Through its flexible model of knowledge and learning services, NASA meets the development needs of practitioners, project teams, and the organization. By linking business strategy to knowledge and learning approaches, NASA provides an integrated and systematic approach to address critical skillsets for technical, leadership, and business capabilities. This approach optimizes individual competence, project team performance, and organizational learning in a way that enables NASA to meet the changing needs of its workforce.
SPEAKER BIOGRAPHY
Dr. Jon Boyle has served in several capacities in public and private sector organizations, from industrial production lines and overseas military combat units to multinational corporations, NASA flight facilities, and academia. He possesses expertise in Cognitive Neurosciences, Industrial/Organizational Psychology, Knowledge Management, Group Processes, Human Resources and Workforce Development, Business Strategy, Technology-Enabled Learning, Research and Development, and Process Improvement.
Jon currently serves as the NASA Agency Deputy Chief Knowledge Officer (InuTeq), where he contributes to the development of the overall NASA Technical Workforce through Knowledge Services. He earned a B.A. in Psychology and Biology from the University of Southern Maine; a M.Ed. from Boston University; a M.A in Industrial and Organizational Psychology from George Mason University; and a Ph.D. in Human Development from Virginia Tech, as well as participating in diverse training and certifications in technology, project management, quality-related topics, acquisition and procurement, leadership, and coaching. He currently teaches several undergraduate and graduate programs and maintains an active research and publication agenda. Jon lives in the DC Metro area with his wife Allyson, son Zachary, and twin daughters Bevin and Riley. His son Christopher recently returned from Afghanistan where he serves as a Blackhawk Crew Chief in the U.S. Army and is now stationed at Fort Belvoir, VA.
Symposium CONF 303 Support strategy in change management for the transformati...PMI-Montréal
The McGill University Health Centre (MUHC) is going through a once in a lifetime transformation to better meet its academic health centre missions. It's 2,355 billion dollar redevelopment project results in the construction and modernization of three (3) state of the art sites: The Glen Site, the Montreal General Hospital and the Lachine Hospital (The Montreal Neurological Hospital will remain at its present site until 2019 at which date will be moved to the Glen Site). The changes entailed in the transformation of the MUHC have a major impact on all its activities, staff, doctors and community. They affect processes, information systems, clinical practices and especially the people. The conference will cover strategies aimed to equip and assist managers and their teams to implement and sustain the various changes needed to perform the transformation of the MUHC while fostering the mobilization of individuals and the maintenance of the quality in its services. Furthermore, the conference will cover other corperate support for its managers and employees as well as its strategy for the training and orientation of its approximately 8,000 employees moving to the new Glen Site in Spring 2015.
Biography
Graduate from McGill University in 1984 (Industrial Relations). Has over 28 years of Human Resources experience in the public healthcare system. Has worked in every sector of Human Resources and was responsible for the Accreditation Program at the Douglas Institute for Human Resources. Responsible for negotiations of local collective agreements with unions at the McGill University Health Centre. In the past two years, Associate Director of Human Resources for the Training and Organizational Development Sector.
Symposium 2016 : Workshop 704 SYNERGY BETWEEN PROJECT MANAGEMENT AND PEOPLE C...PMI-Montréal
« Déployer et faire adopter des projets de nouvelles technologies, qui occasionnent des changements humains et culturels, sont des défis de taille!!! Pendant cette session, nous allons partager l’importance de la synergie entre les pratiques de Gestion de projets et de Gestion du changement pour optimiser le partage et la gestion des connaissances de même que la collaboration interne. Nous vous invitons à assister à notre session pour apprendre de « notre histoire et parcours », vécus à travers différentes unités d’affaires chez Bombardier, de la conception du projet en passant par le projet pilote, le retour d’expérience et le déploiement complet de l’outil de collaboration. »
BIOGRAPHIE
Mme Sapene détient un baccalauréat en Administration des affaires et une maîtrise en Système
d’intervention humaine de l’Université Concordia, un certificat en Responsabilité sociale corporative de l’Université de Toronto ainsi qu’un diplôme comme APMG CM Global Facilitateur. Durant les 25 dernières années, elle a cumulé de l’expérience en Gestion de projets et en Gestion du changement, particulièrement en analyse stratégique, en réorganisation, en processus et en déploiement de système. À titre de directrice du département de Gestion du changement – Gestion du cycle de vie du produit – Ingénierie chez Bombardier, Mme Sapene dirige une équipe à l’avant-garde de l’innovation dans un environnement d’affaires internationale, complexe et multiculturelle en perpétuel transformation. En partenariat avec Aéro Montréal, elle était aussi à la tête de la conceptualisation, du prototypage et du déploiement du programme « Passion pour l’aviation » destiné à inspirer les jeunes dans leur choix de carrière vers les sciences et les technologies. Ce programme est maintenant déployé dans plusieurs pays. En ce moment, elle est à la tête d’un projet majeur de gestion de changement en Gestion des connaissances – le déploiement de SharePoint chez Bombardier. Elle donne aussi fréquemment des conférences à des événements tant locaux qu’internationaux, incluant PMI, HEC, McGill, IT Chapter Montreal, Alia et autres. Merling enseigne la Gestion du changement au programme de Gestion de projet à l’Université McGill, et membre du conseil d’administration HPIC, sante et espoir, et IScoa.
Symposium CONF 303 Support strategy in change management for the transformati...PMI-Montréal
The McGill University Health Centre (MUHC) is going through a once in a lifetime transformation to better meet its academic health centre missions. It's 2,355 billion dollar redevelopment project results in the construction and modernization of three (3) state of the art sites: The Glen Site, the Montreal General Hospital and the Lachine Hospital (The Montreal Neurological Hospital will remain at its present site until 2019 at which date will be moved to the Glen Site). The changes entailed in the transformation of the MUHC have a major impact on all its activities, staff, doctors and community. They affect processes, information systems, clinical practices and especially the people. The conference will cover strategies aimed to equip and assist managers and their teams to implement and sustain the various changes needed to perform the transformation of the MUHC while fostering the mobilization of individuals and the maintenance of the quality in its services. Furthermore, the conference will cover other corperate support for its managers and employees as well as its strategy for the training and orientation of its approximately 8,000 employees moving to the new Glen Site in Spring 2015.
