Lewis Fowler – Principal Consultant :: 2007 - Present
Global IT ERP Program
• Develop, integrate, and manage Master Schedule for development, testing, and deployment of ERP upgrade program
• Create performance and schedule variance for C-level reporting to inform the global program of progress and identification of sources of variance
• Active engagement and support of multi-tiered governance process from functional level through to Regional and Global Steering Committee
• Initial development of global IT portfolio to include future regional ERP deployments and enabling technologies
• Engaged with Global Risk Management and Project Controls initiatives in support of the broader IT ERP program

Oil & Gas Enterprise PMO
• Performed primary corporate role to coordinate adoption and maturation of Enterprise-level Portfolio Management initiative across five geographically separated Business Units that captured traceable and validated financial perform of Capital, and Operations & Maintenance investments
• Acted as primary interface with senior Regional Operations and Engineering leadership to promote Enterprise PMO mission/vision and respond to emerging requirements needs
• Reviewed critical project issues and ensuring Executive level visibility and incorporation of risk mitigation plans when working with the project teams
• Championed adoption of cost/schedule reporting consistency to support active, high-integrity portfolio management
• Responsible for on-site/hands-on training of Regional PMO Leads and key reports across multiple regions
• Active contributor to Tools Governance process focused on enhancement of reporting effectiveness to meet the needs of stakeholder management requirements

Oil & Gas Regional PMO
• Led regional financial forecast management of $230M+ corporate/$7.5M regional project portfolio
• Led monthly capital project portfolio review and prioritization with C-level leadership
• Directly engaged with engineering staff to track/communicate project financial performance/forecasting, status, accomplishments, and risk items along with mitigations
• Supported SharePoint-based project status, PO tracking/reconciliation, project lifecycle management from Initiation, FEL, Execution, In-Service and Close-out phases
• Coached and mentored regional engineering and PMO resources to support portfolio management; including Scheduling, Project Coordination, and Financial Controls

C&DH Integrated Program Team Business Integrator
• Facilitated cross-functional Integrated Product Team (IPT) activities and created monthly Program Management Review (PMR) content for $220M+ NASA program C&DH function
• Created forward Rolling Wave budget and labor/material resource planning, scope definition, Earned Value Method definition and work authorization at Control Account level in response to established funding limits and available resource head count
• Led weekly functional-level Business Rhythm meeting in support of monthly PMRs, and was responsible for cross-functional project communications related to monthly reporting and review packages
• Performed monthly Earned Value Management variance analysis and reports to the Prime Contractor; including Current/Cumulative/Variance-at-Complete variance analysis report, SPI/CPI/TCPI metrics, and EAC updates
• Managed Change Management Process to authorize baseline modifications resulting from technical changes, current year scope re-planning, and reallocation of funding baseline
• Led functional Risk Management activities to quantify identified technical/schedule risks and define/track mitigation activities
• Tracked and reported on IMS Critical Path activities and subsequent slack to deliverables
• Created ‘what-if’ schedule planning scenarios to reflect risk mitigation alternatives
• Managed processing of Subcontractor Data Requirement Document (SDRD) peer and final reviews prior to release to Program Data Manager for submission to Prime Contractor
• Managed program execution and Project Controls team activities as directed by C&DH functional Program Technical Management
• Led internal process to define/develop Cost Estimation, Manpower Resource Planning, and ETC forecasting that was adopted across all functional areas at the Program level
• Developed Rough Order of Magnitude (ROM) proposal response for Actuals, and ETC Basis-of-Estimate (BOE) reconciliation

Integrated Program Scheduler/Program Planning & Control
• Created, managed, and maintained an integrated program schedule for a $220M+ NASA program consisting of multiple sub-projects schedules
• Performed schedule status collection and critical path analysis of an integrated 7500+ line project schedule and cost/schedule alignment to the Work Package level of the WBS
• Developed high-level Contract Deliverable driven Integrated Master Plan (IMP)/Integrated Master Schedule (IMS) down to supporting Program Milestones and lower-level Significant Accomplishments to realize Program Events
• Performed delivery of the Master Integrated Schedule and cost/schedule variance analysis to the Prime Contractor
• Developed dynamic schedule with integrated risk mitigation activities, that tied to Program Directive, and associated cost processes maintaining predictive, aligned reporting
• Performed probabilistic Schedule Risk Analysis (SRA) for assessment of delivery realism
• Performed regular integrity testing of integrated schedule utilizing DCMA 14-point health-check assessment
• Deployed schedule development architecture to improve visibility and accountability of dependencies across sub-project owners that resulting in increased visibility and accountability of schedule deliverables
• Reinforced communication across geographically virtual organization of 20 Control Account Managers (CAMs)
• Led internal process to define/develop internal Object Model Scheduling,

