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Editorial BoardThe ProjectsAtWork 2007 Editorial Board represents a wide spectrum of the project management community, including individuals with expertise and experience in various environments and industries. With real-world tested insights on methodologies, team leadership, technology solutions, metrics, portfolio and enterprise program management, PMOs, education, training and certification, lean project management, risk and many other aspects of the project management discipline, these experienced professionals will help guide and support our editorial mission in the coming months and beyond.
 Glen Alleman is vice president, Strategy and Performance Management, with Lewis & Fowler in Denver, Colorado. Glen’s role defines, develops, deploys and assesses the benefit of Lewis & Fowler’s strategy and performance management processes for senior business and technical management clients. These deployments include: Capabilities Based Planning, Performance Measurement Baselines, Balanced Scorecard-based enterprise strategies, Project Portfolio Management, Enterprise Project Management and Program Management Office offerings.Alleman has 30 years experience in the management and technical development of software and hardware products in commercial, industrial, defense and aerospace domains. He has consulted as well with several mid-tier firms, experiencing both sides of the buyer/seller equation. With a physical sciences background, he says he is "biased away from the softer side of most things, enjoying instead numbers, facts and actionable outcomes built on the physical theory of how things work."  Mike Beard, PMP, is a partner in Value Based Project Management, a program management professional services firm. He has more than 30 years in diverse technical and functional management positions, including more than 15 years of operations management in Southeast Asia. As a program manager, Beard directed multi-year programs with values up to $90 million. As a PMO deputy director, he managed program managers and 100-plus person teams in an integrated product team environment.Beard consults a number of influential clients in Southern California, regularly presents on numerous program management topics at industry association meetings, authors articles on advanced program and enterprise management topics, and develops project management professional development courses. He has served on the Board of Directors of the Orange County Chapter of PMI and other non-profit international boards. Beard's approach to real-world problems and solutions has resulted in over $5 million in program savings for companies in the past six years. He holds a BS from Embry-Riddle Aeronautical University and a Certificate in Project Management from University of California Irvine.  Melanie Cullen is the founding principal of management and information technology consulting firm TerraSys Consulting, Inc., and co-developed the firm’s Repeatable Success Project Management methodology, based on more than 20 years’ experience in executive and IT management.Prior to consulting, Cullen served as chief operating officer for an international wholesale and e-fulfillment distributor. Cullen has served as a formal mentor to executives from California Federal Bank, eTrade and Charles Schwab & Co. She is a founding member of a leadership circle that bases its work on Peter Senge's "The Fifth Discipline," and the author of "Get It Together," to be published by Nolo Press in January 2005. She holds an MBA from the Graduate School of Business at Stanford University.
 William Duncan is a principal of Project Management Partners, a consulting and training firm in Lexington, Mass. As former director of standards for PMI, he was the primary author of the 1994 and 1996 versions of the PMBOK. He is currently the director of standards for the American Society for Advancement of Project Management (asapm).In nearly 30 years of management and consulting, Duncan has worked on global projects for a range of clients, including Polaroid, Sybase and Texas Instruments. He has also developed numerous training programs and is currently writing a book to be called The Process of Project Management. Duncan is a 1970 graduate of BrownUniversity and has done post-graduate work at BostonUniversity and Northeastern.
 Kay Fleischer, PMP, MBA, is president of Fryklund Group, Inc. She has extensive experience in all aspects of business processes, process reengineering and privatization, strategic planning, risk analysis, business development, and project management, and implementation services related to information technology, telecommunications and Internet access.In addition to her consulting work with private and public sector entities in the City of Chicago, Kay has spent six years living and working in Turkey, Egypt, Iran, and Kosovo, Yugoslavia. She has also served as an Electoral Supervisor for the Organization of Security and Cooperation in Europe (OSCE) and the UN in Bosnia and Herzegovina, Bulgaria, Kosovo and Russia. Besides teaching and consulting, Kay is a Past President of the Chicagoland Chapter of the Project Management Institute, a member of the 2004 Leadership Institute and Vice Chair of the International Development SIG. Fleischer is also the president of USA Cares-Relief for Afghan Children, a non-sectarian, nonprofit charitable organization.
 Elizabeth Harrin, BA, MBCS, is the author of Project Management in the Real World and has nearly a decade of experience in financial services projects. She is a Prince2 practitioner and trained in the Six Sigma process improvement methodology. Elizabeth has led a variety of IT and process improvement projects including e-commerce and communications developments. She is also experienced in managing business change.Elizabeth is a member of the British Computer Society, spent eight years working in financial services (including two based in Paris, France), and now works in London in the healthcare industry. She writes the irreverent blog A Girl’s Guide to Managing Projects.
