Schedule

Dr. Eric Darr, President,  Harrisburg University of Science and Technology 

Colby Clabaugh, Executive Director,  Governor’s Office of Performance Through Excellence, Commonwealth of Pennsylvania 

Karen Martin, President, TKMG

Biography: Karen Martin, President of the global consulting firm TKMG, Inc. and President and Founder of TKMG Academy, Inc., is a leading authority on business performance improvement, problem solving, and Lean management systems. Known for her keen diagnostic skills and rapid-results approach, Karen and her team have worked with clients such as Adventist Health, AT&T, Chevron, Epson,
GlaxoSmithKline, International Monetary Fund, Lenovo, Mayo Clinic, Prudential Insurance, Qualcomm, and the United States Department of Defense to develop more efficient work systems, grow market share, solve business problems, and accelerate performance. An in-demand speaker, she’s the two-time Shingo Award-winning author of The Outstanding Organization and coauthor of Value Stream Mapping, and coauthor of two other titles on business performance improvement. Her latest book, Clarity First, was a finalize for 800-CEO-READ’s Business Book of the Year.

For more information, please visit www.tkmg.com and www.tkmgacademy.com.

You can also find her at:
Twitter – twitter.com/karenmartinopex
LinkedIn – linkedin.com/in/karenmartinopex
Facebook –facebook.com/karenmartingroup

Kevin Milligan, Special Advisor, Office of Deputy Secretary for Taxation, PA Department of Revenue, Commonwealth of Pennsylvania 

Speaker #1 Biography:  Kevin Milligan has 37 years of experience in state tax administration and compliance including 32 years of service with the Pennsylvania Department of Revenue. In November 2019, Kevin assumed the position of Special Advisor to the Deputy Secretary for Taxation. Over the prior decade, Mr. Milligan was Director of the Bureau of Enforcement Planning, Analysis and Discovery (EPAD) and had responsibility for the coordination of strategic planning for the agency’s enforcement program and direction of voluntary compliance initiatives and discovery programs. Previously, he served on Revenue’s management team in various capacities with Fiscal Management, Corporation Tax, Individual Tax, Research, and Compliance Bureaus and the Executive Office.

Dr. Laura Leets, Principle Social Scientist and Adjunct Professor of Communication,  MITRE Corporation and Georgetown University 

Speaker #2 Biography: Dr. Leets is a Principal Social Scientist with the MITRE Corporation. She founded the MITRE Nudge Lab and has worked on R&D projects across government organizations (e.g., DARPA, IARPA, ARPA-e, NIH, DOD, Treasury, intelligence). Her expertise is in message effects and applying quantitative and qualitative data collection techniques and statistical analyses.  She also has prior experience with product development, user interface (UI) designs, usability testing, customer and audience research measurement. Dr. Leets currently serves as an adjunct professor at Georgetown University’s Communication, Culture, and Technology Program and previously spent a decade as a Professor of Communication at Stanford University. She has been recognized with several top papers and teaching awards throughout her academic career. She earned a PhD in Communication from the University of California, Santa Barbara.

Presentation Abstract: “Nudging” is one way to influence human behaviour. A nudge can make it more likely that an individual will make a particular choice, or behave in a particular way. We can alter the environment so that cognitive processes are triggered and make it more likely that a person reacts in the desired manner. Nudges help people make better decisions by changing how choices are presented. Specifically, nudges can be viewed as small, incremental prompts and choice framing strategies that encourage desired actions. At the Department of Revenue, we used “Nudge” to prompt compliance behaviour from taxpayers. Our test measured the effectiveness of “nudges” on tax-delinquent business account responsiveness. This initiative will gage if taxpayer behaviour can be modified by revising the framework and content on our notices. 

Brian Lentes, MPA, Director of the Office of Operational Excellence, Department of Health, Commonwealth of Pennsylvania 

Speaker #1 Biography: Brian Lentes, MPA is the new director for the Office of Operational Excellence.  The Office of Operational Excellence brings together key department-level plans and initiatives, including public health accreditation, health equity, the strategic plan, the state health assessment (SHA), the state health improvement plan (SHIP), and quality improvement and performance management functions. 

Prior to this role, Brian served as the director of the Bureau of Health Planning since December 2016, leading the Department’s Public Health Accreditation, quality improvement and performance management strategy, State Health Assessment and State Health Improvement Plan, health professions workforce reports, and primary care programs to increase access to health care.

Brian received his Bachelor of Arts from Albright College and his Master of Public Administration (MPA) degree from Penn State University, with a graduate certificate in public budgeting and financial management. He is a Penn State Milton S. Hershey Medical Center Community Health Team Fellow, where he authored a Southeast Pa. Community Health Needs Assessment Implementation Strategy. Brian also volunteers on the Board of Managers for the Harrisburg Area East Shore YMCA and is a member of the American College of Healthcare Executives (ACHE), where he is pursuing his Fellow distinction.

Emily Gibeau, MPH, Director of QI/PM, Department of Health, Commonwealth of Pennsylvania 

Speaker #2 Biography: Emily Gibeau, MPH, has a background in public health in behavioral and community settings and implements Lean methods in the Pennsylvania Department of Health. 

Presentation Abstract: In this hour-long presentation, the Pennsylvanian Department of Health (PADOH) will describe the implementation and operational approach to Lean. Topics will include:  

• Departmental structure for Lean implementation and guidance (Quality Improvement and Accreditation Steering Committee, Quality Improvement and Performance Management Council, Unit-based Accountable Quality Teams)  
• Key principles such as empowerment of frontline staff to understand value from customers, identifying waste, recognizing customer demand, recommending and implementing solutions that produce sustainable improvements was noted as essential cornerstones of Lean/QI in public health.
• Guiding principles for Lean application, which included public health accreditation (proven standards, evidence-based, continuous quality improvement driven); a department quality improvement plan; a department performance management plan; and a performance management system.   

