Brad Malone | SpeakerHub

Personal Details

Bio

Bradley A. Malone, PMP, Partner at Navigate Management Consulting and President of Twin Star Consulting Company, has successfully designed strategies and solutions that generate competitive advantages and increased profits in domestic and global companies and organizations. A focused strategist, change agent and problem solver -- he is especially skillful at identifying opportunities for improvement, translating them into specific objectives, creating collaborative project plans, marshalling resources, and managing to completion and sustainment. Proven capacity for optimizing organizational performance by implementing productive systems, work-flow processes and technologies -- aligning strategic objectives with available resources and performance measurement systems -- doing more with less.

Extensive professional skills & experience, including:

• Strategic Planning, Execution & Leadership

• Improving Processes, Productivity & Efficiency

• Creating & Fostering High-Performance Cultures

• Establishing Effective Supply Chain Management

• Maximizing Customer Satisfaction & Retention

• Implementing Resource and Performance Management Systems

• Developing & Empowering Motivated Teams

• Managing Complex Projects & Programs

• Reducing Product Development Cycle time

• Reducing Costs & Boosting Profits

• Engineering Key Processes with Aligned Metrics through Lean, Six Sigma, TQM & Balanced Scorecard Methodologies

Mr. Malone has earned the Program and Project Management Professional (PgMP® / PMP®) designations from PMI®, initiated and chaired the PMI Education Member Advisory Group (MAG), and is a member of PMI’s Project Management Professional (PMP®) Process Audit Committee. He is the presenter of InfoComm International's Project Management curriculum and its online course and accompanying book, Project Management for AV.

Specialties: Organizational Excellence consulting and assessments, Project Management Maturity consulting, Project Management Office development, Organization Change Management

EDUCATION

Master of Arts in International Business and Affairs, University of Dayton, 1992

Bachelor of Science in Political Science, International Affairs and Humanities, United States Air Force Academy, 1985

Current position (3)

Partner

Navigate Management Consulting

President and Principal Consultant

Twin Star Consulting Company

Project Management Expert

InfoComm International

Degrees (1)

Master of Arts in Business and International Affairs

University of Dayton

1988 to 1990

Presentations

Presentations (6)

Creating Common Sense - the impact of Assumptions and Risks

This discussion will focus on the importance of distinguishing assumptions, constraints, risks and issues and provide the stakeholder management strategies associated with each condition. Many organizations collapse or confuse the four terms, and thus have a difficult time effectively managing their project - causing preventable schedule and cost overruns.

Risk Management: From Worried Yet Hopeful to Being Prepared

Many organizations see the value of effectively managing project risks across similar projects, and invest the personnel, time and resources to identify and respond to those risks critical to the success of the organization’s projects. Others continue to expend little effort in identifying and responding to risks, leaving their teams in a reactive, fire-fighting mode of managing projects.

Estimation: Precision, Accuracy or Folly?

Resource estimation in a multiple-project, shared-resource matrix environment must be a collaborative effort between Resource Managers, Project Managers, and Portfolio Managers. This engaging workshop will discuss the knowledge which can and must be shared in order for estimation to become more accurate and for critical resources to be used more effectively.

Effective Project Management Office Implementation

The Project Management Office (PMO) is one of the fastest growing concepts in project management today – with the goal of supporting the practice of mature portfolio, project and resource management within organizations. It is also often one of the most poorly implemented organizational changes – adding increased bureaucracy instead of adding value.

Strategic Planning and Operational Metrics

 This session will provide guidance on how to approach and structure a strategic plan so that it becomes a road map for organizational operations. Best practices and challenges encountered in the process will be highlighted. The session will also illustrate the value of operational metrics in monitoring organizational performance.

Are you the creator of or hostage to your company's culture?

Much has been written about the importance of a healthy company culture with regard to quality, morale, retention, or client satisfaction—and the crucial role of management in establishing and maintaining that culture. Yet many managers feel little power to create or influence it—and lament that they don’t know what to do or not do to change it. If culture is the embodiment of the company’s beliefs, values, and ethics, as represented by the actions of each employee—then we have to look at and measure those actions.
So how do you build a healthy and sustainable culture and what key items must you have?
• A set of aligned, communicated values, ethics and behaviors
• Visible examples of those values, ethics and behaviors in action (especially those who are espousing them). Stated another way: “Practice what you preach”.
• Visible acknowledgement of those who align their actions with the desired set
• Intolerance / admonishment of those who do not align their actions