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Using Simulations to Train Future    Project Leaders at NASAExperience.       Lawrence Suda
Performance Simulations    • People learn by doing in a risk-free      environment    • Learners:       – are encouraged t...
Business Simulations        Project Leadership Experience        Adaptive Project Leadership        Applied Agile Project ...
Simulations Mapped to Levels                               4
Business Simulations Scope           Large-Scale Team Exercise – 24 to 35 +           hours to complete           Simulati...
ValidationVetted over 30 years with world class organizations andliterature review   –   NASA’s PM Model   –   NASA Projec...
Transitioning Into Project Leadership                    Program/Project Manager Levels          Level 1       Level 2    ...
Dimensions                                                               Program/Project Manager Levels                   ...
Major Clusters        Competency Research        Focus Groups & Individual Interviews   Personal Leadership   Team Leade...
o   n                                 A cti                             d                      in ate                     ...
Workshop Themes and Modules
Learning ObjectivesThe overall purpose of the workshop is to improve our understandingof human and project complexities an...
Typical AgendaIntroduction      PlenaryCase Diagnosis    Simulation (Teams)Case Discussion   PlenaryTheory            Plen...
NASA Project Leadership Lab     Day 1                Day 2              Day 3                Day 4              Day 5   In...
4-Day Learning Design
Short Lectures• Defensible Planning• Project Execution  – Problem Solving, Decision    Making• Team Leadership  – Performa...
Planning PhaseHear Lectures & Simulation Planning     Scheduling     Resource     Risks     Quality     BudgetingCrea...
Example Tools – Scheduling & Resourcing                                                                                   ...
Planning4-person teams (instructor shown) develop an overall strategy and approach.They develop a detailed plan that inclu...
Project Execution Phase        Hear Lectures & Simulation        Control             Problem Solving,             Decisi...
ImplementationTeams make tactical decisions on three levels as they implement their plan:Project, Task and Staff. During t...
Some Typical Disruptions         –   Resignations & Absenteeism         –   Resources pull for other projects         –   ...
Project Competition
Performance Summary             KPI          PLANNED    ACTUALFinal Cost                 693,000   875,000Completion Week ...
Simulation Debrief•   What were your results? (brief overall description)•   Did you keep your risk mitigation plan update...
Reported Learning•   Lead in ambiguous, complex environments•   Improve individual performance•   Develop team effectivene...
NASA Comparison of PM62, PM61, PM60, PM59            Participants’ Mean Ratings          5                                ...
Accreditations• PMI Global Registered Provider  Advanced PM = 21 to 35 PDU’s• American Council on Education (ACE)  Accredi...
Application•   High Potential Leadership Training•   New Employee Orientation•   Introduction of New PM Initiatives•   Kic...
Current & Future Challenges Manager Involvement - Getting Participants’ Managers to be part of the  learning process. Tr...
Thank You!       Lawrence Suda     Palatine Group, Inc.      New York City, NYLsuda@thepalatinegroup.com
Useful Links:www.seriousplayconference.comwww.seriousgamesdirectory.comwww.seriousgamesassociation.comContact:sbohle@serio...
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“Using Simulations to Train Future Project Leaders at NASA” By Lawrence Suda- Serious Play Conference 2012

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Lawrence Suda speaks about “Using Simulations to Train Future Project Leaders at NASA” at Serious Play Conference 2012
ABSTRACT:
The essential message of this presentation is about training future project managers at NASA and about project team behavior: how the simulation technology behaves, how people behave and how the simulation and people behave, and sometimes misbehave, together.
Ultimately the real test of the people on the project is not so much what they know; it’s what they do with their knowledge. Making a decision is not the same as implementing it. Knowledge, insight and project wisdom are needed to fully execute a successful project.

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  • PLANNED ACTUAL Final Cost Completion Date (Week/Date) Open Enhancements No. of Enhancements Identified No. of Enhancements Completed Labor Cost/Hour Technology Cost/Hour Overtime Costs Training Costs Utilization % Performance % Absence Rate % Communicating % No. of Resignations 1 No. of Weeks Staff Pulled Away 6-8 Performance Summary 6- © 1987-2003, Management Worlds, Inc. All rights reserved. Distributed by International Institute for Learning, Inc., under agreement with Management Worlds, Inc.
