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National Aeronautics and Space Administration
National Aeronautics and Space Administration




                       Being Part of Integrated
                      Project Management Work
                         from Another Center

                                           APPEL PM Challenge Conference
                                           APPEL PM Challenge Conference
                                                  February 2008
                                                  February 2008




                                                   Jim Free
                                                   Jim Free
                                    Project Orion Service Module Manager
                                    Project Orion Service Module Manager
                                        NASA Glenn Research Center
                                        NASA Glenn Research Center
www.nasa.gov
www.nasa.gov
Outline



                    Issue
                    Case study
                    Causes of geographic dispersion
                    Terminology and definition
                    Different culture
                    Different time zone
                    Location biases
                    Being part of a GDT
                    Leading a GDT
                    Suggested paths for success




2/1/2008 PMC 2008            Integrated Project Management   2
Being Part of Integrated Project Management
                             Work from Another Center



                    As NASA has restructured and retooled itself to
                    implement the Vision for Space Exploration (VSE)
                       Using geographically dispersed teams has become the primary
                       way to bring the talents of the entire agency to execute the
                       mission

                       Geographic parity requires management both from the leading
                       organization as well as unique adaptations from the supporting
                       organizations




2/1/2008 PMC 2008                        Integrated Project Management                  3
Case Study for Presentation

                          Project Orion
                 Ames                                Glenn
                 • Lead Thermal Protection System    • Lead Service Module and
                   ADP                                 Spacecraft Adapter integration
                 • Aero-Aerothermal database         • Requirements Lead and SE&I
                 • Software and GN&C support           Support
                                                                                Goddard
   Dryden                                                                       • Communications
  • Lead Abort Flight                                                             Support
    Test Integ/Ops
  • Abort Test Booster
    procurement
  • Flight Test Article                                                 Langley
JPL Devt/Integ                                                          • Lead Launch Abort System
                                                                          integration
• Thermal
  Protection System                                                     • Lead landing system ADP
  support                                                               • SE&I Support

 Johnson                                                          Kennedy
 • Project Management and integration                             • Ground processing
 • Lead Crew Module integration                                   • Launch operations
 • GFE projects management         Marshall                       • Recovery
 • Flight Test Program             • LAS and SM Support             operations




                          NASA Distributed (~1000 CS/WYE supporting)
                          Contractor Distributed (>1500 personnel)
                          Standard Subcontractor Distribution (>? Personnel)
                          Single Prime Contract


  2/1/2008 PMC 2008                                                          Integrated Project Management   4
Purposes of Geographic Dispersion


                    Mergers
                    Acquisitions
                       Nationally
                       International
                    Tasks Exceed Capability of Single Business Unit
                       Exceed in Number of Employees or Competency
                    Dwindling Contractors Base
                       Aerospace industry is prime example
                    Consolidations




2/1/2008 PMC 2008                      Integrated Project Management   5
Terminology and Definition


                    Virtual Team
                    Geographically Dispersed Team (GDT)
                    Nationwide Team
                    Worldwide Team
                    Geographically Scattered
                    Virtual Workplace
                    Cyber Teams
                    Scattered Workforce

                    Definition: A group of individuals or sub-teams,
                    separated by some distance, working on the same
                    project or deliverable




2/1/2008 PMC 2008                  Integrated Project Management       6
Different Cultures


                    Each GDT member, be it individual or subteam,
                    comes from different cultures
                    Cultures defined in many ways
                       Traditional
                       North vs. South
                       East vs. West
                       Former Business Unit vs. New Business Unit
                       Production vs. Design
                       Research vs. Flight
                       Tool A vs. Tool B

                    Challenge is how to find commonality among different
                      cultures to reach the team goals and objectives.




2/1/2008 PMC 2008                     Integrated Project Management        7
Different Time Zones


                    Geographic dispersion hits home first and
                    foremost in time of day
                    Depending on the range of dispersion this can be
                    anywhere from 1 hour difference to 14 hours
                    When scheduling meetings, running meetings or
                    making phone calls consideration of their time
                    zone is critical
                       Helps team members feel include
                       Respects personal time
                    Team needs to agree on norms
                       Meetings will not start before XST
                       Meeting will end by XST
                       No Phone calls before/after XST
                       Core team hours are TBD




2/1/2008 PMC 2008                      Integrated Project Management   8
Being Part of a GDT


                    What is good
                       Diverse opinions
                       Efficiency increases with new processes
                       Broad political support
                       Autonomy
                    What is challenging
                       Travel
                       “Connectedness”
                       Autonomy
                       Satisfying Management (near and far)
                       Number of interfaces




2/1/2008 PMC 2008              Integrated Project Management     9
Suggested Paths for Success


                    Travel
                    Frequent communication
                    Build trust
                    Keys
                       Common goals
                       Common expectations
                       Common processes
                    Press the flesh
                       Overall leader getting out to the team
                       Leaders of GDT offices spending time at home office




2/1/2008 PMC 2008                      Integrated Project Management         10
Conclusions


                     GDTs are a reality of the current economic, political
                     and governmental landscapes
                     Understanding how GDTs work is critical for NASA
                     NASA has instituted GDTs and is relying on the
                     individual projects to make them work
                     People are the key to making GDTs work
                        Tools and technology are only as good as the users
                     Communication, as always, is the key
                     There is no substitute for face-face as part of a GDT


                     GDTs will continue to grow and become mainstream.
                    GDTs can be successful with vigilance to communication
                                and focus on the common goal.



