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- 1. Some Thoughts on “Maturing Project Management at a Na6onal R&D Laboratory” Keith Motyl, Ph.D., CQE, PMP Keith Motyl, Ph.D., CQE, PMP Maturing Project Mgmt at a Nat’l R&D Lab 1
- 2. Today’s Presenta6on • Assump6ons, Defini6ons, Technical Basis • PMSO Customer Profile – R&D, WFO, TPA • Project Management (PM) Maturity Model • Maturing Project Management – An Approach • Features: People, Processes, Values, Tools, Templates, Collabora6on, Prac6ce • Sustaining Innova6on in PM Environment Keith Motyl, Ph.D., CQE, PMP Maturing Project Mgmt at a Nat’l R&D Lab 2
- 3. Basis & Assump6ons • Maturing suggests growing, standardizing, cul6va6ng, and con6nuously improving • PM for WFO/TPA/R&D projects differs from CAPEX, conven6onal PM – exploratory and experimental focus • Variable maturity of current Lab PM processes • DOE Order 413; Tailored approach; not “one size fits all” • Recommend plan for maturing using industry-‐ standard tools and techniques (e.g., PMI) Keith Motyl, Ph.D., CQE, PMP Maturing Project Mgmt at a Nat’l R&D Lab 3
- 4. Basis & Assump6ons • Include maturing of both Project and mul6-‐ Project (Porbolio) Management • Include a ‘mentoring and support’ role • Collabora6ve (win-‐win) approach and not Dilber6an dystopia Keith Motyl, Ph.D., CQE, PMP Maturing Project Mgmt at a Nat’l R&D Lab 4
- 5. Search PMI for “Maturing PM” Keith Motyl, Ph.D., CQE, PMP Maturing Project Mgmt at a Nat’l R&D Lab 5 N.b., Yields 21,000+ results and 2000+ results for PMI.org alone.
- 6. PM Maturity Model -‐ Levels – Source: projectsmart.co.uk/project-‐management-‐maturity-‐model.php Keith Motyl, Ph.D., CQE, PMP Maturing Project Mgmt at a Nat’l R&D Lab 6
- 7. PM Office Maturity Cube Keith Motyl, Ph.D., CQE, PMP Maturing Project Mgmt at a Nat’l R&D Lab 7 – A. Pinto et al., “The PMO Maturity Cube: A PMO Maturity Model,” PMI Research and Educ. Congress 2010
- 8. Evalua6ng PM Maturity Keith Motyl, Ph.D., CQE, PMP Maturing Project Mgmt at a Nat’l R&D Lab 8 By KNOWLEDGE AREAS (10) and/or by PROCESSES: Ini6ate, Plan, Execute, Monitor & Control, Closure – Source: pmsolu6ons.com/images/uploads/PMMM_Graphic_2013.jpg
- 9. Current PM Prac6ces • Periodic status reviews • Conduc6ng regular evalua6ons of projects • Developing Lab-‐wide policies, procedures and tools • Focus on high-‐risk, high-‐impact projects • Process and system improvements being developed and implemented – Inferred from the Job Descrip6on for PMSO PM M&S Lead Keith Motyl, Ph.D., CQE, PMP Maturing Project Mgmt at a Nat’l R&D Lab 9
- 10. Lab Projects Environment • Innova6on – Renewables, Energy Efficiency • R&D projects – Experimental plans, evolving technology, prototypes, knowledge work • WFOs, TPAs, collabora6ons • Working with Senior Management to Priori6ze • Uncertainty and Risk Management • EV, CV, and SV metrics • Projects Porbolio Management • Safety and Compliance Keith Motyl, Ph.D., CQE, PMP Maturing Project Mgmt at a Nat’l R&D Lab 10
- 11. Summary Approach to Maturing PM • DMAIC: What’s working; what’s not – “gaps” • Flexible matura6on plan • Facilita6on: PMI tools & techniques • Training on elements of PMI Methodology • Aim for early successes, buy-‐in • Demonstrate effec6veness, value • Changing, evolving toolkit to meet challenges Keith Motyl, Ph.D., CQE, PMP Maturing Project Mgmt at a Nat’l R&D Lab 11
- 12. Elements of PM Maturity Method – A. Ganatra, “Maturing Project Management with the Use of Methodology,” PMI Virtual Library, 2011 Keith Motyl, Ph.D., CQE, PMP Maturing Project Mgmt at a Nat’l R&D Lab 12 • Tools • Structures/Roles • Procedures • Organiza6onal Standards • Collabora6ve Channels • Templates & Checklists
- 13. Examples – Maturing PM Prac6ces • Safety, Hazard Analysis tools; FMEA templates • Managing IP and patentable informa6on • Understanding Contracts, Agreements • Sot Skills: Tools for Conflict Mgmt, Team Bldg • PM tools (XLS, DOC) for execu6ng – monitoring & controlling – progress, cost, and quality mgmt • Quick starts; PM tools, 6ps & tricks Keith Motyl, Ph.D., CQE, PMP Maturing Project Mgmt at a Nat’l R&D Lab 13 One-‐Stop Shop
