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NASA PM Challenge 201010 February, 2010
Galveston, TX
PMI and the Global AEPS Initiative
Developing the International Program/Project Management
CommunityDr. Edwin J. Andrews
PMI Director, Academic and Educational Programs & Services
22
#1 The Growth in PM?
Trill
ions
of c
onst
ant 2
000
USD
World Gross Fixed Capital FormationSource: Word Bank World Development Indicators Online Database
1968 1972 1976 1980 1984 1988 1992 1996 2000 2004 20082.0
2.5
3.0
3.5
4.0
4.5
5.0
5.5
6.0
6.5
7.0
7.5
8.0
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A Projectized World
• 20% of gross global product –US $12 trillion per year* – spent on fixed capital projects worldwide
• Trillions more in projects for IT, new product and service development, entertainment/IP, NGOs
• Project, program, and portfolio management
* Source: Managing Capital Projects for Competitive Advantage, McKinsey Quarterly, June 2008
44
#2 Demographics
0
5
10
15
20
25
30
35
40
1950 1970 1990 2010 2030 2050
EUChinaIndiaJapanUSACanada
Retirement-Age Populations in Major Countries (%)UN Population Division, World Population Prospects: 2004
55
2006: 24.4 million project-oriented employees in projectized industries in 2006
2016: 32.6 million (31% of them new employees since 2006)
Equates to 1.2 Million jobs annually 200 Billion of Global GDP at risk by 2016
Skills Gap in Projectized Industries
Growth of Training Programs
Via Registered Education Providers Via Executive Development Centers Via Corporate Colleges/Academies
7
Growth of Academic Programs1994 Primarily construction management degrees 2 Bachelor and 9 Master level PM degrees
2008 Global Census (Business, Engineering, Architecture, Technical Institutes)
• 3,348 institutions teaching 5,769 PM courses• 456 schools with 645 PM degrees
• 206 schools with 276 certificate programmes
BUT - 4,617 Schools with no PM
Questions to Explore
Where is the priority for development of PMs, at the collegiate or industry level?
How can industry and governments cope with the increasing gap in supply-demand of PMs?
Where should organized project management place It’s resources to best mitigate the gap?
Program & Project Manager Career at ESA | Bettina Böhm | ESA/HQ | 23/11/09 | Page 1
NASA PM Challenge 2010Developing the International Program/Project Management Community9/10 February 2010
Dr. Bettina Böhm
Used with Permission
Program & Project Manager Career at ESA | Bettina Böhm | ESA/HQ | 23/11/09 | Page 2
Space science
Human spaceflight
Exploration
Earth observation
Launchers
Navigation
Telecommunications
Technology
Operations
ESA is one of the few space agencies in the world to combine responsibility
in all areas of space activity.
PURPOSE OF ESA / ACTIVITIES
“To provide for and promote, for exclusively
peaceful purposes, cooperation among
European states in space research and
technology and their space applications.”
[Article 2 of ESA Convention]
Program & Project Manager Career at ESA | Bettina Böhm | ESA/HQ | 23/11/09 | Page 3
Over 30 years of experience
18 Member States
2080 staff, thereof 880 in Program Directorates, 790 in
Operations and Technical Support and 410 in other Support
Directorates
3 500 million Euros budget
Over 60 satellites designed and tested
Over 60 satellites operated in-flight and 8 missions rescued
16 scientific satellites in operation
Five types of launcher developed
More than 180 launches made
ESA FACTS AND FIGURES
Program & Project Manager Career at ESA | Bettina Böhm | ESA/HQ | 23/11/09 | Page 4
ESA Locations
ESTEC(Noordwijk)
Satellite technology development and testing
ESA HQ(Paris)
ESAC(Villanueva de la Cañada
Space Astronomy Centre
ESRIN(Frascati)
Earth Observation Centre
EAC(Cologne)
Astronaut training
ESOC(Darmstadt)
Satellite operations and ground system
technology development
Harwell
Brussels
Salmijaervi
Oberpfaffenhofen
Toulouse
Program & Project Manager Career at ESA | Bettina Böhm | ESA/HQ | 23/11/09 | Page 5
ESA Science Missions in the Solar System
Ulysses
BepiColombo
Venus Express
Mars Express
Huygens
Rosetta
Solar Orbiter Cluster
Smart-1XMM Integral
GaiaLisaPF
Soho
ExoMarsGiotto Herschel,
Planck
Program & Project Manager Career at ESA | Bettina Böhm | ESA/HQ | 23/11/09 | Page 6
Europe’s increasing Role in Earth Observation
Third-Party Missions: European access to non-ESA missionsALOS, SPOT-4, Landsat, MODIS, SeaWifs, Scisat ...
