nasa project management development process （pmdp） handbook.doc

此文檔收集于網(wǎng)絡(luò)，如有侵權(quán)，請聯(lián)系網(wǎng)站刪除PMDP Version 4.0“Your Pathway To Project Leadership at NASA”天馬行空官方博客：/tmxk_docin ；QQ:1318241189；QQ群：175569632NASA PROJECT MANAGEMENT DEVELOPMENT PROCESS (PMDP) HANDBOOKVersion 4.0Including:Program/Project Management Job Performance Areas,Project Leadership Performance Goals, Competency Worksheets, and IDP WorksheetsMarch 2002APPLTHE NASA ACADEMY OF PROGRAM AND PROJECT LEADERSHIPSection PagePMDP QUICKSTART3Quickstart Steps4PMDP PROGRAM ADMINISTRATION9Purpose10Responsibilities of Employees, Managers, and NASA Centers/HQs11Center PMDP Boards and Portfolio Requirements13PMDP Levels15INDIVIDUAL DEVELOPMENT PLAN AND CAREER DEVELOPMENT17Individual Development Plan (IDP)18Steps in Career Development19Career Issues Worksheet20Knowledge of Work Environment Worksheet21Knowledge of Self Worksheet22Integration of Knowledge of Self and Work Environment Worksheet24Goal Development Worksheet25Method for Taking Action Worksheet26Individual Development Plan (IDP) Form28STEPS TO ENTER PMDP29PMDP Process Steps30PMDP Policy Issues32Developmental Activities, Rotational Assignments, Formal Training34Mentoring and Coaching35PMDP COMPETENCY WORKSHEETS36Completing the PMDP Worksheets37PMDP Competency Worksheets40PMDP QUICKSTARTQuickstart Steps1. What do I need to know about PMDP, and why it is so important for the Agency? (Refer to Purpose, page 10). It is the Agencys preferred approach for career development of the NASA project management workforce. PMDP increasingly determines which NASA project managers get which projects. PMDP results in a more accurate Individual Development Plan and saves the Agency money in training and development activities. PMDP is accomplished at Center-level, and is verified and validated at Agency level by NASA Academy.2. What are the levels in PMDP? (Refer to PMDP Levels, page 15). Level 1 Capability is a Project Team Member who performs fundamental, basic and routine activities while gaining subject matter expertise in the various Job Performance Areas of PMDP. The metrics for achievement of performance requirements are geared towards recall of appropriate Level 1 basic policies/procedures and application of appropriate policies/procedures in work and developmental activities. Level 2 Capability is a Subsystem Manager who performs in management of a simple project that contributes to a larger system effort. Metrics for achievement of performance requirements include recall and application of appropriate Level 1 and Level 2 knowledge/skills, and adaptation to specific situations and challenges in a Level 2 project environment. Level 3 Capability is a Systems Manager who performs in management of a more complex project, and takes leadership responsibility and management in the initiation and development of content/skill areas specified in the PMDP model, and demonstrates successful top-level management of subordinate elements that are developing in parallel (systems integration). Metrics for achievement of performance requirements include recall, application, and adaptation of appropriate Level 1, Level 2 and Level 3 knowledge/skills, and an extension of application, analysis and synthesis of original solutions to project situations and challenges in a Level 3 project environment. In addition, the evaluation, assessment and development of Level 1 and Level 2 personnel becomes critical. Level 4 Capability is a Program Manager: that performs in management of a complex program or a set of complex projects with multiple associated interfaces, sets the organizational climate for the overall effort, and effectively adapts to political and strategic realities so that the overall effort remains viable (boundary-spanning). Metrics for achievement of performance requirements include the requirements of all previous PMDP levels, and the additional application of appropriate and substantiated criteria (experiential and original) to PM situations and challenges in a Level 4 program environment. In addition, policy development and evaluation and the assessment and development of all previous PMDP levels becomes critical. 3. How do I get into PMDP, and how do I get a PMDP Certificate of Accomplishment? (Refer to PMDP Process Steps, page 30). Enroll in PMDP through the Centers Training Office or by calling NASA Academy after reviewing PMDP materials with your manager/supervisor (the PMDP Wall Chart, the NASA APPL Homepage, and Center PM processes and requirements). Identify a Mentor and Center Board Members (per your Centers particular process) who will guide and support your development process. Determine your PMDP target level of development and complete an IDP to achieve Competencies for the chosen level using the Competency Worksheets in this Handbook. Obtain approval of your Individual Development Plan (IDP) from your Mentor and Board members, and implement your developmental plan and document your progress. Periodically review the IDP with your manager for potential adjustments. Create an individual Portfolio documenting experiences and evidence of Competency achievement. The Portfolio should contain:o Completed Competency Worksheet for the PMDP Level being applied for, documenting how capability has been achieved.o Current IDP documenting developmental gaps and actions to improve.o Performance evaluations, awards, and other commendations.o One page success stories from past and current projects documenting: Specific problems and challenges. Unique experience gained in the project. Concrete actions taken to address problems and challenges. Results and lessons learned. Materials to support success stories (products, services, evaluations, and other