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NASAProject Challenge Conference:     Knowledge Sharing    Dr. Jerry Mulenburg, PMP        February 6-7 2007
PROJECT MANAGEMENT AT THE CROSSROADS      Some Considerations for the Future                                              ...
NASA                                                      Project Cost OverrunsPercent Project Overrun                    ...
What is a Project?Webster :      project; something that is contemplated, devised, or plannedPMI PMBOK      - A temporary ...
What is Project Management?Webster        manage: to bring about, or succeed in accomplishing,               sometimes des...
THE EVOLUTION OF PROJECT MANAGEMENT  ANCIENT TIMES – The birth of project management        7 Wonders of the World, Stone ...
THE PROGRESSION OF PROJECT MANAGEMENT      ANCIENT TIMES – Ad Hoc, professional, isolated      HISTORIC TIMES – Early 1900...
Project Management                     Profession?                     Discipline?                     Practice?   Do we n...
TRIPLE CONSTRAINT                                          CO                                            ST            E  ...
Impact of Project Type on                Project Management                   (Aaron Shenhar, Stevens Institute of Technol...
The Project Framework:              Distinguishing by Project Type                        (Aaron Shenhar, Stevens Institut...
Denver Airport                                            Complexity                                                      ...
The NCTP Space Shuttle Analysis                  (Aaron Shenhar, Stevens Institute of Technology)                         ...
AFT TransitionsForward Transitions   Mid Transitions                               Manipulator                 Sensors (IS...
Limitations of Project Management TodayWhat should a theory of Project Management be based on?                NASA Project...
Some thoughts about aTheory of Project Management    What is a theory?    How do you develop a theory?    How do you apply...
CCan we Bridge the Theory Gap?       NASA Project Challenge Conference - 2007   Dr. Jerry Mulenburg
General System’s Theory     (Ludwig von Bertalanffy) A Framework forProject Management                      NASA Project C...
Two key aspects of Project Management         Projects are complex, and ever changing         Humans are complex, and vari...
Applying Systems Theory to Project Management             NASA Project Challenge Conference - 2007   Dr. Jerry Mulenburg
Systems Dynamics Project Management Rework Cycle           Resources - Productivity - Quality                     Progress...
Continuing the QuestNASA Project Challenge Conference - 2007   Dr. Jerry Mulenburg
Back to the Future               NASA Project Challenge Conference - 2007   Dr. Jerry Mulenburg
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Mulenburg jerry

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Transcript of "Mulenburg jerry"

  1. 1. NASAProject Challenge Conference: Knowledge Sharing Dr. Jerry Mulenburg, PMP February 6-7 2007
  2. 2. PROJECT MANAGEMENT AT THE CROSSROADS Some Considerations for the Future The ra c tice ory P NASA Project Challenge Conference - 2007 Dr. Jerry Mulenburg
  3. 3. NASA Project Cost OverrunsPercent Project Overrun Percent of Project Funds Spent on Planning NASA Project Challenge Conference - 2007 Dr. Jerry Mulenburg
  4. 4. What is a Project?Webster : project; something that is contemplated, devised, or plannedPMI PMBOK - A temporary endeavor undertaken to create a unique product, service, or result.NASA 7120.5C - A specific investment identified in a Program Plan having defined goals, objectives, requirements, life-cycle cost, a beginning, and an end.PRINCE 2 - A project defines what we do, (whenever we want to do something, go somewhere, build something) NASA Project Challenge Conference - 2007 Dr. Jerry Mulenburg
  5. 5. What is Project Management?Webster manage: to bring about, or succeed in accomplishing, sometimes despite difficulty or hardshipPMI PMBOK - The application of knowledge, skills, tools, and techniques to project activities to meet project requirements.NASA 7120.5C - Formulation, Approval, Implementation, EvaluationPRINCE 2 - Project management is working out the best way to do a project; a logical, organised way, following defined steps. NASA Project Challenge Conference - 2007 Dr. Jerry Mulenburg
  6. 6. THE EVOLUTION OF PROJECT MANAGEMENT ANCIENT TIMES – The birth of project management 7 Wonders of the World, Stone Henge, Great Wall of China, etc. HISTORIC TIMES Transcontinental Railroad, Suez Canal, Trans-Atlantic Cable, etc. MODERN TIMES Manhattan Project, Marshall Plan, Apollo, Space Lab, etc. CURRENT TIMES MIR, Shuttle, ISS, Mars Rovers, Hubble, Gravity Probe B, etc. FUTURE TIME Humans back to the Moon, on to Mars, non-Fossil Fuel Transportation, Space Elevators, etc. NASA Project Challenge Conference - 2007 Dr. Jerry Mulenburg