Biography
Graduate from McGill University in 1984 (Industrial Relations). Has over 28 years of Human Resources experience in the public healthcare system. Has worked in every sector of Human Resources and was responsible for the Accreditation Program at the Douglas Institute for Human Resources. Responsible for negotiations of local collective agreements with unions at the McGill University Health Centre. In the past two years, Associate Director of Human Resources for the Training and Organizational Development Sector.
Symposium 2016 : Workshop 704 SYNERGY BETWEEN PROJECT MANAGEMENT AND PEOPLE C...PMI-Montréal
« Déployer et faire adopter des projets de nouvelles technologies, qui occasionnent des changements humains et culturels, sont des défis de taille!!! Pendant cette session, nous allons partager l’importance de la synergie entre les pratiques de Gestion de projets et de Gestion du changement pour optimiser le partage et la gestion des connaissances de même que la collaboration interne. Nous vous invitons à assister à notre session pour apprendre de « notre histoire et parcours », vécus à travers différentes unités d’affaires chez Bombardier, de la conception du projet en passant par le projet pilote, le retour d’expérience et le déploiement complet de l’outil de collaboration. »
BIOGRAPHIE
Mme Sapene détient un baccalauréat en Administration des affaires et une maîtrise en Système
d’intervention humaine de l’Université Concordia, un certificat en Responsabilité sociale corporative de l’Université de Toronto ainsi qu’un diplôme comme APMG CM Global Facilitateur. Durant les 25 dernières années, elle a cumulé de l’expérience en Gestion de projets et en Gestion du changement, particulièrement en analyse stratégique, en réorganisation, en processus et en déploiement de système. À titre de directrice du département de Gestion du changement – Gestion du cycle de vie du produit – Ingénierie chez Bombardier, Mme Sapene dirige une équipe à l’avant-garde de l’innovation dans un environnement d’affaires internationale, complexe et multiculturelle en perpétuel transformation. En partenariat avec Aéro Montréal, elle était aussi à la tête de la conceptualisation, du prototypage et du déploiement du programme « Passion pour l’aviation » destiné à inspirer les jeunes dans leur choix de carrière vers les sciences et les technologies. Ce programme est maintenant déployé dans plusieurs pays. En ce moment, elle est à la tête d’un projet majeur de gestion de changement en Gestion des connaissances – le déploiement de SharePoint chez Bombardier. Elle donne aussi fréquemment des conférences à des événements tant locaux qu’internationaux, incluant PMI, HEC, McGill, IT Chapter Montreal, Alia et autres. Merling enseigne la Gestion du changement au programme de Gestion de projet à l’Université McGill, et membre du conseil d’administration HPIC, sante et espoir, et IScoa.
3 Critical Steps to Project Management Office (PMO) DevelopmentGravesSE
Implementers know that before you make final decisions, you examine the current state and optimize it whenever possible before overlaying new process or new technology. Launching a PMO is no different. This presentation covers three important steps to position and balance your organization during PMO implementation.
Social Competences as described by the ICB, the IPMA standard.
This presentation was part of a Train the Trainer preparation course for IPMA Level D instructors.
The report summarizes the results of a study on the importance of soft skills in project management. It was conducted in November and December 2012 by PM Experts. You are welcome to read!
Agile Program Management Best PracticesPete Behrens
Pete Behrens presents a critical dependency to effective program management - the organization. He evaluates three key variables of focus, communication and transparency in the organization and how the organizational structure prevents or allows these elements to emerge.
Symposium CONF 303 Support strategy in change management for the transformat...PMI-Montréal
The McGill University Health Centre (MUHC) is going through a once in a lifetime transformation to better meet its academic health centre missions. It's 2,355 billion dollar redevelopment project results in the construction and modernization of three (3) state of the art sites: The Glen Site, the Montreal General Hospital and the Lachine Hospital (The Montreal Neurological Hospital will remain at its present site until 2019 at which date will be moved to the Glen Site). The changes entailed in the transformation of the MUHC have a major impact on all its activities, staff, doctors and community. They affect processes, information systems, clinical practices and especially the people. The conference will cover strategies aimed to equip and assist managers and their teams to implement and sustain the various changes needed to perform the transformation of the MUHC while fostering the mobilization of individuals and the maintenance of the quality in its services. Furthermore, the conference will cover other corperate support for its managers and employees as well as its strategy for the training and orientation of its approximately 8,000 employees moving to the new Glen Site in Spring 2015.
Biography
Graduate from McGill University in 1984 (Industrial Relations). Has over 28 years of Human Resources experience in the public healthcare system. Has worked in every sector of Human Resources and was responsible for the Accreditation Program at the Douglas Institute for Human Resources. Responsible for negotiations of local collective agreements with unions at the McGill University Health Centre. In the past two years, Associate Director of Human Resources for the Training and Organizational Development Sector.
this group assignment emphasizes on the SELECTION OF AN ORGANIZATION & GET THEIR FEEDBACK ON HOW MUCH THEY ARE AWARE OF KNOWLEDGE MANAGEMENT (KM), THROUGH SURVEY QUESTIONNAIRE.
so the Organization That We Have Selected Is: AIESEC of Hyderabad Pakistan.
3 Critical Steps to Project Management Office (PMO) DevelopmentGravesSE
Implementers know that before you make final decisions, you examine the current state and optimize it whenever possible before overlaying new process or new technology. Launching a PMO is no different. This presentation covers three important steps to position and balance your organization during PMO implementation.
Social Competences as described by the ICB, the IPMA standard.
This presentation was part of a Train the Trainer preparation course for IPMA Level D instructors.
The report summarizes the results of a study on the importance of soft skills in project management. It was conducted in November and December 2012 by PM Experts. You are welcome to read!
Agile Program Management Best PracticesPete Behrens
Pete Behrens presents a critical dependency to effective program management - the organization. He evaluates three key variables of focus, communication and transparency in the organization and how the organizational structure prevents or allows these elements to emerge.