This presentation focuses on structural items that enable Lean to be implemented for QI activities so leadership and staff have a recognized approach; they outline an approach to measure department performance and Lean process improvement activities; and there is accountability built into the structure that tracks progress and assists with achieving department goals with the use of the performance management system.   Project examples that utilized Lean methods will be presented and provided in hand-out materials to participants. Examples of applied Lean methods will be discussed. 

W. Eric Ledyard, Managing Director, KPMG

Biography: I am a well-rounded technology executive that can help you define your actionable transformation strategy. I seek to leverage my 23+ years of experience across both the vendor and the customer landscape to drive high-impact business value for your organization. My diverse background has allowed me to build specialized skills in the areas of Infrastructure and Cloud Computing, Software Development and DevOps, and ESM and Value Stream Management (VSM). I have spent several years driving Digital initiatives for Fortune 500 companies in an Advisory Consulting role, where I designed solutions for other executives by taking a service-driven approach to delivering I.T.

As a leader in our CIO Advisory practice, I am responsible for aligning KPMG solutions to the specific needs of Modern Delivery clients. This includes anyone looking to modernize their software delivery lifecycle (SDLC) by leveraging the tenets of Lean/Agile, DevOps, CI/CD, Value Stream Management (VSM), Platform as a Service (PaaS), Infrastructure as a Service (IaaS), Modern Ops/Site Reliability Engineering (SRE), and Cloud Computing.

Presentation Abstract: The world around us is rapidly changing and organizations are starting to realize that they need to fundamentally change to keep pace with their customer needs or risk being irrelevant. For most organizations, that means there’s an opportunity for IT to step in to create a frictionless, customer-centric, connected enterprise. The front, middle, and back-office must all work together, in a seamless operating model, laser-focused on the customer outcome. Lean Portfolio Management takes traditional lean thinking and lessons learned from decades of lean success and extends the practices an enterprise IT portfolio to meet the needs of the future. We will discuss how to update the traditional funding model and processes to align with desired organizational outcomes.

Jennifer Oswald CBAP, CMP, CSM, ITILv3, Lean Six Sigma Black Belt,  Chief Executive Officer, Momentum, Inc. 

Speaker #1 Biography: Jennifer Oswald currently serves as Chief Executive Officer for Momentum, Inc., a small, women-owned IT and Management Consulting firm based in Camp Hill, Pennsylvania. As a Certified Business Analysis Professional™ (CBAP®), she leads the Momentum Team in providing services in Management Consulting, Process Improvement, Project Management, and Implementation Support.

Dan Andrews CSM, SA, LBBP, Senior Advisor, Momentum, Inc. 

Speaker #2 Biography: Dan Andrews has an impressive skill set that includes business analysis, process improvement, training, sales, management, marketing, audiovisual technology, customer service, and event planning. He is a motivated professional with documented success in marketing and management in the event technology industry. Mr. Andrews is a respected, creative thinker and communicator able to understand problems and find effective solutions through the utilization of troubleshooting skills, critical thinking, teamwork and communication. He is a leader who easily builds consensus and can work within multiple teams or individually to provide solutions and offer the highest degree of customer service.

Presentation Abstract: Graphics are a powerful tool and can convey information so quickly and concisely that visual management is an obvious partner with Lean processes. We’ll look at the basics of visual management, talk about why visual management boards are so powerful, and look at ways to incorporate visual management in the government sector.

Thomas Lencki Jr, Lean Black Belt,  Senior Process Engineer, University of New Hampshire 

Biography:  Thomas Lencki, Jr. is currently employed with the University of New Hampshire, prior to that he was employed with the NH State Police for over 20 years. Thomas has worked on creating a positive Lean culture in the State Police and has developed a staff engagement plan for all State Police employees with the Lean White Belt Course. Thomas is passionate about Lean and what it brings to the workplace. He believes building teams are critical for a successful project outcome. He believes Lean is a way of life and it is not something you do once and forget about it. Thomas enjoys the facilitation of Lean events, team building activities, thinking outside the box and learning new things as he meets and works with people throughout the state. Thomas’s common sense approach and Lean methodology application are used out on the NH roadways to help keep citizens and visitors in NH safe. Thomas received his Lean Black Belt, Green Belt, and Yellow Belt through the NH Bureau of Education and Training. Thomas has also completed advanced training as both a Certified Public Manager and Certified Public Supervisor. Prior to the State Police and the University of New Hampshire, Thomas was enlisted in the United States Marine Corps.

Presentation Abstract: Lean innovations in Law Enforcement and State Government. This presentation will include what has worked in NH, with ideas on how to engage with all employees (5S, Gemba walks, on-line White Belt class, thinking outside of the box.) Lean all day, every day!

Joseph Marc Zagerman, Ed.D, Assistant Professor of Project Management,  Harrisburg University of Science and Technology 

Biography: Dr. Joseph Marc Zagerman is a passionate, relevant, and inventive college professor with 18+ years of teaching experience in higher education. He is committed to shaping reflective, self-directed learners who think critically and creatively. As an experienced corporate training and development consultant, he enhances learner performance and potential for maximum business impact. Graduating with his doctorate in educational leadership, with an emphasis on transformative leadership in 2018, he is committed to providing transformative, pragmatic instruction to his students.

Presentation Abstract: This presentation examines the transparency of value-added customer service using lean thinking. At the end of this presentation, attendees will be able to: Identify examples of value-added customer service; Establish a formula for calculating value; List several barriers that impede value-added customer service; Leverage lean thinking to respect customers in the context of customer service and time; Eliminate waste/non-value-added activities such as context switching.

