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Using Simulations to Train Future
    Project Leaders at NASA
Experience.

       Lawrence Suda
Performance Simulations


    • People learn by doing in a risk-free
      environment
    • 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
Business Simulations


        Project Leadership Experience
        Adaptive Project Leadership
        Applied Agile Project Management
        Global Project Leadership
        Portfolio & Program Leadership
        Business Acumen
        Virtual Project Leadership
        Change Leadership
        Operations Management
        Strategic Business Management
        Supply Chain Management
Simulations Mapped to Levels




                               4
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
Validation

Vetted over 30 years with world class organizations and
literature review
   –   NASA’s 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
Transitioning Into Project Leadership


                    Program/Project Manager Levels
          Level 1       Level 2       Level 3        Level 4
   High


                Technical
            Discipline Actions



                                    Program/Project
                                  Management Actions

   Low
Dimensions

                                                               Program/Project Manager Levels
                                                     Level 1       Level 2       Level 3        Level 4
                                              High

•   Technical --- Leadership              Technical
                                      Discipline Actions
•   Technical --- Abstract
•   Productive --- Practical                             Program/Project
                                                       Management Actions

•   Narrow --- Broad                          Low



•   Task Orientation --- World View
•   Defined Goals --- Moving Goals
•   Discipline Specific --- Multidisciplinary
Major Clusters
        Competency Research
        Focus Groups & Individual Interviews

   Personal Leadership
   Team Leadership
   NASA Agency Acumen
   Communication Effectiveness
   Strategic Perspective and Thinking
   Project Management Skills and Knowledge
o   n
                                 A cti
                             d
                      in ate                                                        lic
                                                                              ub tion
                ord                                                          P c
                                                                                    e
           Co                                                                  e fl
                                                                             R



                              eam ing
                             T n
                             L ear
      t
 oin ing
J n                                                                 in   g
    n                                                          e an
Pla                                                    d   M
                                                                                          Team Learning




                                                   are
                                              Sh
Workshop Themes and Modules
Learning Objectives
The overall purpose of the workshop is to improve our understanding
of human and project complexities and to develop effective
approaches to leading complex projects. More specifically we want to
develop 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
Typical Agenda


Introduction      Plenary
Case Diagnosis    Simulation (Teams)
Case Discussion   Plenary
Theory            Plenary
Planning          Simulation Teams
Execution         Simulation Teams
Debrief           Plenary
Application       Plenary
NASA Project Leadership Lab
     Day 1                Day 2              Day 3                Day 4              Day 5
   Introduction            Film               Film             Project Review          Film
                        Scheduling       Personal Styles       Team Work &
Leadership Context                                           Knowledge Transfer    After Action
     Setting                                                                        Reviews
  360 Feedback
                                           Team Styles
                       Simulation                                                  Feedback To
 Team leadership                                                                     Teams

                     Resource Planning     Presentation         Simulation
  Mind Mapping                                                                      Reflections

                        Simulation         Simulation                             Action Planning


     Lunch                Lunch               Lunch               Lunch               Lunch
 Introduction to     Risk Management     Project Execution
project simulation
    Definition                                                  Simulation
   Scheduling
                       Simulation

                     Quality & Budget
                      Management            Simulation
   Simulation                                                   Complete
                       Simulation                               Simulation
       Film
4-Day Learning Design
Short Lectures


• Defensible Planning
• Project Execution
  – Problem Solving, Decision
    Making
• Team Leadership
  – Performance, Motivation, Start-
    up & Maintenance
• Adaptive Leadership
Planning Phase



Hear Lectures & Simulation Planning
     Scheduling
     Resource
     Risks
     Quality
     Budgeting

Create & Defend Plan
Example Tools – Scheduling & Resourcing


                                                                                                                                                                                               Time (week number)
                                             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
 
        #      H
                Staff Quality
                         T
Task ID ppl SD W PR CC W IM C
                              TE
                                              

                                              
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                                                                                                                                                                                                                                                                                                                     In the workshop
                                                                                                                                                                                                                                                                                                                     participants develop plans
   1      2 X   X     X                               2        2          2                                                                                                                                                                                                                                   
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    6        2                 X X                                                                                            2           2            2           2           2                                                                                                                              
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                                                                                                                                                                                                                                                                                                                     manual tools
    21       2           X X X                                                                                                                                                                                                                                                           2       2            
                                                                                                                                                                                                                                                                                                              
