Academy of Program/Project & Engineering Leadership. An agency-wide resource for technical workforce development. Dr. Ed Hoffman, Director March 2008
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1 Academy of Program/Project & Engineering Leadership An agency-wide resource for technical workforce development Dr. Ed Hoffman, Director March 2008
2 The NASA Mission One word summary: EXPLORATION the best mission statement NASA has had in 40 years, to be honest. - Administrator Dr. Michael Griffin, September 19, 2005 press conference
3 Vision for Space Exploration G O A L S & O B J E C T I V E S To advance U.S. scientific, security, and economic interests through a robust space exploration program. In support of this goal, the U.S. will: Implement a sustained and affordable human and robotic program to explore the solar system and beyond. Extend the human presence across the solar system, starting with a return to the Moon by the year 2020, in preparation for human exploration of Mars and other destinations. Develop innovative technologies, knowledge, and infrastructures both to explore and to support decisions about destinations for human exploration. Promote international and commercial participation in exploration to further U.S. scientific, security, and economic interests.
4 The Challenge Ahead How do we get from here to there?
5 NASA is a Mission-Based Agency Aeronautics Research (ARMD) Mission Directorates Exploration Space Systems (ESMD) Operations (SOMD) Science (SMD) Programs Projects
6 Aeronautics Research Mission Directorate Advanced CFD turbulent flow modeling Nextgen Air Transportation System Silicon carbide electronics Photo: Arnold Engineering Development Center X-48B Blended Wing Body MSL aeroshell
7 Space Operations Mission Directorate STS-120 EVA to repair solar wing Harmony node 2 Columbus Kibo Dextre
8 Science Mission Directorate THEMIS Mars Phoenix Lander AIM STEREO The A-Train GLAST DAWN Messenger/Mercury OCO OSTM/ JASON-2
9 Exploration Mission Directorate Orion Ares I-X LRO J-2 engine testing LCROSS
10 Characteristics of Complexity Characteristic Organization Complication Uncertainty Example geographically distributed multiple stakeholders Increased autonomy number of interfaces Advocacy planetary landing site Complexity leads to Increased Risk which demands Systems Engineering to mitigate risk Systems engineering encompasses the technical efforts related to the development, manufacturing, verification, deployment, operations, support, disposal of, and user training for systems products and processes. - NASA Systems Engineering Handbook
11 Complexity Led to Systems Engineering Early aerospace missions characterized by rudimentary instruments, data systems, and interfaces. Development of ICBM and Apollo programs required more disciplined and integrated processes: Evolution of systems engineering and systems management approach Managed innovation Mars Exploration Rover Terra Systems Management:...a set of organizational structures and processes used to develop a novel but dependable technological artifact within a predictable budget. - Historian and engineer Stephen Johnson, Secret of Apollo
12 The Academy s Mission The Academy of Program/Project Engineering Leadership (APPEL) supports NASA s mission by promoting individual and team excellence in program/project management and engineering through the application of learning strategies, methods, models, and tools. The Academy provides training and development products and services for individual practitioners as well as project/ program teams at every level.
13 Academy Goals Provide a common frame of reference for all NASA employees. Provide and enhance critical job skills. Support program and project teams. Supplement formal educational programs.
14 Required Capabilities for Mission Success
15 Capability: Teamwork OBJECTIVE Effective collaboration in a productive context APPROACH Direct support for project teams WHAT WE DO: Active Management of Team Performance Active team condition on the ground Assessment web-based tool that takes 5-8 minutes: Estimates team efficiency. Benchmarks teams against peers. Indicates high-leverage improvement areas. Tracks team performance trends over time. Performance Management addresses critical factor in team performance: the context.
