NASA Program Management Challenge 2010

Implementing Program Management Change in a Resistant Environment

February 9-10, 2010

Presented by

Izella M. DornellOffice of the Secretary, Department of CommerceDirector Program Management

Used with Permission

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Program Management Change

This presentation will use examples from an actual experience from the Department of

Commerce

“ To Enact Change in a Resistant Environment “

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Program Management Change The Task

Implement an integrated program performance process that provides holistic program assessment across the department’s investment portfolio

The Environment Twelve individual operating units Lean Headquarters organization

The Blue Print Leadership Program Management Goals

Balanced Results Collaboration Team Building Best Practices

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Program Management ChangeThe Task

Background: OMB, Congress and GAO have placed much attention on program investment and project performance assessment to ensure that projects are delivered on time, within scope and within budget.

Task Definition Establish a Performance Measurement Baseline Measure performance against the baseline Report the status of the performance to the Secretary of

Commerce and external stakeholders Establish common project management processes and

practices within the Department to allow for a more common approach to project management throughout

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Program Management ChangeThe Environment

The U.S. Department of Commerce has a broad mandate to advance economic growth and jobs and opportunities for the American people

It has cross-cutting responsibilities in the areas of: trade technology entrepreneurship economic development environmental stewardship statistical research and analysis

The products and services touch the lives of Americans and American companies in many ways, including weather forecasts, decennial census and patent and trademark protection for inventors and businesses

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Commerce And YouCommerce Public Web Site Time provided by NIST

US World Population National Weather Service

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Program Management ChangeThe Environment

The Department has twelve (12) Operating Bureaus outside the Office of the Secretary NOAA, Census, NIST, NTIS, USPTO, ITA MBDA, BEA, ESA, BEA, BIS, NTIA

No tradition of top down management emanating from the Office of the Secretary

Bureaus are charged with carrying out specific substantive functions i.e. programs of the Department to fulfill mission requirements

Bureaus are led by Under Secretaries and receive their funding appropriations directly from Congress

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Program Management ChangeThe Environment

Change = Tug of War

Department Bureaus

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Program Management ChangeBlue Print Tools

Innovation

Culture &

Politics

TeamBuilding

Goals

Leadership

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Program Management ChangeBlue Print Tools

Leadership Effective leaders first gain an understanding

of the context of their organizationMissionStakeholdersConstraintsPolitical environmentCulture

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Program Management ChangeBlue Print Tools

Leadership Use different leadership styles Define and focus on your goals and objectives Articulate a strategy for moving forward Engage employees/team members Put customers first Involve key stakeholders Seize the moment Communicate, communicate and communicate Create alignment Expect the unexpected Stick with it

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Program Management ChangeBlue Print Tools

Goals Effective program management recognizes

the value of goal setting Setting “smart goals” requires

Identifying the objectives for the mission at hand Plan to execute Commitment to results Metrics or means to measure progress

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Program Management ChangeBlue Print Tools

Innovation Innovation is a hot topic. While not usually viewed as a tool,

innovation can assist leaders in improving performance and achieving organizational goals

IBM developed a typology to characterize different types of innovation within an organization Forster Business Model Innovation Foster Operations Innovation Foster Products/Services Innovation Foster Management Innovation Effective program management recognizes the value of goal setting

Challenge: Fostering the right mix in your organization

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Program Management ChangeBlue Print Tools

Team Building

Collaboration Innovation

OrganizationalGoals

Results

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Program Management ChangeBlue Print Tools

Team Building Fostering collaboration through “team

building” is the key component for effective program management and change

Must realize that people are the foundation for building and nurturing program and project teams

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Program Management ChangeBlue Print Tools

Team Building Components

Purpose Structure Motivation Dynamics Communication Respect for members Feedback Closure

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Program Management ChangeBlue Print Tools

Politics Exist in all organizations Recognize the culture Meet members/organizational needs Solve problems Communicate recommendations Influence the intended outcome

Goal: Move the organization forward getting to repeatable positive results across allorganizational entities.

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Program Management ChangeBalanced Results

Processes implemented to maximize program and project

efficiency with the “active cooperation” and “buy-in” from

the TEAM

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Program Management ChangeBalanced Results

Cohesive Team Positive Results

Jane NOAA John Census Bill Secretary Zee PMO

Best PracticesBalance

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Change is Good

What do you need to be able to do?

Create a Blue Print Know the Environment Determine the Leadership Establish organizational goals/mission focus Build a functional team

Build relationships Establish alliances and coalitions Beware of organizational “land mines” i.e. politics/culture

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Change is Good

How can this be accomplished? Manage for results within organization’s

mission goals Identify remedies

Enjoy and Celebrate Successes