    2        1     X   X                                                                 1            1           1           X           X          X                                                                                                                                                        
    4        1             X                                                                                                  1           1          X   X   X                                                                                                                                                
    5        2     X                                                                                                          2           2          X   X   X                                                                                                                                                
    10   2/V   X   X X                                                                                                                               2   2   2                                2       2     X         X        X                                                                              
    11   2/V   X   X X                                                                                                                               2   2   2                                2       2     X         X        X                                                                              
    12   2/V   X               X                                                                                              2           2          X   X   X                                X       X     X         X        X                                                                              
    13       2             X           X                                                                                                             2   2   2                                X       X     X         X        X        X        X                                                            
    14       2     X                                                                                                                                                                                        2         2        X        X        X                                                            
    15       2     X   X               X                                                                                                                                                                                       2        X        X   X                                                        
                                                                                                                                                                                                                                                                                                              
    17       4       X                 X                                                                                                                                                                              4        4        4        X       X                                                    
   18    2             X               X                                                                                                                                                                              2        2        2        X       X                                                    
                                                                                                                                                                                                                                                                                                              
Total 
staff                                     2                    2            2            3            3           3           8           8            9           9            9             8       7       5       10       10       10       4       4       3       3       3       2       2                
                    H       T    TE
                 SD W PR CC W IM C Note                                                                                                                                                                                                                                                                       
Senna             7 7 9 6 5 6 9           1                    1            1            3            3           3                                                                                                                                                                                           
Mayes            4 4 8 0 8 6 6                        1        1            1            3            3           3                                                                                                                                                                                           
Franz            2 3 7 4 8 0 4                        CC       CC           HW           2            2           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
Planning




4-person teams (instructor shown) develop an overall strategy and approach.
They develop a detailed plan that includes: project priorities, critical path
schedule, workload leveling, human resources plan, training, risk
management, quality, budgeting. They must defend their strategy and plans.


                                                                          19
Project Execution Phase



        Hear Lectures & Simulation
        Control
             Problem Solving,
             Decision Making
             Decision Trade-offs
             Re-planning
             Control Cycle
             Control Tools
Implementation




Teams make tactical decisions on three levels as they implement their plan:
Project, Task and Staff. During the exercise, they must actively manage the
project as conditions change as a result of their decisions and unknown events
that create more issues and problems. Note: Instructor can introduce more issues
and problems. Participants report status on a monthly basis. They have control
tools to assist them as they proceed through the simulation exercise.
                                                                              21
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 doesn’t work
         –   Team performance is low
         –   Key staff member resigns
         –   Budget cuts
         –   Estimates are wrong
         –   Poor Morale
Project Competition
Performance Summary

             KPI          PLANNED    ACTUAL
Final Cost                 693,000   875,000
Completion Week / Date     June 17   June 20
Open Quality Issues         0–2         0
Quality Issues Reported    30 – 40     47
Quality Issues Fixed       30 – 40     47
Labor Cost / Hour            64        74
Technology Cost / Hour       60        75
Overtime Costs              6,315     20,486
Training Costs             10,000     4,000
Utilization %                83        87
Performance %               100        83
Absence Rate %               2          1
Communication %              6          4
Number of Resignations       1          1
Staff Pulled Away Weeks      6-8        5
Simulation Debrief

•   What were your results? (brief overall description)
•   Did you keep your risk mitigation plan updated?
•   What contributed to your successes?
•   What were your major simulation / project challenges?
•   How did you overcome any challenges?
•   Describe your team dynamics.
•   Did you capitalize on team diversity?
•   Did you notice movement through the team development 
    process?



                                                        25
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 organization’s 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 the
    right amount is being taken, know the consequence and communicate
    to the team and to leadership
•   Learn, develop and model new team behaviors
•   Develop personal leadership skills
•   Demonstrate sensitivity and encourage innovation and creativity
NASA Comparison of PM62, PM61, PM60, PM59
            Participants’ Mean Ratings

          5                                                                   4
Mean                                                            Mean        3.8
         4.8
Rating                                                          Rating
         4.6                                                                3.6
         4.4                                                                3.4
         4.2                                                                3.2
          4                                                                   3
         3.8                                                                2.8
         3.6                                                                2.6
         3.4                                                                2.4
         3.2                                                                2.2
          3                                                                   2
                 1     2   3   4         5                                         6    7   8   9                 10
               PM62   PM61 PM60        PM59                                        PM62 PM61 PM60               PM59


         Questions about Instructor and Session                          Questions about Information Presented in Session
         1. Instructor Effectiveness                                     6. Relevant to job
         2. Discussion were effective in reinforcing learning            7. 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 thinking                                    Manager
         5. Overall rating of learning experience                        10. Usefulness back on the job
Accreditations


• PMI Global Registered Provider
  Advanced PM = 21 to 35 PDU’s
• American Council on Education (ACE)
  Accredited for Graduate Credits
  –   Stevens Institute of Technology
  –   Drexel University
  –   Duke CE
  –   e-Cornell
  –   EADA (Barcelona Spain)
Application


•   High Potential Leadership Training
•   New Employee Orientation
•   Introduction of New PM Initiatives
•   Kick-off or Wrap-up of Conferences
•   Create Project-based Organization
•   Culture Change
•   PM Certification Capstone
Current & Future Challenges
 Manager Involvement - Getting Participants’ Managers to be part of the
  learning process.