Kevin Boyd, PMP, Corporate Support Manager,  Operational Performance Solutions 

Biography:  Kevin Boyd, PMP, is the Corporate Support Manager for Operational Performance Solutions, Inc. He is also the founder and President of Angelus Learning, LLC, an Executive Coach, and a facilitator for Academy Leadership. Kevin brings over 35 years of experience as a leader, manager, and advisor to senior management. After retiring from the Navy, Kevin joined a consulting company offering human performance improvement and training solutions to Fortune 100 corporations. He led several small business units, as well as taught corporate leadership and project management courses. Kevin served as a Federal employee, leading a team providing training materials and training program support for the Navy’s implementation of SAP. For the past several years, Kevin has provided project management and executive management support to Federal and local agencies in Washington, DC, and Maryland, as well as facilitating leadership development and executive coaching through Academy Leadership. Kevin implemented Lean concepts and tools for the company’s project management and project invoicing processes. The invoicing project resulted in a 3-fold increase in productive capacity, a 79% reduction in data input errors, and a 19% decrease in invoice creation cycle time. The project management process was redesigned, new tools were developed to increase productivity and collaboration between Project Managers. The project management project was selected by the American Society for Quality (ASQ) for presentation at its May 2010 conference, as well as winning a 2010 Excellence in Practice Award from the American Society of Training and Development (ASTD).

Presentation Abstract: Standard Lean Process Improvement Tools were utilized on a city government Retail Business District License (RBDL) process, and dramatic improvements in performance were achieved. As with many Lean projects, participants were initially skeptical and were not accustomed to working closely with other organizations that were involved in the process. By bringing all involved teams together in a Value Stream Analysis Process (VSAP), these disparate teams worked together to map the current state, identify waste, plan a future state, and develop a robust Implementation Plan. The video of the project report-out demonstrates clearly shows how well the process got the team working together to achieve and sustain improved performance. Project Scope: The Retail Business District License (RBDL) program requires business owners to pay fees to Baltimore City, which are intended to be used for projects benefitting the business district of the merchant, such as beautification. Business owners expressed a great deal of frustration with the program, including problems with the accuracy of inventory and timeliness of billing. The VSAP looked at the whole process starting with the inventory through the billing process and ending at the mailing of the final bill and legal notices to delinquent businesses. As a result of the VSAP and subsequent coaching and support, this process has made remarkable improvements in a short time.

Project Outcomes:

     •Inventory accuracy went from 89% to 95%

     •Reduced the number of abatements by over 54%

     •Reduced the process wait time from 11 months to 6 months

     •Reduced the number of process steps by over 64%

      •Increased collections by 56%

Dr. Tom Wise, Ph.D., MPA, PMP, Assistant Professor of Project Management, Harrisburg University of Science and Technology

Biography:  Dr. Thomas Wise is an Assistant Professor of Project Management and speaker on virtual working and problem-solving concepts, and published several articles and books on agile, project management, and virtual concepts. Dr. Wise is certified by the Project Management Institute as a Project Management Professional, by the American Society for Quality as a Manager of Quality and Operational Excellence, and has certification in Lean Six Sigma, and change, with expertise in problem-solving, continuous process improvement, agile and lean methodologies. Dr. Wise’s experience includes leadership and consulting across industries, including nuclear power, financial, entertainment, and pharmaceuticals.

Presentation Abstract: If no one is following you, are you really in the lead? People respond and follow the leader with whom they have a strong and trusted relationship. Understand and command the requirements of trust to gain participation in your Lean initiatives.

Jen Mowery M.Ed., ABD, SA, PSPO, PSM,  Lecturer on Agile Methodologies,  Harrisburg University of Science and Technology 

Biography: Jen Mowery is a doctoral candidate in Organizational Leadership at the University of Phoenix and a certified SAFe Agilist 5.0, Professional Scrum Product Owner & Professional Scrum Master.  She is a Lecturer and Course Advisor for PMGT Agile Methodologies courses at Harrisburg University. Earlier, Jen led digital transformation efforts (2017 – 2019) on a State/Government communications platform which was generating over 50M communications monthly and supported 12.6M customers. She simultaneously focused as the Service Delivery Manager & Product Manager co-leading internal and external cross-functional teams while guiding the transition from waterfall; introducing Scrum, maturing to SAFe, and moving maintenance tickets to Kanban. Jen has trained, coached, and developed new Product Owners, Scrum Masters, Business Analysts & Testers. She served as Release Train Engineer and facilitated multiple Big Room (or Program Increment) planning events.

Even earlier in her tenure, she led programs and teams through strategy development, change management, and technical integration of CRM and LMS to support enterprise Training & Knowledge Management efforts. She has over a decade of passion-driven leadership experience and previously taught Principles of Management at Elizabethtown College.In her recent literary journey she has traveled through Innovation as a Process, Empathy Mapping, Insights & Analytics, Visual Storytelling, Design Thinking and Design Sprints.She has research interests in the Immersive Education space and serves as an Advisory Board member for the VR/AR Association (Philadelphia Chapter) and attended its 2020 Global Summit.  She is a multi-disciplinary contributor to training, education, and storytelling. 

Presentation Abstract: Consumers expect not only instant online access to their accounts and services but also a desirable experience. This expectation extends to government interactions. We can use design thinking to creatively and iteratively improve upon our mission objectives and improve processes. Design thinking puts the focus on people. It is “a multidisciplinary process that builds solutions for complex, intractable problems in a technically feasible, commercially sustainable and emotionally meaningful way,” according to Gartner. In this session, we will explore the design thinking framework, originally created by the Stanford school, placing a core focus on empathy and moving through the cycle of defining the problem, ideation, prototyping, and testing.

