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Project Management Support Site

Project Management is one of the tools of Excellent Management and the Primary Implementation Tool of Change Management

This is a Free Service for those Interested in Project Management.  This site is always under construction.   

Prepared by Craig A. Stevens, PMP, CC and his Students and Other Professionals

 

YouTube Video PM1 - Introduction to this Project Management Site

and to Craig A. Stevens, PMP, CC.

 

 

This website is a free service for those interested in change and its primary implementation tool, Project Management (PM).  On this website we will talk about project management in three ways.

  1. The LOGIC - The logic and theory related to specific subjects.  For each subject related to PM, we will explain the reason one needs to know.  In these segments we will look at the why or need (the "So What") of the subject. 

  2. The PRACTICE - The application of a specific PM subject in industry, businesses, government, and organizations in general.  For each subject related to PM, we will explain how one might use the information in real life.  There are many practical applications and improvements that one may use to implement PM practices. 

  3. The PMBOK - The accepted method or explanation as adopted by The Project Management Institute (PMI) Project Management Body of Knowledge (PMBOK) guide.  These are the points you need to know to pass the PMI Project Management Professional (PMP) certification examinations.

The best way to pass the PMI PMP exam is to (1) experience PM with a good mentor, (2) work as a PM for several years, (3) join and become active in the PMI, (4) join a PMI study group and (5) then take a good workshop on the PMBOK and Passing the PMP Exam.  You can find support on this site. 


Table of Contents and PM Links on This Site:

This site is divided into Phases and cross referenced with the PMI PMBOK and IIBA BABOK Guides.

Introduction (This Page Cross-referenced to Chapter 1 of the PMI PM BOK Guide)

History of Project Management

Project Management Training

The PMI PMP Exam

Project Management, How it All fits Together

Definitions, Terms and Concepts

Standard Project Roles

Project Management Links

General Program Management Support Phase (The Forgotten Phase - Before the Project Begins)

The Forgotten Phase Page  (before a project begins)

  • Understanding Project Management Life Cycles (Chapter 2 of the PMBOK Guide)

  • Understanding Organizations

  • Understanding Stakeholders

  • Understanding Project Management Processes (Chapter 3 of The PMBOK Guide)

  • Understanding Project Management Knowledge Areas in General

  • Understanding Project Procurement Management and Contracts (Chapter 6 of The PMBOK Guide)

PMO Page  (Understanding Project/Program Management Offices/Organizations)

  • Understanding Project Integration Management in General (Chapter 4 of the PMBOK Guide)

Strategy and Business Analysis Page

 

Change Management

Concept Phase

Requirements and Business Analysis Page

 

Project Concept Phase Page

  • Understanding Chapters

  • Understanding Scope Management (Chapter 5 of the PMBOK Guide)

Planning Phase

Project Planning Phase Page

  • Understanding Project Integration Management Planning (Chapter 4 of the PMBOK Guide)

  • Understanding Project Scope Planning (Chapter 5 of the PMBOK Guide)

  • Understanding Project Time Planning (Chapter 6 of the PMBOK Guide)

  • Understanding Project Cost Planning (Chapter 7 of the PMBOK Guide)

  • Understanding Project Quality Planning (Chapter 8 of The PMBOK Guide)

  • Understanding Project Human Resource Planning (Chapter 9 of The PMBOK Guide)

  • Understanding Project Communication Planning (Chapter 10 of The PMBOK Guide)

  • Understanding Project Risk Planning (Chapter 11 of The PMBOK Guide)

Business Analysis Page

Project Implementation Phase

Project Implementation Phase Page

Project Closure and Transition Phase

Project Closure and Transition Phase Page

 

Business Analysis Page

Project Maintenance and Operational Phase

 


Project Management Training

 

Details to a Project Management Training Link

 

Limited time Special Offer:

We will beat any training you can find in price, quality, flexibility, and depth.

This teaching site is sponsored by Westbrook Stevens, LLC and Constrada, LLC.  We have teamed to bring you the best workshops you will ever see and the most effective systems approach to project organizational development you will find.  Plus, this teaching website and a workbook.  For more information contact:

  • Craig Stevens is a systems engineer and Program/Project Manager with 25 years of experience for over 100 different governmental and commercial organizations. CraigAStevens@WestbrookStevens.Com, (615) 834-8838.

