Mr. Kelley leads the energy and infrastructure practice for Beam Reach Consulting Group. He and his team help clients identify and address challenges facing critical energy delivery systems including electricity and gas transmission and distribution. He applies novel approaches to help engage energy leaders from industry, government, and academia to perform research, development, and deployment activities. Focus areas include improvement of program and project management, strategic planning processes, and cyber and physical security processes.Highlights of Mr. Kelley’s experience as Vice President of Beam Reach Consulting Group include:• Lead consultant for Cybersecurity for Energy Delivery Systems program roadmap for the American Public power Association.• Coach and trainer for program management for energy R&D programs at the U.S. Department of Energy.• Advisor and technical subject matter expert for Maryland Clean Energy Center Summit.• Leadership, management and project management coach for Mitsubishi Nuclear Energy Systems.

Chris leads Energetics’ Energy Solutions Division, which consists of experienced experts with deep knowledge in energy portfolio, program, and project management; strategic planning; grid projects and operations; smart grid technologies; energy project scheduling and cost control; cybersecurity; communications and change management; and policy analysis. Along with his team of experts, Chris provides advice and guidance for program-level work on smart grid investment and project deployment, strategic planning and implementation for technologies and systems, and organizational project portfolio optimization.

Director of strategic program and project management consulting, including PMO creation and sustainment.Lead consultant to the DOE Office of Electricity Delivery and Energy Reliability’s SGIG program. The program has allocated a total of $3.4 billion in funds for 99 utilities and other energy industry grant recipients that are conducting smart grid projects (an $8 billion total investment, including recipient funds), necessitating extensive monitoring and support of these projects. Mr. Kelley has advised DOE on program and project management practices. Along with his team of 25 project managers, subject matter experts, and analysts, he works with DOE’s technical project officers to provide oversight of SGIG projects across the nation. In addition, Mr. Kelley and his team provide program-level guidance for DOE senior leadership – developing spend baseline and tracking systems, including key project metric dashboards, that provide proactive insight into project issues and successes. Team members perform program monitoring and execution of the SGIG program through effective use of Project Management Institute (PMI) standards, including:•Cost management: Developed and implemented a grant invoice review process which has led to review of ~2,500 invoices since initiation of the program, totaling over $6 billion.•Program budgeting: Developed and revised a grant spend baseline. Used a tool for proactive management of individual project issues and successes.•Scope and schedule management: Created a review process and provided guidance to clients for review of project execution plans (PEPs) for 99 projects. Facilitated meetings for program managers in which the team reviewed lessons learned and established a resultant action plan and corresponding schedule.•Execution and program control: Implemented process and systems for project monitoring across the SGIG program, including key-metric-based dashboards, monthly project reviews, and annual site visits.

As a strategic planning consultant for Energetics, Mr. Kelley worked with clients such as the Propane Education & Research Council (PERC), the American Society of Mechanical Engineers (ASME), and DOE on strategic planning, roadmapping, and tool development. He assisted DOE’s Office of Energy Efficiency and Renewable Energy’s Geothermal Technology Program in development of a strategy and technology roadmap for low-temperature and innovative geothermal exploration technologies. Mr. Kelley has also worked with ASME to help improve its position in the energy dialog by utilizing collaborative technologies, developing an “energy portal” for the Society and assisting with development of an “energy indicators” report card.

Managed non-profit financials and implemented organizational strategy for regional non-profit organization.

•Developed an organization-wide strategy for PMO collaboration; developed standards in conjunction with other PMO leads to improve PM practice among 700 IT employees.•Oversaw creation and implementation of balanced scorecard strategy-based roadmap for 300-person supply chain organization.•Created monthly project portfolio and operational metric review together with IT leadership to provide insight into spend, efficiency and resource allocation.•Led team of project managers, organizational change managers, and technical leads that managed enterprise project management tool (HP PPM Center).•Interfaced with director, vice president and C-level executives. –Managed portfolio of project work from concept to closeout and sustainment. –Developed tools for PM monitoring and management. –Counseled on PM best practices.•Developed program to improve operational and project metrics for cost savings: –Implemented improvements to PPM system to increase usage by 40%. –Implemented support model for PPM system to streamline issue, enhancement and configuration requests. Reduced time to resolution by 30%.

