Georgi,petra dlr kn-david_implementing a pmo_nasa pm challenge_20120223_pg

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

7,000 employees across 32 institutes and facilities at

16 sites.

Offices in Brussels, Paris and Washington.


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

Research Areas

- Aeronautics- Space Research and Technology- Transport- Energy- Security


Financing of DLR and research funding 2012 (planned)

382

270

410

175

742

1112

0

200

400

600

800

1000

1200

1400

Space Administration Project ManagementAgency

Research and Operations

German ESA contributions BMWi /BMVBS Institutional funding R&D

National Space Program incl. management Third-party funding R&D

Project Management Agency in DLR incl. management Aeronautics Project Management Agency incl. management

All values in € million

without settlement of cross-financing


Project Management @ DLR – Research Instituts

- 32 institutes and facilities in 16 sites- 2011 approx. 7,000 employees- Yearly employee turnover of 20% (approx.1,500 employees

leaving DLR and 1,700 new employees in 2011)- Very high need for workforce development

- More than 3,000 projects running p.a., submission of more than 1,500 proposals and offers p.a.

- More than 800 active project managers, more than 30% of projects with middle or high complexity

- DLR workforce development for PM- More than 20 PM courses p.a. (4 days PM compact, PM

compact @ Graduate programme, 4 days PMP preparation, 2 days Risk management, 2 days R&D contracts)

- PM Days 2011 with 60 participants on Lessons learned

Project Management @ DLR – PM career path

- Development of a DLR competence baseline based on IPMA ICB v3.0 (International Project Management Association, International Competence Baseline version 3.0)

- 46 defined competences - technical, - behavioural, - PM context

- 4 competence levels - awareness/ knowledge, - application of PM knowledge in projects with low complexity, - application of PM knowledge in projects with high complexity, - application of PM knowledge in programs

Modell of DLR Project manager career

Leadership career

Institute Director

Head of Department

Group Leader

Project Management career

Experte Career path

Executive Board

Senior Expert

Expert

(Project) scientists and engineers

Project Director

Senior Project Manager

Project Manager

www.DLR.de • Folie 8 > PLL Handbuch > Sabine Riek • DLR_PLL_Handbuch_v0.4 > 09.02.2012

www.DLR.de • Chart 9 > Vortrag > Autor • Dokumentname > Datum

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


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


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 12 > 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


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


The PMO as driving force for changeContinuous development in three domains


PM process

StaffSupport

Establishing best practices


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


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


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


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


Thank for your attention!


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