16 Capability: Leadership OBJECTIVE Effective actions throughout the team WHAT WE DO: Integrated curriculum APPROACH Core curriculum Standards/policies training Coaching and mentoring Assessment-based coaching 60% 70% 80% 90% 100%
17 Capability: Knowledge OBJECTIVE Effective integration of lessons learned, best practices, and how to WHAT WE DO: APPROACH Knowledge sharing through: - Forums and conferences - Publications - Case studies - Online knowledge tools
18 Capability: Process Utilization OBJECTIVE Effective utilization of processes WHAT WE DO: In-depth offerings in a wide range of process disciplines APPROACH Training curriculum Direct team support Online tools Online tools
19 Summary: Building Mission Success Capabilities Goal 1. Teamwork in a highperformance context 2. Effective leadership across the team 3. Effective process utilization 4. Effective integration of knowledge Diagnostic Team performance assessments Individual performance assessments Process utilization assessments Knowledge assessments and resources Products and Services Tailored workshops Expert practitioners Coaching and mentoring Training curriculum Standards/policies training Coaching and mentoring Training curriculum Process tools and support Knowledge forums/ conferences Publications and case studies documenting lessons learned and best practices
20 Curriculum Training Courses for NASA s Technical Workforce
21 Curriculum Objective The curriculum has been designed to enhance the professional development of NASA program/project managers and engineers throughout their careers. The Academy builds upon the technical workforce s academic and professional work experience to provide NASA-specific expertise and capability in project management and systems engineering.
22 Core Curriculum and In-Depth Offerings The curriculum is divided into two components: The core curriculum is designed to develop and enhance essential skills and knowledge of project management and systems engineering at the appropriate time in an individual s career. In-depth offerings are designed to augment skills in project management and systems engineering that are provided in the core curriculum.
23 Integrated Curriculum In-depth offerings In-depth offerings
24 Foundations Curriculum Audience New hires in first year of employment at NASA Initial audience will also include those who have come into NASA in the last 5 years. Objective Provide a detailed overview of NASA (Part A) and the fundamental functions of its technical workforce in project management and systems engineering (Part B). Details Part A Two weeks Describes the NASA vision, mission, governance model, and history. Describes the big picture of NASA and how its infrastructure works. Provides a common language and overview of concepts of aeronautics and astronautics. Provides an introduction to the concept of systems integration, systems thinking, and associated trades. Covers skills necessary for effective communication and teamwork. Introduces project management methodologies and systems engineering processes. Details Part B Two weeks Introduces project management and system engineering disciplines, including: * Governing documents * Stakeholder analysis and management * Requirements development * Developing and evaluating solutions * Planning and WBS * Planning and scheduling * Resource development * Risk management * Acquisition * Configuration management * Project assessment and control
25 Project Management and Systems Engineering Curriculum Audience Personnel just entering or in first year of a project management or systems engineering supervisory position. Objective Enhance proficiency in applying project leadership and systems engineering discipline processes/ practices over the project life cycle. Details Part A Two weeks Focuses on project management and systems engineering knowledge, skills, and requirements Describes project life cycle (NPR D) and systems engineering processes (NPR A) Major subject areas include: Requirements definition System definition, realization and evaluation Operations Risk management Acquisition and contract management Project performance and earned value management Details Part B One week Focuses on leading project and technical teams
26 Advanced Project Management and Systems Engineering Curriculum Audience Personnel just entering or in first year of a senior project management or lead systems engineering position. Objective Enhance proficiency in integration of Project Management and Systems Engineering knowledge/skills to manage or lead a significant project activity. Details One-week course Three days - concepts, tools and techniques to plan, organize and lead complex projects. Two days - utilizes case studies to apply management techniques; examples of planned cases: Gravity Probe B, STS-115 hurricane decision, Viking GCMS. Special speaker on Social Capital.
27 Executive Program Audience Twenty invited participants Five senior project and engineering leaders Fifteen high-potential future project and engineering leaders selected by AA s, Center Directors, or NASA Chief Engineer. Objective Expose future NASA executives to recent processes and analyses used for major mission decisions. Details Will use the case study method on four current challenges within the agency that required executive decision-making. Participants will understand the constraints and discus the process utilized in reaching a decision. Lecture on Risk Management for the Decision Maker. Sample cases: COBE science development challenge, Mars Rover critical design problem.
28 In-Depth Offerings In-depth offerings are designed to augment skills in project management and systems engineering provided in the core curriculum. All previously offered in-depth offerings are available. As gaps in curriculum are identified, new in-depth courses will be added. All courses will be placed under a Continuous Improvement Program through a change control system. Feedback from centers in meeting needs will be an important part of the process.