•Developed and executed a program to increase project management maturity throughout the chief administrative officer’s (CAO’s) corporate services organization. –Worked with project management consultants to conduct and analyze results of a PM maturity study (PMI’s OPM3). –Managed a six-project program designed to develop EPMO and improve project management: -Improvements included project metrics, dashboards and reporting, competency model, enterprise tool enhancement, resource management, PM community of practice, and portfolio management. -Developed oversight committee to ensure program alignment and promote deliverables of EPMO. –Collaborated with organizational leadership to standardize project management processes across 1,100 corporate services employees.•Worked with business performance improvement (BPI) core team and vice president to develop value proposition and organizational brand awareness. –Introduced use of branding tools including brand development process, brand scorecard, stakeholder analysis and market segmentation. –Provided oversight for new service package offerings such as coaching/mentoring model, balanced scorecard strategy mapping, organizational change management model. –Provided direction for organization’s publications including a program management newsletter, BPI services brochure, and program management reference guide.

•Worked with new leadership to build value proposition for strategy development and portfolio management organization. –Planned and facilitated offsite meetings with leaders and peers to craft an organizational vision, mission and strategic roadmap. –Interfaced with technical teams to develop clear roles and responsibilities for functional and technical organizations. –Worked with PMO consultants to develop EPMO business case.•Developed and implemented a five-year strategic plan for the CAO’s organization. –Planned and facilitated strategy planning offsite meetings. –Taught and used best-practice strategic mapping tools including vision and mission development exercises, SWOT analysis, Porter’s Five Forces model and stakeholder analyses. –Developed, refined, and presented a strategic plan document with input from the planning team, organizational vice presidents and the CAO.•Maintained Sarbanes-Oxley financial control for the enterprise, ensuring compliance on a quarterly basis; improved reporting processes and developed electronic documentation standards.

•Led a multi-year initiative to select, develop and implement a pipeline integrity regulatory compliance system. –Built and managed a team of business subject matter experts, internal and external technical developers and functional business analysts. –Interpreted federal Department of Transportation policy with clients to ensure accurate requirements and cost estimation to meet regulations. –Developed vendor selection tool to achieve client buy-in during objective selection of best-fit system. –Utilized phased implementation to deliver faster cost savings and increased safety, including automated GIS detection of high-consequence areas on 150 miles of transmission pipelines. –Worked with vendor through acquisition; adjusted response to vendor and scope to ensure client satisfaction; negotiated significant vendor credit in response to schedule delays.•Managed new technology development upgrade of gas leak survey mobile system. The project resulted in increased client efficiency, allowing clients to synchronize data in the field; data synchronization time was reduced from >20 minutes to <1 minute. –Developed leadership support for project using fact-based business case and client metrics, including system delays and failures. –Built a team of developers, business analysts, subject matter experts and technical architects to create standard for first Windows Mobile .net application at the company. –Componentized the system into hardware, operating system and application layer, saving on future upgrade and maintenance costs.•Developed and documented process improvements for a variety of gas transmission and distribution (T&D) systems including supervisory control and data acquisition (SCADA), mobile dispatch and work management.

IT Analyst and Project Manager – Corporate Applications•Maintained numerous staff support and operations systems for 5,000 internal users of several departments: legal, human resources, finance, procurement and logistics.•Developed and used organization-wide documentation standard for system maintenance, increasing efficiency and reducing single points of support failure.•Led project and developed enterprise business continuity and disaster recovery system, which served as prototype for vendor system – Served as subject matter expert in development of newly created business continuity office.

•Liaised with business units such as fossil and nuclear generation, transmission and distribution operations and corporate staff functions, interviewing and developing compliance documentation.•Worked with vendors to ensure continued operation of vital embedded chip systems including plant process computers, healthcare systems at assisted living facilities, and SCADA T&D systems.•Developed and maintained electronic and physical document management system for enterprise Y2K office.

•Developed and managed a diverse book of business that served nearly 300 clients. –Represented five insurance companies that serviced low- to high-risk clientele. –Created efficient processes for increasing accuracy and speed of quotations. –Developed electronic claim forms to expedite claims processing and increase client satisfaction. –Earned regional Rookie of the Year award for sales volume and creative practices.•Created and implemented an innovative marketing program that increased branch office sales of memberships by 28 percent.•Researched and developed a thorough knowledge of policy language, resulting in accurate client–policy fit and expertise in claims processing.