Symposium CONF 303 Support strategy in change management for the transformat...PMI-Montréal
The McGill University Health Centre (MUHC) is going through a once in a lifetime transformation to better meet its academic health centre missions. It's 2,355 billion dollar redevelopment project results in the construction and modernization of three (3) state of the art sites: The Glen Site, the Montreal General Hospital and the Lachine Hospital (The Montreal Neurological Hospital will remain at its present site until 2019 at which date will be moved to the Glen Site). The changes entailed in the transformation of the MUHC have a major impact on all its activities, staff, doctors and community. They affect processes, information systems, clinical practices and especially the people. The conference will cover strategies aimed to equip and assist managers and their teams to implement and sustain the various changes needed to perform the transformation of the MUHC while fostering the mobilization of individuals and the maintenance of the quality in its services. Furthermore, the conference will cover other corperate support for its managers and employees as well as its strategy for the training and orientation of its approximately 8,000 employees moving to the new Glen Site in Spring 2015.
Biography
Graduate from McGill University in 1984 (Industrial Relations). Has over 28 years of Human Resources experience in the public healthcare system. Has worked in every sector of Human Resources and was responsible for the Accreditation Program at the Douglas Institute for Human Resources. Responsible for negotiations of local collective agreements with unions at the McGill University Health Centre. In the past two years, Associate Director of Human Resources for the Training and Organizational Development Sector.
this group assignment emphasizes on the SELECTION OF AN ORGANIZATION & GET THEIR FEEDBACK ON HOW MUCH THEY ARE AWARE OF KNOWLEDGE MANAGEMENT (KM), THROUGH SURVEY QUESTIONNAIRE.
so the Organization That We Have Selected Is: AIESEC of Hyderabad Pakistan.
The impact of reorganization on staff: using the core competencies as a frame...NASIG
The Colorado State University Libraries Collections and Contracts Division reorganized in July 2012 and was renamed Acquisitions and Metadata Services. This reorganization was necessary to address the gradual attrition due to retirements and the subsequent elimination of many of these positions. In the past, expertise within a given area often resided with one individual, but after the reorganization, it became essential for staff to be cross-trained. With the rapid development of electronic collections, it also became apparent that one or two people could not handle the entire workload.
Training staff requires different approaches based on their experience and skills. There are new staff who have some related experience, but new duties are often unfamiliar. At the same time, there are staff who are transitioning from managing print serials, to assisting with electronic resources. These staff also need guidelines to attain competency with the newly required duties. Even though NASIG's Core Competencies for Electronic Resource Librarians targets professional librarians, they also provide a valuable framework for not only training new staff, but developing competencies in more experienced staff. The Core Competencies also assist electronic resource managers to take stock of their staff's current competencies, evaluate what is needed, and coach staff to acquire new skills, and therefore, continue to develop. This presentation explores how the Core Competencies were used to develop a training program for new staff as well as expanding roles of more seasoned staff.
Presenter:
Rachel Erb
Electronic Resources Management Librarian, Colorado State University
Developing a Communication & Knowledge management Strategy - my experience at...Jacqueline Nyagahima
Developing and implementing a communication and knowledge management strategy in an Agricultural research setting. The process, challenges, lessons learnt
Ll from over 200 projects presentation fileKMIRC PolyU
The talk summarises the lessons learnt from nearly 200 cases of Knowledge Management journeys by Hong Kong and Asian enterprises. Much of the data is gained through the extensive number of student, consultancy and research projects carried out or supervised by KMIRC staff at private companies, non-profit social services organizations and government departments.
Digital Skills for FAIR and Open Science dri_ireland
As part of a webinar series on Open Research in Ireland, the National Open Research Forum (NORF) presented a webinar focused on skills, incentives & rewards for Open Research on 13 April 2021. This presentation is on the topic of Digital Skills for FAIR and Open Science and was delivered by Iryna Kuchma (Electronic Information for Libraries [EIFL], European Open Science Cloud [EOSC] Working Group on Skills and Training).
Presentation by Meade Harris Goodwin, Global CCS Institute at the 2015 CCUS Workshop on CO2 Storage, January 22 at the University of Sonora, Hermosillo
Reflections on developing an evaluation and communications strategy for the ...ROER4D
Reflections on developing an evaluation and communications strategy for the ROER4D project
Sukaina Walji and Sarah Goodier
ROER4D Communications and Evaluation Advisors
Presentation for DECI-2 workshop
Cape Town, 4 May 2016
Reflections on developing an evaluation and communications strategy for the R...SarahG_SS
A joint presentation given at the DECI-2 Workshop held in Cape Town on 3-5 May 2016. This presentation briefly outlines the ROER4D project and then briefly explores the evaluation and communications strategy. This presentation also gives feedback to the DECI-2 project on what worked and some sugestions for improvement in their mentoring process of the ROER4D project.
Sustainability Officers 1.0 To 2.0 Toolkit Strategic And Sane Workload Manag...Mieko Ozeki
prepared by Mieko Ozeki, Lindsey Cromwell Kalkbrenner (Santa Clara University), Tavey McDaniel Capps (Duke University), and Smith Getterman (Baylor University) and presented at AASHE 2012 Conference.
Sustainability staff are involved in many initiatives at a time, and often these are run in collaboration with multiple stakeholders. The Sustainability Office version 1.0 consisted of one staffer--it was easy to determine priorities, manage work flow, and keep track of programs and contacts. The Sustainability Office version 2.0 consists of multiple staff (or students) and a bigger presence on campus. This means we are faced with more “hands in the toybox” and increasing demands from the campus community. How do we juggle multiple concurrent projects, share institutional memory, nurture relationships with campus contacts, repeat best practices, and avoid past mistakes? Overall, how do we create a sense of personal sustainability within the professional operation of our sustainability programs?
Sustainability officers from four universities will share strategies they use to seek balance in the workplace. Many tools exist to help (or hinder) our workflow and projects--we just need to identify our specific needs and determine which tool is best for our work environment. Panelists will share tools they use to increase efficiency when managing staff and students, organizing and tracking progress of multiple projects, documenting and sharing campus metrics, and effectively harness the power of collaboration with campus partners. Rather than simply describing the tools we use, and the purpose(s) they serve on our campuses, we will share our thought processes and strategies in tool selection.