Bret Bucklen, Director of Planning, Research, and Statistics, Department of Corrections, Commonwealth of Pennsylvania 

Speaker #1 Biography: Kristofer “Bret” Bucklen is the Director of Planning, Research, and Statistics for the Pennsylvania Department of Corrections. Prior to his current position, he was employed in the Pennsylvania Management Associate (PMA) program under the Governor’s Office of Administration, where he worked for the PA Board of Probation and Parole, the PA Department of Corrections, the PA State Police, the PA Commission on Crime and Delinquency, and the Justice Network (JNET) Project. Dr. Bucklen received his M.S. in Public Policy and Management from Carnegie Mellon University’s Heinz School of Public Policy, and his Ph.D. in Criminology and Criminal Justice from the University of Maryland.

Nikki Bell, Director of Administration, Department of Corrections and Boards of Probation and Parole, Commonwealth of Pennsylvania 

Speaker #2 Biography:  Speaker biography to come shortly 

Presentation Abstract: Abstract to come shortly 

Josh Easton, Director of Transformation, Office of Performance Through Excellence, Commonwealth of Pennsylvania 

Biography: Joshua Easton works in the Governor’s Office of Performance Through Excellence (OPE) as a Director of Transformation, where he guides the learning and development needs of the Lean initiative for PA. He is passionate about making state employment more fulfilling through employee engagement and ensuring state employees have a platform and voice to make their processes easier, better, and faster. He has facilitated trainings for over 6,000 commonwealth employees, voiced multiple wbts, and established an online catalogue of learning to engage the statewide workforce. In addition, Josh directly partners with Lean leads to support the cultural adoption and Lean activities of the Department of Education, Transportation (PennDOT), Community and Economic Development (DCED), and Labor and Industry (L&I).

Prior to joining OPE, Josh started in the Human Resources Service Center (HRSC) serving the HR and payroll needs of the enterprise. He later moved to Talent Development where he was able to leverage his passion for training, development, and workplace psychology in his role as the Assistant Leader Development Institute (LDI) Director in the Office of Administration (OA) .

He earned his Bachelor’s degree at Penn State University in Psychology with an Industrial Occupational Focus. When he’s not eating, breathing, and dreaming about Lean and data governance, he is spending time with friends and family, spoiling his niece and nephew, and enjoying all things nature and geek.

Presentation Abstract: This session explores the benefits of gamification as a engagement and motivational tool while seeking to dispel common misunderstandings about what makes gamification successful. We will also review the difference between internal and external motivation through the lens of famed psychologist Frederick Herzberg’s Two Factor Theory, and relate those concepts to how gamification can motivate others to increase productivity and engagement.

Sarah Baker, REAL- ID Program Manager, Department of Transportation, Commonwealth of Pennsylvania 

Biography:  Sarah Baker is the REAL-ID Program Manager and also is currently managing and implementing the REAL ID program for the Commonwealth of Pennsylvania. In this position, in conjunction with REAL-ID, Sarah manages the project for Enhancing the Customer Service Experience for Driver and Vehicle Services at PennDOT, which focuses on the overall customer experience and implements steps to reduce wait times, empower employees and continue to promote an atmosphere of excellence leading to a positive experience. Sarah has been with the Commonwealth for 8 years. Sarah started with the Pennsylvania Department of Agriculture working for the Thoroughbred Horse Racing Commission, with a career span of ever-increasing levels of responsibility. Leading to an Administrative Officer position with Driver and Vehicle Services. Sarah is a graduate of the University of Pittsburgh, residing in Camp Hill, Pennsylvania.

Presentation Abstract: This session is intended to show the creation and implementation of REAL ID in the Commonwealth through the use of online technology and changes in customer flow, while simultaneously minimizing and streamlining existing processes. The session will explore what REAL ID is, who needs it, and how they can obtain one.

Colby Clabaugh, Executive Director,  Governor’s Office of Performance Through Excellence, Commonwealth of Pennsylvania 

Presentation Abstract: The Lean in Government Day Two Keynote Address will be given by the Office of Performance Through Excellence from the Commonwealth of Pennsylvania. More information to come.

Governor Tom Wolf, Governor of Pennsylvania

Keihan Sedghi MBA, LSS MBB, Specialist Leader, Deloitte Consulting LLP

Speaker #1 Biography:  Mr. Sedghi is a Senior Subject Matter Expert in strategic planning, business model design, process improvement, organizational development, and operational mobility to defense, homeland security, and civilian agencies. He is an advisor to Deloitte’s GPS Process Intelligence (PI) Community of Practice and has over 20 years of management consulting experience in both the public sector and commercial organizations in the defense, health care, finance, energy, and manufacturing sector in the US and globally. Mr. Sedghi has extensive experience in designing and implementing technology-based enterprise-wide operating models and organizational change involving multiple business units and supporting functions for various commercial, not for profit and Government agency and organizations such as MetLife, KeyCorp, Inter-American Development Bank (IDB), Merrill Lynch, AARP, Department of State, NOAA, US Patent and Trademark Office (USPTO), USDA, and all US Armed services.

Yolanda Graddy MSEE, LSS MBB, Specialist Leader,  Deloitte Consulting LLP

Speaker #2 Biography: Ms. Yolanda Graddy is an Operations Transformation Leader with nearly 20 years of experience in both the commercial and public sectors. She has extensive experience leading complex and transformative improvement initiatives in Human Resources, IT, Finance, Research and Development, Logistics, and Test and Evaluation. Yolanda leads teams to develop re-engineered and streamlined processes, incorporating automation to include enterprise-wide applications, workflows, process robotics, and leverage data analytics to drive strategic decisions for C-Suite clients. She has her MS and BS in Electrical Engineering from North Carolina Agricultural and Technical State University and is also a certified Lean Six Sigma (LSS) Master Black Belt (MBB) and Black Belt (BB).