 Training Time Compression - Pressures to reduce training time and time away
  from work.

 Work Pressures on Participants – Work while at training

 Travel Funds – Budgets are reduced.

 Budget Pressures – Develop funds for new work reduced.

 Training Outsourced to One or Few Vendors.

 Measuring Effectiveness – ROI.

 Technology Challenges & Learning Design Challenges – Particularly with
  Large Scale Sims in Virtual Environments

 Changing Organization, Program, Project Dynamics – e.g. Agile PM
Thank You!


       Lawrence Suda
     Palatine Group, Inc.
      New York City, NY
Lsuda@thepalatinegroup.com
Useful Links:
www.seriousplayconference.com
www.seriousgamesdirectory.com
www.seriousgamesassociation.com

Contact:
sbohle@seriousgamesassociation.com

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“Using Simulations to Train Future Project Leaders at NASA” By Lawrence Suda- Serious Play Conference 2012

  • 1. Using Simulations to Train Future Project Leaders at NASA Experience. Lawrence Suda
  • 2. Performance Simulations • People learn by doing in a risk-free environment • 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 Simulations Project Leadership Experience Adaptive Project Leadership Applied Agile Project Management Global Project Leadership Portfolio & Program Leadership Business Acumen Virtual Project Leadership Change Leadership Operations Management Strategic Business Management Supply Chain Management
  • 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. Validation Vetted over 30 years with world class organizations and literature review – NASA’s 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 Leadership Program/Project Manager Levels Level 1 Level 2 Level 3 Level 4 High Technical Discipline Actions Program/Project Management Actions Low
  • 8. Dimensions Program/Project Manager Levels Level 1 Level 2 Level 3 Level 4 High • Technical --- Leadership Technical Discipline Actions • Technical --- Abstract • Productive --- Practical Program/Project Management Actions • Narrow --- Broad Low • Task Orientation --- World View • Defined Goals --- Moving Goals • Discipline Specific --- Multidisciplinary
  • 9. Major Clusters Competency Research Focus 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 d in ate lic ub tion ord P c e Co e fl R eam ing T n L ear t oin ing J n in g n e an Pla d M Team Learning are Sh
  • 12. Learning Objectives The overall purpose of the workshop is to improve our understanding of human and project complexities and to develop effective approaches to leading complex projects. More specifically we want to develop 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 Agenda Introduction Plenary Case Diagnosis Simulation (Teams) Case Discussion Plenary Theory Plenary Planning Simulation Teams Execution Simulation Teams Debrief Plenary Application Plenary
  • 14. NASA Project Leadership Lab Day 1 Day 2 Day 3 Day 4 Day 5 Introduction Film Film Project Review Film Scheduling Personal Styles Team Work & Leadership Context Knowledge Transfer After Action Setting Reviews 360 Feedback Team Styles Simulation Feedback To Team leadership Teams Resource Planning Presentation Simulation Mind Mapping Reflections Simulation Simulation Action Planning Lunch Lunch Lunch Lunch Lunch Introduction to Risk Management Project Execution project simulation Definition Simulation Scheduling Simulation Quality & Budget Management Simulation Simulation Complete Simulation Simulation Film
  • 16. Short Lectures • Defensible Planning • Project Execution – Problem Solving, Decision Making • Team Leadership – Performance, Motivation, Start- up & Maintenance • Adaptive Leadership
  • 17. Planning Phase Hear Lectures & Simulation Planning  Scheduling  Resource  Risks  Quality  Budgeting Create & Defend Plan
  • 18. Example Tools – Scheduling & Resourcing                     Time (week number)   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   #  H Staff Quality T Task ID ppl SD W PR CC W IM C TE     1   2     3   4 5 6 7   8 9   10         11   12   13   14 15   16   17 18   19   20 21   22 23   24   25   26           In the workshop participants develop plans 1 2 X   X     X     2 2 2                                               3 2     X     X           2 2 2                                         6 2         X X                2 2 2 2 2                               7 8 9 1 2 3 X   X       X   X         X     X     X                                            1     1       1   X 1   X 1 X 1 3 X X 3 X X 3   X X   X X     X     X     X                                           using both computer and 16 19 20 2 2 3   X X             X X X   X X X   X X                                                                                              2     2     2   2 2   2 2   X 3   X 3     X   3                     manual tools 21 2         X X X                                              2 2                                                                             2 1   X   X               1 1 1 X X X                                   4 1       X                     1 1 X X X                               5 2   X                         2 2 X X X                               10 2/V   X   X X                       2 2 2 2 2 X X X                     11 2/V   X   X