 Hal Macomber is a partner in the consulting company Lean Project Consulting and operates an executive coaching practice, G2G Assocs. Through these two entities he serves a variety of industries and situations: architecture, construction, defense, entrepreneurs, fabrication, power generation, and other coaches.Hal studied economics and operations research at Lowell Tech, the former UMass Engineering School. He earned his MBA from Boston University in operations management. Hal’s preoccupation with operations effectiveness finally paid off when he learned about workflow, Fernando Flores’ linguistic-action reinterpretation of work. Hal is currently placing his attention on project leadership in a lean environment. By bringing together the work of Flores, Goldratt, and Ohno/Shingo with an emphasis on leadership he is setting out to bring about a transformation in how projects are delivered. Project management, one of the most-cited career positions, is failing to produce the desired business results. Projects are routinely over budget, late, and fail in often-significant ways to satisfy the customer and the project participants. The bulk of today’s improving efforts are spent on doing a better job applying the same old techniques. In conjunction with the Lean Construction Institute, Hal has set out to change that. Hal can be reached at Reforming Project Management. Anisha Mason, PMP, is a founding partner with Project Solutions Group, a firm specializing in project management
 consulting solutions, including PMO development, PMI training, and tool deployment. In her role, she manages the West Coast operations, overseeing all project delivery and sales activities. In addition, she works closely with several customers, guiding them through the process of building project management maturity and capabilities.In her last position, Anisha founded the San Francisco office of Akibia, Inc. Prior to her role at Akibia, she directed large programs for PricewaterhouseCoopers. She also played a key role on a global team developing PwC’s firmwide project and program methodology. Anisha has also been a featured speaker at a number of events discussing the ways in which process and tools can empower the efficient delivery of projects. Anisha received a Bachelor of Science degree with a dual concentration in Mathematics and Economics from the College of William and Mary, and is a Certified Project Management Professional.  Mark Mullaly is president of Interthink Consulting, specializing in the creation of organizational project management solutions. Since 1990, Interthink has worked with companies throughout North America to develop and enhance project management tools, processes, structures and capabilities. Mark is also the author of Interthink's Project Management Process Model (PM2), a maturity model that has been used to assess over 550 companies worldwide.Mark is currently playing a lead role in a major research project, funded by a grant from the Social Sciences and Humanities Research Council of Canada, that will identify the strategic project management assets that can be sources of an organization's competitive advantage.
 Sandra F. Rowe, PMP, MBA, MSCIS, is the author of Project Management for Small Projects, and has more than 20 years of project management experience, including leading IT and process improvement projects; developing project management processes, tools and techniques; and designing, developing and delivering project management training programs. Sandra has taught graduate level project management courses and speaks regularly at project management conferences on a variety of topics related to project management processes, project management for small projects, and PMOs. She led a healthcare PMO implementation featured on the cover of Projects@Work magazine in 2001.
Sandra has a BS in business administration, an MBA and an MS in computer and information systems. She is the current vice president of finance and Lessons Learned project manager for PMI’s Troubled Projects Specific Interest Group.  Ray Stratton, PMP, is founder and president of Management Technologies, a program management training and consulting firm. He has taught Technical Performance Measurement, Earned Value, Program Management Metrics and Software Project Management for US and foreign governments, educational institutions, and commercial and defense companies.He is a member, speaker, and seminar leader for the Program Management Institute and ProjectWorld. He is also a member of the Defense Acquisition University Alumni Association (DAUAA). Ray is the author of The Earned Value Management Maturity Model and a lead author of the PMI Earned Value Practice Standard, and presently serves as Vice President, Research and Standards, for the PMI College of Performance Management.
Ray has more than 25 years experience as a program manager with a Fortune 500 aerospace defense firm. While there he managed the development of radar, communication, and command and control projects. Previously he designed, developed, tested, and delivered real-time man-in-the-loop sensor based computer systems for a variety of military customers.
Ray retired from the Naval Air Reserve at the rank of Captain. He holds Masters and Bachelors degrees in Electronic Engineering from CaliforniaStatePolytechnicUniversity, Pomona. Ray can be reach at raystratton@mgmt-technologies.com.
 David A. Schmaltz wrote The Blind Men and the Elephant, Mastering Project Work-How To Transform Fuzzy Responsibilities Into Meaningful Results (Berrett-Koehler, 2003), and founded the consulting firm True North pgs, but claims he still has no idea how to explain what he does. While David has helped many of the world's most innovative companies achieve real project maturity by focusing beyond prescribed processes and automated toolsets to those universal human elements that make a real, everyday difference in project work, he proclaims only that, "You are the most powerful project management tool you will ever use."David has been widely published and edits True North’s periodical Compass. He’s been asked to stop submitting pieces to some journals because he wouldn’t support the party line. He delivers curiously effective keynote addresses, such as the one where, rather than imagine the audience in their underwear, he stepped from behind the podium dressed in his own underwear to demonstrate what it's like to get "naked" with a client. True North's Mastering Projects Workshop, which David authored, and BeyondLeadership residential, which he co-created with his partner Amy Schwab, evoke the deeply personal insights that are the foundation of every effective professional practice, or so Harvard says. David’s rather mute on the subject. David resolves real-world dilemmas by considering them through the lens of human and family systems dynamics. His BriefConsulting techniques help identify small points of extremely high-leverage, which can quickly transform organizations as well as individual experience, but he gives his clients the credit for creating their own successes. Transformation requires a catalyst—not a cook who can explain the recipe for how to make a difference, but people who make that difference. David’s serves on Project@Work’s Editorial Board to promote the forward evolution of project work into a practice where it’s safe for humans to fully engage together.
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