“Using Simulations to Train Future Project Leaders at NASAâ€‌ By...

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Lawrence Suda speaks about “Using Simulations to Train Future Project Leaders at NASA” at Serious Play Conference 2012 ABSTRACT: The essential message of this presentation is about training future project managers at NASA and about project team behavior: how the simulation technology behaves, how people behave and how the simulation and people behave, and sometimes misbehave, together. Ultimately the real test of the people on the project is not so much what they know; it’s what they do with their knowledge. Making a decision is not the same as implementing it. Knowledge, insight and project wisdom are needed to fully execute a successful project.

Transcript of “Using Simulations to Train Future Project Leaders at NASAâ€‌ By...

  • 1. Using Simulations to Train FutureProject Leaders at NASAExperience. Lawrence Suda

2. Performance Simulations People learn by doing in a risk-freeenvironment Learners: are encouraged to experiment learners drive the experience get realistic and individualized feedback throughout the experience must master certain behaviors to achieve higher overall performance metrics 3. Business SimulationsProject Leadership ExperienceAdaptive Project LeadershipApplied Agile Project ManagementGlobal Project LeadershipPortfolio & Program LeadershipBusiness AcumenVirtual Project LeadershipChange LeadershipOperations ManagementStrategic Business ManagementSupply Chain Management 4. Simulations Mapped to Levels 4 5. Business Simulations Scope Large-Scale Team Exercise 24 to 35 + hours to complete Simulation Integrated into Learning Design Mixed Methodologies Open-ended, Multi-layered, Multi- dimensional Systems and Detailed Levels of Complexity Instructor Facilitated but Learner Driven Classroom or Virtual or Both Teams Are Not Competing 6. ValidationVetted over 30 years with world class organizations andliterature review NASAs PM Model NASA Project Mirror: Assessment & Development Center GE Project Leader Research & Model Nortel Networks PM Model MITRE Royal Bank of Canada Department of Energy Merck Leadership Model Management Research Group Leadership Model NASA Team Study & Assessment NASA Leadership Model US Navy Project Execution Study PMI Career Development Framework Alcatel-Lucent Hewlett-Packard 7. Transitioning Into Project LeadershipProgram/Project Manager LevelsLevel 1 Level 2 Level 3Level 4 HighTechnicalDiscipline ActionsProgram/ProjectManagement Actions Low 8. Dimensions Program/Project Manager Levels Level 1 Level 2 Level 3Level 4High Technical --- LeadershipTechnicalDiscipline Actions Technical --- Abstract Productive --- Practical Program/Project Management Actions Narrow --- BroadLow Task Orientation --- World View Defined Goals --- Moving Goals Discipline Specific --- Multidisciplinary 9. Major ClustersCompetency ResearchFocus Groups & Individual Interviews Personal Leadership Team Leadership NASA Agency Acumen Communication Effectiveness Strategic Perspective and Thinking Project Management Skills and Knowledge 10. o n A cti din atelicub tionordP ce Coe fl Ream ing T n L eart oin ingJ n in gne anPlad MTeam Learning areSh 11. Workshop Themes and Modules 12. Learning ObjectivesThe overall purpose of the workshop is to improve our understandingof human and project complexities and to develop effectiveapproaches to leading complex projects. More specifically we want todevelop skills in: Improving project team performance Leading in complex environments Developing adaptive leadership skills Developing defensible, flexible, adaptive plans Using information to make better decisions Identifying and managing project tradeoffs Understanding unintended consequences of decisions Recognizing when to focus on technical versus adaptive problems Learning from successes and failures 13. Typical AgendaIntroductionPlenaryCase DiagnosisSimulation (Teams)Case Discussion PlenaryTheoryPlenaryPlanningSimulation TeamsExecution Simulation TeamsDebrief PlenaryApplication Plenary 14. NASA Project Leadership Lab Day 1Day 2Day 3Day 4Day 5 IntroductionFilm Film Project ReviewFilmScheduling Personal Styles Team Work &Leadership Context Knowledge TransferAfter Action SettingReviews360 Feedback Team Styles SimulationFeedback To Team leadership Teams Resource Planning Presentation SimulationMind MappingReflectionsSimulation Simulation Action Planning LunchLunch Lunch Lunch Lunch Introduction to Risk Management Project Executionproject simulationDefinitionSimulation Scheduling Simulation Quality & BudgetManagementSimulation Simulation Complete Simulation Simulation Film 15. 