David,florian dlr kn-david_implementing a pmo_nasa pm challenge_20120223
www.DLR.de • Chart 1 > Standard presentation > Jan. 2012German Aerospace Center (DLR)
www.DLR.de • Chart 2 > Standard presentation > Jan. 2012DLRGerman Aerospace Center Research Institution Space Agency Project Management Agency
www.DLR.de • Chart 3 > Standard presentation > Jan. 2012Locations and employees7000 employees across Stade Hamburg32 institutes and facilities at Neustrelitz Bremen Trauen 16 sites. Berlin Braunschweig Offices in Brussels,Paris and Washington. Goettingen Juelich Cologne Bonn Lampoldshausen Stuttgart Augsburg Oberpfaffenhofen Weilheim
www.DLR.de • Chart 4 > Standard presentation > Jan. 2012 National and International NetworkingCustomers and partners: Governments and ministries, agencies and organisations, industry and commerce, science and research World Europe Germany
www.DLR.de • Chart 5 > Standard presentation > Jan. 2012Research Areas- Aeronautics- Space Research and Technology- Transport- Energy- Space Administration- Project Management Agency
www.DLR.de • Chart 6 > Standard presentation > Jan. 2012DLR Space Research and Technology –Communication/NavigationFocus:- Satellite communications: optical communications, transmission standards (DVB-S2/RCS), applications/services- Navigation: Galileo operation and operational support, applications (including indoor navigation)Highlights:- Galileo Control Center- LCT application on TerraSAR-X and NFIREFuture:- Development of GALILEO II technologies- Safety-of-life applications- Combination of communications, navigation and earth observation
www.DLR.de • Chart 7 > Standard presentation > Jan. 2012Institute of Communications and NavigationApprox. 150 employees at two Stade Hamburgsites: Neustrelitz Bremen Trauen Oberpfaffenhofen Neustrelitz Berlin Braunschweig Main area of research: Goettingen- Satellite Communications Juelich Cologne- Optical Freespace Bonn Communications- Aeronautical Communications- Satellite Navigation Lampoldshausen - Multisensor Navigation Stuttgart Augsburg Oberpfaffenhofen Weilheim
www.DLR.de • Chart 8 > NASA PM-Challenge > Dr. F. David > February 23, 2012Implementing a PMO and Developing PMExpertise at a DLR InstituteDr. F. DavidVice DirectorInstitute of Communications and Navigation
www.DLR.de • Chart 9 > NASA PM-Challenge > Dr. F. David > February 23, 2012Initial SituationEnd of 2005- Recent change in Institute management- Distinct scientific profile, but low impact- Low earnings from thrid party based on lots of small projects, no big missions- Cross functional department just recently etablished- Mission: enabling the Institute to take over leading positions in selected, large international key projects- Evolutionary approach
www.DLR.de • Chart 10 > NASA PM-Challenge > Dr. F. David > February 23, 2012Agenda The PMO as driving force for change Establishing Best Practices in the Institute Drawing on project managers´experienceRaising the level of aducation in project management PM as alternative career path Defining role and responsibilities of Project Managers Status and further development
www.DLR.de • Chart 11 > NASA PM-Challenge > Dr. F. David > February 23, 2012The PMO as driving force for changeContinuous development in three domains PM process Support Staff
www.DLR.de • Chart 12 > NASA PM-Challenge > Dr. F. David > February 23, 2012 Establishing best practices PMI Standards Sponsors MarketsExperience DLR Governance
www.DLR.de • Chart 13 > NASA PM-Challenge > Dr. F. David > February 23, 2012Drawing on experience of our project managersThe PM working group as exchange network- Exchange of experience / lessons learned- Knowledge transfer and peer coaching- Generation, maintenance, and continuous development of documented best practices and tools
www.DLR.de • Chart 14 > NASA PM-Challenge > Dr. F. David > February 23, 2012Raising the level of education in PMTraining concept and PM career pathMethodological competences Start of Career - Generic PM processes - DLR specific processes and interfacesContextual competences Orientation Phase 1 - Personnel management, finance, law, standards, …Behavioral competences Orientation Phase 2 - Leadership, motivation, communication, cre ativity, openness, performance orientation, … PM Career PMP
www.DLR.de • Chart 15 > NASA PM-Challenge > Dr. F. David > February 23, 2012Role and responsibility of Project Managersas defined in the Institute- The Project Manager is the person responsible for managing the project and for accomplishing the project objectives within the constraints of the project- Project management is recognized as a valid role with accountability and authority for managing the project- The Project Manager is appointed by the Director of the Institute and concludes mutual agreements with line managers on the provision and usage of resources- The Project Manager directly reports to the Director of the Institute
www.DLR.de • Chart 16 > NASA PM-Challenge > Dr. F. David > February 23, 2012 Status and further development- Increased impact through leadership in key projects- Siginificant growth in earnings from thrid party still based on lots of small and just some big projects- Significant increase in level of PM education- Five PMPs certified, two of them leading large cross-departmental projectsNext Step- Transition from PMO to P3O adressing - Project Management as well as - Portfolio Management and - Program Management
www.DLR.de • Chart 17 > NASA PM-Challenge > Dr. F. David > February 23, 2012 Thank for your attention!
A particular slide catching your eye?
Clipping is a handy way to collect important slides you want to go back to later.