  • Todd Fuller has trained over 1000 PMPs and has a first time pass rate of 95%.  And a 99% rate for those who passed the PMP the second time. 

 


Project Management, How it All fits Together

 

 

YouTube Video PM2 - Craig A. Stevens, PMP, CC explains Change Management and How Project Management is the Main Tool for Implementing Change.  LOGIC

 

Project Goals by Process

Figure PM1, (LOGIC) - Four Phases of Project Management and Three Phases of Change - LOGIC


What are the attributes of a predictive project work plan and why do they make the project work plan easier to manage?

 

What is Predictive vs Adaptive?

 

The term Predictive Project Management is a rather new term and will not be found in the more classical Project Management material.  Until recently all the project work plans were predictive in nature.  Even though statistical methods like PERT and Monte Carlo Estimations may be used to calculate task durations in a more probabilistic nature, the CPM method also falls into the Predictive camp.  Therefore, with predictive project work plans, one is estimating the future schedule and cost impacts on work by estimating (or predicting) task durations. 

 

Predictive methods focus on several phases including upfront conceptualization, planning, executing (with management and control to make changes when needed) and a closure or transitional phase at the end. Predictive models work best when the requirements and the technology are stable.

 

Likewise, Adaptive Project Management is a rather new term.  Even though all project management is (or should be) adaptive in real-life, the term adaptive PM methods are designed around “changes to requirements” and are better for more chaotic environments with a high degree of unknowns.  One will find more adaptive methods used in research and development (scientific and engineering research) or more complicated IT projects (i.e., Agile project management practices; SCRUM, XP, Extreme Programming, Crystal family etc.).  Adaptive PM will focus on more incremental delivery of products based on short rolling wave type estimates (3 to 6 weeks long).  Adaptive project management is often more realistic in nature but it is also harder to convince the stakeholders of its value in stricter contractual environments. 

 

The PMI PMBOK is a predictive management methodology today, however as Adaptive Methods of Project Management become more mainstreamed the PMI PMBOK will also reflect these methods more.  Also, even adaptive project management is predictive, only in shorter time frames.  Likewise, predictive project management is adaptive.  Because, the more a Program/Project Manager uses rolling wave methods, the more adaptive the project is.  Although it is difficult to use adaptive methods in strong contractual environments, like for governmental projects, PM’s should master change management and configuration management within the project to increase success. 

 

What are attributes of Predictive Management Plans?

 

Although the attributes of Predictive Management Plans are not covered in the PMI PMBOK guide, one can often find attributes associated with activities, as from the PMI PMBOK guide.   

 

Activity Attributes may include:

1.     Identifiers

2.     Activity Codes

3.     Description

4.     Predecessors Activities

5.     Successor Activities

6.     Logical relationships

7.     Person responsible

8.     Place

9.     Schedule

10.  Contract types and requirements

I often document the attributes of the Functional Requirements as (F1, F2, F3, ...) and Attributes of the functional requirements as (A1.1, A1.2, A1.3...).  The attributes in a project usually track back to specific functional requirements.  The Constraints (C1.1.1, C1.1.2, C1.1.3...) of projects’ functional requirements usually track back to a specific attribute.

 

I found the following attributes of a project plan in a blog and then tracked them to possible functional requirements of a project plan and added a constraint as an example. 

F1:  A Project Plan should predicts the Cost Requirements of the Project

A1.1:   Tasks are supported by detailed estimates, which account for complexity and risks

C1.1.1:  Example…The estimates should be rounded to the nearest full hour with a 10% buffer to account for overruns.  