4-Day Learning Design 16. Short Lectures Defensible Planning Project Execution Problem Solving, DecisionMaking Team Leadership Performance, Motivation, Start-up & Maintenance Adaptive Leadership 17. Planning PhaseHear Lectures & Simulation Planning Scheduling Resource Risks Quality BudgetingCreate & Defend Plan 18. Example Tools Scheduling & Resourcing Time(weeknumber)CR CR CR CR CR CR TR 15- 1-8- 15- 22-15-1- 8- 15-1-Jan 8-Jan Jan 22-Jan 1-Feb 8-Feb 15-Feb 22-Feb Mar Mar Mar Mar 1-Apr 8-Apr Apr 22-Apr May May May 22-May 1-Jun 8-Jun 15-Jun 22-Jun 1-Jul 8-Jul# HStaffQuality TTaskID ppl SD W PR CC W IM CTE 12 345 6 78 9 10 11 12 13141516 17 18 19 20 21 2223 24 25 26 In the workshop participants develop plans 12 X X X 222 32 X X 2 2 2 62 X X 2 22 2 2 789 1 2 3 X X X X X X X 11 1 X 1 X 1X13XX3XX3 XXXXX X X using both computer and161920 2 2 3 X X X X X X X X X X 222 2 2 2 2 X 3 X 3 X 3 manual tools21 2 X X X 2 2 21 X X 11 1 X XX 41 X 1 1X X X 52 X 2 2X X X 10 2/V X X X 2 2 22 2 X XX 11 2/V X X X 2 2 22 2 X XX 12 2/V X X 2 2X X XX X X XX 13 2 X X 2 2 2X X X XXXX 14 2 X 2 2XXX 15 2 X X X 2XX X 17 4 X X 444X X 182 X X 222X X Totalstaff 22233 3 8 89 99 8 7 5 10 10 10 4 4 3 3 3 2 2 H TTE SD W PR CC W IM C Note Senna 7 7 9 6 5 6 9 11133 3 Mayes 4 4 8 0 8 6 6 11133 3 Franz 2 3 7 4 8 0 4 CC CC HW 22 2 Banks 3 7 4 3 4 1 4 Dance 7 4 8 3 7 7 8 Bilko 6 5 7 3 6 0 6 Inc Bovis Brown Samin Unter Ltd Burns 6 5 6 0 7 0 6 Candy 9 6 9 5 10 8 9 Mindy 10 9 3 9 3 0 7 18 19. Planning4-person teams (instructor shown) develop an overall strategy and approach.They develop a detailed plan that includes: project priorities, critical pathschedule, workload leveling, human resources plan, training, riskmanagement, quality, budgeting. They must defend their strategy and plans.19 20. Project Execution PhaseHear Lectures & SimulationControl Problem Solving, Decision Making Decision Trade-offs Re-planning Control Cycle Control Tools 21. ImplementationTeams make tactical decisions on three levels as they implement their plan:Project, Task and Staff. During the exercise, they must actively manage theproject as conditions change as a result of their decisions and unknown eventsthat create more issues and problems. Note: Instructor can introduce more issuesand problems. Participants report status on a monthly basis. They have controltools to assist them as they proceed through the simulation exercise.21 22. Some Typical Disruptions Resignations & Absenteeism Resources pull for other projects Large Scope Change Scope Creep Customer wants more meetings Sponsor wants project sooner New technology doesnt work Team performance is low Key staff member resigns Budget cuts Estimates are wrong Poor Morale 23. Project Competition 24. Performance Summary KPIPLANNEDACTUALFinal Cost 693,000 875,000Completion Week / Date June 17 June 20Open Quality Issues 02 0Quality Issues Reported30 40 47Quality Issues Fixed 30 40 47Labor Cost / Hour6474Technology Cost / Hour 6075Overtime Costs6,315 20,486Training Costs 10,000 4,000Utilization %8387Performance % 10083Absence Rate % 21Communication %64Number of Resignations 11Staff Pulled Away Weeks6-85 25. Simulation Debrief Whatwereyourresults?(briefoveralldescription) Didyoukeepyourriskmitigationplanupdated? Whatcontributedtoyoursuccesses? Whatwereyourmajorsimulation/projectchallenges? Howdidyouovercomeanychallenges? Describeyourteamdynamics. Didyoucapitalizeonteamdiversity? Didyounoticemovementthroughtheteamdevelopmentprocess?25 26. Reported Learning Lead in ambiguous, complex environments Improve individual performance Develop team effectiveness and improve team performance Develop defensible, flexible plans Align project work with organizations strategy Think strategically and conceptually Translate strategies into concrete actions Plan systematically and establishes objectives and priorities Manage risk -- knows when too much risk is being taken, when theright amount is being taken, know the consequence and communicateto the team and to leadership Learn, develop and model new team behaviors Develop personal leadership skills Demonstrate sensitivity and encourage innovation and creativity 27. NASA Comparison of PM62, PM61, PM60, PM59Participants Mean Ratings5 4MeanMean3.8 4.8RatingRating 4.63.6 4.43.4 4.23.24 3 3.82.8 3.62.6 3.42.4 3.22.23 2 1 2 3 4 5 67 8 9 10 PM62 PM61 PM60PM59PM62 PM61 PM60 PM59 Questions about Instructor and SessionQuestions about Information Presented in Session 1. Instructor Effectiveness 6. Relevant to job 2. Discussion were effective in reinforcing learning7. Likeliness to apply back on the job (not asked in PM59) 8. Usefulness in increasing knowledge/skill to be an effective 3. Activities were effective in reinforcing learning Project Manager (not asked in PM59) 9. Value to assist in the achievement of goals as a Project 4. Instructor stimulated thinkingManager 5. Overall rating of learning experience10. Usefulness back on the job 28. Accreditations PMI Global Registered ProviderAdvanced PM = 21 to 35 PDUs American Council on Education (ACE)Accredited for Graduate Credits Stevens Institute of Technology Drexel University Duke CE e-Cornell EADA (Barcelona Spain) 29. Application High Potential Leadership Training New