, Allison Transmission Division – Project Manager/Project Management Consultant responsible for consulting with other project managers pertaining to Information Systems (IS) projects to assist in establishing scope, developing work breakdown structures, estimating, establishing logical relationships, analyzing the critical path, resource leveling, status updating, change control, and cost reporting. Developed local project management procedures and training materials to assist project managers and project team members in understanding and implementing project management techniques as a repeatable consistent process.

Electronic Data Systems, Allison Transmission Division – Project Manager responsible for a multi-million dollar Information Systems project during the conceptual and organizational phases of the project.  Responsibilities included: contract negations with the software suppler, scope determination, work breakdown structure development, responsibility matrix development, securing resources, and contract negotiations with the customer.  In addition, was project manager for an enterprise architecture planning project.

Electronic Data Systems, Allison Transmission Division – Supervisor of Manufacturing and Engineering Information Systems responsible for guiding the systems engineers to develop short-term and long-term system plans for their areas of responsibilities.  I was a member of the committee that was implementing a software engineering methodology (system life cycle) at our site.  Introduced and implemented project management techniques on seven of the manufacturing and engineering initiatives.

Electronic Data Systems, Allison Transmission Division – Supervisor of Project Management Consulting Group responsible for leading the group in developing and maintaining new components, factory readiness, and production readiness schedules. Developed training materials to educate the product engineers, purchasing agents, manufacturing engineers, and management personnel on project management techniques.

Electronic Data Systems, Allison Transmission Division – Project Planning Specialist responsible for developing and maintaining schedules for various cross functional teams involved in the development of a new transmission product and the preparation for production.  Duties included: schedule development and maintenance, a written monthly schedule analysis report, suggestions to the team on improving timing, costs, and quality.

Gulf States Utility Company – Supervisor of Operational Planning responsible for leading the operational planning group in developing unscheduled and scheduled power plant outage plans.  The group coordinated the details of the various organizations performing the work, such as; operations, electrical, instrument & controls, mechanical, radiation protection, chemistry and engineering. Daily schedules were constructed for routine non-outage maintenance and reported at a daily plant-planning meeting.

Gulf States Utility Company – Senior Planning Specialist responsible for organizing the initial data loading of the scheduling system that assured compliance with plant technical specifications.  Developed the administrative and internal procedures that maintained system integrity. The system was audited by the plant quality assurance department on a quarterly basis and by the Nuclear Regulatory Commission with excellent results.

Gulf States Utility Company – Industrial Engineer conducting work and equipment utilization studies during construction of a multi-billion dollar nuclear power plant.  Compiled and analyzed results from computer programs and submitted written reports to management identifying problem areas with recommended solutions.  Performed regression and accuracy analysis of data for trending purposes. Implemented a suggestion box program for construction workers.  Performed process analysis on such processes as; material handling, tool issues, warehousing, scaffolding, procedure reviews and rework.

EDUCATION WORKSHOPS

Eli Lilly & Company - Developed and delivering project management educational materials based on the Research & Development area project management processes.  Provided project management “best practice” insight to the organization to improve their processes.  Provided workshops in Indianapolis, France and the United Kingdom.

University of Wisconsin, Madison – Developed and conducted project management fundamentals workshops for engineers and other technical professionals emphasizing principles and current practices. (1999 – 2002)

General Motors, Allison Transmission Division – Developed and conducted project management workshops to introduce concepts, methodology and techniques to the manufacturing, manufacturing engineering and systems engineering organizations. 

General Motors, Delco Electronics Corporation – Developed and conducted project management process and software training for all Kokomo Operations Construction Planning teams as well as facilitated project management process and software implementation. 

PRESENTATIONS AND PUBLICATIONS

Co-Presenter, "Essentials of an Effective Sponsorship Plan", Project Management Institute Seminar, Nashville, TN, October 2001.

Co-Presenter, "Developing and Controlling the Performance Management Plan", Project Management Institute Training and Professional Development Seminars, Tampa, FL, March, 2001.

Co-Presenter, "Developing and Controlling the Performance Management Plan", Project Management Institute Training and Professional Development Seminars, Burlington, VT, June, 2001.

Co-Presenter, "Developing and Controlling the Performance Management Plan", Project Management Institute Training and Professional Development Seminars, Seattle, WA, July, 2001.

Co-Presenter, "Essentials of an Effective Sponsorship Plan", Project Management Institute Seminar, Houston, TX, September 2000.

Co-Presenter, "Implementing Proactive Project Management Controls", Project Management Institute Seminar, Atlantic City, NJ, October 1999.

Co-Presenter, "Implementing Proactive Project Management Controls", Project Management Institute Training and Professional Development Seminars, Scottsdale, AZ, April 1999.

Co-Presenter, "Implementing Proactive Project Management Controls", Project Management Institute Training and Professional Development Seminars, Dallas, TX, March 1999.

Co-Presenter, "Implementing Proactive Project Management Controls", Project Management Institute Training and Professional Development Seminars, Orlando, FL, November 1998. 

Co-Presenter, "Implementing Proactive Project Management Controls", Project Management Institute International Seminar/Symposium, Long Beach, CA, October 1998.

Co-Presenter, "A Focus on the Project Management Controlling Process", Project Management Institute International Seminar/Symposium, Chicago, IL, September 1997.

PROFESSIONAL AFFILIATIONS

Project Management Institute                                                                ITT Curriculum Advisory Board

        VP Finance, 1997                                                                                        Member, 1995 to 2001

        VP Professional Development, 1990-1991 and 1993-1995              Chair, 1996 to 1998

        Member, 1988 to present

American Management Association                                                    Purdue University Alumni Association

        Member, 1999 to 2002                                                                               Member, 1985 to present

Project Management Tools

Primavera Project Planner

Primavera Sure Track Project Manager

MS Project 98/2000

Artemis Project View

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Last modified: 08/12/03