- 14. Collabora6ng to Mature PM Prac6ces • Inves6gators and PMs may be innova6on experts, but business and sot skills? • Individualized mentoring and support • PM Help Forum for recurring PM issues affec6ng Lab Inves6gators and PMs • Lab PM Discussion Board (online) to elicit PM problems and solicit feedback • PM Roundtables for exchange of best prac6ces • Inter-‐Laboratory exchange of Best Prac6ces Keith Motyl, Ph.D., CQE, PMP Maturing Project Mgmt at a Nat’l R&D Lab 14
- 15. Ins6lling PM Prac6ces, Culture • Strategic planning tools and techniques • Online training and exchanges to ‘sharpen the saw’ (Covey) • Online ‘How-‐To’ resources tailored to the PMI Process and Knowledge Areas • Resource (people, facili6es, equipment) planning tools for innova6ve projects Keith Motyl, Ph.D., CQE, PMP Maturing Project Mgmt at a Nat’l R&D Lab 15
- 16. Summary: Maturing PM at the Lab • Turning technology tools and prac6ces into PM values • Standardizing, cascading methodology through training and mentoring • Conver6ng PM Prac6ces & Processes -‐> Values, then into a PM Culture • Leadership support, par6cipa6on • Con6nuous improvement Keith Motyl, Ph.D., CQE, PMP Maturing Project Mgmt at a Nat’l R&D Lab 16
- 17. Managing Innova6on Projects • Establish R&D objec6ves and protocols • Managing experimental plan, direc6on • Stakeholder planning and management • Managing Project Risks* • Developing, managing agile 6melines • Managing the Project Budget* • Managing the Project Progress • Maintaining Innova6ve Environment* – R. Henderson, “Research Project Management – Key Concepts,” white paper (2010) Keith Motyl, Ph.D., CQE, PMP Maturing Project Mgmt at a Nat’l R&D Lab 17
- 18. Exemplary R&D Project Risks • One of the research team departs mid project • Key facili6es become unavailable, equipment failure • Electronic data loss or collec6on of poor quality data • Compe6tor publishes work very similar to yours. Another is first to submit patent app. Risk Ranking; Mi7ga7on Plan for high P*C risks – R. Henderson, “Research Project Management – Key Concepts,” white paper (2010) Keith Motyl, Ph.D., CQE, PMP Maturing Project Mgmt at a Nat’l R&D Lab 18
- 19. Managing the Project Budget • Open internal communica6on and review of progress on experimental plan (EP) • Review evolving EP results; recalibrate team • Regular external project and progress reviews • Regular review of risk and mi6ga6on plans • Diligent monitoring/controlling of spending • Budgets mazer – Reali6es of funding • Mi6ga6ng measures/correc6ve ac6on Keith Motyl, Ph.D., CQE, PMP Maturing Project Mgmt at a Nat’l R&D Lab 19
- 20. Maintaining Innova6ve Environment • Innova6ve environment oten requires tailored PM processes – explora6on vs. exploita6on • Early innova6on depends on Key People, Resources, not established processes • Key Innova6on ac6vi6es: interac6on, coordina6on, communica6on, and decision making • Benchmarking similar innova6ve ventures for BMPs Keith Motyl, Ph.D., CQE, PMP Maturing Project Mgmt at a Nat’l R&D Lab 20 – C. M. Christensen and M. E. Raynor, “The Innovator’s Solu6on,” ch.7
- 21. Maintaining Innova6on Environment • Sustaining capability to innovate easier when converted into Processes and Values, eventually, becoming Culture • Incumbent leaders successful in sustaining technology, but lose bazle for disrup6ve innova6on • Focus on market research, financial projec6ons, planning & budge6ng – experience with ‘strategic planning’ process – C. M. Christensen and M. E. Raynor, “The Innovator’s Solu6on,” ch.7 Keith Motyl, Ph.D., CQE, PMP Maturing Project Mgmt at a Nat’l R&D Lab 21
- 22. Mul6-‐Project Porbolio? How to maintain an innova6ve environment mul6-‐project (Porbolio) environment? • Most common scenario • Mul6-‐team environment (compe66on?) • Resource and funding limita6ons • Alignment with corporate (strategic) goals • Maximize “bang for the buck” • Write the marke6ng brochure first? – M. Tren6m, “Secrets to Managing an Innova6on Porbolio,” Voices on Project Mgmt, August, 2013 Keith Motyl, Ph.D., CQE, PMP Maturing Project Mgmt at a Nat’l R&D Lab 22