  7. 7. THE PROGRESSION OF PROJECT MANAGEMENT ANCIENT TIMES – Ad Hoc, professional, isolated HISTORIC TIMES – Early 1900s, practice development Taylor’s Scientific Management (one-best-way), Gilbreths, Gantt, Fayol,... MODERN TIMES – Mid 1900s, discipline development Cold War projects, PERT-Polaris, Hawthorne Experiments, NASA, Herzberg, Maslow, Drucker,... CURRENT TIMES – Late 1900’s, professional development Project Management Software, Project Management Institute, NASA, PRINCE 2, Agile, Extreme, SCRUM, etc. FUTURE TIME – 2000s to ...??????? Is Project Management, as we know it, obsolete? NASA Project Challenge Conference - 2007 Dr. Jerry Mulenburg
  8. 8. Project Management Profession? Discipline? Practice? Do we need to “reinvent” Project Management? NASA Project Challenge Conference - 2007 Dr. Jerry Mulenburg
  9. 9. TRIPLE CONSTRAINT CO ST E M TI SCOPE QUALITY NASA Project Challenge Conference - 2007 Dr. Jerry Mulenburg
  10. 10. Impact of Project Type on Project Management (Aaron Shenhar, Stevens Institute of Technology)NCTP Model Increased Increased Formality System engineering. Complexity System integration Design and development. Later design freeze Novelty Less market data. Technology Later requirements freeze Increased Pace Autonomy Dr. Jerry Mulenburg NASA Project Challenge Conference - 2007
  11. 11. The Project Framework: Distinguishing by Project Type (Aaron Shenhar, Stevens Institute of Technology) Complexity NCTP Model Array Example System ProjectNovelty Technology Assembly Breakthrough Platform Derivative Low- Medium- High- Super Regular Tech Tech Tech High- Tech Fast/Competitive Time-Critical Blitz Pace Dr. Jerry Mulenburg NASA Project Challenge Conference - 2007
  12. 12. Denver Airport Complexity Array System Assembly Breakthrough Platform Derivative Technology Low Medium High Super- Novelty Tech High Tech Tech Regular Tech Fast/CompetitiveActual style Time-CriticalRequired style Pace NASA Project Challenge Conference - 2007 Dr. Jerry Mulenburg
  13. 13. The NCTP Space Shuttle Analysis (Aaron Shenhar, Stevens Institute of Technology) Complexity Array System Platform Assembly Technology Breakthrough Derivative Low Tech High Super- Tech High Medium Tech Novelty Regular Tech Fast/Competitive Time-Critical Pace BlitzActual styleRequired style NASA Project Challenge Conference - 2007 Dr. Jerry Mulenburg
  14. 14. AFT TransitionsForward Transitions Mid Transitions Manipulator Sensors (ISIS) Positioning Mechanism (MPM) Existing Arm Complexity Integrated Boom OBSS Technology Technology Novelty Optimal Style Observed Style Pace Obiter Boom Sensor System NASA Project Challenge Conference - 2007 Dr. Jerry Mulenburg
  15. 15. Limitations of Project Management TodayWhat should a theory of Project Management be based on? NASA Project Challenge Conference - 2007 Dr. Jerry Mulenburg
  16. 16. Some thoughts about aTheory of Project Management What is a theory? How do you develop a theory? How do you apply theory to Project Management? NASA Project Challenge Conference - 2007 Dr. Jerry Mulenburg
  17. 17. CCan we Bridge the Theory Gap? NASA Project Challenge Conference - 2007 Dr. Jerry Mulenburg
  18. 18. General System’s Theory (Ludwig von Bertalanffy) A Framework forProject Management NASA Project Challenge Conference - 2007 Dr. Jerry Mulenburg
  19. 19. Two key aspects of Project Management Projects are complex, and ever changing Humans are complex, and variableTwo key aspects of the Systems approachDescriptive:Focus is on an integrated approach to project definitionIntegration is achieved through defining a hierarchy of objectives of the parts, as they interface with one another, and their contributions to the objectives of the entire entityPrescriptive:Focus is on the design and definition of system objectives, mix of outputs, and the manner of processing including analysis, problem solving, and change that is corrective action oriented NASA Project Challenge Conference - 2007 Dr. Jerry Mulenburg
  20. 20. Applying Systems Theory to Project Management NASA Project Challenge Conference - 2007 Dr. Jerry Mulenburg
  21. 21. Systems Dynamics Project Management Rework Cycle Resources - Productivity - Quality Progress Work Work To be Really Done Done Discovered Known New Work Rework Work Needing To be Done / Redone K. Cooper Project Management Hnbk, 1998,
  22. 22. Continuing the QuestNASA Project Challenge Conference - 2007 Dr. Jerry Mulenburg
  23. 23. Back to the Future NASA Project Challenge Conference - 2007 Dr. Jerry Mulenburg
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