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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
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
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
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
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.
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
Ques6ons
Keith Motyl, Ph.D., CQE, PMP Maturing Project Mgmt at a Nat’l R&D Lab 30
End of Presenta6on Thank you!
Keith Motyl, Ph.D., CQE, PMP Maturing Project Mgmt at a Nat’l R&D Lab 31
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
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
