Georgi,petra

1. German Aerospace Center (DLR)
www.DLR.de • Chart 1 > Standard presentation > Jan. 2012

2. DLR
German Aerospace Center
 Research Institution
 Space Agency
 Project Management Agency
> Standard presentation > Jan. 2012www.DLR.de • Chart 2

3. Locations and employees
7,000 employees across
32 institutes and facilities at
16 sites.
Offices in Brussels,
Paris and Washington.
> Standard presentation > Jan. 2012www.DLR.de • Chart 3
 Cologne
 Oberpfaffenhofen
Braunschweig 
 Goettingen
Berlin 
 Bonn
 Neustrelitz
Weilheim 
Bremen   Trauen
Lampoldshausen 
Stuttgart 
Stade 
Augsburg 
 Hamburg
Juelich 

4. Research Areas
- Aeronautics
- Space Research and Technology
- Transport
- Energy
- Security
> Standard presentation > Jan. 2012www.DLR.de • Chart 4

5. Financing of DLR and research funding 2012
(planned)
382
270
410
175
742
1112
0
200
400
600
800
1000
1200
1400
Space Administration Project Management
Agency
Research and Operations
German ESA contributions BMWi /BMVBS Institutional funding R&D
National Space Program incl. management Third-party funding R&D
Project Management Agency in DLR incl. management Aeronautics Project Management Agency incl. management
All values in € million
without settlement of cross-financing
> Standard presentation > Jan. 2012www.DLR.de • Chart 5

6. Project Management @ DLR – Research Instituts
- 32 institutes and facilities in 16 sites
- 2011 approx. 7,000 employees
- Yearly employee turnover of 20% (approx.1,500 employees
leaving DLR and 1,700 new employees in 2011)
- Very high need for workforce development
- More than 3,000 projects running p.a., submission of more than
1,500 proposals and offers p.a.
- More than 800 active project managers, more than 30% of projects
with middle or high complexity
- DLR workforce development for PM
- More than 20 PM courses p.a. (4 days PM compact, PM
compact @ Graduate programme, 4 days PMP preparation, 2
days Risk management, 2 days R&D contracts)
- PM Days 2011 with 60 participants on Lessons learned

7. Project Management @ DLR – PM career path
- Development of a DLR competence baseline based on IPMA ICB
v3.0 (International Project Management Association, International
Competence Baseline version 3.0)
- 46 defined competences
- technical,
- behavioural,
- PM context
- 4 competence levels
- awareness/ knowledge,
- application of PM knowledge in projects with low complexity,
- application of PM knowledge in projects with high complexity,
- application of PM knowledge in programs

8. Modell of DLR Project manager career
Leadership career
Institute Director
Head of Department
Group Leader
Project Management
career
Experte Career path
Executive Board
Senior Expert
Expert
(Project) scientists and engineers
Project Director
Senior Project Manager
Project Manager
www.DLR.de • Folie 8 > PLL Handbuch > Sabine Riek • DLR_PLL_Handbuch_v0.4 > 09.02.2012

9. www.DLR.de • Chart 9 > Vortrag > Autor • Dokumentname > Datum

10. DLR Space Research and Technology –
Communication/Navigation
Focus:
- 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 NFIRE
Future:
- Development of GALILEO II technologies
- Safety-of-life applications
- Combination of communications, navigation and earth observation
> Standard presentation > Jan. 2012www.DLR.de • Chart 10

11. Institute of Communications and Navigation
Approx. 150 employees at two
sites:
Oberpfaffenhofen
Neustrelitz
Main area of research:
- Satellite Communications
- Optical Freespace
Communications
- Aeronautical Communications
- Satellite Navigation
- Multisensor Navigation
> Standard presentation > Jan. 2012www.DLR.de • Chart 11
 Cologne
 Oberpfaffenhofen
Braunschweig 
 Goettingen
Berlin 
 Bonn
 Neustrelitz
Weilheim 
Bremen   Trauen
Lampoldshausen 
Stuttgart 
Stade 
Augsburg 
 Hamburg
Juelich 

12. Implementing a PMO and Developing PM
Expertise at a DLR Institute
Dr. F. David
Vice Director
Institute of Communications and Navigation
www.DLR.de • Chart 12 > NASA PM-Challenge > Dr. F. David > February 23, 2012

13. Initial Situation
End 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 13 > NASA PM-Challenge > Dr. F. David > February 23, 2012

14. Agenda
Status and further development
The PMO as driving force for change
Drawing on project managers´experience
Establishing Best Practices in the Institute
Raising the level of aducation in project management
PM as alternative career path
Defining role and responsibilities of Project Managers
www.DLR.de • Chart 14 > NASA PM-Challenge > Dr. F. David > February 23, 2012

15. The PMO as driving force for change
Continuous development in three domains
www.DLR.de • Chart 15 > NASA PM-Challenge > Dr. F. David > February 23, 2012
PM process
StaffSupport

16. Establishing best practices
www.DLR.de • Chart 16 > NASA PM-Challenge > Dr. F. David > February 23, 2012
PMI Standards
DLR Governance
Experience
Sponsors
Markets

17. Drawing on experience of our project managers
The 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 17 > NASA PM-Challenge > Dr. F. David > February 23, 2012

18. Methodological competences
- Generic PM processes
- DLR specific processes and interfaces
Contextual competences
- Personnel management, finance, law,
standards, …
Behavioral competences
- Leadership, motivation, communication,
creativity, openness, performance
orientation, …
Raising the level of education in PM
Training concept and PM career path
Start of Career
Orientation Phase 1
Orientation Phase 2
PM Career
PMP
www.DLR.de • Chart 18 > NASA PM-Challenge > Dr. F. David > February 23, 2012

19. Role and responsibility of Project Managers
as 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 19 > NASA PM-Challenge > Dr. F. David > February 23, 2012

20. 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 projects
Next Step
- Transition from PMO to P3O adressing
- Project Management as well as
- Portfolio Management and
- Program Management
www.DLR.de • Chart 20 > NASA PM-Challenge > Dr. F. David > February 23, 2012

21. Thank for your attention!
www.DLR.de • Chart 21 > NASA PM-Challenge > Dr. F. David > February 23, 2012