Implementing a national vision. DigitalNZ presentation slides for JISC/UKOLN Survive or Thrive conference, Manchester, June 8th & 9th, 2010. Presented by Andy Neale
Protected Area Network Knowledge Management Framework (Needs Assessment and A...John Mauremootoo
PowerPoint presentation given at a consultative workshop to ascertain the knowledge management baseline among protected area stakeholders in Mauritius as a contribution to the development of a Protected Area Knowledge Management System.
Top Hats & Trainers: formal repositories & informal Web2.0 sharing: a dance...Sarah Currier
Presentation by Sarah Currier using the example of the SHEEN Sharing project to talk about the utility of Web2.0 tools and features to provide resource sharing and dissemination for a small educational community of practice (in this case Scotland's Employability Coordinators Network). Does Diigo + Netvibes = a repository, or not? How does Diigo + Netvibes allow a small community of practice to interact with formal learning materials repositories such as those supported by ePrints or intraLibrary?
La mobilisation des équipes de projets pour sortir gagnant de la crisePMI-Montréal
Le contexte de la pandémie de la COVID-19 et les bouleversements qui l’entourent sont anxiogènes et sources de stress pour les équipes de projets. En effet, une inquiétude généralisée se fait ressentir face à une menace réelle qui peut mettre en péril non seulement le bien-être des équipes de projets, mais également la survie des projets. De plus, ce contexte a obligé les organisations à revoir quotidiennement leurs façons de faire, en instaurant des mesures telles que télétravail, la distanciation physique et le réaménagement des milieux de travail. Or, l’ampleur et la rapidité de ces changements engendrent de l’anxiété, un sentiment d’isolement et de perte d’efficacité, une peur constante de perdre son emploi, pour n’en citer que ceux-là, et nécessitent donc de garder son équipe de projets mobilisée et productive.
Il est donc primordial pour le bien-être des équipes de projets et pour le succès des projets que les organisations créent un environnement favorable à la mobilisation et développent des stratégies pour agir sur la mobilisation de leurs employés. Ceci, afin que ces derniers puissent démontrer des comportements discrétionnaires de mobilisation porteurs de grande valeur ajoutée au succès des projets
Le but de cette conférence est donc de mettre en évidence l’importance de la mobilisation des équipes de projets et de proposer des stratégies et des leviers de mobilisation.
Adoption du changement : êtes-vous prêts?PMI-Montréal
La littérature en gestion du changement a grandement évolué au cours des 30 dernières années. Durant ce temps, la prédisposition organisationnelle au changement ou « organizational readiness for change » a émergé comme un concept pouvant influencer le succès d’un projet. Lors de ce webinaire, nous allons explorer la définition du concept de prédisposition organisationnelle au changement, et les éléments pouvant influencer les perceptions des individus envers celui‑ci. Ceux-ci peuvent inclure les contextes environnemental, organisationnel, projet et individuel.
Nous allons complémenter en explorant l’application et l’évaluation de ce concept via des études de cas pratiques. Nous nous attarderons notamment sur les différents outils et approches de mesure de la prédisposition organisationnelle, et particulièrement l’importance d’évaluer continuellement l’évolution de celle-ci dans le temps.
Nous allons conclure en explorant l’impact d’imprévus sur la prédisposition organisationnelle au changement, par exemple, l’influence de la crise sanitaire et des mesures de confinement sur l’adoption de technologies numériques.
This workshop discusses how to frame, design and structure change with the Change Canvas. The change canvas is a core component of the Lean Change Method, we will navigate together the sections of this effective and powerful tool to help you get started with approaching change using Lean Thinking!
Leadership responsable : mettez votre masque d’oxygène en premier!PMI-Montréal
Les véritables leaders se révèlent en situation de crise. Une fois le choc passé, on comprend maintenant que les effets de la pandémie actuelle se feront sentir sur une longue période. Il est donc important de se mettre en mode « marathon » plutôt que d’adopter le rythme d’un sprinter afin de prévenir l’épuisement physique et psychologique. Qui prend soin de ceux qui prennent soin? La capacité à prendre soin de soi de façon responsable est à la base de l’intelligence émotionnelle. Elle permet d’être plus à l’écoute de l’autre et plus disponible pour agir efficacement en situation difficile.
Delegation Poker - Responsabilisez vos équipes et amenez-les vers une grande ...PMI-Montréal
Le but du Delegation Poker est de lancer une réflexion collective sur les différents niveaux de délégation sur des actions du quotidien et ce, via des discussions. Cela favorise la compréhension mutuelle et l'empathie La délégation aide les managers à transférer progressivement les responsabilités à une équipe. Le manager donne plus de pouvoir à l'équipe sans renoncer totalement à son implication. C'est une étape majeure vers des équipes auto-organisées.
Agile et gestion du changement - Au-delà du Manifeste et de la méthodologie PMI-Montréal
Le terme Agile peut être abordé sous plusieurs angles. Dans le cadre de cette session, nous nous intéresserons aux enjeux et défis qui entourent le développement et la livraison en mode Agile et nous discuterons des pistes de solutions pour assurer l’adoption et l’atteinte des objectifs escomptés.
Agilité comportementale – Comment adapter ses comportements en temps de crise...PMI-Montréal
La crise de la COVID-19 a pour double effet d’accélérer certains changements antérieurs à cet évènement et de créer des ruptures radicales dans nos façons de travailler et de vivre. Ainsi, nous avons été contraints d’adapter nos comportements pour survivre en période de pandémie. Nous devrons les adapter à nouveau à la sortie de cette crise pour retrouver performance et bien-être dans nos vies.
Découvrez comment l’agilité comportementale permet de s’adapter dynamiquement aux nombreux bouleversements que nous vivons et que nous allons continuer à vivre au-delà cette crise.
Votre conférencier vous fera voyager dans l’univers des comportements agiles en illustrant son propos par des exemples concrets, une petite dose de théorie, le tout accompagné de nombreux échanges pour coller à votre réalité.
