23
NASA Project Challenge Conference: Knowledge Sharing Dr. Jerry Mulenburg, PMP February 6-7 2007

Mulenburg jerry

  • Upload
    nasapmc

  • View
    13.856

  • Download
    0

Embed Size (px)

Citation preview

Page 1: Mulenburg jerry

NASA Project Challenge Conference:

Knowledge Sharing

Dr. Jerry Mulenburg, PMPFebruary 6-7 2007

Page 2: Mulenburg jerry

NASA Project Challenge Conference - 2007

PROJECT MANAGEMENT AT THE CROSSROADS

TheoryPractice

Dr. Jerry Mulenburg

Some Considerations for the Future

Page 3: Mulenburg jerry

Per

cent

Pro

j ect

Ov e

rru n

Percent of Project Funds Spent on Planning

NASA Project Cost Overruns

NASA Project Challenge Conference - 2007 Dr. Jerry Mulenburg

Page 4: Mulenburg jerry

What is a Project?

PMI PMBOK - A temporary endeavor undertaken to create a uniqueproduct, service, or result.

NASA 7120.5C - A specific investment identified in a Program Plan havingdefined goals, objectives, requirements, life-cycle cost, abeginning, and an end.

PRINCE 2 - A project defines what we do, (whenever we want to do something, go somewhere, build something)

Webster : project; something that is contemplated, devised, or planned

NASA Project Challenge Conference - 2007 Dr. Jerry Mulenburg

Page 5: Mulenburg jerry

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, andtechniques to project activities to meet project requirements.

NASA 7120.5C - Formulation, Approval, Implementation, Evaluation

PRINCE 2 - Project management is working out the best wayto do a project; a logical, organised way, followingdefined steps.

NASA Project Challenge Conference - 2007 Dr. Jerry Mulenburg

Page 6: Mulenburg jerry

ANCIENT TIMES – The birth of project management7 Wonders of the World, Stone Henge, Great Wall of China, etc.

HISTORIC TIMESTranscontinental Railroad, Suez Canal, Trans-Atlantic Cable, etc.

MODERN TIMESManhattan Project, Marshall Plan, Apollo, Space Lab, etc.

CURRENT TIMESMIR, Shuttle, ISS, Mars Rovers, Hubble, Gravity Probe B, etc.

FUTURE TIMEHumans back to the Moon, on to Mars, non-Fossil Fuel Transportation, Space Elevators, etc.

NASA Project Challenge Conference - 2007 Dr. Jerry Mulenburg

THE EVOLUTION OF PROJECT MANAGEMENT

Page 7: Mulenburg jerry

ANCIENT TIMES – Ad Hoc, professional, isolated

HISTORIC TIMES – Early 1900s, practice developmentTaylor’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 developmentProject Management Software, Project Management Institute,NASA, PRINCE 2, Agile, Extreme, SCRUM, etc.

FUTURE TIME – 2000s to ...???????Is Project Management, as we know it, obsolete?

THE PROGRESSION OF PROJECT MANAGEMENT

NASA Project Challenge Conference - 2007 Dr. Jerry Mulenburg

Page 8: Mulenburg jerry

Profession?Discipline?Practice?

Project Management

Do we need to “reinvent”Project Management?

NASA Project Challenge Conference - 2007 Dr. Jerry Mulenburg

Page 9: Mulenburg jerry

TIME

QUALITY

SCOPECOST

TRIPLE CONSTRAINT

NASA Project Challenge Conference - 2007 Dr. Jerry Mulenburg

Page 10: Mulenburg jerry

Impact of Project Type on Project Management(Aaron Shenhar, Stevens Institute of Technology)

Novelty

Complexity

Technology

Pace

Design and development. Later design freeze

IncreasedFormality

IncreasedAutonomy

Less market data.Later requirements freeze

IncreasedSystem engineering.System integration

NCTP Model

NASA Project Challenge Conference - 2007Dr. Jerry Mulenburg

Page 11: Mulenburg jerry

The Project Framework: Distinguishing by Project Type

(Aaron Shenhar, Stevens Institute of Technology)

Novelty

Complexity

Technology

Pace

DerivativePlatformBreakthrough

Regular

Fast/Competitive

Time-Critical

Array

System

Assembly

Low-Tech

High-Tech

SuperHigh-Tech

Medium-Tech

NCTP Model

Blitz

ExampleProject

NASA Project Challenge Conference - 2007Dr. Jerry Mulenburg

Page 12: Mulenburg jerry

DerivativePlatformBreakthrough

Regular

Array

System

Assembly

Technology

Fast/Competitive

Time-Critical

Super-High Tech

Complexity

Novelty

Pace

High Tech

Medium Tech

Low Tech

Actual style

Required style

Denver Airport

NASA Project Challenge Conference - 2007 Dr. Jerry Mulenburg

Page 13: Mulenburg jerry

Derivative

Platform

Breakthrough

Regular

Array

System

Assembly Technology

Fast/Competitive

Time-Critical

Super-High Tech

Complexity

Novelty

Pace

High TechMedium

Tech

Low Tech

Actual style

Required style

The NCTP Space Shuttle Analysis

Blitz

(Aaron Shenhar, Stevens Institute of Technology)

NASA Project Challenge Conference - 2007 Dr. Jerry Mulenburg

Page 14: Mulenburg jerry

Obiter Boom Sensor System

Technology Technology

Complexity

Novelty

Pace

OBSS

Optimal Style

Observed Style

Integrated Boom

Existing Arm

Sensors (ISIS)

Forward Transitions

Manipulator Positioning

Mechanism (MPM)

Mid Transitions AFT Transitions

Integrated Boom

Existing Arm

Sensors (ISIS)

Forward Transitions

Manipulator Positioning

Mechanism (MPM)

Mid Transitions AFT Transitions

NASA Project Challenge Conference - 2007 Dr. Jerry Mulenburg

Page 15: Mulenburg jerry

Limitations of Project Management Today

What should a theory of Project Management be based on?

NASA Project Challenge Conference - 2007 Dr. Jerry Mulenburg

Page 16: Mulenburg jerry

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

Page 17: Mulenburg jerry

C

Can we Bridge the Theory Gap?

NASA Project Challenge Conference - 2007 Dr. Jerry Mulenburg

Page 18: Mulenburg jerry

General System’s Theory(Ludwig von Bertalanffy)

A Framework for Project Management

NASA Project Challenge Conference - 2007 Dr. Jerry Mulenburg

Page 19: Mulenburg jerry

Two key aspects of the Systems approachDescriptive:Focus is on an integrated approach to project definitionIntegration is achieved through defining a hierarchy of objectives

of the parts, as they interface with one another, and their contributionsto 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, problemsolving, and change that is corrective action oriented

Two key aspects of Project ManagementProjects are complex, and ever changingHumans are complex, and variable

NASA Project Challenge Conference - 2007 Dr. Jerry Mulenburg

Page 20: Mulenburg jerry

Applying Systems Theory to Project Management

NASA Project Challenge Conference - 2007 Dr. Jerry Mulenburg

Page 21: Mulenburg jerry

Systems Dynamics Project Management Rework Cycle

WorkTo beDone

Work ReallyDone

Work Needing To be Done / Redone

Progress

Resources - Productivity - Quality

DiscoveredNew Work

KnownRework

K. Cooper Project Management Hnbk, 1998,

Page 22: Mulenburg jerry

Continuing the Quest

NASA Project Challenge Conference - 2007 Dr. Jerry Mulenburg

Page 23: Mulenburg jerry

Back to the Future

NASA Project Challenge Conference - 2007 Dr. Jerry Mulenburg