METEOSAT Second GenerationMSG-1, -2, -3
METEOSATM-1, 2, 3, 4, 5, 6, 7
METOP-1, -2, -3
GMES
Earth Explorers
ERS-1, -2
1990 2000 2004 2010
ENVISAT
Scienceto better understand the Earth
ApplicationsServices
to initiate long term monitoring systems and services
SMOS (Soil moisture)
ADM/AeolusEarthCARE
ESA Sentinels satellites+
National missions (Pleiades, TerraSAR, Cosmo-Skymed,..)
GOCE (Gravity and Ocean Circulation Explorer)
Cryosat 2 (Polar Ice Monitoring)
SWARM
European users
in cooperationwith EUMETSAT
Meteo
(global wind profiles)
(clouds, aerosols)
(Earth’s magnetic field)
Program & Project Manager Career at ESA | Bettina Böhm | ESA/HQ | 23/11/09 | Page 7
Number of ESA staff: 2080, thereof 880 in Program Directorates, 790 in Operations and Technical Support and 410 in other Support Directorates
Number of ESA Program Managers end 2009: 14
Number of ESA Project Managers end 2009: 43
VNs for Program/Project Managers in 2008/2009: 24
Thereof filled internally: 23
Program/Project Management in ESA
ESA program and project managers are usually recruited internally. They grow into their roles:
Project team member
Support staff
Payload manager
System manager
Spacecraft operation manager
PA/QA staff
Project Manager
Program Manager
Department Head
Program & Project Manager Career at ESA | Bettina Böhm | ESA/HQ | 23/11/09 | Page 8
Program/Project Management in ESA
Project team members
Support staff
Payload managerSystem manager
Spacecraft operation managerPA/QA staff
Project Manager
Selection
Training
Selection
Training
Ensure sufficiently large “pool of potential”
Program Manager
Selection
Training
Lessons learned
Identify the potential to become project/program manager
Close the gap between current competencies and competencies needed
Exchange lessons learned
Program & Project Manager Career at ESA | Bettina Böhm | ESA/HQ | 23/11/09 | Page 9
Program/Project Management in ESA
Project Management Courses
Basic knowledge on project management for technical officers, study managers, (new) managers of small projects. Courses based on those certified by the Association for Project Management (UK) and customised for ESA.
Project Management Principles: Level 1 (4 days)
Tools and techniques
Project Management Principles: Level 2 (4 days)
Communication and people management in projects
Program & Project Manager Career at ESA | Bettina Böhm | ESA/HQ | 23/11/09 | Page 10
Program/Project Management in ESA
Management Development Program
Module 1: Understanding Self (2 days)
the role of ESA people manager, objective and priority setting, MBTI, coaching, peer support networks
Module 2: Understanding Others (2 days)
360 degree feedback, stakeholder analysis, Thomas Kilmann tool on assertiveness, coaching
Module 3: Managing Performance (2 days)
Beck performance analysis tool, situational leadership, setting smart objectives, understand reactions to stress, giving effective feedback, managing workload, managing expectations
Module 4: Managing Diversity (1 day)
Understanding cultural values, cultural intelligence, mental programming, Schwartz Personal Value Survey, dealing with conflicts in diverse teams, communication
Program & Project Manager Career at ESA | Bettina Böhm | ESA/HQ | 23/11/09 | Page 11
Program/Project Management in ESA
Selection
Training
“Pool of potential”
• sufficient evaluation of soft skills?
• Quality of applications
• Nationality constraints
• training on negotiation skills
• how to train for acting in a “political environment”
• opportunities to move between programs / projects?