Le Design Thinking : Penser et agir autrement pour trouver des solutions diff...PMI-Montréal
Le Design Thinking est une approche de résolution de problème centrée sur les besoins et axée sur l’empathie, la collaboration et l’innovation. Elle vise à développer de nouvelles solutions qui créent de la valeur pour les personnes et l’organisation. Cette approche est reconnue à l'international et enseignée dans les grandes universités comme Stanford, Harvard, Université de la Virginie, Rotman, etc.
COVID-19 et Télétravail - Comment garder votre équipe de projet productive et...PMI-Montréal
Le but de cette conférence est de sensibiliser les gestionnaires de projet sur le vécu et fonctionnement psychologique et neuropsychologique des employés en situation de pandémie, ainsi qu’à proposer des moyens de favoriser la santé individuelle et organisationnelle, afin de permettre l’avancement individuel et en groupe des divers projets à mener à terme en télétravail.
Matinee PMI-Montréal - Softskills, incontournable pour l'ingénieur en gestion...PMI-Montréal
Les soft skills, un incontournable pour l’ingénieur en gestion de projet.
Dans un monde de travail de plus en plus mouvant et concurrentiel dont les règles des structures et de l’organisation du travail ont connu un profond bouleversement, les rôles des ingénieurs sont plus que jamais en train de se métamorphoser. En effet, la pratique professionnelle quotidienne actuelle de l’ingénierie nécessite non seulement des compétences techniques, mais également des soft skills dans l’interaction avec les divers interlocuteurs. Les organisations ont besoin d’ingénieurs capables d’interagir avec d’autres services et de communiquer efficacement avec des partenaires extérieures, tout en ayant un esprit d’initiative et d’équipe, une capacité d’adaptation au changement, du leadership, etc. C’est rendu aujourd’hui une évidence ! Quelle que soit sa position hiérarchique, l’ingénieur doit détenir en plus de son savoir-faire et de ses compétences techniques (ou hard skills) des compétences plus douces dites soft skills.
Le but de cette conférence est donc de mettre en évidence l’importance des soft skills en gestion de projets, tout en ressortant celles qui sont les plus demandés par les employeurs.
Matinée 11 février 2020 - Priorisation d'un portefeuille de projetPMI-Montréal
Les soft skills, un incontournable pour l’ingénieur en gestion de projet.
Dans un monde de travail de plus en plus mouvant et concurrentiel dont les règles des structures et de l’organisation du travail ont connu un profond bouleversement, les rôles des ingénieurs sont plus que jamais en train de se métamorphoser. En effet, la pratique professionnelle quotidienne actuelle de l’ingénierie nécessite non seulement des compétences techniques, mais également des soft skills dans l’interaction avec les divers interlocuteurs. Les organisations ont besoin d’ingénieurs capables d’interagir avec d’autres services et de communiquer efficacement avec des partenaires extérieures, tout en ayant un esprit d’initiative et d’équipe, une capacité d’adaptation au changement, du leadership, etc. C’est rendu aujourd’hui une évidence ! Quelle que soit sa position hiérarchique, l’ingénieur doit détenir en plus de son savoir-faire et de ses compétences techniques (ou hard skills) des compétences plus douces dites soft skills.
Le but de cette conférence est donc de mettre en évidence l’importance des soft skills en gestion de projets, tout en ressortant celles qui sont les plus demandés par les employeurs.
Comment animer un atelier de gestion de risques?PMI-Montréal
La gestion de risques est un élément central dans les responsabilités du contrôleur de projet. Il se doit de valider son registre de risques afin de confirmer les impacts et les enjeux qui pourraient nuire au projet. Le PCO projet joue donc un rôle auprès de l'équipe projet et du gestionnaire de projet à titre de garant des informations. Comment s'y prend-t-il ? Quel est la limite entre son rôle et celui du gestionnaire de projet ?
À travers un atelier de réflexion sur la position entre le PM et le PCO, nous verrons également quelles sont les actions à prendre pour garantir une bonne gestion de risques et s'assurer un bon déroulement de projet.
Venez réfléchir avec nous et nous faire part de votre expérience !
Se réapproprier la gestion BIM avec annexesPMI-Montréal
Par les nombreuses initiatives de déploiement des clients publics comme privés, les projets BIM se multiplient dans le paysage québécois de la construction. Les gestionnaires de projet (qu'ils soient du côté des professionnels, donneurs d'ouvrage ou entrepreneurs), parfois impliqués pour la première fois sur ce type de projet, peuvent avoir le réflexe de déléguer toutes les tâches liées au BIM à leur équipe technique ou leur équipe de production, alors que les composantes les plus importantes du BIM sont directement et intimement liées à la gestion de projets.
La présentation survolera l’aspect gestion de projets BIM en faisant le pont entre les composantes BIM et les notions de gestion de projet pour familiariser les participant(e)s avec les aspects incontournables de la gestion des projets BIM.
MATINÉE - BÂTIR UN PROJET DE VILLE/DESTINATION INTELLIGENTE : ENTRE L'UTOPIE ...PMI-Montréal
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Symposium 2015 : NASA and Talent Management: Close Encounters of the Three Kinds
1. Close Encounters of 3 Kinds
Attracting, Retaining and Leveraging Talent to
Support an Organizational Knowledge System at
NASA
Dr. Jon Boyle
NASA Chief Knowledge Office
4. I. Knowledge at NASA
- Generational Knowledge
- The Changing Landscape
- Products, Projects, Entrepreneurship
- Complexity
- Stakeholder Messages
5. Knowledge Spans Generations
X-15 Space Shuttle
One of the X-15’s many knowledge legacies that it
passed to the Shuttle was unpowered landing —
both reentered the atmosphere as gliders.
Introduced: 1958 Retired: 2010
6. The Changing Knowledge Landscape
• Managing knowledge is nothing
new at NASA.
• Many early efforts were in
response to specific needs.
• In recent years, agency
stakeholders have identified
opportunities for greater
coordination and collaboration
across NASA.