X                       2 2 2 2 2 X X X                     12 2/V   X     X                   2 2 X X X X X X X X                     13 2       X     X                   2 2 2 X X X X X X X                 14 2   X                                       2 2 X X X                 15 2   X   X     X                                 2 X X X                                                                                       17 4     X       X                               4 4 4 X X               18 2     X       X                               2 2 2 X X                                                                                       Total  staff                   2 2 2 3 3 3 8 8 9 9 9 8 7 5 10 10 10 4 4 3 3 3 2 2     H T TE     SD W PR CC W IM C Note                                                     Senna   7 7 9 6 5 6 9   1 1 1 3 3 3                                         Mayes   4 4 8 0 8 6 6   1 1 1 3 3 3                                         Franz   2 3 7 4 8 0 4   CC CC HW 2 2 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. Planning 4-person teams (instructor shown) develop an overall strategy and approach. They develop a detailed plan that includes: project priorities, critical path schedule, workload leveling, human resources plan, training, risk management, quality, budgeting. They must defend their strategy and plans. 19
  • 20. Project Execution Phase Hear Lectures & Simulation Control  Problem Solving,  Decision Making  Decision Trade-offs  Re-planning  Control Cycle  Control Tools
  • 21. Implementation Teams make tactical decisions on three levels as they implement their plan: Project, Task and Staff. During the exercise, they must actively manage the project as conditions change as a result of their decisions and unknown events that create more issues and problems. Note: Instructor can introduce more issues and problems. Participants report status on a monthly basis. They have control tools 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 doesn’t work – Team performance is low – Key staff member resigns – Budget cuts – Estimates are wrong – Poor Morale
  • 24. Performance Summary KPI PLANNED ACTUAL Final Cost 693,000 875,000 Completion Week / Date June 17 June 20 Open Quality Issues 0–2 0 Quality Issues Reported 30 – 40 47 Quality Issues Fixed 30 – 40 47 Labor Cost / Hour 64 74 Technology Cost / Hour 60 75 Overtime Costs 6,315 20,486 Training Costs 10,000 4,000 Utilization % 83 87 Performance % 100 83 Absence Rate % 2 1 Communication % 6 4 Number of Resignations 1 1 Staff Pulled Away Weeks 6-8 5
  • 25. Simulation Debrief • What were your results? (brief overall description) • Did you keep your risk mitigation plan updated? • What contributed to your successes? • What were your major simulation / project challenges? • How did you overcome any challenges? • Describe your team dynamics. • Did you capitalize on team diversity? • Did you notice movement through the team development  process? 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 organization’s 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 the right amount is being taken, know the consequence and communicate to 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, PM59 Participants’ Mean Ratings 5 4 Mean Mean 3.8 4.8 Rating Rating 4.6 3.6 4.4 3.4 4.2 3.2 4 3 3.8 2.8 3.6 2.6 3.4 2.4 3.2 2.2 3 2 1 2 3 4 5 6 7 8 9 10 PM62 PM61 PM60 PM59 PM62 PM61 PM60 PM59 Questions about Instructor and Session Questions about Information Presented in Session 1. Instructor Effectiveness 6. Relevant to job 2. Discussion were effective in reinforcing learning 7. 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 thinking Manager 5. Overall rating of learning experience 10. Usefulness back on the job
  • 28. Accreditations • PMI Global Registered Provider Advanced PM = 21 to 35 PDU’s • 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 Employee Orientation • Introduction of New PM Initiatives • Kick-off or Wrap-up of Conferences • Create Project-based Organization • Culture Change • PM Certification Capstone
  • 30. Current & Future Challenges  Manager Involvement - Getting Participants’ Managers to be part of the learning process.  Training Time Compression - Pressures to reduce training time and time away from work.  Work Pressures on Participants – Work while at training  Travel Funds – Budgets are reduced.  Budget Pressures – Develop funds for new work reduced.  Training Outsourced to One or Few Vendors.  Measuring Effectiveness – ROI.  Technology Challenges & Learning Design Challenges – Particularly with Large Scale Sims in Virtual Environments  Changing Organization, Program, Project Dynamics – e.g. Agile PM
  • 31. Thank You! Lawrence Suda Palatine Group, Inc. New York City, NY Lsuda@thepalatinegroup.com

Notes de l'éditeur

  1. PLANNED ACTUAL Final Cost Completion Date (Week/Date) Open Enhancements No. of Enhancements Identified No. of Enhancements Completed Labor Cost/Hour Technology Cost/Hour Overtime Costs Training Costs Utilization % Performance % Absence Rate % Communicating % No. of Resignations 1 No. of Weeks Staff Pulled Away 6-8 Performance Summary 6- © 1987-2003, Management Worlds, Inc. All rights reserved. Distributed by International Institute for Learning, Inc., under agreement with Management Worlds, Inc.