Building a Project Management Network in Your Organization

Building a Project Management Network in your Organization

Christine E. Baker

The Boeing Company

Key elements to the success of the Boeing network

·  Grassroots

·  Democratically organized

·  Simple but powerful goals & objectives

·  Tapped external sources

·  Focused on the customer

Network Features & Benefits

·  Value is demonstrated by culture and behavior which promotes retaining,

·  motivating and utilizing our project management resources

·  Over past 3 years

–  More than 20 events (speakers, fairs, special projects)

–  Key influence in training

–  Sought-after source for job candidates

Intent of Presentation

·  Use the Boeing Project Management Interest Group (PMIG) as a case study to;

–  develop your network

–  charter your group

The Boeing Company (www.boeing.com)

·  Largest U.S. exporter

·  $58 Billion dollar a year operation (1999)

·  Employs more than 189,000 people

·  1999 Commercial sector alone delivered nearly two “projects” worth $ 30 - $140+

·  Million dollars a day...every day

–  Testimony to our core competency for large scale integration via Program Management

–  Leverage is in managing the projects

Overview of the Boeing PMIG

·  Founded by six (6) Project Managers from diverse Boeing operating divisions

·  Goal was to foster an environment where;

–  project management was considered a career path

–  best practices were shared

–  cross-functional communications among project management practitioners was commonplace

The Boeing PMIG – Getting Started

·  The exploratory meeting

–  – invitee demographics

–  – interviewing process

·  Proposed organizational approach and structure

Kick-Off Meeting Agenda

Introduction

Presentation - Pm Career Path / Specialty Description

Break

Group Sessions/ Reports

Wrap Up

Who Are We?

A diverse group of individuals practicing Project Management Principles across Boeing operating divisions

What Are We Exploring?

The potential for a cross functional forum for increased awareness of project management and leadership.

How Are We Doing This?

By interviewing a wider group of Boeing people who are involved in Project management to determine if there is enough consensus concerning:

1.  The benefits of a Boeing PM interest group

2.  Issues re: the establishment of a Boeing wide PM interest group

3.  Level of time commitment available to sustain a Boeing PM interest group

Why Are We Doing This?

1.  To promote common interests and camaraderie among Boeing project management professionals

2.  To build pride in project management at Boeing

3.  By promoting state of the art project management practices

Breakout Topics

·  What are the benefits / values of a company wide PM interest group

·  What are the issues / concerns of participating in a Boeing PM interest group?

·  What topics would meetings cover?

·  How would meetings be structured?

·  Meeting frequency?

·  What level of time commitment would you make to a Boeing PM interest group? (meetings only, contributing member/organizer; #hr/month)

What’s Next?

·  Evaluate responses

·  Distribute evaluation to attendees by August 8, 1997.

The Boeing PMIG Infrastructure

·  The Democratic Organizational Model

·  Pros/Cons

Why A Democratic Organization?

·  Membership is voluntary

·  We want the membership to direct the organization.

·  Empowering the membership will engender participation.

·  Responsibility for continuing the organization will rest with the membership, not with the officers.

Suggested Model

·  We are seeking commitment by an educated membership.

·  Russell L. Ackoff in The Democratic Corporation addresses this issue (Chapter 4 “The Circular Organization” pgs. 110 – 141)

–  “without codetermination - participation (a vote) in making relevant decisions - a full commitment is not obtainable.”

–  “...the quality of a person’s work life is proportional to that person’s participation in decisions by which he or she is affected”.

–  “In turn, the need for such participation is proportional to the educational level of the worker: The more educated, the greater the need to participate”.

Circular Organization

• “Responsibilities of the Boards

–  planning for the unit whose board it is

–  policy making for the unit whose board it is

–  coordinating plans and policies of the immediately lower level

–  integrating plans and policies - its own and those of its immediately lower level – with those made at higher levels

–  morale of the unit whose board it is” (Ackoff, pg. 124)

The Boeing PMIG – Democratic Organization

• Pros

–  supports a volunteer-based structure

–  not dependent on formal management

–  relationships

–  transcends the org chart

–  roles & responsibilities are inherent

• Con

–  based on volunteers’ “excess capacity”

The Boeing PMIG - Charter

·  Creation Process

·  Using VVMGO (Values/ Vision / Mission / Goals / Objectives)

·  Based on the “Exploratory Meeting” results

The Boeing PMIG – Charter

·  Passion + Interest = Action

·  Plan / Do / Check / Act

·  Plan around the “Do”

·  Six areas of project management interest

–  Education & Training

–  Career Development

–  Best Practices

–  Tools & Software

–  Professional Networking

–  Speaker events

Boeing PMIG Values (excerpt)

·  Maintain the highest ethical standards

·  Support and enhance Boeing Core Competencies and Vision 2016

Ethical Performance

Have Fun - enjoy the journey

Evolve from simplicity to simplicity

Operate global, virtual, and integrated

The Boeing PMIG - Maintenance

·  Membership approximately 500

·  Individuals are sponsored by their Supervisor

·  Communication methods

–  E-Mail

–  Web Site

–  Video Conferencing

–  NetMeeting

–  Satellite broadcasting

The Boeing PMIG - Maturity

·  Focused on the Project Management Practitioner

·  Growth is commensurate with Company culture

·  Constraints of a volunteer group

·  Possible “next steps”

–  Project Management Center of Excellence (PMCoE) and/or

–  Project Support Office (PSO)