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

33

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)

hamazaki.takashi@jaxa.jp

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