  • Transcript of "“Using Simulations to Train Future Project Leaders at NASA” By Lawrence Suda- Serious Play Conference 2012"

    1. 1. Using Simulations to Train Future Project Leaders at NASAExperience. Lawrence Suda
    2. 2. Performance Simulations • People learn by doing in a risk-free environment • Learners: – are encouraged to experiment – learners drive the experience – get realistic and individualized feedback throughout the experience – must master certain behaviors to achieve higher overall performance metrics
    3. 3. Business Simulations Project Leadership Experience Adaptive Project Leadership Applied Agile Project Management Global Project Leadership Portfolio & Program Leadership Business Acumen Virtual Project Leadership Change Leadership Operations Management Strategic Business Management Supply Chain Management
    4. 4. Simulations Mapped to Levels 4
    5. 5. Business Simulations Scope Large-Scale Team Exercise – 24 to 35 + hours to complete Simulation Integrated into Learning Design – Mixed Methodologies Open-ended, Multi-layered, Multi- dimensional Systems and Detailed Levels of Complexity Instructor Facilitated but Learner Driven Classroom or Virtual or Both Teams Are Not Competing
    6. 6. ValidationVetted over 30 years with world class organizations andliterature review – NASA’s PM Model – NASA Project Mirror: Assessment & Development Center – GE Project Leader Research & Model – Nortel Networks PM Model – MITRE – Royal Bank of Canada – Department of Energy – Merck Leadership Model – Management Research Group Leadership Model – NASA Team Study & Assessment – NASA Leadership Model – US Navy Project Execution Study – PMI Career Development Framework – Alcatel-Lucent – Hewlett-Packard
    7. 7. Transitioning Into Project Leadership Program/Project Manager Levels Level 1 Level 2 Level 3 Level 4 High Technical Discipline Actions Program/Project Management Actions Low
    8. 8. Dimensions Program/Project Manager Levels Level 1 Level 2 Level 3 Level 4 High• Technical --- Leadership Technical Discipline Actions• Technical --- Abstract• Productive --- Practical Program/Project Management Actions• Narrow --- Broad Low• Task Orientation --- World View• Defined Goals --- Moving Goals• Discipline Specific --- Multidisciplinary
    9. 9. Major Clusters Competency Research Focus Groups & Individual Interviews Personal Leadership Team Leadership NASA Agency Acumen Communication Effectiveness Strategic Perspective and Thinking Project Management Skills and Knowledge
    10. 10. o n A cti d in ate lic ub tion ord P c e Co e fl R eam ing T n L ear t oin ingJ n in g n e anPla d M Team Learning are Sh
    11. 11. Workshop Themes and Modules
    12. 12. Learning ObjectivesThe overall purpose of the workshop is to improve our understandingof human and project complexities and to develop effectiveapproaches to leading complex projects. More specifically we want todevelop skills in: • Improving project team performance • Leading in complex environments • Developing adaptive leadership skills • Developing defensible, flexible, adaptive plans • Using information to make better decisions • Identifying and managing project tradeoffs • Understanding unintended consequences of decisions • Recognizing when to focus on technical versus adaptive problems •Learning from successes and failures
    13. 13. Typical AgendaIntroduction PlenaryCase Diagnosis Simulation (Teams)Case Discussion PlenaryTheory PlenaryPlanning Simulation TeamsExecution Simulation TeamsDebrief PlenaryApplication Plenary
    14. 14. NASA Project Leadership Lab Day 1 Day 2 Day 3 Day 4 Day 5 Introduction Film Film Project Review Film Scheduling Personal Styles Team Work &Leadership Context Knowledge Transfer After Action Setting Reviews 360 Feedback Team Styles Simulation Feedback To Team leadership Teams Resource Planning Presentation Simulation Mind Mapping Reflections Simulation Simulation Action Planning Lunch Lunch Lunch Lunch Lunch Introduction to Risk Management Project Executionproject simulation Definition Simulation Scheduling Simulation Quality & Budget Management Simulation Simulation Complete Simulation Simulation Film
    15. 15. 4-Day Learning Design
    16. 16. Short Lectures• Defensible Planning• Project Execution – Problem Solving, Decision Making• Team Leadership – Performance, Motivation, Start- up & Maintenance• Adaptive Leadership
