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The Owner's Role in Project Risk Management (2005)

Chapter:Appendix A: Biographies of Committee Members

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Suggested Citation:"Appendix A: Biographies of Committee Members." National Research Council. 2005. The Owner's Role in Project Risk Management. Washington, DC: The National Academies Press. doi: 10.17226/11183.
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Appendixes

Suggested Citation:"Appendix A: Biographies of Committee Members." National Research Council. 2005. The Owner's Role in Project Risk Management. Washington, DC: The National Academies Press. doi: 10.17226/11183.
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Suggested Citation:"Appendix A: Biographies of Committee Members." National Research Council. 2005. The Owner's Role in Project Risk Management. Washington, DC: The National Academies Press. doi: 10.17226/11183.
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Appendix A
Biographies of Committee Members

Kenneth F. Reinschmidt (National Academy of Engineering), Chair, is professor of civil engineering and holds the J. L. Frank/Marathon Ashland Petroleum LLC Chair in Engineering Project Management at Texas A&M University. He retired from Stone & Webster as senior vice president. He was appointed chair of this committee for his combination of expertise in the disciplines of civil engineering, project management, cost estimating, and the management of large-scale construction projects, including nuclear and fossil fuel power plant construction. He held various positions at Stone & Webster, including president and CEO of Stone & Webster Advanced Systems Development Services, Inc., and manager of the consulting group in the Engineering Department. In these positions he was engaged in structural engineering, operations research, cost analysis, construction engineering and management, and project management. Prior to his work at Stone & Webster, Dr. Reinschmidt was a senior research associate and associate professor in the Civil Engineering Department at the Massachusetts Institute of Technology, where he was engaged in interdisciplinary research on power plant engineering, design, construction, and project management. Dr. Reinschmidt served as chair of the committee that produced the recent NRC report Improving Project Management in the Department of Energy and was reviewer of the NRC report Assessing the Need for Independent Project Reviews in the Department of Energy. He is a former member of the Building Research Board of the NRC and served or chaired several other NRC committees, including the Committee on Integrated Database Development, the Panel for Building Technology, the Committee on Advanced Technology for Building Design, and the Com-

Suggested Citation:"Appendix A: Biographies of Committee Members." National Research Council. 2005. The Owner's Role in Project Risk Management. Washington, DC: The National Academies Press. doi: 10.17226/11183.
×

mittee on Foam Plastic Structures. He has also served on several National Science Foundation review panels on construction automation, computer-integrated construction, and engineering research centers. He obtained his B.S., M.S., and Ph.D. degrees from the Massachusetts Institute of Technology.


Don Jeffrey (Jeff) Bostock retired from Lockheed Martin Energy Systems, Inc., as vice president for engineering and construction with responsibility for all engineering activities at the Oak Ridge nuclear complex. He is serving on this committee because of his experience with managing projects as a DOE contractor. He has also served as vice president of defense and manufacturing and manager of the Oak Ridge Y-12 plant, a nuclear weapons fabrication and manufacturing facility. His career at Y-12 included engineering and managerial positions in all of the various manufacturing, assembly, security, and program management organizations. He also served as manager of the Paducah Gaseous Diffusion Plant, which provides uranium enrichment services. He was a member of the committees that produced the NRC reports Proliferation Concerns: Assessing U.S. Efforts to Help Contain Nuclear and Other Dangerous Materials and Technologies in the Former Soviet Union and Protecting Nuclear Weapons Material in Russia. Mr. Bostock also served as a panel member for the annual NRC assessment of the Measurement and Standards Laboratories of the National Institute of Standards and Technology. Mr. Bostock has a B.S. in industrial engineering from Pennsylvania State University and an M.S. in industrial management from the University of Tennessee. He is a graduate of the Pittsburgh Management Program for Executives.