Presentation Abstract: The rapid pace of technology has had a profound effect on the way we do business. The use of operational data has always been an integral part of Lean operations and optimization. With such a significant increase in Artificial Intelligence (AI) suite of technologies, increase in computational power, and access to operational business and customer data, we can effectively automate traditional manual and routine processes to reduce inherent bottlenecks and error-prone processes. It is imperative to embrace technology in order to adapt to continuous disruptors around us. Deloitte Consulting has enabled clients to enhance their operations with lean methodology and leveraged AI automation techniques such as Natural Language Processing (NLP), Machine Learning (ML), and Robotics Process Automation (RPA) to increase the impact of efficiency gain. We will discuss how Deloitte approaches analyzing an operation through Lean and identifying opportunities to enhance productivity through automation.

Craeg Strong AKT, Chief Technology Officer, Ariel Partners 

Biography: Craeg Strong is the CTO of Ariel Partners, a small IT consulting company based in Times Square. He is currently teaching public Kanban classes and coaching teams to adopt and mature Agile/Kanban practices in the NYC area. He has 25 years of experience in information technology, starting at Project Athena during his undergraduate studies at MIT. Mr. Strong has successfully instituted Agile and DevOps practices on large and complex commercial and government software projects, helping them to obtain new capabilities and realize significant cost efficiencies. Mr. Strong leverages his experience as a hands-on software architect, trainer, and agile coach to help remove the barriers that prevent organizations from adopting new technologies– such as the cloud. Mr. Strong led a successful transformation of a major FBI Criminal justice program from a traditional waterfall lifecycle and manually intensive processes to lighter weight agile processes and full DevOps automation.

Presentation Abstract: This report describes how we used Kanban plus the Theory of Change to begin a transformation of an NYC social services agency away from traditional ways of doing business and towards a more adaptable, responsive, and outcomes-driven approach and ultimately a better steward of taxpayer monies

Sarah Pirazda, MPA, LPM, Deputy Chief of Operations, Governor’s Office, State of Arizona 

Speaker #1 Biography: Sarah currently serves as the Deputy Chief Operating Officer in the Governor’s Office. In this role, she coordinates statewide goal councils, breakthrough projects, and statewide strategic planning. She works closely with the Government Transformation Office to support the successful deployment and sustainment of continuous improvement throughout the State. Prior to this role, Sarah worked in the Governor’s budget office. Sarah earned her master’s in public administration from the Maxwell School at Syracuse University. She earned a bachelor’s degree in sociology from Southern Utah University. Sarah previously worked at a rural shelter for domestic violence and sexual assault victims in Southern Utah. Sarah has a great love for the Arizona desert and enjoys hiking, running, triathlon, yoga, and all activities outdoors.

Kismet Weiss, Administrator, Office of Continuous Improvement, Department of Transportation, State of Arizona 

Speaker #2 Biography: Kismet has 30+ years of operations and management experience in customer service, equipment leasing, and the office equipment industry. She is a green belt certified and holds a bachelor’s degree in business management from National Louis University. She has been working with lean principles and practices since 2012, most recently applying them in the public sector at the Arizona Department of Transportation.

Presentation Abstract: We’ve all heard it before: Government should run like a business. We’ve all read the books and heard the lectures, but the question remains: how do you actually implement a business enterprise strategy in government? Answer: The Arizona Way. The Arizona Management System is a proven method of taking strategy and turning it into results. Through the consistent deployment of Lean management principles, practices, and cultural artifacts, AMS ensures that the important work Arizona citizens and customers depend on is carried out at the speed of business. This session will report out on the history of AMS, how it evolved into an enterprise system, and how it is used today. Attendants will understand the system from end-to-end: beginning with annual strategic planning, continuing into operational execution, and coming back to performance tracking that ensures critical targets are met. Most importantly, you will understand how to take all of these elements and turn them into an enterprise culture. If you have wondered how to build a culture of excellence, this session is for you.

Nate Conroy, KMP, CSM, SAFe SA, ICP- TST,  Public Sector Agile/DevOps Practice Lead, NTT DATA

Speaker #1 Biography: Mr. Conroy is a lean-agile practitioner, coach, and instructor, with a focus on building and working with teams to continuously learn, adapt, and deliver valuable software to customers. He brings a mature perspective on system development life cycles, informed by a computer science education and over 20 years in Information Technology, including developer, technical lead, technical project manager, and agile coach. As a technical generalist and leader, Mr. Conroy bridges gaps between business customers, managers, and development teams. He is now focused on harnessing lean-agile principles from Scrum and Kanban, in addition to DevOps and systems thinking to maximize adaptability for customers, and deliver better ROI to executive sponsors. He accomplishes this by providing transparency and time/cost control for managers, enables satisfying and productive work for developers, and expediently get the most useful software possible in front of users.

Melinda Solomon AKT, CSM, PMP, Agile Training Director,  Middlegrass Consulting

Speaker #2 Biography: Melinda is the president and co-founder of Middlegrass Consulting. She is a training professional who has created educational programs catering to diverse international audiences in a variety of industries including pharmaceuticals, biotech, and government. She has worked with organizational transformations to implement lean principles and agile methodologies in highly regulated environments. She has designed and delivered training in more than 30 countries in support of dozens of federal agencies. She has led a premier federal Agile Training Program for 7 years and has taught Agile classes to over 4000 students. She specializes in communicating about responsible Agile transformation. She holds a Master’s Degree in International Education from the University of Massachusetts, and is a CSM, PMP, Accredited Kanban Trainer, and was a Fulbright Fellow for the US State Department.

