Publications - Please contact me for copies.
How Information Literacy Influences Scholarship, Practice, and Leadership in the Enterprise Program Management Office (EPMO) August 6, 2009
Abstract: Information Literacy influences Scholarship, Practice, and Leadership in the Enterprise Program Management Office (EPMO), by initiating literary work as a body-of-knowledge that describes recent and current methods and practices, along with theoretical postulation. This paper discusses that singular influence, and its influence to the collective, under the auspices of maturity models that evolve best practice.
How Leadership Models Influence the Enterprise Program Management Office (EPMO) September 16, 2009
Abstract: The author considers Transformational, Transactional, Charismatic, and Instrumental Leadership Models that best achieve the EPMO's charter. Assessing the characteristics of both EPMO and leadership allow us to see that, based on the EPMO's chartered responsibilities, there's more likely combined leadership models that best suit its functional operation.
A Personal Leadership Development Plan October 6, 2009
Abstract: The author applies Spitzburg’s (1987) suggested first task by defining this author’s desired leadership model through criteria, measuring a baseline and its maturity over time. It presents a Measurement Instrument to quantify observed leadership characteristics and traits as evidence comparing progression over time, and future action for any unsatisfactory result that it indicates.
M.D. Anderson Cancer Center Division of Pathology and Laboratory Medicine - A Case Study March 8, 2010
Abstract: In this Case Study, the authors propose a research design to solve a unique problem-aspect of the M. D. Anderson Cancer Center’s Division of Pathology and Laboratory Medicine; and how this aspect translates regarding organizational performance. Our research constitutes organizational description, background, purpose and significance through research questioning/hypotheses, and scholarly study based upon literature reference that summarizes the aforementioned as pre-cursive to a more complete, subsequent organizational case study.
Beyond Good Project Management: The Influence of Culture and Organizational Construct on Project Success - A Case Study August 12, 2010* (presented at The University of Texas - Dallas, 4th Annual Project Management Symposium)
Abstract: The authors discuss in this paper a multi-party, multi-million dollar project involving staff from five countries spanning a two-year period. Although executing according to plan, the authors describe by this Case Study the unfavorable influence that complex organization, hidden business and cultural agenda, and sub-/ prime-subcontract relationship can play.
Optimizing Grantee Partnership: An Approach for the Bill and Melinda Gates Foundation June 13, 2011
Abstract: The objective of this study is to research whether the Foundation is adequately correcting operational processes in order to address and prevent future grantee impression.
Optimizing Grantee Partnership: A Leadership Framework for the Bill and Melinda Gates Foundation June 27, 2011
Abstract: The objective of this study is to research how the Foundation inculcates leadership behavior within its organization, to facilitate grantee perception. This study extends the analysis of a previous study challenging whether the Foundation is adequately correcting operational processes to address and prevent future grantee perception.
Optimizing Grantee Partnership: A Global Strategy Plan for the Bill and Melinda Gates Foundation July 18, 2011
Abstract: The objective of this study is to orient the Foundation toward a new global strategy in its GMP that ensures highest active-grantee satisfaction. This new global strategy extends the analysis of the previous two studies to challenge the Foundation to improve its active-grantees’ perception of its GMP. This strategy intends to not only redress the original problem statement; but also provide the Foundation the opportunity to re-invent its GMP.
The Enterprise PMO: An Operating Model
This White Paper describes how a PMO can (and should) work within a for-profit services model. It illustrates how specific deliverables result from material “inputs”, under controlled governance, using particular tools to transform the inputs to outputs. It applies Functional Relationship Diagrams (FRD's), a technique developed in the 1970’s for Department of Defense software development projects and later commercially adopted as a systems development life cycle. It complies with PMI PMBOK concepts.
Restaurant (Delivery) Model
This White Paper describes how most (if not all) business/delivery models can be compared to a restaurant delivery model, including: competitive marketing and sales, perishable raw material acquisition, product preparation by process within acceptable variations, service delivery within product shelf-life, custom installation on-site (at table), and post delivery customer support, all of which are under the auspices of regulatory control. It begins with modeled buyer behavior and further considers experience branding, material acquisition and human resource skills training, production processes, customer services and concludes it all in the course of commerce.
Doctorate Business Administration (DBA) (c.2015)
University of Phoenix, Phoenix, AZ
Master Business Administration (MBA), 1993
University of Phoenix, Albuquerque, NM
Bachelor of Science Business Administration (BSBA), 1989
University of Phoenix, Albuquerque, NM
Associate Electrical Engineering (ASEE), 1978
Purdue University, Ft. Wayne, IN
Certified Project Management Professional (PMP), 1993
University of New Mexico, Albuquerque, NM
Certified ITILv3® Foundations, 2012
Dell by PEOPLECERT Group, Round Rock, TX
Copyright © Robert Symonds