This presentation comes to you from International Project Management Day 2013 - the annual global virtual summit from IIL that brings together business and technology leaders from around the world to discuss the latest trends and methods in business, leadership and communications. To view the accompanying video keynotes and presentations connect to the event here bit.ly/1blJSkE or purchase the DVD collection http://bit.ly/1fZ9Yc0

1. How NASA Develops Excellence in
International Project Management
Dr. Ed Hoffman, NASA Chief Knowledge Officer

2. Case Study: Cassini-Huygens
U.S. - European mission to explore Saturn
NASA and Italian Space Agency: Cassini spacecraft
European Space Agency: Huygens probe
Launched October 1997
6.7 year voyage to Saturn
$3.27 billion total cost to date

3. Cassini and Huygens
Cassini
Huygens
Delivered Huygens probe to
Titan
Released by Cassini to land on
surface of Saturn’s moon Titan
Remained in orbit around
Saturn for detailed studies of
the planet, its rings and
satellites (moons)
Investigated characteristics of
Titan’s atmosphere and surface
Cassini
Huygens
Saturn
Titan

4. The Complex Project Environment
Complex Project-Based
Organization
Functional
Organization
Novel
Routine
New/invented
Improved/more efficient
Team
Global, multidisciplinary
Local, homogeneous
Cost
Life cycle
Unit
Schedule
Project completion
Productivity rate
Customer
Involved at inception
Involved at point of sale
Adaptation
Control/stability
Problems
Technology
Survival skill

5. Complexity and Risk
DIMENSIONS
Technical
Organizational
Strategic
CHARACTERISTICS






Interfaces
Technology
development
requirements
Interdependencies
among
technologies





RISK
 Technical
Partners and
suppliers
Distributed/virtual
team
Decentralized
authority
Horizontal project
organization
Intensive learning
needs
Talent requirements
 Social


Stakeholders
Socio-political
context
Funding
Geopolitical
interests
 Political

6. Technical Complexity: Zero Room for Error
1. Journey to Saturn included “gravity
assists” (slingshot acceleration
effects) from Venus, Earth and
Jupiter – incredibly precise timing
2. Cassini orbiter would “insert”
Huygens probe in orbit of Titan (one
of Saturn’s moons)
3. Complex communications among
Cassini, Huygens, Deep Space
Network, and ground system

7. Organizational and Strategic Complexity
Italian Space Agency
Cassini high-gain antenna;
radio subsystem equipment
NASA
Cassini orbiter; launch
vehicle and associated
integration & test
ESA
Huygens probe and
associated communications
equipment on Cassini
orbiter
International partnerships affect organizational and strategic complexity

8. Organizational Complexity
1. 260 scientists
2. 17 countries
3. 10 time zones
4. 18 scientific instruments
(payloads) with Principal
Investigators

9. Project Management Challenge
All 18 payloads had reserves:
1.
Cost ($ per fiscal year)
2.
Mass (kg)
3.
Power (watts)
4.
Data rate to the spacecraft bus (kilobytes/second)
Overruns would lead to de-scoping (i.e., instruments cut)
Problem:
How would you manage the reserves to increase the likelihood that all instruments would
fly on the spacecraft?

10. Challenge Solved
Solution:
Electronic trading exchange for Principal Investigators to trade reserves
in cost, mass, power, and data rate.
1.
Governed by project management team (incl. veto power)
2.
Created win-win incentive for all
3.
Gave PIs ownership / assured buy-in

11. International Project Management Committee
Operates as a committee of the International Astronautical Federation.
Serves as forum for informal sharing of activities, plans, and challenges.
Collaborative activities include:
1.
International Project Management course hosted by NASA
2.
Lessons learned workshops hosted by European Space Agency (ESA)
3.
PM Challenge 2010-2012
4.
NASA APPEL Masters Forums
5.
Masters with Masters programs
6.
Young professionals workshop

12. International Project Management (IPM) Course
Originally offered by NASA, and substantially revised with IPMC
participation
1.
10 sessions held with international partner participation
2.
9 nations and 16 organizations represented in latest session
3.
Instructors from multiple countries / organizations
4.
Topics include negotiations, international PM competencies, ethics,
and perspectives from industry as well as government space agencies

13. Competencies for International
Project Managers
1.
Open-mindedness
2.
Lifetime learning
3.
Patience
4.
Even disposition
5.
Navigating ambiguity
6.
Locus of control
7.
Demonstrating creativity
8.
Adapting socially
9.
Instilling trust
Exercises flexibility
Remains cool under pressure
Builds trusting relationships
(adapted from Michael Tucker, Tucker Intl.)

14. Questions?

15. Intelligence – Integrity – Innovation
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