F2:  A Project Plan Predicts Schedule Requirements of Project

A2.1:   Produces a realistic, accurate critical path

 

A2.2:    Is maintained regularly with actual time, and re-planning for slippage and scope changes

 

A2.3:   Tasks are supported by detailed estimates, which account for complexity and risks

 

A2.4:   Is maintained regularly with actual time, and re-planning for slippage and scope changes

F3:  A Project Plan Predicts Deliverable Requirements (Tasks, resources, etc)

A3.1:   Maps back to the contractual requirements

 

A3.2:   Maps back to the Requirements Traceability Matrix

 

A3.3:   Accurately reflects the work to be done

 

A3.4:   Accurately reflects the staff necessary to do the work

 

A3.5:   Includes a complete network of dependencies

 

A3.6:   Includes logical and clearly defined milestones and deliverables

Why do the attributes of the project plan or activity attributes make it easier to manage a project?

 

Without the activity attributes being mapped out, one will not be able to estimate the cost or schedule of the project plan, nor track progress.  It is a necessity of PM.  One cannot manage what one does not understand and therefore cannot measure.   

 


The PMI PMBOK and PMP  EXAM - PMBOK

 

 

YouTube Video PM3 - Craig A. Stevens, PMP, CC, Introduces PMP Certification

 

What is the PMBOK?

The Project Management Body of Knowledge (PMBOK) is the overall Project Management Body Of Knowledge.  Although most people see this as a document, that PMI publishes.  It would be more correct to view it as the sum of all knowledge that all Project Managers in the profession of project management possess.  This would include traditional and innovative practices found in both the published and unpublished material. 

What is the PMBOK Guide?

The PMBOK Guide is the ANSI standard published by PMI (ANSI/PMI 99-001-2004).  It provides an overview of PMBOK and includes practices “generally recognized as good practice.”  This does not mean that you should apply the methods in the PMBOK Guide to all projects.  Therefore, “…the project team is responsible for determining what is appropriate for any given project.”  (Section 1.1 PMBOK Guide.)

The PMI PMBOK Guide reflects a portion of this body of knowledge as documented by a set of committees (of volunteers) for the different knowledge areas.  Sometimes these committees did not agree and you may find conflicts within the PMI PMBOK Guide.  Think of it this way...there are four ways of doing everything.  The PMI PMBOK way, your way, our suggested way, and God's way (the right way).  Sometimes they overlap and sometimes they do not.  However, when taking the test for certification, only the PMI way will give you the points you need.

What are the PMI PMBOK Guide’s Knowledge Areas?

Knowledge Areas represent the primary aspects of a project that must be addressed and include:

1.     Project Integration Management

2.     Project Scope Management

3.     Project Time Management

4.     Project Cost Management

5.     Project Quality Management

6.     Project Human Resource Management

7.     Project Communication Management

8.     Project Risk Management

9.     Project Procurement Management

The PMP Certification Exam

The PMP Certification Exam will test your understanding of the following types of information.

  1. Your understanding of the information found in the PMI   (PMBOK).

  2. You knowledge of the processes explained in the PMBOK,

  3. You ability to use the processes

  4. Your knowledge of the terms used by the PMBOK.

  5. Your  understanding of the order of process inputs and outputs.

  6. Scheduling formulas.

  7. Costing formulas.

  8. Estimating techniques.

  9. Understand of key roles played by others.

  10. Your understanding of your ethical responsibilities.

The PMP Exam will not test you on your experience or common sense.  Your knowledge of how company apply PM methods or industry practices.  However, in the is website we spend a great deal of time thinking of different ways of applying PM tools.  The PMP Exam will not ask you about software tools or about detailed college level courses.  The Exam is not an IQ test. 

 

YouTube Video PM 4 - Craig A. Stevens, PMP, CC explains Process Groups and a little about the Exam

 

 

What are the PMI PMBOK Guide’s Process Groups?

The process groups act as guides to apply appropriate skills.  All 44 PMI processes belong to one the 5 process groups.  The process groups are NOT the same as project phases of the life cycle.  This is a hard concept to understand, one could actually experience each of the process groups in each of the the project life cycles.

  1. Initiating – facilitating the selection and formal authorization of a project or phase and developing basic description of scope.