Ken Moser, Change Agent,  United States Citizenship and Immigration Services

Speaker #3 Biography:  Ken Moser led the transition from waterfall to Agile and DevOps practices within USCIS Delivery Assurance. He built the Delivery Assurance Branch from a few employees working traditional systems assurance and Section 508 compliance to an innovative organization encompassing agile-friendly Configuration, Change, and Release Management, Operational Test, and acquisition reviews in the federal space.

Presentation Abstract: At USCIS, we’ve set the standard for lean government IT and agility with hundreds of daily deployments, rich SecDevOps practices and an increasingly data-driven culture. But it’s been a tough road, particularly for QA and change management. Presenter Ken Moser helped guide USCIS’s Delivery Assurance Branch from waterfall to agile governance, using data to drive governance policy uniquely focused on outcomes.

We’ll detail how data on program performance and health powered a revolution at USCIS. We’ll identify which metrics proved useful at USCIS, what recurring challenges we found collecting data, and what techniques help us build trust and access. We’ll outline the stages of Agile data grief: denial, anger, bargaining, etc. We found that we can short circuit the grief pattern by “leading with the good”. We’ll borrow Stephen Colbert’s “first drafts” shtick to show what interventions that don’t work… and those that do.

We’ll explain how this collaborative approach supports USCIS’s management instructions, and the data automation that allows robust, data-driven program health reviews to scale across more than 40 systems. With these details, you’ll leave knowing what program health data to look for, and how to present that data to leaders sustainably and effectively.

Speaker #1: Andrew Hayhurst, Performance Management Office Manager, City of Pittsburgh 

Speaker #1 Bio: Andrew Hayhurst is the Manager of the Project Management Office at the City of Pittsburgh Department of Innovation and Performance, where he has been leading projects for 4 years.  Previously to joining the City, Andrew was Vice President at PNC Financial Services and a Manager at Accenture Federal Services where Andrew applied Lean and Six Sigma approaches to improve operations efficiencies in Government, Supply Chain, and Telecommunications. Andrew has 14 years of technical project management experience. Andrew has his Master’s in Public Policy and Management from the University of Pittsburgh’s Graduate School of Public and International Affairs.

Speaker #2: Chris Belasco, Manager of Data Services, City of Pittsburgh 

Speaker #2 Bio: Chris Belasco is the Data Services Manager for the City of Pittsburgh in the Department of Innovation and Performance, where he manages analytic and data engineering efforts to improve City operations. He is an Adjunct Professor at the Graduate School of Public and International Affairs at the University of Pittsburgh and serves on the Board of Directors at Assemble, where he chairs the Information Management Committee. Previously he served as managing director for a unit at the University of Pittsburgh that evaluated democracy and governance programs and conducted capacity-building activities for the United States Agency for International Development. Chris received his Ph.D. in Public and International Affairs, Master of Public and International Affairs, BS in Information Science, and BA in Sociology from the University of Pittsburgh. During his spare time, he likes to cook, travel, cycle, and visit museums with his two daughters. A 20-year resident of Bloomfield, he can often be found working to restore his old house.

Speaker #3: Mantra Sutariya, Process Improvement Engineer, City of Pittsburgh 

Speaker #3 Bio: Mantra Sutariya is the Process Improvement Engineer for the City of Pittsburgh, working in the innovation team to drive systematic process improvement throughout the organization. Prior to joining the city, Mantra has worked in myriad Continuous improvement roles in manufacturing and service sectors, streamlining processes within and between sales, engineering, accounting, and other departments. He is also aptly experienced in configuring the organization’s executive strategies and then aligning the organization’s internal processes to set them up for success. He has completed his master’s in industrial engineering and holds a degree in Bachelor of Technology in Mechatronics. In his free time, he likes to read non-fiction and plays volleyball whenever he gets a chance.

Presentation Abstract: How is the City of Pittsburgh using Lean techniques to engage senior leadership and build a lean culture to manage its technology transformation? Three project management practitioners will demonstrate how the City is implementing Lean techniques to improve the delivery of City services and increase the efficiency of internal processes. In this session, we will illustrate these efforts through the work we are doing to:

• Improve the quality of data and introduce iterative practices to integrate new tools that reduce operator error in the snow and ice control program with the Department of Public Works.
  • Use research and employee knowledge to ensure snow treatment responsibility is accurately captured for new plow routes.
  • Leverage the testing of snowplow route digital routes to train Drivers to develop competence with a route navigation system.

• Utilize a human-centered design approach to streamlining customer interaction when residents apply, pay for, and receive business licenses and permits within the City of Pittsburgh’s OneStopPGH customer portal.
  • A Diagram of old processes and customer experience between multiple facilities demonstrates the challenges customers overcame to build, develop, and operate within the City of Pittsburgh.
  • Customer Value creation realized through online application submissions eliminating the need to apply in person.

• Upgrade the HR orientation process to be virtual and provide more value with less effort.
  • The original orientation process was riddled with wasteful processes and created more confusion than it was purposed to obviate.
  • Applied an Agile Scrum approach to the product development and in the process instilled the Continuous Improvement principles throughout the team.
  • Currently, the team has a systematic structure and an approach to continuously improve the service they provide along with the permeating effects of small rapid improvements through the HR department.

Stefan Martiyan, Director, Office of Continous Improvement,  United States Environmental Protection Agency 

Biography: Stefan Martiyan is the Director of the EPA’s Office of Continuous Improvement (OCI). OCI is located within the Office of the Administrator and is tasked to coordinate the agency-wide implementation of the EPA Lean Management System (ELMS). ELMS is a system designed to use Lean process improvement principles and tools to help ensure that all parts of EPA set ambitious and achievable targets for their work, measure their results, and improve their processes to bridge gaps between targets and results. ELMS uses visual management with regularly updated performance and workflow data to monitor progress toward achieving EPA’s Strategic Plan targets. Prior to joining OCI, Stefan worked in the EPA’s Office of Acquisition Solutions (OAS) for nearly 10 years and most recently as a branch chief in the Headquarters Acquisition Division. With the support of his former staff, Stefan led a successful ELMS project that quickly eliminated a behind-schedule work backlog and significantly increased compliance numbers with regard to processing time.

