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Johnson smith Presentation Transcript

  • 1. The Chronicles of APEX:Experiences from the PM Development Frontier Presented by Ron Johnson, Chief of Ames’ Systems Management Office Claire Smith, APEX Deputy Program Manager February 2007 1
  • 2. Topics • APEX Program Overview • Top Ten Lessons-Being-Learned So Far • Where We Go From Here 2
  • 3. Ames Project Excellence (APEX) Development Program One year development program designed to demonstrate a measurableincrease in the participants’ ability to execute project management andsystems engineering Two integrated pathways APEX PM (10 project manager participants) and APEX SE (10 systems engineering participants) Participants selected by Center Management because of their leadership positions in critical ARC projects, examples: CEV, LCROSS, SOFIA, Kepler, Air Traffic, NGATS, Columbia (Super Computing) Participants spend approximately 25% of their time on APEX activities (paid by assigned project/home organization) Development areas for both pathways Technical Development: Agency-unique APEX Online tool created for PM and SE core competency technical assessment and automatic creation of Individual Development Plan (IDP) Leadership Development: APPEL funded 4D Leadership model (workshop, assessments, and monthly coaching) 3
  • 4. Profiles Of theParticipants Focus of APEX Pilot Year 4
  • 5. PM and SE Competencies used as foundation for the Program - Consistent with APPEL model Project Managers Systems Engineers 1.1 New Business Development 1.1 Trade Studies 1.2 Bid and Proposal 1.2 Proposal Development 1.3 Requirements Development and Management 2.1 Baseline System Architecture 1.4 Project Planning and Scheduling 2.2 Alternative Design Concept Development 1.5 Acquisition Strategies 3.1 Requirements Development 1.6 Risk Management 3.2 Requirements Management 2.1 Budget and Full Cost Management 4.1 Margin Determination 3.1 Systems Engineering 4.2 Technical Resource Allocation 3.2 Design and Development 5.1 System Design 3.3 Technology Assessment, Development, and Transfer 5.2 System Analysis 3.4 Contract Management 5.3 Uncertainty Analysis 3.5 Stakeholder Management 6.1 System Verification 4.1 Project Control 6.2 System Validation 4.2 Project Review and Evaluation 7.1 Risk Identification and Assessment 5.1 System Safety 7.2 Risk Mitigation 5.2 Mission Assurance 7.3 Risk Tracking 6.1 Agency Structure and Mission 8.1 Review Planning 6.2 NASA and Ames PM Procedures 8.2 Review Implementation and Support 6.3 International Agreements 9.1 Baselining 7.1 Team Dynamics and Management 9.2 Change Control 7.2 Communication 10.1 Systems Engineering Planning 7.3 Problem Solving 10.2 SEMP Implementation 8.1 Knowledge Management 11.1 Team Dynamics and Management 8.2 Knowledge Sharing 11.2 Communication 11.3 Problem Solving 5
  • 6. Critical Tasks identified for each Competency and Profile Sample 6
  • 7. Key Program Components QuickTime™ and a TIFF (Uncompressed) decompressor are needed to see this picture. Team LearningOne-On-One Mentoring APEX Development Council IDP QuickTime™ and a TIFF (Uncompressed) decompressor are needed to see this picture.Classroom On-The-Job Development APEX Management Training Assignments Staff 7
  • 8. Process for Demonstrating a Measurable Increase in Capability Establish Establish Individual Individual Achieving Next Achieving Next Beginning Beginning Assessment Development Development Higher Capability Higher CapabilityAssessment Capability Level Capability Level 4 Month Rev. (APEX Online) (for each Critical Plan w/ Milestones Plan w/ Milestones Level - -Graduation Level Graduation(APEX Online) (for each Critical Task) 8 Month Rev. Task)- Participant - “Developing” - One on One Mentoring - Evaluated by Development- Supervisor - “Functional” - Team Mentoring Council based on APEX- Mentor - “Proficient” - On the Job Training achievements - Training Classes - Knowledge Sharing All focused on improving capability in a minimum of four critical tasks 8
  • 9. Process for Demonstrating a Measurable Increase in Capability Establish Establish Individual Individual Achieving Next Achieving Next Beginning Beginning Assessment Development Development Higher Capability Higher Capability Assessment Capability Level Capability Level 4 Month Rev. (APEX Online) (for each Critical Plan w/ Milestones Plan w/ Milestones Level - -Graduation Level Graduation (APEX Online) (for each Critical Task) 8 Month Rev. Task)- Participant - “Developing” - One on One Mentoring - Evaluated by Development- Supervisor - “Functional” - Team Mentoring Council based on APEX- Mentor - “Proficient” - On the Job Training achievements - Training Classes - Knowledge Sharing Proficient Functional APEX Capability Levels Functional APEX Capability Levels Developing• Developing: Limited/No knowledge. Limited/No experience in executing task. • Developing: Limited/No knowledge. Limited/No experience in executing task.• Functional: Can define core concepts and practices, and has executed task in routinesituations underCan defineof expert practitioner. • Functional: guidance core concepts and practices, and has executed task in routine situations under guidance of expert practitioner.• Proficient: Breadth of knowledge, skills and experience applied to executing task incomplex environments.of knowledge, skills and experience applied to executing task in • Proficient: Breadth complex environments. 9