  2. Planning – developing plans to manage the execution, control and closure of the project

  3. Executing – performing the work of the project to produce deliverables

  4. Monitoring & Controlling – evaluating plan vs. actual and acting on the difference

  5. Closing – formally terminating the project or phase.

 

YouTube Video PM5 - Craig A. Stevens, PMP, CC, explaining the relationship between PMBOK Knowledge Area, Process Groups, and Project Life Cycles.

 

Figure PM2 - PMI PMP Knowledge Areas, Process Groups, and one example of a PM Life Cycle


Definitions, Terms and Concepts

What is a Project?

A Project is a temporary undertaking requiring a concerted effort to produce a unique product, service, or result. A project has a specific beginning and ending date, specific objectives and specific resources assigned to perform the work. The purpose is to achieve an objective, then terminate.

What is a Program?

A Program is a group or series of related projects that are managed in a coordinated way to realize benefits greater than managing the projects independently to achieve some synergistic benefit.  It is centralized, coordinated management

What is Project Management?

Project Management is the application of knowledge, skills, tools, techniques, and methodologies to project activities in order to assure project success by meeting project objectives.

A methodology is a common system of processes, techniques, templates, and language used in a specific discipline.

 

What is a Portfolio?

 

What/Who is a Project Manager?

The Project Manager is the person responsible for achieving project objectives.  The individual assigned the responsibility and authority to manage projects and is, therefore, ultimately accountable to senior management and the project requestor. Typical responsibilities of a project manager include organizing, coordinating and directing the project, resolving conflicts between project team members, communicating requirements to the team, and serving as a liaison between the project team and others.

What are Project Processes and Process Groups?

 

What are Project Phases?

 

Projects are divided into phases, collectively known as project life cycle.  A project phase is a major logical grouping of work on a project. A phase also represents the completion of a major deliverable or set of related deliverables.  Often the phases represent the phases of the Project Life Cycle.

 

What are Project Life Cycles?

The project life cycle is made up of several logical project phases.  This resource is divided into life cycles for project management.  A generic project life cycle could include the following phases:  [Concept Phase] [Planning Phase] [Implementation Phase] [Transition Phase].  Two additional phases could include:

  • what happens before the (or any) project ever begins or the [Forgotten Phase], and

  • what happens after the project is over or the [Operations].

 

There are many different variations of life cycles such as these "Product" Life Cycles:

1.     Requirements Analysis

2.     Design

3.     Development

4.     Testing

5.     Implementation

6.     Maintenance

On this site, we like these project life cycles:

1.     Before the Project Begins, (The Forgotten Phase) - Although not really a project phase because it may happen years before the project begins.  This phase includes things like setting up the project management systems that will apply to all projects. 

2.     The Concept Phase

3.     The Planning Phase

4.     The Implementation/Execution Phase

5.     The Closure/Transition Phase

6.     The Operation Phase - Although not really a project phase because it may happen years after the project completes.  This phase represents the whole purpose of the project and may included things like operating and maintaining systems implemented by a specific project.

Phases are characterized by the completion and approval of one or more deliverables.  The transfers of deliverables between phases are sometimes known as:

1.     phase exits,

2.     phase gates or

3.     kill points.

In very formal settings the transfers are sometimes performed by someone outside of the project team (i.e. sponsor), sometimes known as a ‘gatekeeper.’  The gatekeeper may provide authorization to start the next phase.

What is Progressive Elaboration?

What is Historical Information?

What is a Baseline?

What are Lessons Learned?

What is a Regulation?

What is a Standard?

What is a System?


Standard Project Roles

 

YouTube Video PM 8 - Craig A. Stevens explains the PMP Standard Project Roles

 

 

1.     Sponsor – The sponsor is the person or organization paying for the project.  The sponsor issues the project charter, drives the project scope [preliminary scope statement], formally accepts product, and assists with customer related issues [could also be the customer]. 

The Sponsor may be an Executive Sponsor or a Project Sponsor – The individual who has ultimate authority over the project. The Executive Sponsor champions the project, provides funding, resolves issues and scope changes, approves major deliverables and provides high-level direction. The Project Sponsor represents the Executive Sponsor on a day-to-day basis, and makes most of the decisions requiring sponsor approval.

