JLP Performance Consulting

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Some of the Presentations and Publications I have created and presented are included below, with a brief abstract discussing the topic. For a copy of the entire presentation or paper, please contact me. 1. Measures Are Not a Cure All, NYU Stern Business School, 4th Intangibles Conference on Advances in the Measurement of Intangible (Intellectual) Capital on May 17 & 18, 2001 The New York University Stern Business School held its 4th Intangibles Conference on “Advances in the Measurement of Intangible (Intellectual) Capital” in May 2001. These conferences were organized by Baruch Lev, Professor of Accounting and Finance at the NYU Business School. Most of the talks focused on measuring the contributions of intangibles to the overall value of a company while mine discussed the importance of measuring intangibles that support the success of a company’s internal processes and product/service development and delivery. 2. Developing Actionable Performance Measures for Government Initiatives, May 21, 2002 Performance measures inform decision-making and communication. With government programs, formulating actionable performance measures is often difficult because the programs often relate to the public good and the path from direct-customer to end-customer is complex. Also, the measures may be used by many stakeholders in local, state, federal government levels, various business interests, and public groups. Structured techniques will be presented to identify decision-makers and stakeholders, define the decisions they make, identify information they need for those decisions, and formulate how to provide decision-making information through performance measures. Guidelines for applying this approach to performance measures for state and local government programs will be discussed. Specifically, this session focused on how to: • Identify requirements of various decision-makers and stakeholders to develop measures • Define the message that the measures should tell to support various decision-makers and stakeholders • Develop a narrative framework for the measures to present all necessary information and aid decision-making • How to present both qualitative and qualitative measures 3. Identifying & Assessing Project Risk at the IIR’s 'PROJECT PORTFOLIO MANAGEMENT: how to select and sustain an optimal & strategically integrated project portfolio' at the IIR Conference, Location: Wyndham Boston Downtown, Dates: November 17 - 19, 2003 In conducting any project, there are risks of not meeting the planned schedule or costs, not achieving the intended results, or not have the product results accepted or utilized as planned. The occurrence of such adverse events may make it difficult to obtain the intended benefits of the project or even cause the project to fail. Assessing project risks in advance can help decide what projects to pursue and to increase the likelihood of success for projects initiated by planning for the risks. Learn how to develop your own approach for project risk management to fit the needs of your organization.

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