  • 10. Example IDP from a Systems Engineer 10
  • 11. APEX Graduation DocumentationParticipant’s Name:APEX Pathway (PM or SE):APEX Profile (Selected before beginning of APEX Online Assessment):Immediate Supervisor:One-On-One Mentor:1. How have your APEX program activities (Mentoring, OJT, Courses, etc) improved your technical and leadership capabilities?2. Please complete the following chart. Format allows you to be as detailed as necessary: Please provide a concise and detailed (as necessary) IDP Objective* description of how you successfully satisfied or APEX Focused *Enter Proficient exceed ed both the knowledge and performance criteria Tasks Ready if Applicable associated with this objective 1 2 3 4Participant Signature__________________________ Date:__/__/__ One-On-One Mentor: Do you confirm that the participant has satisfied the APEX graduation criteria, I.e. accomplished the IDP Objectives listed above? __ Yes __No. Explain: What are your recommendations for the participants future learning and development? Mentor Signature: __________________________ Date: __/__/__ 11
  • 12. APEX 12 Month TimelineMar Apr May Jun Jul Aug Sep Oct Nov Dec Jan FebAssessmentIndividual Living documentDevelopment PlanTeam MentoringMonthlyOne-on-One MentoringOJT and Mentor-AssignedTasksLeadership Developmentand Courses/WorkshopsMilestone Reviews 4-month 8-month Final 12
  • 13. Top Ten Lessons-Being-Learned so far 13
  • 14. 1. Program Leadership Needs To Combine Technical and Learning Expertise Pilot Year : :APEX co-managed/led by Systems Management Office Pilot Year APEX co-managed/led by Systems Management Office and Workforce Development Branch and Workforce Development Branch Key Strength: Combined best practices of both disciplines. Key Strength: Combined best practices of both disciplines. Key Challenges: Differences in language, perspectives and approaches Key Challenges: Differences in language, perspectives and approaches to technical development, and complications from splitting budgets (vs. to technical development, and complications from splitting budgets (vs. embedded in one organization). embedded in one organization). Recommendation: Anticipate difficulties. Focus on collaboration vs. Recommendation: Anticipate difficulties. Focus on collaboration vs. and commitment to shared vision. and commitment to shared vision. 14
  • 15. 2. Learning and Development is a Voluntary Activity, or You Can Lead Them To Water But You Can’t Make Them Drink Pilot Year : :Candidates Nominated & Participants Selected by Center Pilot Year Candidates Nominated & Participants Selected by Center Senior Leadership Senior Leadership Key Strength: Participants were project practitioners working on Key Strength: Participants were project practitioners working on mission critical programs and projects. Senior leadership nomination mission critical programs and projects. Senior leadership nomination provided status and supported importance of program. provided status and supported importance of program. Key Challenge: Participants felt “conscripted” into program. .Impacted Key Challenge: Participants felt “conscripted” into program Impacted attachment and commitment. attachment and commitment. Recommendation: Nomination Process should include Candidate Recommendation: Nomination Process should include Candidate Application indicating interest, commitment and self-defined Application indicating interest, commitment and self-defined development needs and objectives. development needs and objectives. 15
  • 16. 3. Integrate Technical and Leadership Development In One Program Pilot Year : :Participants required to demonstrate increase in capability Pilot Year Participants required to demonstrate increase in capability in both technical and leadership* skills. in both technical and leadership* skills. **Utilizing 4D Leadership Assessments, Workshop and Monthly Coaching. Utilizing 4D Leadership Assessments, Workshop and Monthly Coaching. Key Strength: Leadership component gave participants opportunity to Key Strength: Leadership component gave participants opportunity to address all aspects of aasuccessful project, e.g. people skills. address all aspects of successful project, e.g. people skills. Key Challenge: leadership development activities were “one more Key Challenge: leadership development activities were “one more thing” added to participant’s plate. Note: Resistance decreased as value of coaching thing” added to participant’s plate. Note: Resistance decreased as value of coaching was proven. was proven. Recommendation: Integrate technical and leadership components into Recommendation: Integrate technical and leadership components into any PM and/or SE development program. any PM and/or SE development program. 16