Earned Value Management Assessor
• Led/managed Earned Value maturity assessment project as initial phase leading to organization self-certification
• Performed current state gap analysis from ANSI/EIA-748B based on DCMA Audit criteria by conducting on-site personnel interviews and direct inspection of process artifacts
• Developed the framework and architecture to achieve compliant Earned Value implementation to include development of System Description and Work Instructions

Perot Systems, Inc. :: 2006
PMO Business Analyst
• Developed Enterprise/Facility level investment business cases for corporate IT portfolio
• Consolidated ROI and Cost/Benefit analysis of on-going organizational projects
• Acted as Business Sponsor representative during project feasibility assessment process
• Developed capital and operating cost model to include Task Order deliverables and ROI
• Facilitated team and customer communication of project performance reporting

PMO Process Development / Implementation
• Developed processes in support of maturing business rules and organizational governance
• Facilitated project process through Charter Statement, Requirements/Scope Definition, Vendor Contracting, Tangible Benefits, Resource Estimating, and Total Cost of Ownership

ITT Industries, Systems Division :: 2004 - 2005
Proposal Manager
• Managed project ‘bid & proposal’ development, financial budget, and estimation process
• Led formal proposal process to deliver compliant, best-valued response to include win strategy, technically compliant approach, and past performance citations
• Provided leadership role in assembly of corporate resources to win new business
• Applied Project Management Institute (PMI) methodology to charter, implementation and life-cycle management activities to systems engineering and installation proposal activities
• Teamed with end-user’s to capture ‘voice of customer’ requirements

L-3 Communications, Government Services Inc. :: 2000 - 2003
Director, Business Development
• Responsible for maintaining and growing $10M+ product-line portfolio
• Assumed financial accountability for enterprise-wide RFP response process
• Developed and managed strategic customer partnership development, sales pipeline, and customer relationship management
• Proposed and managed corporate IR&D investment opportunities to extend leverage of current product/process and grow presence in emerging market segments
• Responsible for financial and business model management and accountability
• Influenced technical program management staff and product planning as related to requirements, scheduled milestone deliverables/delivery, and legal compliance
• Responsible for marketing communications program and competitive capability
• Direct accountability to VP and C-level management

Hewlett-Packard Company / Agilent Technologies :: 1987-2000
Member of Technical Staff / Research & Development Engineer
• Led responsibility for Real-Time Operating System (RTOS), DSP application, user-interface and self-test firmware development using C and assembly programming languages
• Assured software and documentation revision control and code release process
• Fulfilled key responsibility of managing the final introduction of product to manufacturing, which required cooperation and communications with major divisional functional teams.
• Acted as a strong interface with marketing, production, and quality assurance groups within the factory were key factors in this successful product development project.

Research & Development/Product Marketing Engineer, Technical Sales
• Delivered product marketing insight and technical support for new and existing customers
• Interfaced with technical R&D and manufacturing teams to influence new product direction and existing product improvement processes
• Applied strong communications skills to interact with end users and internal factory functional areas
• Provided a consulting role to match customer needs with new product services


University of Colorado, Colorado Springs, CO :: 1989
MBA - Production Management

University of Waterloo, Waterloo, Ontario :: 1981
MASc - Electrical Engineering

University of Waterloo, Waterloo, Ontario :: 1980
BASc - Electrical Engineering

Colorado Technical University, Adjunct - Project Management, Strategic Business Admin
University of Phoenix, Adjunct - Product Lifecycle, Database, Software Programming
University of Colorado, Adjunct - Operations Management, Engineer-In-Training Prep Class


• PMP© (Project Management Professional)
• PMI-SP© (Scheduling Professional)
• PMI-RMP© (Risk Management Professional) Certification from PMI and current Member
• EVP (Earned Value Professional) Certification from AACE and current Member
• PE (Professional Engineer - Electrical), State of Colorado in good standing
• MCTS (Microsoft Certified Technology Specialist – MS Project)
• College of Performance Management
o Professional Education Certificate (Earned Value Management)
o Member of Education Staff teaching various Earned Value Management classes
• Six Sigma / Green Belt Certified
• IEEE, Senior Member
• Eta Kappa Nu, Member (Electrical Engineering Honor Society)
• Successful Software Management, IEEE