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PROGRAM / PROJECT MANAGEMENT

CLR program managers and staff face challenging tasks. We are responsible for balancing performance requirements against established cost and schedule targets, while continually making trade-offs to identify and manage high risk areas. To accomplish this, CLR managers must have expertise in areas such as cost of technical processes, which are themselves indicators of high risk areas, estimating techniques, the budget process, and development life cycle times.

In any program we manage, our goal is to reduce product development costs and cycle time. Our depth of experience with technical process costs, program budgeting, and knowledge management resources allows us to field the most cost effective, and technically superior systems.

CLR practices basic program management principles: CLR program managers and staff face challenging tasks. We are responsible for balancing performance requirements against established cost and schedule targets, while continually making trade-offs to identify and manage high risk areas. To accomplish this, CLR managers must have expertise in areas such as cost of technical processes, which are themselves indicators of high risk areas, estimating techniques, the budget process, and development life cycle times.

In any program we manage, our goal is to reduce product development costs and cycle time. Our depth of experience with technical process costs, program budgeting, and knowledge management resources allows us to field the most cost effective, and technically superior systems.

CLR practices basic program management principles:
  • Initiating - CLR collaborates with clients to define and authorize projects or project phases. Typical activities include:
    • Creating the project charter;
    • Drafting the preliminary project scope statement.
  • Planning - CLR works with clients to define project objectives and plan the course of action to achieve those objectives. A typical activity is:
    • Developing the project management plan.
  • Executing - CLR applies personnel and other resources to carry out the plan. Typical activities include:
    • Creating project results and deliverables;
    • Identifying necessary project changes and implementing change requests;
    • Creating project results and deliverables;
    • Providing work performance information to stakeholders.
  • Monitoring and Controlling - CLR monitors project progress to identify variances from the plan that, in turn, may prompt corrective actions. Typical activities include:
    • Approving or rejecting change requests and applying change management/control techniques;
    • Updating the project management plan and scope statement, if needed;
    • Recommending and approving or rejecting project corrective actions;
    • Creating performance reports and project forecasts; and
  • Closing processes - CLR obtains client acceptance of results and closes the project or project phase. Typical activities include:
    • Providing final results and deliverables to the client
    • Completing the contract task order closure process

Our key program management tenets are: Cost, Schedule, and Performance.

CLR's three senior officers have over 90 man-years total experience supporting the Air Force and military systems acquisition as program managers and specialists in technical areas of systems development. Additionally, CLR associates bring over 1500 man-years of business experience from the business community. This depth and breadth of experience makes unique resources available to CLR's customers.

CLR has several program and project managers who hold Program Management Professional (PMP) certifications and memberships from the Project Management Institute (PMI).




CLR is a Service-Disabled Veteran-Owned Business
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