  • 17. 4. Focus Technical Development On Increasing Participants’ Ability to Execute PM and/or SE. Pilot Year : :APEX Competency Matrices (PM and SE) Defined Specific Pilot Year APEX Competency Matrices (PM and SE) Defined Specific “Critical Tasks”* Associated with Each Competency. “Critical Tasks”* Associated with Each Competency. Key Strength: Defined critical tasks offered specific guidance on what aa Key Strength: Defined critical tasks offered specific guidance on what PM or SE is supposed to do. PM or SE is supposed to do. Key Challenges: Can only focus on 1-2 tasks* vs. all tasks, i.e. aafew trees, Key Challenges: Can only focus on 1-2 tasks* vs. all tasks, i.e. few trees, not the forest. not the forest. **Necessary But Not Sufficient Necessary But Not Sufficient Recommendation: Each center should prioritize competencies based on Recommendation: Each center should prioritize competencies based on mission, and define critical tasks for each, i.e. actionable items. mission, and define critical tasks for each, i.e. actionable items. 17
  • 18. 5. Pave A Clear Development Pathway A Map From Here To There Pilot Year : :APEX Assessment Process Defined Beginning Capability Pilot Year APEX Assessment Process Defined Beginning Capability Levels for each Critical Task. APEX Individual Development Plan Levels for each Critical Task. APEX Individual Development Plan (IDP) Defined Development Objective. . (IDP) Defined Development Objective Key Strength: Provided aamodel for observing and/or measuring actual Key Strength: Provided model for observing and/or measuring actual learning product,i.e. increased capability. learning product,i.e. increased capability. Key Challenges: Pilot year definitions of capability levels too vague, Key Challenges: Pilot year definitions of capability levels too vague, and, in some cases, unrealistic. and, in some cases, unrealistic. Recommendation: Be willing to experiment with metric to measure Recommendation: Be willing to experiment with metric to measure development. Define stepping stones (improvements) that are development. Define stepping stones (improvements) that are attainable and traced to Center and Agency priorities. attainable and traced to Center and Agency priorities. 18
  • 19. 6. Participants’ Program/Project Assignments The Most Critical Factor Promoting Actual Learning and Development Pilot Year : :Participants’ IDPs focused on “OJT” activities tied to Pilot Year Participants’ IDPs focused on “OJT” activities tied to existing project work. Where necessary, OJT assignment on external existing project work. Where necessary, OJT assignment on external project. project. Key Strength: APEX activities (IDP, mentoring, etc) tailored and Key Strength: APEX activities (IDP, mentoring, etc) tailored and applied to participants’ current project assignments and responsibilities applied to participants’ current project assignments and responsibilities increasing chances of project success. increasing chances of project success. Key Challenge: Difficult (almost impossible) to take participants outside Key Challenge: Difficult (almost impossible) to take participants outside of project to develop an expertise. of project to develop an expertise. Recommendation: Tailor program, as much as possible, to participants Recommendation: Tailor program, as much as possible, to participants current project assignments. current project assignments. 19
  • 20. 7. Mentoring is Second Most Critical Factor Influencing Actual Learning and Development. Pilot Year : :Participants matched with one-On-One Mentor and Team- Pilot Year Participants matched with one-On-One Mentor and Team- based mentoring (PMs and SEs). Mentors and participants trained in based mentoring (PMs and SEs). Mentors and participants trained in mentoring partnerships. Mentoring Agreements initiated relationship, mentoring partnerships. Mentoring Agreements initiated relationship, set direction. set direction. Key Strength: Individual mentoring focused on participant’s immediate Key Strength: Individual mentoring focused on participant’s immediate issues and executing IDP. Team mentoring helped build knowledge issues and executing IDP. Team mentoring helped build knowledge sharing network i.e. “community of practice” sharing network i.e. “community of practice” Key Challenges: Making appropriate matches (changed two mentors). Key Challenges: Making appropriate matches (changed two mentors). Mentor and protégé’s work commitments interfered with partnership. Mentor and protégé’s work commitments interfered with partnership. Recommendation: Define criteria for mentors. Provide mentor training. Recommendation: Define criteria for mentors. Provide mentor training. Involve mentors in reviews. Involve mentors in reviews. 20