    17. 17. Planning PhaseHear Lectures & Simulation Planning  Scheduling  Resource  Risks  Quality  BudgetingCreate & Defend Plan
    18. 18. Example Tools – Scheduling & Resourcing                    Time (week number)  CR       CR       CR       CR       CR       CR              TR                                                     15- 1- 8- 15- 22- 15- 1- 8- 15-    1-Jan 8-Jan Jan 22-Jan 1-Feb 8-Feb 15-Feb 22-Feb Mar Mar Mar Mar 1-Apr 8-Apr Apr 22-Apr May May May 22-May 1-Jun 8-Jun 15-Jun 22-Jun 1-Jul 8-Jul  #  H Staff Quality TTask ID ppl SD W PR CC W IM C TE     1   2     3   4 5 6 7   8 9   10         11   12   13   14 15   16   17 18   19   20 21   22 23   24   25   26           In the workshop participants develop plans 1 2 X   X     X     2 2 2                                               3 2     X     X           2 2 2                                         6 2         X X                2 2 2 2 2                               7 8 9 1 2 3 X   X       X   X         X     X     X                                            1     1       1   X 1   X 1 X 1 3 X X 3 X X 3   X X   X X     X     X     X                                           using both computer and 16 19 20 2 2 3   X X             X X X   X X X   X X                                                                                              2     2     2   2 2   2 2   X 3   X 3     X   3                     manual tools 21 2         X X X                                              2 2                                                                             2 1   X   X               1 1 1 X X X                                   4 1       X                     1 1 X X X                               5 2   X                         2 2 X X X                               10 2/V   X   X X                       2 2 2 2 2 X X X                     11 2/V   X   X X                       2 2 2 2 2 X X X                     12 2/V   X     X                   2 2 X X X X X X X X                     13 2       X     X                   2 2 2 X X X X X X X                 14 2   X                                       2 2 X X X                 15 2   X   X     X                                 2 X X X                                                                                       17 4     X       X                               4 4 4 X X               18 2     X       X                               2 2 2 X X                                                                                     Total staff                   2 2 2 3 3 3 8 8 9 9 9 8 7 5 10 10 10 4 4 3 3 3 2 2     H T TE    SD W PR CC W IM C Note                                                    Senna   7 7 9 6 5 6 9   1 1 1 3 3 3                                        Mayes   4 4 8 0 8 6 6   1 1 1 3 3 3                                        Franz   2 3 7 4 8 0 4   CC CC HW 2 2 2                                        Banks   3 7 4 3 4 1 4                                                      Dance   7 4 8 3 7 7 8                                                      Bilko   6 5 7 3 6 0 6                                                      Inc                                                                      Bovis                                                                      Brown                                                                      Samin                                                                      Unter                                                                      Ltd                                                                      Burns   6 5 6 0 7 0 6                                                      Candy   9 6 9 5 10 8 9                                                      Mindy   10 9 3 9 3 0 7                                                       18
    19. 19. Planning4-person teams (instructor shown) develop an overall strategy and approach.They develop a detailed plan that includes: project priorities, critical pathschedule, workload leveling, human resources plan, training, riskmanagement, quality, budgeting. They must defend their strategy and plans. 19
    20. 20. Project Execution Phase Hear Lectures & Simulation Control  Problem Solving,  Decision Making  Decision Trade-offs  Re-planning  Control Cycle  Control Tools