Donald A. Brand (National Academy of Engineering) retired from the Pacific Gas and Electric (PG&E) Company as senior vice president and general manager, engineering and construction business unit. He more recently was a lecturer at the University of California at Berkeley, teaching construction management. Mr. Brand was appointed as a member of this committee because of his expertise in the management of the design, engineering, and construction of large, complex energy-related facilities. During his 33 years with PG&E, he carried out numerous managerial and engineering responsibilities related to the design, engineering, construction, and operation of fossil fuel, geothermal, nuclear, and hydroelectric generating facilities, as well as of electrical transmission, distribution, and power control facilities. Mr. Brand’s industry activities have included membership on the Electric Power Research Institute’s Research Advisory Committee and on the Association of Edison Illuminating Companies’ Power Generation Committee. He has been a member of numerous NRC committees. He belongs to numerous professional societies and is a regis-

Suggested Citation:"Appendix A: Biographies of Committee Members." National Research Council. 2005. The Owner's Role in Project Risk Management. Washington, DC: The National Academies Press. doi: 10.17226/11183.
×

tered professional engineer in California. He received a B.S. in mechanical engineering and an M.S. in mechanical (nuclear) engineering from Stanford University. He also graduated from the Advanced Management Program of the Harvard University School of Business.


Allan V. Burman is president of Jefferson Solutions, a division of the Jefferson Consulting Group, a firm that provides change management services and acquisition reform training to many federal departments and agencies. He serves as a member of this committee because of his expertise in federal acquisition, procurement, and budget reform. Dr. Burman provides strategic consulting services to private sector firms doing business with the federal government as well as to federal agencies and other government entities. He also has advised firms, congressional committees, and federal and state agencies on a variety of management and acquisition reform matters. Prior to joining the Jefferson Consulting Group, Dr. Burman had a long career in the federal government, including serving as administrator for federal procurement policy in the Office of Management and Budget (OMB), where he testified before Congress over 40 times on management, acquisition, and budget matters. Dr. Burman also authored the 1991 policy letter that established performance-based contracting and greater reliance, where appropriate, on fixed-price contracting as the favored approach for contract reform. As a member of the Senior Executive Service, Dr. Burman served as chief of the Air Force Branch in OMB’s National Security Division and was the first OMB branch chief to receive a Presidential Rank Award. Dr. Burman is a fellow and member of the board of advisors of the National Contract Management Association, a principal of the Council for Excellence in Government, a director of the Procurement Round Table, and an honorary member of the National Defense Industrial Association. He is also a contributing editor and writer for Government Executive magazine. Dr. Burman obtained a B.A. from Wesleyan University, was a Fulbright Scholar at the Institute of Political Studies, University of Bordeaux, France, and has a graduate degree from Harvard University and a Ph.D. from the George Washington University.


Lloyd A. Duscha (National Academy of Engineering) retired from the U.S. Army Corps of Engineers in 1990 as the highest-ranking civilian after serving as deputy director, Engineering and Construction Directorate, at headquarters. He serves as a member of this committee because of his expertise in engineering and construction management and his roles as principal investigator for the NRC report Assessing the Need for Independent Project Reviews in the Department of Energy and member of the committee that produced the NRC report Improving Project Management in the

Suggested Citation:"Appendix A: Biographies of Committee Members." National Research Council. 2005. The Owner's Role in Project Risk Management. Washington, DC: The National Academies Press. doi: 10.17226/11183.
×

Department of Energy. He served in numerous progressive Army Corps of Engineer positions in various locations over four decades. Mr. Duscha is currently an engineering consultant to various national and foreign government agencies, the World Bank, and private sector clients. He has served on numerous NRC committees and recently served on the Committee on the Outsourcing of the Management of Planning, Design, and Construction Related Services as well as the Committee on Shore Installation Readiness and Management. He chaired the NRC Committee on Research Needs for Transuranic and Mixed Waste at Department of Energy Sites and serves on the Committee on Opportunities for Accelerating the Characterization and Treatment of Nuclear Waste. He has also served on the Board on Infrastructure and the Constructed Environment and was vice chairman for the U.S. National Committee on Tunneling Technology. Other positions held were president, U.S. Committee on Large Dams; chair, Committee on Dam Safety, International Commission on Large Dams; executive committee, Construction Industry Institute; and the board of directors, Research and Management Foundation of the American Consulting Engineers Council. He has numerous professional affiliations, including fellowships in the American Society of Civil Engineers and in the Society of American Military Engineers. He holds a B.S. degree in civil engineering from the University of Minnesota, which awarded him the Board of Regents Outstanding Achievement Award.