During his time spent in OAS, Stefan provided substantial contributions to improving EPA’s operational contract and procurement processes as well as helping to formulate a stronger acquisition policy. Stefan joined the EPA in 2008 as part of the U.S. Department of the Interior’s Government-wide Acquisition Management Intern Program, which also availed him the opportunity to work for the U.S. Department of Defense in support of the Pentagon on research and development projects, enterprise-wide IT-related acquisitions and facilities management. Prior to working for the federal government, he managed a private English language school in The People’s Republic of China. Stefan graduated from the University of Maryland of College Park with a bachelor’s degree in Business Finance and received a Master’s Certificate in Government Contracting from George Washington University. He is the son of a retired Army officer and he now lives with his wife and two children in the Annapolis area.

Presentation Abstract: Learn about EPA’s transformation and the deployment of its Lean management system from the Director of EPA’s Office of Continuous Improvement (OCI). In less than two years since the inception of OCI, EPA has shifted its Lean perspective from projects and kaizen to focus on continuous improvement and systematically achieving measurable results. EPA completed the initial deployment of its LMS to the entire agency, including all 10 Regions, at the end of FY2019 and has since deployed to nearly 6000 employees and improved about 200 processes. EPA is close to completing deployment and is now entering into phase two of its Lean transformation, which includes piloting a problem response system, leveraging senior leadership buy-in, empowering front-line managers and staff, and thawing the frozen middle. This presentation will share strategies used, best practices realized, and challenges encountered from every step of the process including how to help organizations prepare, how to lead deployment, and how to provide effective post-deployment support. Also, learn about the strategies OCI is currently using to thaw the frozen middle and more effectively engage mid-level management.

Craeg Strong, AKT, Chief Technology Officer, Ariel Partners

Biography: Craeg Strong is the CTO of Ariel Partners, a small IT consulting company based in Times Square. He is currently teaching public Kanban classes and coaching teams to adopt and mature Agile/Kanban practices in the NYC area. He has 25 years of experience in information technology, starting at Project Athena during his undergraduate studies at MIT. Mr. Strong has successfully instituted Agile and DevOps practices on large and complex commercial and government software projects, helping them to obtain new capabilities and realize significant cost efficiencies. Mr. Strong leverages his experience as a hands-on software architect, trainer, and agile coach to help remove the barriers that prevent organizations from adopting new technologies– such as the cloud. Mr. Strong led a successful transformation of a major FBI Criminal justice program from a traditional waterfall lifecycle and manually intensive processes to lighter weight agile processes and full DevOps automation.

Presentation Abstract: Traditional duties of IT governance and oversight include auditing timely completion of milestones and phase gates and tracking progress versus spend. They place heavy emphasis on the correctness and completeness of documentation, managing risks, and tracking metrics such as earned value and escaped defect counts. With the adoption of agile methods comes the need to adjust governance and oversight accordingly. But what does agile governance look like? How does it differ from traditional governance? Given the lack of detailed plans up-front, the reduced emphasis on documentation, and the eschewing of traditional metrics such as earned value, one might assume that governance and oversight is more challenging in the agile space. Looking at governance and oversight through a traditional lens reveals relatively few effective tools and the necessity of relying upon vaguely defined metrics such as “story points.” However, we will show that, in fact, agile methods offer governance and oversight a wealth of new tools and capabilities, enabling a more proactive and collaborative approach—which could ultimately lead to improved outcomes. Why? According to the Agile Manifesto, agile development places relatively more emphasis on working software than documentation—so an agile oversight model should be more focused on software.

Agile methods are empirical, enabling teams to adjust frequently based on new information and improved understanding—so we should expect agile governance to include more proactive measures and a continuous monitoring approach. Similarly, agile oversight should ensure projects leverage statistically valid methods of tracking progress that identify potential problems early, avoiding last-minute surprises. An agile oversight model should be lean and sparse, incorporating more sophisticated and complex practices only when needed, rather than starting with a comprehensive template that requires extensive customization for real-world use. Agile methods leverage DevOps approaches, so agile governance and oversight should prefer automation and generated reports,

Deborah Calhoun, M.S., Director, Scientific Services Division, Pennsylvania State Police

Biography:  Ms. Deborah Calhoun is the Scientific Services Division Director for the Pennsylvania State Police Bureau of Forensic Services. Ms. Calhoun has spent over 30 years working in various capacities throughout the State Police Crime Laboratories and has offered expert testimony in serology, bloodstain pattern analysis, hair and fiber analysis, and drug identification. She is a past member of the International Association of Bloodstain Pattern Analysts and the American Academy of Forensic Sciences and is currently a member of and the American Society of Crime Laboratory Directors. Ms. Calhoun completed her training as an ASCLD/LAB-International Assessor. She has participated on several committees including those involving the Pennsylvania Commission on Crime and Delinquency, the Pennsylvania Coalition Against Rape, and the Department of Health. Ms. Calhoun earned a B.S. in Biochemistry with a minor in Criminal Justice from the University of Scranton and later earned a Master’s degree from Duquesne University in Pittsburgh. She is a graduate of the West Virginia University Forensic Management Academy and the Commonwealth of Pennsylvania Leadership Development Institute. Ms. Calhoun earned her LEAN Six Sigma Greenbelt certification in 2018.