  • 21. 8. A Healthy Program Has Regular Check-UpsPilot Year: Program activities included IDP reviews at 44and 88months, Pilot Year: Program activities included IDP reviews at and months,regular “House Calls” on participants and mentors and periodic brown- regular “House Calls” on participants and mentors and periodic brown-bags to discuss program issues. bags to discuss program issues.Key Strength: Activities provided opportunity to any required course Key Strength: Activities provided opportunity to any required coursecorrections/improvements to program and/or participants’ IDPs. corrections/improvements to program and/or participants’ IDPs.Activities increased sense of ownership of and commitment to program Activities increased sense of ownership of and commitment to programamong participants and mentors. among participants and mentors.Key Challenge: Multiple, and sometimes conflicting needs and Key Challenge: Multiple, and sometimes conflicting needs andapproaches to defining success, how to review progress, etc. approaches to defining success, how to review progress, etc.Recommendation: Design and schedule reviews throughout program. Recommendation: Design and schedule reviews throughout program.Clarify expectations regarding focus and scope of reviews. Involve Clarify expectations regarding focus and scope of reviews. Involveparticipants and mentors in program decision-making, including review participants and mentors in program decision-making, including reviewdesign. design. 21
  • 22. 9. Developing A Community Of Project Practitioners* is Easier Said Than Done * Vehicle for generating and sharing practical knowledge, lessons-learned and for fostering innovation. Pilot Year : :Activities designed to develop Community Of Practice, e.g. Pilot Year Activities designed to develop Community Of Practice, e.g. brown bags, 8th. Month review and team-based mentoring. brown bags, 8th. Month review and team-based mentoring. Key Strength: Participants and mentors have voice in program design Key Strength: Participants and mentors have voice in program design and implementation = increased sense of ownership and commitment. and implementation = increased sense of ownership and commitment. Spontaneous eruptions of informal get-togethers. Spontaneous eruptions of informal get-togethers. Key Challenge: Developing consensus around definition of COP, how Key Challenge: Developing consensus around definition of COP, how to develop it and apply it to Agency and Center mission. Value of COP to develop it and apply it to Agency and Center mission. Value of COP cannot be demonstrated, can only be discovered. cannot be demonstrated, can only be discovered. Recommendation: Define clear objectives for COP and trace objectives Recommendation: Define clear objectives for COP and trace objectives to mission. Try aalot of different things! to mission. Try lot of different things! 22
  • 23. 10. First Build A Prototype, Then A Program Pilot Year : :APEX Pilot year defined as “experiment”, aaprototype to Pilot Year APEX Pilot year defined as “experiment”, prototype to test and discover best methods for implementing learning and test and discover best methods for implementing learning and development activities resulting in measurable improvements. development activities resulting in measurable improvements. Key Strength: Actual experience and practice leads to improved, Key Strength: Actual experience and practice leads to improved, relevant and effective design and execution. Everyone is involved in the relevant and effective design and execution. Everyone is involved in the process of improvement, especially users. process of improvement, especially users. Key Challenges: Last 99things mentioned --plus 100 others! Key Challenges: Last things mentioned plus 100 others! Recommendation: Define Pilot year as prototype, test and improve Recommendation: Define Pilot year as prototype, test and improve design in real-time as you proceed (don’t wait until pilot year is over). design in real-time as you proceed (don’t wait until pilot year is over). Use participants and mentors experience, not theories, as guide for Use participants and mentors experience, not theories, as guide for ongoing improvements. ongoing improvements. 23
  • 24. Where We Go From Here Graduate our first class Continue to support APEXers as the core of our growing community of practice – Continued access to assessment tool and mentors, assist in selection of new APEXers and become their mentors, host knowledge sharing sessions Capture final lessons from participants, mentors, Development Council, management staff, other stakeholders Prioritize and make improvements to selected program elements – Include participants and mentors in design improvements Plan for the next APEX class Continue to share our experiences and make available our products and tools to APPEL and other Centers 24