2.     Senior Management - Senior Management is the person or group responsible for operating the business.  The senior management may set strategic goals, prioritize projects, authorize use of resources needed on projects, and resolve organizational conflicts.

3.     Project Manager – The Project Manager (PM) is the person ultimately responsible for managing the success of the project.  The PM identifies requirements, sets clear achievable goals, manages competing stakeholder expectations, and directs project team activities.  The PM is authorized to use project resources such as the budget, staff, facilities, etc. and proactively, makes decisions.  The PM is the CEO of the project.

3.1.  Project Coordinator – A project coordinator has similar resource authority as that of the PM but lacks financial authority.  The project coordinator is responsible for execution of the work plan.

3.2.  Project Expediter – A project expediter has no resource or financial authority.  The project expediter is responsible for identifying and reporting variances to higher authority [sponsor].

3.3.  Business Analyst - Go to Business Analyst Link.

 

YouTube Video PM 9 - Craig A. Stevens explains the PMP Standard Project Roles

 

 

4.     Stakeholders – Stakeholders are all parties who are actively involved in, or whose interests is  affected by the project (i.e., sponsor, senior management, PM, team, users, regulatory agency, users, citizens, politicians, etc.).  A stakeholder may have a positive or negative influence.  To ensure success, the project team [esp. the PM] must identify stakeholders, determine their requirements and expectations, and manage their influence and expectations.

The stakeholders are Specific individuals, groups, or organizations having a vested interest in the outcome of the project or may be affected by project activities.

 

5.     Functional Manager – The functional manager is one who manages a major functional area of a company.  The functional manager may assist with planning resource requirements related to his/her functional area and provide the resources used on the project.  Functional manager needs often conflict with those of PM’s and projects.

 6.   Project Management Office – The Project Management Office (PMO) is a centralized project support organization.  The PMO provides training, software, standardized policies and procedures.  The PMO’s level of authority varies by organization and may range from basic project support services all the way to complete project control.  The PMO may support project selection, PM assignments and perform project audits.

7.   Steering Committee – A group of high-level stakeholders who are responsible for providing guidance on a project’s strategic direction. A Steering Committee does not take the place of a Sponsor, but helps to spread the strategic input and buy-in to a larger portion of the organization. The Steering Committee is usually made up of organizational peers, and is a combination of direct clients and indirect stakeholders.

Use these References: 

Stevens, Craig A., Project Management Project Management, Implementation and PMP PMI PMBOK. http://www.westbrookstevens.com/project_management1.htm, 2007

 

“Many failed projects share two common traits: They fail to plan adequately for the development effort, and they treat implementation as an afterthought.” (Villachica, Stone, & Edicott, 2004).

 

Villachica, S., Stone, D., & Endicott, J. (2004) Project Alignment: Ensuring Successful Development and Implementation From Day One. Performance Improvement, 43 (10), 9-16. Retrieved June 12, 2006 from ProQuest database.

 

Found by Chris Mahan, 2006 UoPhx

Go to the tabs at the top left to find details related to project management.


Project Management Links:

  1. Link to the Project Management Institute (PMI) Website http://www.pmi.org/info/default.asp 

    Project Management Institute

  2. PMI Nashville's LinkedIn Networking Link http://www.linkedin.com/e/gis/91267/2C46AB0F6786

  3. LINK FOR A FREE GIFT = GERONIMO STONE EBOOK www.geronimostone.com or http://www.llumina.com/store/geronimostone2.htm

  4. http://www.projectmagazine.com/, (found by Josiah Wedgewood, UoP 2005)

  5. http://office.microsoft.com/en-us/FX010857951033.aspx, (found by Ron E. Brito, UoP 2005)

Send Questions (or Good Answers) to Customer_Service@westbrookstevens.com.  Copyrights © 2001-7 CompanyLongName.  Contact: Craig A. Stevens (COO) (615) 834-8838 

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Send Questions (or Good Answers) to Customer_Service@westbrookstevens.com.  Copyrights © 2001-9.  Contact: Craig A. Stevens (COO) (615) 834-8838 

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Our goal is for all we do to be Christ-centered and consistent with Judeo-Christian values.

 

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