PPM  Predmore Program Management
Serving Advanced Technology Construction 

 PPM Services
Speicalty consulting for the Advanced Technology Industries
PPM- Predmore Program Management

Professional Practice & Mediation - Expert Witness
Program Planning Manual (a Project Execution Methodology)
Program and Portfolio Management   (strategic, business-driven and enterprise programs)
Project Performance Measurement (Project Control and measurement of performance)
Parts Per Million (the many reflections of cleanroom process technology experience )
​Other Services related to Training, Education and Technology in Cleanroom Technology

PPM - Professional Practice & Mediation   Expert Witness 
Expert witness on Advanced Technology Contracting, Design and Construction
Forensic Investigation of Technology Programs
Claims Management and Risk Mitigation

In these difficult economic times, with constant market fluxuation and external project impacts, the number of advanced technology programs with altering goals and modifying contracted objectives has led to significant legal claims and issues between Owners and Designers and Contractors.

While the objective is to resolve conflict through mediation or arbitration, it is critical to have an expert in the “reasonableness” of technology project solutions and contract clauses and recognize the grey areas in lack of performance versus contractual responsibility.  That is where the expertise of PPM shines, with an unemotional look at what was contracted versus what was performed.

PPM has performed as Expert Witness on major litigation on Advanced Technology design and construction projects preparing technical and contact understanding, support and documentation for litigation in support of attorneys.  

In addition to external legal support, in the over 20 years with owner leadership roles with both Motorola and Intel, Bob Predmore had responsibility for adjudicating and resolving numerous disputes and claims on technology projects.

Bob Predmore has also written articles on Risk Management and taught this topic at Arizona State University.  PPM firmly believes in the practice of pre-project planning and risk identification and mitigation throughout a project to prevent costly mistakes and claims.  Risk identification on construction programs is often unique to a location and a project- with experience and knowledge of the industry a critical attribute to correct identification and mitigation of all risks.

Program Planning Manual
Using expertise in all phases of a project delivery, the Program Planning Manual provides an overall perspective on project management from beginning conceptual to end of a project into facility operation.

Bob Predmore provides a linked integration to the steps in the project delivery cycle and the tools to enhance the transfer of prime responsibility from owner to designer, designer to contractor, contractor back to designer for commissioning and then back to Owner for operations.

Using the written Program Planning Manual as a tool, related topics are aligned for Project Execution Planning that captures all the interrelated functions. Topics typically in the PPM Program Planning Manual are:
  • Goals & Objectives          
  • Project Description
  • Project Phasing
  • Project Financials
  • Project Safety
  • Project Organization
  • Project Design Strategy & Criteria
  • Project Contracting Delivery Strategy
  • Project Administration
  • Sustainability and Operational Requirements

Architectural programming typically only emphasizes the project scope, but may not cover the key management and contracting strategies needed for Project Execution Plans.  The Program Planning Manual focuses on all the program related concerns from internal staffing and external resourcing and organization to the inherent conflicts that may exist in the cost, schedule, and scope goals.

While Bob Predmore of PPM has been utilizing common industry contracting methods in his 45+ years in capital development, he has also been instrumental in developing latest methods of Integrated Project Delivery (IPD) and Building Information Modeling (BIM) technology and using the latest approaches to deliver the advanced technology programs.   
IPD Schematic

Portfolio and Program Management

Program and Portfolio Management is a philosophy that drives owner programs toward more strategic, business-driven, and enterprise capable initiatives