7. Projects, Products, Entrepreneurship
Complex Project-
Based Organization
Mass-Production
Organization
Entrepreneurial
Organization
Product One-and-only Scalable manufacture Permanent beta
Problems Novel Routine Hackable
Technology New/invented Improved/more efficient Frugal
Cost Life cycle Unit -> Zero marginal
Schedule Project completion Productivity rate Iterative
Customer Involved at inception Involved at point of sale Involved in testing
Knowledge
Need
Innovation Continuous improvement Bootstrap + innovation
8. Confusing, vague, and poorly defined priorities, strategies,
lines of authority, governance, policies, roles, responsibilities,
support
Multiple customers,
stakeholders, and
partners at multiple
levels of interest,
involvement,
responsibility
Technical complexity and
system integration issues
within & across multiple
disciplines and systems
Increasing
amounts of data
and information
for process input,
throughput,
output
Multiple overlapping, conflicting,
outdated processes and
procedures involving multiple
POCs across multiple levels &
across multiple oversight &
advisory entities
COMPLEXITY
Complexity at NASA
9. Message from Stakeholders 2002-2012 (1)
GAO 2002: “…fundamental weaknesses in the collection
and sharing of lessons learned agency-wide.”
ASAP 2011: “…recommends NASA establish a single focal
point (a Chief Knowledge Officer) within the Agency to
develop the policy and requirements necessary to
integrate knowledge capture…”
OIG 2012: “…inconsistent policy direction and
implementation for the Agency’s overall lessons learned
program.”
10. Message from Stakeholders 2002 – 2012 (2)
PMC Quarterly
Knowledge Reviews
Chaired FKMC and conducted Federal Benchmarking
Bi-annual rotating CKO
community strategic meetings
Chief Knowledge
Officer appointed (OCE)
Knowledge Management
Policy Authorized
Designed & deployed
NASA Knowledge Map
Established NASA Knowledge
web portal KM.NASA.GOV
Agency CKO integrated
community
Initiated Publishing & Communication
of NASA Knowledge
CKO Search, Find, Visualization Working Group
Critical Knowledge Study
Critical Knowledge Digital Tools Gateway Activity
Knowledge Referee Process
approved by OCE & Deputy Administrator
Benchmark Boeing KM Portal,
PMI Global Executive Council,
Merck, FKMC
2014
2015
2013
Knowledge 2020 Critical Knowledge
Gateway Benchmarking
11. II. Areas of Progress
- Policy and Governance
- Management Imperatives
- Knowledge Community and Networks
- Knowledge Services Strategy
- CKO Roles and Responsibilities
- The 4 As
Knowledge Transfer (Chris Scolese)
Career Development Framework
Technical Skills (B. Gerstenmaier)
- Knowledge Map and km.nasa.gov
12. Policy and Governance
NASA collaboratively developed and adopted a new
knowledge policy in November 2013. Key features:
- Federated approach to governance.
- CKOs appointed at Centers, Mission Directorates,
Functional Offices, with Roles and Responsibilities.
- Tools such as the first NASA Knowledge Map based on 6
activity categories that form a common vocabulary and
km.nasa.gov to focus communications and distribution.
13. NASA Management Requirements
• Supports and extends Knowledge Services gains for
the NASA Technical Workforce towards improved
accessibility, searchability, findability, and
visualization.
• No additional cost.
• Least administrative burden.
• Formal, rigorous, iterative, and Senior Leader
supported.
• Integrated, reinforcing, and actionable.
• Measurable and objective.
14. NASA Knowledge Community and
Networks
• Federal KM
Working
Group
• APQC
• PMI
• Int’l
• Columbia
• Agency CKO
• Local CKOs/POCs
• Communities of
practice
NASA
Government Industry/
Professional
Organizations/
Academia
15. Knowledge Services Strategy
Enable
accessibility,
findability,
searchability,
and visualization
of
data,
information and
systems.
Facilitate
opportunities
through better
communications
and processes
for sharing and
networking.
Establish best
practices for
capturing &
retaining,
sharing &
applying,
discovering &
creating
knowledge.
Establish
maturity model
for knowledge
effectiveness to
measure and
validate.
Respect local customs & enhance organizational norms
(The Federated Approach).
The goal: Where does the NASA Technical Workforce go to find and use the
critical knowledge required now and in the future to achieve mission success
in a highly complex and unforgiving environment?”
16. CKO Role and Responsibilities (1)
Given the complex nature of knowledge at NASA,
the agency has adopted a Federated model for
coordination of knowledge activities.
The NASA CKO functions as a facilitator and
champion for knowledge.
17. CKO Roles and Responsibilities (2)
Autonomy
Each Center and Mission
Directorate determines
the approach that best
meets its needs.
Responsibility
Knowledge applicable to
all NASA missions and
Centers will be shared to
the extent possible across
the entire Agency.
The Federated Model
+
20. Ability - Career Development Framework
ENTRY
PROJECT TEAM MEMBER OR TECHNICAL ENGINEER
MID-CAREER
SMALL PROJECT MANAGER OR SUBSYSTEM LEAD
MID-CAREER
LARGE PM OR SYSTEMS MANAGER
EXECUTIVE LEVEL
PROGRAM OR VERY LARGE PROJECT MANAGER
Core: Foundations of Aerospace at NASA
Obtain mentor
Join professional associations
Core: Project Management & Systems Engineering
In-depth courses; team lead assignments; Project HOPE
Attendance at technical conferences or knowledge sharing activities
Core: Advanced Project Management & Systems Engineering
Mentoring
In-depth courses; rotational assignments
Participation in knowledge sharing activities
Core: Executive Program
Mentoring; Administrator’s Executive Forum
Leadership by example in knowledge sharing
Non-traditional and hands-on
learning experiences
Developmental assignments
APPEL core curriculum
Cohort selected by
NASA senior leaders
Performance enhancement
for teams
Knowledge sharing forums
Knowledge sharing forums
Performance enhancement
for teams
LEARNING STRATEGIES
21. ““...it's still hard to give up the
technical side. I am a recovering
engineer. But I recognize you just
can't do that stuff anymore and
to think you still have those skills
is also really wrong…“
- Bill Gerstenmaier, HEOMD Associate Administrator
career stages
22. Knowledge Map (1)
• Online resource at km.nasa.gov
• Information hyperlinked and sortable by:
–Organizations
–CKOs/points of contact
–Knowledge categories (see next slide)
26. III. The Road Ahead
- Strategic Knowledge Imperatives
- REAL Knowledge KS Model
- Process Gaps
- Big Challenges
- Critical Knowledge Referee Process
- Digital Tools
- Close/ Questions
28. Strategic Knowledge Imperatives (2)
• Leadership: Without leadership, KS results are at best
serendipitous, at worst fail.