29 In-Depth Courses Project Management Integrating Cost & Schedule Understanding Project Scheduling Beyond Scheduling Basics Assessing Project Performance NASA s Budgeting Process Performance-Based Statement of Work Project Management Leadership Lab Project Planning Analysis & Control Scheduling & Cost Control Understanding EVM EVM Overview Beyond EVM Basics Advanced EVM Techniques Project Management (cont) International Project Management Leading Complex Projects Integrating EVM with Acquisition Project Management & Systems Engineering Lifecycle, Processes, & Systems Engineering Project Review Processes & Strategies Requirements Dev & Management Risk Management Continuous Risk Management Communications & Leadership Comm Technical Issues Negotiations Team Leadership Team Membership Tech Writing for Engineers Systems Engineering Concept Exploration & System Architecting Decision Analysis Developing & Implementing a Systems Engineering Management Plan Space Systems V&V Transition, Product Delivery, & Mission Operations Other Innovative Design for Eng Apps Seven Axioms of Good Engineering Learning from Failure NASA Specific Introduction to Aeronautics Introduction to Aerospace Exploration Systems and Space Operations Mars Mission System Design Science Mission Systems Design & Operations Science Mission Systems Design & Operations Lab Space Launch & Transportation Systems
30 Key Curriculum Information The course catalog is available at The website has essential information about course offerings as well as other professional development opportunities and resources. Application to all courses are made through the SATERN online system. The Academy works with the leaders in human resources, program/project management, and engineering at every field center and headquarters to ensure that its courses and other products and services meet the professional development needs of the technical workforce. Courses can be tailored to meet specific needs.
31 Performance Enhancement Direct Support for Project Teams
32 Performance Enhancement Objectives Performance Enhancement services are designed to strengthen the performance and capabilities of NASA teams in the field by offering direct support to projects at any point in the life cycle from concept definition to closeout: Utilize a data-driven approach that yields measurable performance improvement. Leverage wisdom from NASA s past through the use of expert practitioners. Develop practical knowledge and skills that enable teams to improve individual and team capabilities. Provide technical and management services that will increase project team knowledge and provide a knowledge base for future similar actions.
33 Leadership and Teamwork Support WHAT WE DO Team Effectiveness Individual Effectiveness Team Workshop Post-Workshop Coaching Measure Trends HOW WE DO IT We begin with < 10 min. team assessment. Next, a similar individual assessment. Then a workshop using the assessment data. Coaching sustains the change process. Reassessments track progress. Remedy Structural Shortfalls Baseline assessment data 45% 55% 65% 75% 85% All OK
34 Technical Process Support Process support services increase a project s probability of success by delivering the right technical support to a project team at the right time in the project life cycle. The Academy offers rapid deployment training in the technical aspect of the project life cycle through one-on-one assistance, focused workshops, or large-group sessions. Process support services help project practitioners overcome current barriers and achieve immediate goals: Requirements Development Planning and Scheduling Program Control Analysis Systems Integration Support Risk Management Software Management Technical Review Support
35 Currently working with ~60 NASA projects Direct Work with Project Teams
36 Knowledge Sharing Conferences, Forums, Case Studies, and Multimedia
37 Knowledge Sharing Objectives Capture and transfer knowledge from seasoned program/project managers and engineers across the Agency. Cultivate a learning organization of reflective practitioners. Facilitate open communication and dialogue.
38 Knowledge Sharing Activities Knowledge sharing activities emphasize the vital role of stories in the effective exchange of knowledge. Conferences and forums Multimedia Publications
39 Conferences and Forums PM Challenge NASA-wide annual conference attendance in 2007 Masters Forum Invitational semiannual event participants
40 Publications ASK Magazine Award-winning quarterly publication First-person practitioner stories hard copies Online version ASK the Academy Monthly e-newsletter Timely news, updates, and features Online version Case Studies In-depth studies of NASA successes and failures Ten currently online
41 Online Resources/Multimedia and Tools Knowledge assessment tools Video archive of events
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