In particular, this new emphasis is reflected in three main trends in the marketplace:
1. Increasing emphasis on top-down goals, results, portfolio-level objectives and benefits, rather than solely the granular details of project management.
2. Emerging needs to incorporate more kinds of initiatives, different processes and project types, as well as a range of data gathering and reports.
3. Greater expectations around ROI, speed to value, user adoption and the overall benefits of technology.
Four main areas where PPM can assist in end state vision that is particularly helpful before you set out:
1. Corporate Goals and Strategies:
Each organization has a strategy and objectives. PPM review makes sure your plan is aligned in terms of sponsorship, sources of project demand, and project selection criteria.
2. Visibility and Reporting:
Providing visibility and decision-making support to senior management is perhaps the highest value outcome of PPM review and the potential creation of a client Project Management Office (PMO). This requires a clear idea about what data and reports are critical to running the relevant portfolio of projects.
3. Execution capability and methods:
PPM will look at existing client processes and make incremental improvements over time to suit the end state needs. Utilizing existing and new processes that are familiar to each implementation group and sync them, as required, will occur over time.
4. Continuous improvement:
PPM review and planning will look toward processes you implement today and those that may not be the ones yfor the  next generation. Technology, Procedures and systems change, best practices evolve, and program focuses shift.

Parts Per Million Technology

Parts Per Million- Advanced Technology Expertise, Education & Training

PPM has broad technical knowledge and experience on the needs of a specialty construction program or for a clean manufacturing facility.   This knowledge provides critical assistance both in renovation of a currently owned facility or in review of construction plans for a new site to maximize the value received by operations for the capital invested.

In the early ’90s, Bof Predmore was the chairman of the original writing committee of the Recommended Practice RP-12 “Considerations in Cleanroom Design” of the IEST, and a member of both WG-28 on “Minienvironments” and WG-33 on “Environmental and Code Definitions”, As the Educational VP of IEST he was instrumental in the acceptance of the ISO 14644 Cleanroom Standards.
The purpose of the technology knowledge of PPM is to assure clients that only the appropriate and best value technology is used for their application,including an understanding of hazardous materials handling and supply and environmental systems.
In addition to the many semiconductor fabs and clean manufacturing support operations, PPM was the consulting Construction Director for the Lawrence Livermore Lab National Ignition Facility in 2000-2002, he successfully applied the technical knowledge to integrate design and construction to resolve overbudget issues to one of the most advanced technological facilities ever constructed to support laser fusion research. 

Project Performance Measurement

Project Performance Measurement and Project Control Support

Advanced Technology Projects are notorious for the changes in goals, objectives and technical criteria during the project life cycle; all the while requiring ultra-fast-track criteria to achieve product market driven schedules.  Historically, these projects start with high expectations of success and defined budgets and milestone schedules; but the magnitude of effort is often underestimated.

Bob Predmore has over 27+ years of direct, primary responsible charge as the owner’s representative with Aramco, Motorola and Intel.  He has a good baseline of best available practices in the industry for project control, and has overlaid the issue of change management and risk allocation into systems and contracts between owner, designers, and contractors.

The maintenance of scope, safety, quality, schedule and budget is highly dependent on the measurement of goals, and change management culture initiated at the start of the project. Normal project control elements such as RFI’s and logs, CPR’s and Change Orders, with Project Summary and detailed Cost Reports, Cash Flow reporting, and monthly Project Reports are always utilized. These may be supplemented by Earned Value Systems and unique Project Performance Measuring which establishes specific system performance goals.

PPM Project Performance Measurement establishes these key goals and strategies of performance on projects using a wide range of project control components.  The philosophy of PPM is to focus on the two project enablers of quality and safety, while aligning the needs and interdependencies of scope, schedule and budget to establish a Project Performance Measurement system that drives to the specific client goals of the project.

Other Services:  Training- Education- Process Development
PPM can train, educate, and develop procedures for skills and knowledge needed within implementing organizations on technology projects.

PPM provides extensive internal training programs and education for client instruction in construction systems.  The extensive work with ASU masters level programs, teaching on CII programs, and development of internal instruction programs at Motorola and Intel have demonstrated his capability to both teach and create educational programs for construction professionals.  He created the Intel Project Management Development Program (a corporate distance learning program for PM’s aligned with ASU School of Construction)

Bob was a founder of the Cleanroom Taskforce and the center for Construction Research and Education for Advanced Technology Environments (CREATE) at Arizona State University.

PPM has also developed site selection criteria and performed numerous technical site evaluations for advanced technology companies.  When purchasing an existing manufacturing facility, a new facility or upgrading an owned facility to new owner requirements; there are strategic decisions on scope and technical capability that are crucial in technology projects.