Quentin W. Fleming

Project Management Consultancy

Quentin W. Fleming
Fleming Management Consultancy

• Management Consultancy Services
• Project Management Textbooks
• Project Management Seminars and Training
• About the Principal

Management Consultancy Services

     In 1991 Quentin Fleming began his management consultancy practice to help companies implement their new projects, and / or to assess the performance of their ongoing projects. He offers his services in the old fashioned way...working with company management as an outside catalyst, to stimulate permanent improvements within the organization.

     He has particular expertise in the design of project management offices (PMO), with an emphasis on "earned value performance measurement" and "project procurement--subcontract management." 

     A few of his published articles on project management may be viewed on-line at:

"The Two Most Useful Earned Value Metrics:

The CPI and the TCPI"

http://www.stsc.hill.af.mil/crosstalk/2008/12/0812FlemingKoppelman.html 

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"Start With 'Simple' Earned Value

On All Your Projects"

http://www.stsc.hill.af.mil/CrossTalk/2006/06/0606FlemingKoppelman.html

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"Performance Based Payments (FAR 32.10):

if it walks, talks, and quacks like earned value, it must be earned value"

http://www.pmi-cpm.org/members/library/FlemingAndKopplman.pdf 

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"Earned Value Project Management...an introduction"

http://stsc.hill.af.mil/crosstalk/frames.asp?uri=1999/07/fleming.asp 

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"Earned Value Management: Mitigating Risks with Construction Projects"

http://www.dau.mil/pubs/pm/pmpdf02/fle-ma2.pdf 

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"Earned Value Management-A Powerful Tool for Software Projects"

http://www.stsc.hill.af.mil/crosstalk/frames.asp?uri=1998/07/value.asp 

(This article appeared in the September, 2003 issue of the Harvard Business Review. Anyone interested can read it, for a small charge, on the HBR online website.)

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"Sarbanes-Oxley: Does Compliance Require Earned Value Management  on Projects?"

http://www.QuentinF.com/CM_Apr04_p26.pdf 

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For a complete bibliography and a library of articles and books on EVM, prepared by Dr. David S. Christensen, and the Project Management Institute's College of Performance Management, see their websites at:

http://www.suu.edu/faculty/christensend/ev-bib.html 

http://www.PMI-CPM.org

Project Management Textbooks

     Quentin Fleming is the author of eight published books which have sold over 80,000 copies world wide. His management textbooks are used by universities and consultants to reinforce the learning process. His two latest titles are currently available from the Project Management Institute's (PMI) on-line bookstore at http://www.PMI.org, then drill down in the  Marketplace tab.  Earlier book titles can often be obtained from the on-line used book dealers.

Project Procurement Management-contracting, subcontracting, teaming

             ISBN # 0-9743912-0-4, and # 780974391205

by Quentin W. Fleming

"It may be difficult to identify the single best book on project procurement management, but this one should be a prime candidate. Written by a member of the team that produced the procurement management chapter of A Guide to the Project Management Body of Knowledge (PMBOK (R) Guide) 2000 Edition, it closely parallels PMI standards."  Project Management Institute: PMNetwork, January 2007.

This is a book about that portion of project management which is performed by another organization. It focuses on the procurement of scope from an organization outside of the project. Often, the success or failure of a project is dependent on how well the project can plan, define, solicit, authorize and manage this external contractual relationship. The book is consistent with the Fourth Edition of the PMBOK (R) Guide released in 2008. Only the process titles were changed.

This book is available ($39.95) from the Project Management Institute's (PMI) on-line bookstore at http://www.PMI.org. Locate the book by going to the PMI Search Tab and type in: [Quentin Fleming].

Residents of Canada may obtain this book directly from the bookstore at Ryerson University in Toronto at 416-979-5116 or on-line at http://www.Bookstore.Ryerson.ca 

Hardcover 288 pages.

This book has been translated into both "simplified" and "traditional" Chinese language. Interested parties should contact Mr. Pan Kao at PanKao2@yahoo.com. 

This book is also available in the Russian language. Interested parties should contact Mr. Vladimir Liberzon at V_Liberzon@yahoo.com 

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Earned Value Project Management (Third Edition)

             ISBN # 1-93069989-1

by Quentin W. Fleming and Joel M. Koppelman

A description of earned value management in its most basic form, intended for application to all projects, of any size, and from any industry. It describes a simple but scalable approach for earned value management covering the smallest to large complex mega-projects. Start with simple EVM then move on to full ANSI/EIA 748 compliance as needed to satisfy your customers.

The Second Edition was translated into the Japanese language by the Tokyo Chapter of PMI in 2004.

The book describes concepts outlined in the Project Management Institute's (PMI) Year 2008 Fourth Edition of "A Guide to the Project Management Body of Knowledge (PMBOK(R) Guide)."

A Third Edition of this book was published by the Project Management Institute (PMI) in 2005. Softcover 232 pages. It is available ($49.95) at: http://www.PMI.org. 

Locate the book by going to the the PMI Search Tab and type in: [Quentin Fleming].

The book has been described by PMI: 

"This popular text may well be the best-written, most easily understood project management book on the market today."  PMNetwork, April 2008.

by Quentin W. Fleming

A comprehensive treatise on the more formal "earned value" approach, as implemented by the United States Department of Defense with their C/SCSC. Twenty-three chapters and seven appendices trace the subject from its origin through future directions for earned value management.
Published originally in 1988 and updated in 1992. Hardbound, 564 pages.

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by Quentin W. Fleming, John Bronn and Gary C. Humphreys

A comprehensive textbook covering all aspects of scheduling from the Gantt Chart to the critical path method (CPM) to Line of Balance. Addresses both project and production scheduling methods. A basic primer on scheduling. Written specifically for non-scheduling people.
Published in 1987. Hardbound 272 pages.