- 23. Innova6on Porbolio Sustainability: steady innova6on flux or a constant pipeline of new ideas. Balancing short-‐ and long-‐ term benefits and costs of the following: • Incremental innova6on: Developing new products, processes or services (improvement) • Basis innova6on: Researching low-‐maturity technology (sustaining) • Radical innova6on: Suppor6ng efforts to create breakthrough innova6on (disrup6ve) – M. Tren6m, “Secrets to Managing an Innova6on Porbolio,” Voices on Project Mgmt, August, 2013 Keith Motyl, Ph.D., CQE, PMP Maturing Project Mgmt at a Nat’l R&D Lab 23
- 24. Innova6on Porbolio Enterprise-‐wide scale for grading each project's poten6al to generate innova6on: • High: There are many poten6al ways and areas to apply this innova6on • Medium: There is a specific use for this innova6on; we are somewhat sure about market demand • Low: We are not sure how it will work – M. Tren6m, “Secrets to Managing an Innova6on Porbolio,” Voices on Project Mgmt, August, 2013 Keith Motyl, Ph.D., CQE, PMP Maturing Project Mgmt at a Nat’l R&D Lab 24
- 25. Innova6on Porbolio Selec6on consistent with a long-‐term "technology roadmap” -‐ different selec6on and priori6za6on criteria • Strategic alignment • Poten6al to generate innova6on • Level of risk • Technological maturity • Use of resources • Degree of complexity • Level of interdependence with other projects – M. Tren6m, “Secrets to Managing an Innova6on Porbolio,” PMI Voices on Project Mgmt, August, 2013 Keith Motyl, Ph.D., CQE, PMP Maturing Project Mgmt at a Nat’l R&D Lab 25
- 26. Porbolio Management Porbolio steering decisions consider: • resource availability • impact on projects • systems integrity implica6ons • strategic alignment of decisions, and • priori6es against other alterna6ves Keith Motyl, Ph.D., CQE, PMP Maturing Project Mgmt at a Nat’l R&D Lab 26 – M. Tren6m, “Secrets to Managing an Innova6on Porbolio,” Voices on Project Mgmt, August, 2013
- 27. PM Tools for Porbolios Mechanisms commonly observed when projects are managed in dynamic environments: • Environment manipula6on: Making dynamic sta6c • Emergent planning approaches • Scope control • Controlled experimenta6on – Probing the future Keith Motyl, Ph.D., CQE, PMP Maturing Project Mgmt at a Nat’l R&D Lab 27 – Y. Pe6t and B. Hobbs., “Project Porbolios in Dynamic Environments,” PMI Book Services 2012, p.198
- 28. PM Tools for Porbolios (cont’d) Mechanisms commonly observed when projects are managed in dynamic environments: • Lifecycle strategies • Management coordina6on and control • Sot approaches (Leadership styles, communica6on) • Planned flexibility: Flexibility in product and process • Boundary-‐spanning ac6vi6es Keith Motyl, Ph.D., CQE, PMP Maturing Project Mgmt at a Nat’l R&D Lab 28 – Y. Pe6t and B. Hobbs., “Project Porbolios in Dynamic Environments,” PMI Book Services 2012, p.198
- 29. Porbolio Funnel – R M Wideman, “A Management Framework for Project, Program and Porbolio Integra6on ,” 2004, p.169 Keith Motyl, Ph.D., CQE, PMP Maturing Project Mgmt at a Nat’l R&D Lab 29
- 30. Ques6ons Keith Motyl, Ph.D., CQE, PMP Maturing Project Mgmt at a Nat’l R&D Lab 30
- 31. End of Presenta6on Thank you! Keith Motyl, Ph.D., CQE, PMP Maturing Project Mgmt at a Nat’l R&D Lab 31
- 32. Speaker’s Assignments Chemist – Process Engineer – Quality Engineer – Inventor Environmental Engineer – Engineering Manager Opera6ons Manager – Facility Manager Compliance Manager Lean/Six Sigma Process Improver Business Development Manager – B2B Sales Manager Product Manager – Compliance Assurance Performance Analyst Construc6on Project Manager Book & eBook Publisher & Promoter Keith Motyl, Ph.D., CQE, PMP Maturing Project Mgmt at a Nat’l R&D Lab 32
- 33. Short Speaker Bio • Academic research: models for catalysis, molten salt electrochemistry, semiconductor chemical vapor deposi6on, chemical synthesis, inorganic laboratory, teaching • DOE research: surface analysis using electron spectroscopy, invented SCF CO2 cleaning, high-‐temp electrochem recovery and reprocessing of ac6nide metals, product quality analysis • Environmental projects: emergency water treatment, mobile spill treatment, water quality monitoring, earthen dam upgrades, ac6nide source iden6fica6on, soil washing treatment study, ac6nide migra6on study, pollutant control, PM/group leader Keith Motyl, Ph.D., CQE, PMP Maturing Project Mgmt at a Nat’l R&D Lab 33