records documenting success). Goals statement outlining personal and organizational targets. Submit completed Portfolio to Mentor and Center Board for review and endorsement. Have Center PMDP POC forward endorsed Portfolio to NASA Academy of Program and Project Leadership (NASA APPL) for verification and validation. Receive NASA Certification signed by Center Director and NASA APPL Director from NASA Academy, and begin the process for the next level of accomplishment.4. How do I and my manager keep track of all of the competencies needed to be a NASA Project Manager? (Refer to PMDP Competency Worksheets, page 36).The Job Performance Areas that NASA thinks are important are the following: Working in the NASA environment to achieve goals and continuously improve. Managing and developing people to inspire enthusiasm and improve performance. Working with teams to foster harmonious effort toward common goals. Formulating project concepts and plans to accomplish mission objectives or technology goals. Implementing programs and projects to produce products and services that meet customer expectations. Managing risk, safety, and IT security to balance and reduce threats to project success. Managing and maintaining resources to attain program/project success. Administering and managing acquisition instruments to ensure timely and cost-effective delivery of specified services and products. Working across organizational boundaries to facilitate collaboration of diverse interests and cultures. Growing individually and professionally to become a better program or project leader.Under each major Job Performance Area, Project Leadership Performance Goals are specified. Identify what Level of PMDP is desired and locate the associated Tables under each competency.o Identify competencies that have been met by NASA courses and training programs and enter the program abbreviation (i.e. PM for Project Management).o Identify competencies that have been met through project experience, and note by project title and total years of experience.o Identify competencies met through Project Management Institute (PMI) activities and note by title and date.o Identify competencies met through professional activity and note by title and date (i.e. IEEE conference).o Identify competencies met through self-study and specify subject area and main reference material.o Identify competencies met through other education programs or training courses and note titles and dates.o Identify competencies met through work assignments where capability was demonstrated and note titles and dates.o Identify the primary method where each competency was developed, and have manager initial and date to certify the competency.o Ensure that additional requirements listed under the table are met to be considered fully certified in that competency.5. What is an Individual Portfolio? (Refer to Individual Development Plan (IDP), page 18). The Individual Portfolio contains:o Completed Competency Worksheet for the PMDP Level being applied for, documenting how capability has been achieved.o Current IDP documenting developmental gaps and actions to improve.o Performance evaluations, awards, and other commendations.o One page success stories from past and current projects documenting: Specific problems and challenges. Unique experience gained in the project. Concrete actions taken to address problems and challenges. Results and lessons learned. Materials to support success stories (products, services, evaluations, and other records documenting success). Goals statement outlining personal and organizational targets.6. I have a bunch of experience and training from other places. How does PMDP handle this? (Refer to PMDP Policy Issues, page 32). Training and/or academic equivalencies are not automatically granted for required NASA APPL developmental activities listed in the table except at Level I, where PMI PMP Certification is accepted in lieu of completing competency requirements. Training and academic equivalencies can be granted for NASA APPL non-required/elective programs by undergoing a content audit through a Center review committee and receiving concurrence from NASA APPL. Equivalencies for documented project management experience can be granted by the Center PMDP board for Levels II, III, and IV, and by the Center PMDP Point-of-Contact for Level I and are documented through the maintenance of an individual Portfolio. The following table indicates the mandatory minimum formal training required for individuals participating in PMDP. Program/project personnel should supplement these requirements by taking additional formal training that counts towards the minimum annual 40-hour PM requirement. Sanctioned NASA APPL activities apply towards the annual requirement, such as serving as an instructor in Academy courses and activities.MATRIX OF REQUIRED TRAINING COURSES BY CAREER LEVELLevel of DevelopmentFormal Training Courses (or equivalency)Program ManagerNASA Program Management (PGM) International Project Management (IPM)Project Manager (Systems Level and Above)NASA Advanced Project Management (APM)Project Manager (Subsystems Level)NASA Project Management (PM) Systems Engineering (SE)Project Personnel (Discipline Experts)Foundations of Project Management (FPM(Exception granted for PMI PMP certified candidates)PMDP PROGRAM ADMINISTRATIONPurposeThe NASA Project Management Development Process (PMDP) Handbook provides NASAs program and project management (PM) community with a consolidated reference document that: Suggests a general road map that is tailored at NASA Center level for continuing professional development and increased capability in project management. Provides NASA employees with a general description of competencies