The document discusses project management at NASA. It provides definitions of projects and project management, and traces the evolution of project management from ancient times to the present. It also discusses frameworks for classifying projects based on their complexity, novelty, and pace. Specifically, it introduces the NCTP model for distinguishing project types and analyzing which project management approach is optimal. It analyzes examples like the Denver airport and space shuttle projects using this framework. Finally, it considers some limitations of current project management approaches.

1. NASA
Project Challenge Conference:
Knowledge Sharing
Dr. Jerry Mulenburg, PMP
February 6-7 2007

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. NASA
Project Cost Overruns
Percent Project Overrun
Percent of Project Funds Spent on Planning
NASA Project Challenge Conference - 2007 Dr. Jerry Mulenburg

4. What is a Project?
Webster : project; something that is contemplated, devised, or planned
PMI 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. What is Project Management?
Webster manage: to bring about, or succeed in accomplishing,
sometimes despite difficulty or hardship
PMI PMBOK - The application of knowledge, skills, tools, and
techniques to project activities to meet project requirements.
NASA 7120.5C - Formulation, Approval, Implementation, Evaluation
PRINCE 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. 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. 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. Project Management
Profession?
Discipline?
Practice?
Do we need to “reinvent”
Project Management?
NASA Project Challenge Conference - 2007 Dr. Jerry Mulenburg

9. TRIPLE CONSTRAINT
CO
ST
E
M
TI
SCOPE
QUALITY
NASA Project Challenge Conference - 2007 Dr. Jerry Mulenburg

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. The Project Framework:
Distinguishing by Project Type
(Aaron Shenhar, Stevens Institute of Technology)
Complexity
NCTP Model
Array
Example
System Project
Novelty 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. Denver Airport
Complexity
Array
System
Assembly
Breakthrough Platform Derivative Technology
Low Medium High Super-
Novelty Tech High
Tech Tech
Regular Tech
Fast/Competitive
Actual style Time-Critical
Required style
Pace
NASA Project Challenge Conference - 2007 Dr. Jerry Mulenburg

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
Blitz
Actual style
Required style
NASA Project Challenge Conference - 2007 Dr. Jerry Mulenburg

14. AFT Transitions
Forward 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. Limitations of Project Management Today
What should a theory of Project Management be based on?
NASA Project Challenge Conference - 2007 Dr. Jerry Mulenburg

16. Some thoughts about a
Theory 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. C
Can we Bridge the Theory Gap?
NASA Project Challenge Conference - 2007 Dr. Jerry Mulenburg

18. General System’s Theory
(Ludwig von Bertalanffy)
A Framework for
Project Management
NASA Project Challenge Conference - 2007 Dr. Jerry Mulenburg

19. Two key aspects of Project Management
Projects are complex, and ever changing
Humans are complex, and variable
Two key aspects of the Systems approach
Descriptive:
Focus is on an integrated approach to project definition
Integration 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 entity
Prescriptive:
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. Applying Systems Theory to Project Management
NASA Project Challenge Conference - 2007 Dr. Jerry Mulenburg

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. Continuing the Quest
NASA Project Challenge Conference - 2007 Dr. Jerry Mulenburg

23. Back to the Future
NASA Project Challenge Conference - 2007 Dr. Jerry Mulenburg