Presentation Abstract: The Pennsylvania State Police Bureau of Forensic Services obtained its first Lean Six Sigma Green Belt in 2017 and has since expanded to 16 Green Belts, 8 Yellow Belts, and 100% staff participation in LEAN Awareness training. That training has led to numerous improvements and pilots throughout the Commonwealth’s crime lab system. Some improvements and pilots have been more successful than others. The less successful endeavors have proven beneficial by becoming learning opportunities. The Green Belts who led the effort are now wiser to potential pitfalls. Staff are getting more accustomed to the continual improvement mindset. Management is becoming more strategic in the way pilots are rolled out. Overall expectations are now more realistic.

Specific lessons learned to revolve around six key factors:

1) Communication

2) Change Management

3) Buy-In

4) Pilot Structure

5) Defining Uniformity

6) Personnel Placement.

Though some of the challenges encountered were to be expected; others were ah-ha moments. Staff feedback proved as valuable as measuring metrics to discover the root cause of problems. The successful endeavors have proven beneficial from a morale and momentum perspective. These successes have helped grow the culture from within and given management positive achievements to share with stakeholders. Stakeholders, including law enforcement, the criminal justice community, and the citizens of the Commonwealth, all benefit from LEAN in government.

PA Department of General Services Panel Discussion Speakers: 

Deputy Secretary Julien Gaudion

Deputy Secretary Ken Hess

Deputy Secretary Beverly Hudson

Deputy Secretary Kerry Kirkland

Deputy Secretary Liz O’Reilly

Chief Counsel Chuck Anderson

Moderator: Dorty Theis, Agency Director of Transformation, PA Department of Revenue 

Presentation Abstract:  Join the executive staff from the PA Department of General Services (DGS) as they openly discuss their own insights, a-ha moments, and lessons learned through their agency’s lean journey to date. You will gain an awareness of specific strategies, tools, and techniques for building executive support that will posture you and your lean implementation for long term success and short-term results.

Bill Bott, Director of Performance Improvement, Change and Innovation Agency

Biography: Bill Bott started his career in public service volunteering at an Air Force Youth Center, but quickly found himself submersed in the world of government improvement initiatives. A survivor of TQM, Zero Defects, and Six Sigma, Bill has dedicated his professional life to helping make elements of these square pegs fit into the round holes that make up the work we do. In 1999, he left the federal government and went to work for the State of Missouri, and in his time there worked with some amazing people who saved the state more than half a billion dollars in real costs in less than 10 years. Best known for his work consolidating the IT functions and staff in the state, he was recognized as a GOVERNING Public Official of the Year in 2007, and one of Government Technology’s 2008 Doers, Dreamers, and Drivers. He also received accolades from the American Business Awards for his innovative approach to IT management and was chosen to represent the United States as a young leader by the American Council on Germany. Bill joined the Change & Innovation Agency in 2009 and now works with public servants across the country. A regular speaker on IT consolidation and project management, his message of true process improvement before automation is a frequent theme in his writings and in his workshops.

Presentation Abstract: As the deputy CIO for the state of Missouri, Bill Bott was nationally recognized for his efforts to maximize the state’s investment in technology.   Faced with the trifecta of rising costs of new technology, several legacy systems at the end of their life cycle, and a national trend of failed IT projects, the challenge to move a state into the future was daunting. While most would turn to a technology solution to tackle these formidable challenges, Bill took a very different approach that wasn’t very techie at all.  He decided the solution was to fix processes before automating them.

During this engaging session, attendees will learn how Lean and process improvement methodologies can change the course of your IT projects from driving solutions, setting requirements, eliminating massive change orders and scope creep, and even control costs.  Bill will discuss when best to apply Lean concepts, and make an argument for why some IT shops should invest in Lean as much – or even more – than they are in project management.   A highly acclaimed and sought-after writer and speaker, Bill Bott has been leading improvement and technology projects his entire career.  Today, working as the Director of Performance Improvement for the Change & Innovation Agency (C!A), he works with states to fix their processes before investing tens of millions in automation and will share insights from his years of hands-on improvement experience and numerous articles on process improvement before technology.

Kathleen Fabrizi, MSLBE & CLSSMBB, Director, CPIIL,  Pennsylvania National Guard

Biography:  Major Kathleen Fabrizi is a Certified Lean Six Sigma Master Black Belt and serves as the Director of the Office of Continuous Process Improvement, Innovation, and Leadership for the Pennsylvania National Guard. She specializes in teaching in the government, non-profit, and education sectors. She also serves as an adjunct Instructor of Business for Penn State Schuylkill University where she teaches courses in Lean Six Sigma, Supply Chain Management, Business Ethics, Strategic Planning, and more.

Presentation Abstract: Discussion on building a supportive relationship between IT and everyone else, with both sides using an LSS approach to finding the best solutions to complex issues. Reduce the back and forth, enable automation, integrate technology into processes, and improve customer service.

Results PA Panel Discussion Speakers:

Joel Mutschler, Director of PIRO (Programs, Initiatives, Reintegration and Outreach), PA Department of Military and Veterans Affairs

Jeff Warner, Director, Bureau of Food Safety and Laboratory Services, PA Department of Agriculture

Sherri Morris, Assistant Bureau Director, PA Department of Agriculture

Christin Heidingsfelder, Deputy Secretary for Administration, PA Department of Revenue

Don Bianchi, Director, Customer Experience Center, PA Department of Revenue

Moderator: Dorty Theis, Agency Director of Transformation, PA Department of Revenue

Presentation Abstract: Join us as we leverage the collective experience of Commonwealth change leaders as they share best practices, challenges, and lessons learned from implementing the Results PA framework in their agencies. Results PA is a powerful performance management tool, designed to support the Lean plan-do-check-act cycle while laser focusing on process improvement efforts.

During this panel, we will explore how Results PA connects the daily work of front line employees with the greater mission of their organization, helps them identify and see the value in developing metrics, and empowers them to use data to inform business decisions.