David,florian dlr kn-david_implementing a pmo_nasa pm challenge_20120223
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Transcript of David,florian dlr kn-david_implementing a pmo_nasa pm challenge_20120223
German Aerospace Center (DLR)
www.DLR.de • Chart 1 > Standard presentation > Jan. 2012
DLRGerman Aerospace Center
- Research Institution- Space Agency- Project Management Agency
> Standard presentation > Jan. 2012www.DLR.de • Chart 2
Locations and employees
7000 employees across 32 institutes and facilities at
16 sites.
Offices in Brussels, Paris and Washington.
> Standard presentation > Jan. 2012www.DLR.de • Chart 3
n Cologne
n Oberpfaffenhofen
Braunschweig n
n Goettingen
Berlin n
n Bonn
n Neustrelitz
Weilheim n
Bremen n n Trauen
Lampoldshausen n
Stuttgart n
Stade n
Augsburg n
n Hamburg
Juelich n
National and International Networking
> Standard presentation > Jan. 2012www.DLR.de • Chart 4
World
Europe
Germany
Customers and partners: Governments and ministries, agencies and organisations, industry and commerce, science and research
Research Areas
- Aeronautics- Space Research and Technology- Transport- Energy- Space Administration- Project Management Agency
> Standard presentation > Jan. 2012www.DLR.de • Chart 5
DLR Space Research and Technology – Communication/Navigation
Focus: - Satellite communications: optical communications, transmission standards
(DVB-S2/RCS), applications/services- Navigation: Galileo operation and operational support, applications
(including indoor navigation) Highlights:- Galileo Control Center- LCT application on TerraSAR-X and NFIRE Future:- Development of GALILEO II technologies - Safety-of-life applications - Combination of communications, navigation and earth observation
> Standard presentation > Jan. 2012www.DLR.de • Chart 6
Institute of Communications and Navigation
Approx. 150 employees at two sites:
OberpfaffenhofenNeustrelitz
Main area of research:- Satellite Communications- Optical Freespace
Communications- Aeronautical Communications - Satellite Navigation- Multisensor Navigation
> Standard presentation > Jan. 2012www.DLR.de • Chart 7
n Cologne
n Oberpfaffenhofen
Braunschweig n
n Goettingen
Berlin n
n Bonn
n Neustrelitz
Weilheim n
Bremen n n Trauen
Lampoldshausen n
Stuttgart n
Stade n
Augsburg n
n Hamburg
Juelich n
Implementing a PMO and Developing PM Expertise at a DLR Institute
Dr. F. DavidVice DirectorInstitute of Communications and Navigation
www.DLR.de • Chart 8 > NASA PM-Challenge > Dr. F. David > February 23, 2012
Initial Situation End of 2005
- Recent change in Institute management
- Distinct scientific profile, but low impact
- Low earnings from thrid party based on lots of small projects, no big missions
- Cross functional department just recently etablished
- Mission: enabling the Institute to take over leading positions in selected, large international key projects
- Evolutionary approach
www.DLR.de • Chart 9 > NASA PM-Challenge > Dr. F. David > February 23, 2012
Agenda
Status and further development
The PMO as driving force for change
Drawing on project managers´experience
Establishing Best Practices in the Institute
Raising the level of aducation in project management
PM as alternative career path
Defining role and responsibilities of Project Managers
www.DLR.de • Chart 10 > NASA PM-Challenge > Dr. F. David > February 23, 2012
The PMO as driving force for changeContinuous development in three domains
www.DLR.de • Chart 11 > NASA PM-Challenge > Dr. F. David > February 23, 2012
PM process
StaffSupport
Establishing best practices
www.DLR.de • Chart 12 > NASA PM-Challenge > Dr. F. David > February 23, 2012
PMI Standards
DLR Governance
Experience
Sponsors
Markets
Drawing on experience of our project managersThe PM working group as exchange network
- Exchange of experience / lessons learned
- Knowledge transfer and peer coaching
- Generation, maintenance, and continuous development of documented best practices and tools
www.DLR.de • Chart 13 > NASA PM-Challenge > Dr. F. David > February 23, 2012
Methodological competences- Generic PM processes- DLR specific processes and interfaces
Contextual competences- Personnel management, finance, law,
standards, …
Behavioral competences- Leadership, motivation, communication,
creativity, openness, performance orientation, …
Raising the level of education in PMTraining concept and PM career path
Start of Career
Orientation Phase 1
Orientation Phase 2
PM Career
PMP
www.DLR.de • Chart 14 > NASA PM-Challenge > Dr. F. David > February 23, 2012
Role and responsibility of Project Managersas defined in the Institute
- The Project Manager is the person responsible for managing the project and for accomplishing the project objectives within the constraints of the project
- Project management is recognized as a valid role with accountability and authority for managing the project
- The Project Manager is appointed by the Director of the Institute and concludes mutual agreements with line managers on the provision and usage of resources
- The Project Manager directly reports to the Director of the Institute
www.DLR.de • Chart 15 > NASA PM-Challenge > Dr. F. David > February 23, 2012
Status and further development
- Increased impact through leadership in key projects
- Siginificant growth in earnings from thrid party still based on lots of small and just some big projects
- Significant increase in level of PM education
- Five PMPs certified, two of them leading large cross-departmental projects
Next Step- Transition from PMO to P3O adressing
- Project Management as well as - Portfolio Management and - Program Management
www.DLR.de • Chart 16 > NASA PM-Challenge > Dr. F. David > February 23, 2012
Thank for your attention!
www.DLR.de • Chart 17 > NASA PM-Challenge > Dr. F. David > February 23, 2012