Advanced Projects, Inc.

Lawrence (Larry) P. Leach, PMP

• Certified Project Management Professional (PMP).

• Proven success planning and executing projects and programs up to $250million.

• Projects of all types: R&D, Construction (including nuclear and mixed waste storage, treatment, and disposal), and IT.

• Published author of Critical Chain Project Management, Lean Project Management, and journal articles.

• Experienced leader of large organizations at VP level in Fortune 500 companies.

• Sought after trainer and public speaker.

Principal, API, 1994-Present

Provide Project Management, Theory of Constraints, and Total Quality Management consulting services to government and industry. Lead the institution of Critical Chain Project Management to improve project performance in product development, electronic systems, and software development and deployment. Clients report Critical Chain project results increase project success rates from 0% to 100%, reducing project duration by 50%, and improved employee satisfaction. Currently supporting international implementation in Lucent Technologies. Served as Idaho State Quality Award examiner.
Client feedback on applying CCPM describes greatly increased project success, project duration reduced by 50%, and improved project team satisfaction. Presented the Critical Chain method at local and international conferences of the Project Management Institute. Critical Chain papers published by the PMI's PM Journal in June, 1999 and PM Network in spring of 2001. Experienced as Theory of Constraints Jonah's Jonah. Developed technical proposals, Project Management Plan, and marketing and technical plans for commercial clients.

PMI Seminar lecturer. Published papers in PM Network and PM Journal. Authored Critical Chain Project Management, Second Edition, published by Artech House. Published Lean Project Management in 2006.  Certified by the Avraham Y. Goldratt Institute as a Project Management, Management Skills Workshop, and Jonah training instructor, and exp. University of Phoenix faculty, facilitating MBA and Project Management classes.

Manager, Project Management Office, ANICO 2000-2002

Lead selection, planning, execution, reporting, and closure of multiple Information Technology (IT) projects. Projects span all aspects of business and technology for a major Insurance Company IT Department, including ERP, data Warehousing, and a variety of unique business applications operating on five different platforms. Projects involve hardware,  in-house programming experts, and procured resources. Established the Project Management Office, and led development of a Project Management Institute (PMI) Project Management Body of Knowledge (PMBOK) and Software Engineering Institute (SEI) Capability Maturity Model (CMM) based project delivery system. Develop and deliver project management training and mentoring. Lead the PMO Steering Group and PMO Working group to expedite learning and applying state of the art project management methods to improve delivery of full scope IT projects on-time and within budget.

Vice President, Western Region, SCIENTECH, Inc.; 1992-1994

Provide management and technical consulting services. Propose, plan and manage technical projects, manage corporate quality assurance, and plan and implement business development. Lead development of total quality improvement process. Developed ISO 9000 based quality program. Created unique "Workbook", and supporting training, for Total Quality Management (TQM) in SCIENTECH. Led complex technical projects for a range of customers, including the US Department of Energy, Department of Defense, and commercial firms. These projects included Internet implementation of information systems for the US Department of Energy. Lead company strategic planning. P&L responsibility for technical offices in three states. Lead Northern Division marketing efforts, including development of major proposals.

Director, System Analysis Division, US Department of Energy (DOE); 1991 - June 1992

Initiated and led the System Analysis Division for the Idaho Field Office of the US Department of Energy. Duties involved providing the technical basis for strategic planning for all projects at the Idaho National Engineering Laboratory. Participated in DOE program of innovative business system modeling approaches to improving performance within DOE. Delivered training in systems analysis, Total Quality Management (TQM), and many technical subjects. Developed quality, safety, and environment improvement strategies for the Idaho National Engineering Laboratory. Initiated TQM in work group.

Department Manager, EG&G Idaho; 1987 - 1991

Waste Management Department. Provided full range of waste management and environmental restoration services to the US DOE at the Idaho National Engineering Laboratory. Department staff of 560 personnel and sales of $102 million/year.

Environment, Safety and Quality Department. Managed environmental, safety, and quality departments for EG&G Idaho, a 5,500 person company producing technical products of the US Department of Energy. (Large simulation computer codes and data bases were a major portion of the product line.)

Director of Nuclear Technology (MACTEC), Management Analysis Company (MAC); 1987
Consultant to companies performing work for US DOE. Developed winning proposals and project plans. Managed successful projects for clients. Provided presentations to technical, non technical, media, and political groups.

Vice President of Engineering and Projects, UNC; 1984 - 1987

Participated in overall policy development and planning for 2400 person company with annual sales in excess of $250 million. Successfully managed projects ranging from technical development to construction, ranging up to one billion dollars.

Division Manager, EG&G Idaho; 1970 - 1984

Managed projects involving $23 million/year and 210 direct personnel. Participated in the earliest implementation of earned value cost schedule control systems in the industry.

Cognizant Engineer, Combustion Engineering; 1968 - 1970

System engineer for commercial nuclear reactors. Developed systems specifications, designs, performance and safety analysis, safety analysis reports, system descriptions and training aids.

Education:

MBA, 1975, University of Idaho
MSME, 1970, University of Connecticut
BE, 1968, Stevens Institute of Technology

A. Goldratt Institute:
Project Management (licensed)
Jonah Jonah
Management Systems Workshop (MSW) licensed

Other Training:
PCA (Philip Crosby Associates) Quality College
QWG (Quality Work Group) Trainer certification
QES (Quality Education System)
Covey Leadership Course
Symlog Leadership Training (Train the Trainer)
System Thinking
AMA Executive Effectiveness Course
Managing Interpersonal Relationships
U.S. Department of Energy Senior Management Training