    21. 21. ImplementationTeams make tactical decisions on three levels as they implement their plan:Project, Task and Staff. During the exercise, they must actively manage theproject as conditions change as a result of their decisions and unknown eventsthat create more issues and problems. Note: Instructor can introduce more issuesand problems. Participants report status on a monthly basis. They have controltools to assist them as they proceed through the simulation exercise. 21
    22. 22. Some Typical Disruptions – Resignations & Absenteeism – Resources pull for other projects – Large Scope Change – Scope Creep – Customer wants more meetings – Sponsor wants project sooner – New technology doesn’t work – Team performance is low – Key staff member resigns – Budget cuts – Estimates are wrong – Poor Morale
    23. 23. Project Competition
    24. 24. Performance Summary KPI PLANNED ACTUALFinal Cost 693,000 875,000Completion Week / Date June 17 June 20Open Quality Issues 0–2 0Quality Issues Reported 30 – 40 47Quality Issues Fixed 30 – 40 47Labor Cost / Hour 64 74Technology Cost / Hour 60 75Overtime Costs 6,315 20,486Training Costs 10,000 4,000Utilization % 83 87Performance % 100 83Absence Rate % 2 1Communication % 6 4Number of Resignations 1 1Staff Pulled Away Weeks 6-8 5
    25. 25. Simulation Debrief• What were your results? (brief overall description)• Did you keep your risk mitigation plan updated?• What contributed to your successes?• What were your major simulation / project challenges?• How did you overcome any challenges?• Describe your team dynamics.• Did you capitalize on team diversity?• Did you notice movement through the team development  process? 25
    26. 26. Reported Learning• Lead in ambiguous, complex environments• Improve individual performance• Develop team effectiveness and improve team performance• Develop defensible, flexible plans• Align project work with organization’s strategy• Think strategically and conceptually• Translate strategies into concrete actions• Plan systematically and establishes objectives and priorities• Manage risk -- knows when too much risk is being taken, when the right amount is being taken, know the consequence and communicate to the team and to leadership• Learn, develop and model new team behaviors• Develop personal leadership skills• Demonstrate sensitivity and encourage innovation and creativity
    27. 27. NASA Comparison of PM62, PM61, PM60, PM59 Participants’ Mean Ratings 5 4Mean Mean 3.8 4.8Rating Rating 4.6 3.6 4.4 3.4 4.2 3.2 4 3 3.8 2.8 3.6 2.6 3.4 2.4 3.2 2.2 3 2 1 2 3 4 5 6 7 8 9 10 PM62 PM61 PM60 PM59 PM62 PM61 PM60 PM59 Questions about Instructor and Session Questions about Information Presented in Session 1. Instructor Effectiveness 6. Relevant to job 2. Discussion were effective in reinforcing learning 7. Likeliness to apply back on the job (not asked in PM59) 8. Usefulness in increasing knowledge/skill to be an effective 3. Activities were effective in reinforcing learning Project Manager (not asked in PM59) 9. Value to assist in the achievement of goals as a Project 4. Instructor stimulated thinking Manager 5. Overall rating of learning experience 10. Usefulness back on the job
    28. 28. Accreditations• PMI Global Registered Provider Advanced PM = 21 to 35 PDU’s• American Council on Education (ACE) Accredited for Graduate Credits – Stevens Institute of Technology – Drexel University – Duke CE – e-Cornell – EADA (Barcelona Spain)
    29. 29. Application• High Potential Leadership Training• New Employee Orientation• Introduction of New PM Initiatives• Kick-off or Wrap-up of Conferences• Create Project-based Organization• Culture Change• PM Certification Capstone
    30. 30. Current & Future Challenges Manager Involvement - Getting Participants’ Managers to be part of the learning process. Training Time Compression - Pressures to reduce training time and time away from work. Work Pressures on Participants – Work while at training Travel Funds – Budgets are reduced. Budget Pressures – Develop funds for new work reduced. Training Outsourced to One or Few Vendors. Measuring Effectiveness – ROI. Technology Challenges & Learning Design Challenges – Particularly with Large Scale Sims in Virtual Environments Changing Organization, Program, Project Dynamics – e.g. Agile PM
    31. 31. Thank You! Lawrence Suda Palatine Group, Inc. New York City, NYLsuda@thepalatinegroup.com
    32. 32. Useful Links:www.seriousplayconference.comwww.seriousgamesdirectory.comwww.seriousgamesassociation.comContact:sbohle@seriousgamesassociation.com
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