• Recruitment Marketing
• Young Graduate Program
• on the job
• role models / mentoring
• Management Development Program / Leadership Program
• good knowledge of internal candidates
• Training for interview boards
Lessons learned •Lessons learned system in technical support Directorate / Operations
• Extension of lessons learned system across the Agency
Program & Project Manager Career at ESA | Bettina Böhm | ESA/HQ | 23/11/09 | Page 12
For more information:www.esa.int
1
Takashi HAMAZAKI -Chief Engineer
-Director, Space Applications Program Systems Engineering Office, -Director, Program Management and Integration Dept.,
Space Applications Mission Directorate, Japan Aerospace Exploration Agency (JAXA)
JAXA’s Program/Project Management Organization and Activities
Presented to Project Management Challenge 2010 @HoustonFeb.10,2010
JAXA’s Organization
Aviation Program Group
President
Inst. of Space & Astro. Science
Aerospace Research
and Development Directorate
Space Transportation
Mission Directorate
Space Applications
Mission Directorate
IGS G
roup
Vice-President
Human Space Systems and
Utilization Mission
Directorate
Lunar & Planetary
Exploration Group
Policy Coordination
Admin. Management
Chief Engineer Office
S&MA
HQ functions HQ functions
Systems Engineering Office ProjectsProjectsProjects
Programs
Graduate Students Education / Training
Space Flight & Operations (Transportation, Launch Facility, Tracking etc.)
Space Applications Program(Earth observation, Communication, Positioning etc.)
ISS Program(ISS, Manned Space Activity & Utilization etc.)
Space Science(Astronomy, Solar/Planetary Research etc.)
Aerospace Technology
Reliability Improvement Program
Aviation Program
ASTRO-F
SST
JEM
Spin-off
Collaboration with Private and Academic Sectors
International Cooperation (stress on Cooperation with Asian countries)
GOSAT WINDS
Lunar & Planetary Exploration ProgramSELENE
SOLAR-B
プロジェクト
President
Senior Chief Engineer
プロジェクト
本部本部
Project Teams
One personProgram SE Office
Chief Engineer Office
チーフエンジニアチーフエンジニアChief EngineersOne person Systems
Engineers in Project Teams
(Systems Engineers)
The Chief Engineer Office- established in October 2005 -
Independent Review Teams
Director, SE Office
Directrates
Systems Engineering Office
HQs
Ongoing Activities
I. Research & Development Strategy1. Technology Roadmap2. Effective Resource
Investment to R&D
II. SE/PM Process1. SE process guidelines2. PM process regulations
III. Check & Balance for Projects1. Project Oversight Council2. Independent Review
Teams3. Risk & Cost Review by the
Chief Engineer Office
IV. Knowledge Accumulation and Effective Use1. TRL2. Know-Who Database3. Process to Accumulate
and Use the Knowledge
V. Front Loading1. Next Generation MDC
(Mission Design Center)2. Early Study
VI. Engineer Training1. Human Resource
Development 2. SE/PM Training
in the Chief Engineer Office
R & D management committee
Basic & Germinal Research Funds outside Program
• SE skill is necessary in DE
Discipline Engineering(DE)
Basic & Advanced ResearchGerminal Research
Front loading for Development
Participation in Development
Participation in DevelopmentSE
@laboratory
Project
System orientedDiscipline oriented
Mission implementation
・Organizational Cooperation・Staff exchange
Technology Research & Development Strategy
InvestmentOf funds
Long Term Vision
Mission Roadmap
Technology RoadmapSpacecraft Space
ExplorationCommonTech.Aeronautics
Trans-portation
SpaceScience
Mannedsystem IT
InvestmentOf funds
Research output
Program
0
100
200
300
400
500
600
700
800
のべ参加者数(人
×件)
年度-四半期
その他
運用
試験
製作
設計
要求・仕様設定
プロジェクト管理
GOSAT Project Man-Power Analysis
2003/11 2005/03 2005/12 2007/08 2008/12 2009/01Sus.DesignDetailed DesignBasic DesignPreliminaryConceptual Study Ops
Launch Ops
Management.