G. Brian Estes is the former director of construction projects at Westinghouse Hanford Company, where he directed project management functions supporting operations and environmental cleanup of the Department of Energy Hanford nuclear complex. He was appointed as a member of this committee because of his experience with DOE, as well as other large-scale government construction and environmental restoration projects. He served on the committee that produced the recent NRC report Improving Project Management in the Department of Energy and has served on a number of other NRC committees. Prior to joining Westinghouse, he completed 30 years in the Navy Civil Engineer Corps, achieving the rank of rear admiral. Admiral Estes served as commander of the Pacific Division of the Naval Facilities Engineering Command and as commander of the Third Naval Construction Brigade at Pearl Harbor. He supervised over 700 engineers, 8,000 Seabees, and 4,000 other employees in providing public works management, environmental support, family housing support, and facility planning, design and construction services. As vice commander, Naval Facilities Engineering Command, Admiral Estes led the total quality management transformation at headquarters and two updates of the corporate strategic plan. He directed execution of the $2 billion military construction program and the $3 billion facilities management

Suggested Citation:"Appendix A: Biographies of Committee Members." National Research Council. 2005. The Owner's Role in Project Risk Management. Washington, DC: The National Academies Press. doi: 10.17226/11183.
×

program while serving as deputy commander for facilities acquisition and deputy commander for public works, Naval Facilities Engineering Command. He holds a B.S. in civil engineering from the University of Maine, an M.S. in civil engineering from the University of Illinois, and is a registered professional engineer in Illinois and Virginia.


David N. Ford is an assistant professor of civil engineering at Texas A&M University. He serves as a member of this committee because of his expertise in evaluating project management with analytical methods and simulations. He researches the dynamics of project management and the strategy of construction organizations, as well as teaching project management and computer simulation courses. Current research projects include an investigation into the causes of failures to implement fast-track processes and the value of contingent decisions in project strategies. Prior to his appointment at Texas A&M, Dr. Ford was an associate professor in the Department of Information Sciences at the University of Bergen in Norway. He was one of two professors to develop and lead the graduate program in the system dynamics methodology for 4 years. Dr. Ford’s research during this time focused on the dynamics of product development processes and included work with Ericsson Microwave to improve that company’s product development processes. Dr. Ford designed and managed the development and construction of facilities during 14 years in professional practice for owners, design professionals, and builders. The projects varied in size and facility type, including commercial buildings, residential development, industrial, commercial, and defense facilities. He serves as a reviewer for the journals Management Science, The Journal of the Operational Research Society, Technology Studies, and System Dynamics Review. Dr. Ford received his B.C.E. and M.E. degrees from Tulane University and his Ph.D. from the Massachusetts Institute of Technology in dynamic engineering systems.


G. Edward Gibson, Jr., is a professor of civil engineering, associate chairman for architectural engineering, and the Austin Industries Endowed Faculty Fellow in the Construction Engineering and Project Management program at the University of Texas at Austin. He serves as a member of this committee because of his expertise and research in preproject planning, organizational change, and the development of continuing education training programs for project managers. His research interests include organizational change, preproject planning, construction productivity, international project risk management, electronic data management, and automation and robotics. Dr. Gibson is a co-director of the Center for Construction Industry Studies funded by the Alfred P. Sloan Foundation. He received the Outstanding Researcher Award of the Construction Industry

Suggested Citation:"Appendix A: Biographies of Committee Members." National Research Council. 2005. The Owner's Role in Project Risk Management. Washington, DC: The National Academies Press. doi: 10.17226/11183.
×

Institute (CII) for his pioneering work in preproject planning and is an author or coauthor of numerous articles and reports on this subject. He also developed several CII education modules for continuing education and has taught over 140 short courses to industry in such areas as objective setting, team alignment, continuous improvement, preproject planning, and materials management. He received an M.B.A. from the University of Dallas and a B.C.E. and a Ph.D. in civil engineering from Auburn University.


