Advanced Projects, Inc.
Lawrence (Larry) P. Leach, PMP
Principal, API, 1994-Present
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
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
Vice President of Engineering and Projects, UNC; 1984 - 1987
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
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.
1975, University of Idaho