1、Lessons Learned Entry: 1418Lesson Info:a71 Lesson Number: 1418a71 Lesson Date: 2004-01-01a71 Submitting Organization: ARCa71 Submitted by: Donald R. MendozaSubject: Project Manager Training and Development Program Abstract: Building a successful Project Management Training and Development Program in
2、 a Center dominated by scientists and engineers having cultural indifference to Project Management.Description of Driving Event: When the Project Management (PM) Training & Development Coordinator (T&DC) began work, there was no existing PMT&DC infrastructure at the Center to draw support from. Addi
3、tionally, the predominately scientific and engineering community had little interest in PM and did not view it as a professional discipline. The PMT&DC took advantage of the lack of existing structure to be creative in fostering interest in and developing ways to deliver PM training which worked wit
4、hin the Centers culture. This approach, based on a community service philosophy, has resulted in a thriving PMT&D program and has made a significant positive impact on the Centers culture. The strategies used to accomplish this include making and leveraging personal contacts, developing mutually ben
5、eficial relationships with other entities interested in training, and being actively involved in training scheduling, enrollment and evaluation. Key Word/Phrases: Profession development, training, leadership Lesson(s) Learned: 1. Creative approaches can be used to overcome cultural barriers to and r
6、esource limitations on a PMT&D program. Some specific methods used included:a. Building a mutually beneficial relationship with the Academy of Program and Project Leadership (APPL) and establishing ARC as “APPL West” helped bring more courses to Provided by IHSNot for ResaleNo reproduction or networ
7、king permitted without license from IHS-,-,-ARC and reduced the financial and schedule burden to ARC for training courses.b. Volunteering ARC to pilot new training and development ideas from APPL provided APPL with valuable feedback and ARC with additional training opportunities and input into the k
8、inds of training resources the Agency would fund.c. Forming personal relationships helped find personnel within ARC who had an interest in and need for PM training and development. By initially targeting training to this group, the dominant culture of indifference to PM development was circumvented.
9、 2. Establishing credibility for providing interesting, relevant and valuable training and development classes has led to continued and increased interest in PM training and development. Several tactics used to accomplish this were:a. Using person to person contact to solicit information on training
10、 needs to determine what types of training should be offered. There is an emphasis on offering training that is closely tied to peoples current jobs and has immediate applicability. Learning is emphasized rather than certification.b. Matching training opportunities with members of the community. Spe
11、cific classes are actively marketed to appropriate personnel through phone calls and targeted email. Course applications are reviewed for appropriateness to ensure personnel will benefit from participation.c. Continually monitoring courses for usefulness and applicability to the ARC environment. Fee
12、dback is collected from participants through course evaluations, phone calls and email. Additionally, having the PMT&D coordinator observe classes in person helps confirm the evaluations through conversations with participants. The feedback is provided to APPL.d. Emphasizing and offering “hands on”
13、training whenever possible.e. Bringing interesting and knowledgeable guest speakers to the Center as another method of providing training. Location and amenities (such as providing refreshments) are considered in making training opportunities attractive. Recommendation(s): 1. In order to leverage of
14、f the resources of other training organizations, e.g. APPL, such that the Centers burden is reduced, efforts should be made to build mutually beneficial relationships. These efforts should include volunteering to help other organizations develop/pilot new training, trading contact information, provi
15、ding quick turn around time to requests for document reviews and other information, maintaining consistent communications, reserving training seats for specific groups, and providing students to help other programs fill their courses.2. 3. To develop and maintain interest in training within the comm
16、unity, efforts should be made to ensure training opportunities are valuable experiences. These efforts should include verification of course relevance, appropriateness and quality, and ongoing communication with the community on training needs and desires.Provided by IHSNot for ResaleNo reproduction
17、 or networking permitted without license from IHS-,-,-Evidence of Recurrence Control Effectiveness: N/ADocuments Related to Lesson: N/AMission Directorate(s): a71 Exploration Systemsa71 Sciencea71 Space Operationsa71 Aeronautics ResearchAdditional Key Phrase(s): a71 Human Resources & Educationa71 Program and Project ManagementAdditional Info: Approval Info: a71 Approval Date: 2004-06-02a71 Approval Name: Andrew Hockera71 Approval Organization: ARCa71 Approval Phone Number: 650-604-4120Provided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-