• It is a Project World: An adaptable discipline that maximizes use
of learning to promote efficiency and effectiveness.
• Knowledge: Organized set of content, skills, and capabilities
gained through experience and formal and informal learning that
is applied to make sense of new and existing data and
information.
• Talent Management: Specification, identification, nurturing,
transfer, maintenance, and expansion of the competitive
advantage of practitioner expertise and competence.
• Portfolio Management: Integrates projects with strategy and
creates an organizing framework and focus driving organizational
purpose and activities.
• Certification: Objective, validated standards and functions to
benchmark achievement in defined categories of practitioner
performance and capability.
29. Strategic Knowledge Imperatives (3)
• Transparency: Nothing hidden for long, especially errors.
• Frugal Innovation: Viewing constraints as opportunities in an
era of restricted and diminished resources.
• Accelerated Learning: Broadest view of learning using digital
technologies, knowledge-sharing, learning strategies, social
media, cross-discipline content.
• Problem-centric Approach: Non-partisan, non-biased, non-
judgmental, pragmatic orientation to problems and solutions,
focusing on achievement, improvement, and innovation.
• Governance, Business Management and Operations: Pragmatic
alignment, oversight, approvals, and implementation of project
operations that are not administratively burdensome.
• Digital Technology: Can result in open, social network-centric,
non-proprietary, adaptable, and flexible frameworks to
accelerate learning.
30.
31. NASA’s Gaps in Core Knowledge Processes
Capture Share
Discover
Mature capability:
Case studies
Lessons Learned Info. System
Videos
Shuttle Knowledge Console
Knowledge-based risk records
Mature capability:
Online tools and portals
Face-to-face events
Communities of practice
Inadequate capability:
Search – enhanced ability to discover
Culture – expectation to discover
“Nudges” – reminders to discover
32. Big Challenges
• Findability, Searchability, Adaptability
• Prioritization of Agency Critical Knowledge
• What are the metrics and measures that capture
effectiveness and efficiency in the core
knowledge processes?
• What is the relationship between Knowledge
Services, accelerated learning, and reducing
complexity?
• Can an understanding of biases and heuristics
that drive organizational and societal
expectations help organizations make better
decisions and design better knowledge services?
34. Example: Agency Critical Knowledge Referee Activity (2)
1.0 PEOPLE 2.0 PROCESS
3.0 KNOWLEDGE TRANSFER & DIGITAL TECHNOLOGY 4.0 DISCIPLINE TECHNICAL
1.1 Raise issues that impact mission
success & performance.
1.2 Failure in development is ok
as long as people learn from it.
1.3 Stay curious about better
processes and improvement.
1.4 Think outside of community of practice &
consider strategic implications.
1.6 Engineers hesitant to accept risk
because they do not make decision to take
on these risks.
1.5 NASA employs more technical
authorities than technical workers.
1. 1.7 Lessons of failure are forgotten
during relaxation period.
2.1 Innovate for affordability, good versus perfect,
see how specs/standards were derived.
2.2 Encourage technicians and engineers to consider
innovation and cost in addition to technical excellence.
2.3 Be mindful of affordability and
repeatability like successful Shuttle model.
2.4 Make risk-informed decisions.
2.5 Be wary of requirements put on ourselves.
2.6 More emphasis on understanding “why” behind a
process, not blindly following the precise standard.
3.9 Lessons must happen at the Engineering
Directorates & the Center level.
29. 2.7 The Portfolio level is where norms are
set & must be communicated from.
14. 3.7 Capture knowledge at critical program milestones &
transfer knowledge to new program/ project formulation. 13. 3.8 Integrate NASA lessons into on-boarding activities.
17. 3.4 Identify useful ways to integrate lessons
learned.
16. 3.5 Include a succinct abstract with knowledge content. 15. 3.6 Share a periodic lesson at beginning of
standing meetings.
21. 3.1 Would like to use activities like SMD Principal Investigator
(PI) Forum & put online.
19. 3.2 Workforce needs ability to find information in a
meaningful way.
3.3 Knowledge best gained when people actually experience
a discipline, meet people & work real issues.
18.
1.8 Really vital that all people raise
honest concerns and problems early.
38.
1.9 MAVEN’s success largely due to effective
communications & team building.
31.
1.10 Value the importance of project reviews
using experienced people for sharing critical
knowledge
1.11 Infuse new project managers
with gray-hair reviews.
36.
2.8 A consistent formal process to communicate mission problems is vital.
2.9 Risk management critical for identifying
& communicating critical knowledge. 2.10 Many risks pertain to personnel who need to be watched and coached.
2.11 Each problem needs to be addressed,
communicated, worked openly and swiftly.
3.12 Hold practitioners accountable to specific best practices.
3.
3.13 Ensure consistent regular documentation of
lessons learned.
9.3.14 Should do case study for unique missions.
2.12 Critical knowledge results from effective program & project management.
27.
3.15 PI Forums are valuable for SMD university-led missions.
8.
4.2 Requirements grow at beginning, then need to manage limited
budgets, so project loses engineering rigor that adds to cost.
4.5 The engineering/project team must
be comfortable and skilled in balancing
capability (performance), cost,
schedule and risk.
2. 4.3 Prepare engineers to effectively make trades &
balances between requirements and cost.
4.4 The requirement may not be attainable within
cost, but the capability may have more flexibility.
1.12 Must have culture of
communication.
4.1 If there is no recent failure or mishap, can focus away
from sharing, learning, testing and conversation in order to
do things faster or cheaper.
1.13 Workforce must be free to speak
up & say what is on their mind.
35.