Theodore C. Kennedy (National Academy of Engineering) is chairman and cofounder of BE&K, a privately held international design-build firm that provides engineering, construction, and maintenance for process-oriented industries and commercial real estate projects. Mr. Kennedy serves as a member of the committee because of his experience and expertise with the design, construction, and cost estimation of complex construction and engineering projects. BE&K companies design and build for a variety of industries, including pulp and paper, chemical, oil and gas, steel, power, pharmaceutical, and food processing. BE&K is consistently listed as one of Fortune magazine’s Top 100 Companies to Work For, and BE&K and its subsidiaries have won numerous awards for excellence, innovation, and programs that support their workers and communities. Mr. Kennedy is the chairman of the national board of directors of INROADS, Inc., and is a member of numerous other boards, including the A+ Education Foundation and the Community Foundation of Greater Birmingham. He is also a member of the Duke University School of Engineering Dean’s Council and the former chairman of the Board of Visitors for the Duke University School of Engineering. He is the former president of Associated Builders & Contractors and the former chairman of the Construction Industry Institute. He has received numerous awards, including the Distinguished Alumnus Award from Duke University, the Walter A. Nashert Constructor Award, the President’s Award from the National Association of Women in Construction, and the Contractor of the Year award from Associated Builders and Contractors. Mr. Kennedy has a B.S. in civil engineering from Duke University.


Michael A. Price is manager of education programs for the Project Management Institute (PMI), an international association of project management professionals that provides accreditation and training. He was appointed to this committee because of his experience and expertise in developing and evaluating project management training programs. Dr. Price is responsible for the development and implementation of operational plans for all PMI educational programs and initiatives, including accreditation of degrees in project management, selection and coordination of 150 public seminars annually, management of continuing education requirements

Suggested Citation:"Appendix A: Biographies of Committee Members." National Research Council. 2005. The Owner's Role in Project Risk Management. Washington, DC: The National Academies Press. doi: 10.17226/11183.
×

and record keeping for 22,000 project management professionals, and identification of new educational products and programs to meet the learning needs of the global project management community. Previous to his present position, Dr. Price was director of professional practice for the American Institute of Architects (AIA) and director of programs for architecture and engineering with the Research Center for Continuing Professional and Higher Education at the University of Oklahoma. He is an active member of the AIA and has been a member of the Education System Audit Review Task Group and the site visitation team for the National Architectural Accreditation Board. Dr. Price has a B.S. in environmental design, a B. Arch., an M.Ed., and a Ph.D. from the University of Oklahoma.

Suggested Citation:"Appendix A: Biographies of Committee Members." National Research Council. 2005. The Owner's Role in Project Risk Management. Washington, DC: The National Academies Press. doi: 10.17226/11183.
×
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Suggested Citation:"Appendix A: Biographies of Committee Members." National Research Council. 2005. The Owner's Role in Project Risk Management. Washington, DC: The National Academies Press. doi: 10.17226/11183.
×
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Suggested Citation:"Appendix A: Biographies of Committee Members." National Research Council. 2005. The Owner's Role in Project Risk Management. Washington, DC: The National Academies Press. doi: 10.17226/11183.
×
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Suggested Citation:"Appendix A: Biographies of Committee Members." National Research Council. 2005. The Owner's Role in Project Risk Management. Washington, DC: The National Academies Press. doi: 10.17226/11183.
×
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Suggested Citation:"Appendix A: Biographies of Committee Members." National Research Council. 2005. The Owner's Role in Project Risk Management. Washington, DC: The National Academies Press. doi: 10.17226/11183.
×
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Suggested Citation:"Appendix A: Biographies of Committee Members." National Research Council. 2005. The Owner's Role in Project Risk Management. Washington, DC: The National Academies Press. doi: 10.17226/11183.
×
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Suggested Citation:"Appendix A: Biographies of Committee Members." National Research Council. 2005. The Owner's Role in Project Risk Management. Washington, DC: The National Academies Press. doi: 10.17226/11183.
×
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Suggested Citation:"Appendix A: Biographies of Committee Members." National Research Council. 2005. The Owner's Role in Project Risk Management. Washington, DC: The National Academies Press. doi: 10.17226/11183.
×
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Suggested Citation:"Appendix A: Biographies of Committee Members." National Research Council. 2005. The Owner's Role in Project Risk Management. Washington, DC: The National Academies Press. doi: 10.17226/11183.
×
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Effective risk management is essential for the success of large projects built and operated by the Department of Energy (DOE), particularly for the one-of-a-kind projects that characterize much of its mission. To enhance DOE’s risk management efforts, the department asked the NRC to prepare a summary of the most effective practices used by leading owner organizations. The study’s primary objective was to provide DOE project managers with a basic understanding of both the project owner’s risk management role and effective oversight of those risk management activities delegated to contractors.

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