and capabilities required to perform the major tasks in NASA project management. Offers employees and their NASA Center supervisors a tool that identifies and sequences training and other developmental activities when preparing an Individual Development Plan (IDP); additional resources available at . Assists NASA Center supervisors in making effective use of increasingly scarce training resources by identifying competencies and training courses to schedule employee-training attendance at appropriate courses at the appropriate time. Supports the consistent application of successful program/project management practices across NASA. Integrates the Systems Management Office (SMO) into the career planning process for Agency Project Managers to support and enhance the NASA Centers strategic plan, portfolio, and capabilities/experience/skills mix.This PMDP Handbook provides information to aid career development planning for members of the PM community. The PMDP is endorsed at the highest levels of the Agency, and is used at all Centers and Headquarters as a way to develop PMs and to complement training and development activities that already exist. Professional development is a shared responsibility of the employee and supervisor. In order to design a successful career, employees need to take responsibility to create a career development plan and initiate actions that will lead them to their career goals. To optimize current and future employee contributions, supervisors and managers must be actively involved with their employees in developing their career plan. This involvement includes periodic assessments of the employees knowledge, skills, abilities, and experience. This assessment then leads to generation of an Individual Development Plan (IDP), identifying work assignments and training that promotes both NASA and employee goals.Professional development for an individual contributes to improved organizational performance. In establishing a PM career development template, personnel in PM will share tools and approaches and should become universally assignable across the Agency. Common tools and approaches will improve efficiency, decrease turnaround times, reduce down time, improve customer service, and cut costs.The most important thing to remember is that PMDP does not automatically result in promotions or increases in pay. The purpose of PMDP is to enhance current performance and enable individuals to take advantage of future opportunities. However, career development cannot be directly associated with a promotion or increased pay - there are no guarantees, except that anyone participating in the process will be better prepared to accomplish the mission, and will be recognized as a true professional in NASA and beyond. Responsibilities of Employees, Managers, and NASA Centers/HQsCareer development is a shared responsibility among employees, managers/supervisors, and the organization, but the employee is ultimately responsible to initiate the process. The roles and minimum actions each person and the organization should adopt to ensure effective PM career development are identified in the following paragraphs:Employees: Envision what they want their career to look like today and in the future, taking into account NASAs vision, missions, and Enterprise goals. Assess their aptitudes, strengths, and development needs with their mentor(s) and supervisor using this PMDP Handbook. Prepare an IDP that supports both the current job and longer-term professional goals within the work environment, using the Competency Worksheets to identify developmental gaps and using Resumix software to create professional resumes. Work with their supervisor to schedule appropriate on-the-job training, required complementary formal training, and developmental activities to fill developmental gaps. Prepare and forward to the NASA APPL POC a developmental Portfolio for Board review, to include a current resume prepared through Resumix software. Recognize that career development is important, but that job performance is still primary. Managers: Support the development and training of their subordinates and provide opportunities to discuss career goals and plans with each employee. This discussion should include organizational programs and projects in support of Agency missions, Enterprise goals, and the Center strategic plan, portfolio, and required Center capabilities, experience, and skills mix. Determine the job-related knowledge, skills, abilities and experience that employees need to effectively accomplish the work of the organization in terms of the Centers strategic plan, portfolio, and required capability/experience/skills mix. Mentor and coach employees or assist the employee in finding a suitable mentor and coach for their professional development planning as feasible. Mentoring and coaching have consistently been identified as a critical element in employee career development. Create and support on-the-job experiences to enhance development (i.e. shadowing assignments, Source Evaluation Board (SEB) participation, project reviews, HQs rotations, etc.). Help the employee define short-term and long-term development and training needs tied to the Centers strategic plan, portfolio, and required capability/experience/skills mix. Review employees PMDP Competency Worksheets (contained at the end of this Handbook), Individual Development Plans (IDP), and developmental Portfolios. Approve placement of employees at Level I of PMDP and forward documentation to the Center PMDP Point of Contact for maintenance. Review and forward employee documentation to the Center PMDP Point-of-Contact (POC) for placement at Levels II, III and IV of PMDP.NASA Centers and Headquarters: Ensure that an org