28. 1.14 Eliminate toxic management.
1.15 Workforce must know strategy & promote
behaviors that support direction.
37.
1.16 Must understand how to change a
situation when a team is struggling.
34.
1.17 How to facilitate in a virtual
environment.
1.18 Employees must know
our critical missions.
33. 1.19 Place accountability for
the culture on the people
30. 1.20 Tear down silos & stovepipes.
2.13 Establish top five list of the most critical
knowledge & communicate across NASA.
3.9 Create videos of expertise.
3.10 Link critical knowledge to messages & communications.
3.11 Create social collaboration & media location
to support culture.
11.
1.21 Need to remind people that
failure can happen to you.
32.
3.16 Shouldn’t fail because of lesson learned
that should have been learned earlier.
7.
2.16 A waiver must have a rational justification
based on solid engineering work & data.
25.
1.22 Poisonous managers or technical experts
who shut down communications are bad.
2.14 When budget is tight, wrong approach is to
save by reducing solid engineering discipline.
26. 2.15 For success, it is necessary to be
preoccupied with failure.
6. 3.17 Executive talks are very useful.
24. 2.17 Managers need to be careful about relying
too much on an “inner circle” of advisors.
23. 2.18 A manager must be open & accept they
do not have all the technical expertise.
5. 3.18 Case studies at NSC are important
lessons applicable for NASA.
4. 3.19 Program & project rules based on lessons learned is a great practice.
10. 2.19 Senior leadership should ensure their expectations
and critical lessons flow down to branches.
4.6 Decision-making biases (Normalization
of Deviance, Group Think, Abilene
Paradox) are very dangerous.
4.7 Make sure technical expertise and learning
is being maintained & updated.
1.
1.23 Teams need to talk to each other to generate the
lessons learned.
3.20 Forum approach with NASA leaders
talking about Aero, technologies, objectives,
Safety and Mission Assurance & Center
expertise was extremely powerful as it
provided tremendous context.
2.21 Most problems are in Formulation Phase.
2.20 Decision-making is a key area for learning.
3.21 Project teams need to take formal time to discuss real lessons learned.
3.22 Offer project teams &
leaders tools (lessons learned
reviews, storytelling, process
mapping).
3.23 Lessons learned should be shared across the broader workforce.
4.8 Aero Research and Development is not the same as
operations and development.
4.9 Distributed Roughness Element on the GIII at
Dryden went poorly; today there are more cooperative
agreements to better track performance as opposed to
grants.
4.10 High Ice Water Content project had decision and
implementation problems, but the lessons learned were
done extremely well.
1.24 Need to communicate more of a mindset of
knowledge to be innovative.
3.24 Encourage leaders & managers to communicate critical lessons to workforce.
1.25 Early career initiatives & partners to promote hands-on learning & innovation,
including young professionals
2.22 Strike balance on need for disciplined technical rigor & using agile approach.
2.23 Focus on assessing the true proposal value &
actual value compared to cost.
2.25 Have annual program reviews establishing
program expectations.
2.24 Determining appropriate cost reserves for missions.
3.25 Use formal lessons learned capture approach.
2.26 How to be agile & innovative with inconsistent funding profiles.
2.27 Should better use Center innovation funds.
4.11 Better structure partnerships
targeting non-traditional players.
Critical Knowledge Referee
Disposition Activity
· Training/Development
· Knowledge Service
· HCM
· Policy & Procedure
· Process
· Awareness
· Other
Legend
· HEMOD Green
· SMD Blue
· HCM Orange
· OSMA Purple
· AERO Black
· STMD Red
Category Definitions
· People (Factors involving communications,
individual behavior, team behavior,
organizational culture, attitudes,
predispositions and expectations).
· Process (Factors addressing specific
actions towards defined outcomes in a
systems perspective).
· Knowledge Transfer & Digital Technology
(Factors involving moving knowledge
across organizational boundaries and
digital information and communications
tools that enable and accelerate
interaction and learning)
· Discipline Technical (Factors involving
content and lessons related to specific
domains of practice)
35. Digital Tools for Critical Knowledge (1)
• km.nasa.gov serves as integrating mechanism
and critical knowledge gateway.
• Data and information visibility, searchability,
findability, and visualization are key factors
driving Agency improvement efforts for Data
Management, Knowledge Services, and
Analytics.
• Critical Knowledge from Knowledge Referee
Process drives priorities and administrative
actions.
36. Digital Tools for Critical Knowledge (2)
• Additional actions on modern digital tools are moving rapidly by
leveraging KM federated infrastructure. Examples:
Creation of JPLTube video with spoken keyword search capabilities.
Capture & sharing lessons at GSFC of over 50 Case Studies & direct
support of JPL, GRC & MSFC case development & digital distribution.
LaRC Oral Lessons Learned documentation & digital distribution.
KSC analysis & update of Agency Lessons Learned Information System
(LLIS) Database.
Active analysis at JSC of cutting-edge Searchability & Findability.
Capabilities & Shuttle Console development that captures thousands of
documents & lessons related to the program.
NASA CKO Office Agency Knowledge Map update with new content &
interactivity including a new HEOMD Knowledge-Based Risk Dashboard.
New Masters with Masters video series on Lessons Learned and Critical
Knowledge & digital distribution.
Young Professionals assisting NASA in citing best digital tools.
Benchmarking best-in-class Knowledge Services (Boeing and others)
37. Digital Tools for Critical Knowledge (3) - Find a
Document
Like this…… Instead of this
Source: http://www.yasiv.com/amazon#/Search?q=graph%20drawing&category=Books&lang=US
38. Digital Tools for Critical Knowledge at NASA (4) - Find Similar
videos
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http://www.yasiv.com/youtube#/Search?q=project%20management%20risk
39. Digital Tools for Critical Knowledge at NASA (5) -
Search Lessons Learned
Source: http://cs.ucsb.edu/~jod/topicnets.html
Like this…… Instead of this
40. Digital Tools for Critical Knowledge at NASA (6) - Find
Experts
Source:
http://cs.ucsb.edu/~jod/papers/C-6-
LinkedVis-IUI2013.pdf
Like this…… Instead of this