2/1/2008 PMC 2008                       Integrated Project Management        11

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Jim.free

  • 1. National Aeronautics and Space Administration National Aeronautics and Space Administration Being Part of Integrated Project Management Work from Another Center APPEL PM Challenge Conference APPEL PM Challenge Conference February 2008 February 2008 Jim Free Jim Free Project Orion Service Module Manager Project Orion Service Module Manager NASA Glenn Research Center NASA Glenn Research Center www.nasa.gov www.nasa.gov
  • 2. Outline Issue Case study Causes of geographic dispersion Terminology and definition Different culture Different time zone Location biases Being part of a GDT Leading a GDT Suggested paths for success 2/1/2008 PMC 2008 Integrated Project Management 2
  • 3. Being Part of Integrated Project Management Work from Another Center As NASA has restructured and retooled itself to implement the Vision for Space Exploration (VSE) Using geographically dispersed teams has become the primary way to bring the talents of the entire agency to execute the mission Geographic parity requires management both from the leading organization as well as unique adaptations from the supporting organizations 2/1/2008 PMC 2008 Integrated Project Management 3
  • 4. Case Study for Presentation Project Orion Ames Glenn • Lead Thermal Protection System • Lead Service Module and ADP Spacecraft Adapter integration • Aero-Aerothermal database • Requirements Lead and SE&I • Software and GN&C support Support Goddard Dryden • Communications • Lead Abort Flight Support Test Integ/Ops • Abort Test Booster procurement • Flight Test Article Langley JPL Devt/Integ • Lead Launch Abort System integration • Thermal Protection System • Lead landing system ADP support • SE&I Support Johnson Kennedy • Project Management and integration • Ground processing • Lead Crew Module integration • Launch operations • GFE projects management Marshall • Recovery • Flight Test Program • LAS and SM Support operations NASA Distributed (~1000 CS/WYE supporting) Contractor Distributed (>1500 personnel) Standard Subcontractor Distribution (>? Personnel) Single Prime Contract 2/1/2008 PMC 2008 Integrated Project Management 4
  • 5. Purposes of Geographic Dispersion Mergers Acquisitions Nationally International Tasks Exceed Capability of Single Business Unit Exceed in Number of Employees or Competency Dwindling Contractors Base Aerospace industry is prime example Consolidations 2/1/2008 PMC 2008 Integrated Project Management 5
  • 6. Terminology and Definition Virtual Team Geographically Dispersed Team (GDT) Nationwide Team Worldwide Team Geographically Scattered Virtual Workplace Cyber Teams Scattered Workforce Definition: A group of individuals or sub-teams, separated by some distance, working on the same project or deliverable 2/1/2008 PMC 2008 Integrated Project Management 6
  • 7. Different Cultures Each GDT member, be it individual or subteam, comes from different cultures Cultures defined in many ways Traditional North vs. South East vs. West Former Business Unit vs. New Business Unit Production vs. Design Research vs. Flight Tool A vs. Tool B Challenge is how to find commonality among different cultures to reach the team goals and objectives. 2/1/2008 PMC 2008 Integrated Project Management 7
  • 8. Different Time Zones Geographic dispersion hits home first and foremost in time of day Depending on the range of dispersion this can be anywhere from 1 hour difference to 14 hours When scheduling meetings, running meetings or making phone calls consideration of their time zone is critical Helps team members feel include Respects personal time Team needs to agree on norms Meetings will not start before XST Meeting will end by XST No Phone calls before/after XST Core team hours are TBD 2/1/2008 PMC 2008 Integrated Project Management 8
  • 9. Being Part of a GDT What is good Diverse opinions Efficiency increases with new processes Broad political support Autonomy What is challenging Travel “Connectedness” Autonomy Satisfying Management (near and far) Number of interfaces 2/1/2008 PMC 2008 Integrated Project Management 9
  • 10. Suggested Paths for Success Travel Frequent communication Build trust Keys Common goals Common expectations Common processes Press the flesh Overall leader getting out to the team Leaders of GDT offices spending time at home office 2/1/2008 PMC 2008 Integrated Project Management 10
  • 11. Conclusions GDTs are a reality of the current economic, political and governmental landscapes Understanding how GDTs work is critical for NASA NASA has instituted GDTs and is relying on the individual projects to make them work People are the key to making GDTs work Tools and technology are only as good as the users Communication, as always, is the key There is no substitute for face-face as part of a GDT GDTs will continue to grow and become mainstream. GDTs can be successful with vigilance to communication and focus on the common goal. 2/1/2008 PMC 2008 Integrated Project Management 11