Design
Ops.Test
Rqmnt,Spec
Others
Fab
Fiscal Year-Quarter
Man
*Eve
nt
St. Valentine’s Day Mail Delivery from Space Using KIZUNA (WINDS) With Cutting-edge Technology "Cloud Computing"
1) Register mail address(es) of your loved one to whom you would like to send a love message by 9:00 am Feb. 12, 2010 (Japan Standard Time).
2) The content of the message is fixed in order to prevent spam. You can select your illustration card from the choices on the website. http://www.satnavi.jaxa.jp/mail_event/index_en.html
8
Wideband InterNetworking engineering test and Demonstration Satellite "KIZUNA" (WINDS)
p.1
Academy of Program/Project & Engineering Leadership
An agency-wide resource for technical workforce development
Dr. Ed Hoffman, DirectorFebruary 2010
p.2
TeamIndividual
Continuous Learning for the Technical Workforce
Training curriculumHands-on assignments
• Core curriculumfor 4 career levels
• In-depth offeringsin subject areas
• Project HOPE:partnership withSMD to providehands-onopportunities
• SELDP
Direct support toproject teams
• Online assessments • Workshops• Mentoring and
coaching• Expert practitioners• and technical
lifecycle support• Team building and
process support
Knowledge sharing
• Forums for projectmanagers, systemsengineers, andprincipal investigators
• Publications• Case studies• Communities of practice
Organization
Approach
Activities
p.3
4-Level Career Development Framework
ENTRYPROJECT TEAM MEMBER OR TECHNICAL ENGINEER
MID-CAREERSMALL PROJECT MANAGER OR SUBSYSTEM LEAD
MID-CAREERLARGE PM OR SYSTEMS MANAGER
EXECUTIVE LEVELPROGRAM OR VERY LARGE PROJECT MANAGER
Core: Foundations of Aerospace at NASAObtain mentorJoin professional associations
Core: Project Management & Systems EngineeringIn-depth courses; team lead assignments; Project HOPEAttendance at technical conferences or knowledge sharing activities
Core: Advanced Project Management & Systems EngineeringMentoringIn-depth courses; rotational assignmentsParticipation in knowledge sharing activities
Core: Executive ProgramMentoring; Administrator’s Executive ForumLeadership by example in knowledge sharing
Non-traditional and hands-on learning experiences
Developmental assignments
APPEL core curriculum
Cohort selected by NASA senior leaders
Performance enhancementfor teams
Knowledge sharing forumsKnowledge sharing forums
Performance enhancementfor teams
LEARNING STRATEGIES
p.4
Core Curriculum for the Technical Workforce
F oundations of Aeros pace at NAS A
Learning objective: to give participants a solid understanding of the NASA organization and its principles of technical excellence.
Advanced P M & Advanced S E Learning objective: to give experienced practitioners a deep understanding of the challenges of leading and managing programs and projects in a complex and dynamic environment.
P roject Management & S ys . E ngineering
Learning objective: to enhance proficiency in applying project management (PM) and systems engineering (SE) processes and practices over the project life cycle.
E xecutive P rogramLearning objective: to develop a cadre of highly qualified NASA leaders for executive leadership roles. Participants selected based on recommendations of Center Directors and Associate Administrators.
Guiding Principles:
1. Competency-based.
2. Focuses on building NASA-specific expertise and capability in project management and systems engineering and makes extensive use of NASA case studies.
3. Intended to supplement an individual’s academic and professional work experience.
PMI Registered Provider of Professional Development Units
p.5
Direct Support to Engineering and Project Teams
APPEL offers rapid deployment training at any point in the project life cycle through one-on-one assistance, coaching, mentoring, focused workshops, or large-group sessions in the following areas:
• Team and Leadership Development • Requirements Development• Planning and Scheduling• Program Control Analysis• Systems Integration Support• Risk Management• Software Management• Technical Review Support
currently supportingover 100 NASA engineering and project teams
Tools and Methods:• Baseline team and individual assessments• Team workshops• Expert practitioners for technical support• Coaching and mentoring• Follow-up team and individual assessments
p.6
Knowledge Sharing Activities
Training events and forums
Publications
Knowledge sharing activities emphasize the vital role of stories in the effective exchange of knowledge.
Multimedia