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by Quentin W. Fleming and Quentin J. Fleming

Covers the subject of progress payments based on costs incurred, as required by the Federal Acquisition Regulation, FAR sub-part 32.5. The book recommends maintaining a linkage between all progress payments and the supplier's physical performance in order to minimize risks.
Published in 1991. Hardbound 257 pages.

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by Quentin W. Fleming and Quentin J. Fleming

Provides prime contractors with the basic information they need to plan and to organize for the issuance of subcontracts to other companies. Specific chapters cover: risk management, contract types, make or buy analysis, subcontract planning, etc. A "Project Procurement Management" primer.
Published in 1993. Hardbound 262 pages.

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Earlier titles may be obtained from on-line used book dealers:

• Abe Books New & Used: http://www.Abebooks.com 
• Bookfinder at:  http://www.BookFinder.com 
• UsedBookSearch at:  http://www.UsedBookSearch.co.UK/ 

Project Management
Seminars and Training

The most cost-effective way to send employees to seminars . . . is to bring the seminars directly into your own plant.

     Three seminars have been designed to better equip your employees to manage their projects and to improve the management control processes. Each seminar includes the instructor's textbook to reinforce the retention of materials.
    Condensed one-half day overview sessions are also available for your busy executives.

     A one-day seminar covering all fundamentals necessary to implement projects that employ the earned value project management concept. Defining the project's scope, putting a measurable baseline plan in place, monitoring actual performance against the plan, and forecasting the final cost and schedule requirements are all covered in this seminar. Understanding and reacting to an earned value "early warning" signal is critical to managing the process.
     The course focuses on the critical elements of earned value project management to satisfy the needs of all projects, of any size or duration, in the private or government sector.

     A one-day seminar covering that part of project scope which will be bought from outside of the project's own firm, that which is contracted (or subcontracted) to another company for performance. This course focuses on the roles and duties of the project manager in leading a team of functional specialists who will collectively manage the external contracts (subcontracts) as a critical sub-project of the total project.
     Topics to be covered include: the project procurement planning process which includes teaming arrangements; planning for solicitation; the solicitation and source selection; and finally the administration and closeout of all project procurements. The course stresses the importance of developing and working to a Project Procurement Plan. It follows and expands materials contained in PMI's Guide to the Project Management Body of Knowledge (PMBOK).

     A one-day seminar covering the fundamental principles of project management. Ideally, this seminar will follow an internal assessment of your ongoing project management practices, and is tailored to fit a specific organization. It will point out opportunities for improvement.
     The format will vary but generally consists of: the project management process; defining the project scope; planning, estimating and scheduling the project; forming the project team, and management buy-in and charter; earned value performance measurement; procuring project scope; managing both cost and fixed price procurements; project management from kick-off to close-out.

About the Principal
Quentin W. Fleming

     Author, instructor and consultant to management, with over three decades of project management experience within private industry. He has particular expertise in the design of and/or the assessment of project management control systems.

     He is the author of eight published textbooks that have sold over 80,000 copies worldwide. His books have covered the varied subjects of earned value project management, planning and scheduling, and the management of procured project scope, sometimes called contracting or subcontracting.

     He has been an instructor with the University of California at Irvine (UCI) extension since 1995, and also serves on the UCI Project Management Advisory Board. He developed two new courses for UCI, both courses are required components of their project management certificate program. His two courses have been offered worldwide by UCI over two hundred times. 

     He served as the President of the Orange County Chapter of the Project Management Institute (PMI) in 1998. That same year he also served as the Project Manager for PMI 1998 technical program, their International Conference which was held in Long Beach, California. Over 250 professional papers were presented at that conference.

     In 2000, he was one of the eight person "core" team which updated the Year 2000 Guide to the Project Management Body of Knowledge (PMBOK) (R) for the Project Management Institute (PMI). Specifically, he was responsible for all earned value content in the document and for Chapter 12 covering Project Procurement Management. 

     In 2008 he also served on the PMI "core team" which updated the PMBOK (R) Guide for their Fourth Edition released in December 2008. He was the chapter lead for two of the nine PMI knowledge area chapters: Chapter 7 on Project Cost Management, and Chapter 12 Project Procurement Management.

     In 1995 he was awarded the "Lt. General Hans Driessnack" (USAF Retired) Award by the Performance Management Association (PMA), the third time they had given this prestigious award, and the first time it went to someone outside of the Government. The PMA has now merged into the PMI and is known as the PMI College of Performance Management (PMI-CPM).

     In 1998, he was also honored with the United States Department of Defense (DOD) "David Packard Excellence In Acquisition Award" for his contribution to the shifting of responsibility for earned value management from the U. S. Government into the private sector.

     When he began his management consultancy practice in 1991 he deliberately made it a solo management practice, with the use of other associates only on an exception basis. This approach allows him to focus completely on the needs of his clients without being concerned about the marketing of services for other associates.

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     In 1971, Quentin was given a United States Government appointment with the American Peace Corps. He and his family were moved to Washington, DC, then sent to Tehran, Iran, where he served as the seventh and the last American Peace Corps Director for Iran. Concurrently, he also directed the Peace Corps mission in the small island nation of Bahrain, 20 miles off the coast of Saudi Arabia, in the Persian/Arabian Gulf. In 1976 he returned to private industry.

Quentin W. Fleming
Fleming Management Consultancy

  Note: if you had intended to reach the other Quentin Fleming who consults in the areas of family businesses, organizational development, or strategic planning, and who is also a professor in strategic management at the University of Southern California (USC), may I suggest that you contact my son at his personal website: