1. Working Effectively with Line Managers Dr. Sanjay Garg Chief, Controls and Dynamics BranchPh: (216) 433-2685 FAX: (216) 433-8990email: sanjay.garg@nasa.govhttp://www.lerc.nasa.gov/WWW/cdtbPresented at: NASA PM Challenge 2011, Feb. 9-10, 2011 Long Beach, CA Glenn Research Center Controls and Dynamics Branchat Lewis Field

2. Outline Matrix Organization Purpose and Challenges Role of a Line Manager Role of a Project Manager Effective Partnership Between LM and PM Dos and Donts of PM LM Perspective Dos and Donts of LM PM Perspective Discussion Summary Disclaimer: My knowledge of Project Management and PM Role is based on my limited experience in working with PMs in the Aeronautics Research and Space Exploration Technology Development projects, and a week long Project Management class I had early in my career.Glenn Research CenterControls and Dynamics Branchat Lewis Field 3. Matrix OrganizationMissionCenterProgramProgram Directorate Directorate 12 1 2 Division Division ProjectProject Perform Task, Provide AB AB People, FacilitiesBranchBranchBranchX YZ Sub- Project XDefine Goals,AllocateSub-Resources Project YFTEs, $sSub-Project ZFocus is on interaction at the task performance levelwhere the rubber hits the roadGlenn Research CenterControls and Dynamics Branch at Lewis Field 4. Matrix Organization: NASA ExampleFramework for ARMD Program Management Structure and working Relationships with Performing CentersProgram Chain Center Chain Center Director is responsible for implementation of programAA Step 6 - Approvalat center, and could delegatethat authority as appropriate Step 5 - Negotiate ProgramPDPlan signed by PD and CenterCD Director Step 4 - Approval PIPOCProjectStep 3 - Negotiate Project Plan signed by PI, PM, andManagemCenter Center POCent PS PMProject TeamManagement SupportStep 2 - ApprovalAPI Division MgrAssociaStep 1 - Negotiate Task Plan tesigned by API, APM, and Division/Branch ManagerBranch MgrProjectManagemAPMent TeamChain of Command 5. Why Matrix Organization? Matrix Organization Structure came about in the early 1970s as away of combining the best of the Functional and Productorganizations NASA was the first organization to design and implement a formal matrix structure for its space program (Encyclopedia of Business, 2nd ed. Functional Organization: Departmentalize the work force andother resources by key functions/disciplines Results in efficient specialization of labor, easy to comprehend, roles responsibilities are clearly defined, reduces duplication of work Can lead to silos, departments become self-serving, poor communication across the organization Product Organization: Semiautonomous units and profit centersbased on activities, or projects Increases accountability direct relation between activity and objective, decentralized decision making, loyalty to the project Can lead to duplication of effort, lack of communication across units Matrix Organization Agile, responsive to shifting priorities,focused on company goals, maintains discipline specializationGlenn Research CenterControls and Dynamics Branchat Lewis Field 6. Matrix Organization Pros & Cons Strengths: Flexibility - facilitates rapid response to changes Improves communication and creates efficient exchange of information people across various departments are working on common goals and information is exchanged both horizontally and vertically More efficient use of resources highly specialized skills and equipment can be shared across multiple objectives. Improved motivation empowered teams have direct impact on day to day decisions and have greater commitment to the goalsWeaknesses: Confusion about who is in charge staff perceives having too many bosses Constant conflict about roles and responsibilities Complex and sometimes duplicative reporting requirements Conflicting goals (Line and Project) creates interpersonal conflict and finger pointing Increased costs more managers and more reporting Glenn Research Center Controls and Dynamics Branch at Lewis Field 7. Matrix Organization What can go wrong?From Project Management A Systems Approach to Planning, Scheduling andControlling by Harold Kerzner. Figure author unknownGlenn Research CenterControls and Dynamics Branch at Lewis Field 8. Line Manager Role Upward Responsibility Provide information as requested Participate in management team activities workforce planning, addressing issuessuch as office/lab space, strategic directionof the work group, etc. Keep management informed of issues andOrganizational Responsibility seek guidance on critical issues Customer Responsibility Maintain awareness of organization Maintain effective communicationstructure and ensure work groupswith the customers and respondactivities are aligned with organization appropriately to any issuesgoals. Understand customer needs and Keep up to date on the latest Line Manager assist work-group members indevelopments in the groups area ofdeveloping task plans that areexpertiseresponsive to customer needs Establish collaborative relationship with Ensure work-group activities areother groups within the organization consistent with customer needs Establish collaborative relationship withexternal organizations govt. agencies,People Responsibilityindustry and academia Ensure that Safety is the first priority in all of the Ensure broad dissemination of work groups workgroups activities and accomplishments Ensure each staff member has meaningful work,within the appropriate technical and responsibilities are aligned with skillsNeed for strongcommunity Ensure current work is aligned with long term LM/PM Ensure that the work groups resources objectives for the work group Collaborative(people, lab, facilities) are adequate to Take active role in skills and career development of Partnershipmeet current and future needseach staff member Ensure employees receive appropriate recognition for their accomplishments Ensure employee performance level is commensurate with their skills and capabilities Listen actively to employee issues and put the best effort in addressing them Treat employees equitably and fairly Copyright Garg R&D Solutions LLC no portions can be reproduced or used for any commercial purposes without prior permission 9. Project Manager Role The project managers role in a nutshell is the overall responsibility forthe successful planning, execution, control and closure of a project PM role can conceptually also be defined along 4 responsibility lines: Upward Responsibility: Report out on project progress, issues Implement changes as directed Process Responsibility: Identifying, tracking, managing and resolving project issues budget,people, schedule etc. Defining metrics to track project progress and ensure that deliverables areacceptable Managing overall schedule to ensure work is assigned and completed ontime and within budget People Responsibility: Ensuring that the project is properly staffed with the right skill mix Leadership skills having teams, individuals work towards the projectgoals Organizational Responsibility: Stay proficient in the skills needed for successful execution of project Maintain open communication and collaborative relationship with linemanagementGlenn Research CenterControls and Dynamics Branch at Lewis Field 10. Top 10 Qualities of a Project Manager* Inspires Shared Vision Good Communicator Integrity Enthusiasm Empathy Competence Ability to Delegate Tasks Cool Under Pressure Team-Building Skills Problem Solving Skills How are these different from the Top 10 Qualities of a Line Manager?* From PROJECTSMART.CO.UK by Timothy R. BarryGlenn Research CenterControls and Dynamics Branchat Lewis Field 11. LM vs. PMTopic Area Project ManagerLine ManagerPeople - Treat as just another resource, - Consider the person as a whole, pay only for what is needed consider long term career objectives - Want ready skills - Develop skills through trainingMetrics- Limited to specific project - Project milestones PLUS milestones, deliverablesorganizational goals eg. PublicationsFacilities - Pay only for what is needed for - Need to cover complete operational the project costsScope- Near term, pay for only those - Long term health of the organization technologies needed to meet the - Development of core technology project goals capability to support future projects The apparent differences in Objectives can lead to conflict between ProjectManager and Line Manager an US vs. THEM Culture Detrimental to Project and ultimately to the Organization as a wholeGlenn Research CenterControls and Dynamics Branch at Lewis Field 12. The Case for LM/PM Collaboration A Collaborative Partnership between Line Managers and Project Managers can: Leverage the strengths of the Matrix Organization to the Max Minimize the impact of weaknesses of the Matrix Organization Create a Balanced Matrix where LM/PM are working in harmony to cchieve Project and Organization Goals What a Line Manager brings to the Partnership: Knowledge of the discipline work being done across Projects Help leverage the investment across projects Assess how changes in one Project might impact anotherProject Discipline expertise and technical knowledge to ensure that ProjectGoals are achievable within allocated resources Knowledge to assign the right people to the Project Balance Project Goals with individual interests, skills andcareer objectives Manage the performance of the technical staff to ensure ProjectGoals are being met Broad Organizational knowledge to be able to identify and helpaddress issues in a timely mannerGlenn Research CenterControls and Dynamics Branch at Lewis Field 13. LM/PM Collaboration Motivating the Technical StaffMotivated Staff Achieves Results Top Motivators of Scientists and the Technical Staff - Acknowledgement, Recognition & Respect - Trust, Freedom & Independence - Growth & Development: Tech & Touch - Meaningful & Challenging Work - Empowerment & Control: Decision Making/Recommendary Authority - To be Listened to & Taken Seriously - Supportive Relationships - Sufficient Resources to Accomplish Goals - Self Actualization Only by Working Collaboratively Can the Line Manager and Project ManagerExpect to Keep the Staff Motivated Neither can Achieve this by ThemselvesGlenn Research CenterControls and Dynamics Branchat Lewis Field 14. Characteristics of a Healthy LM/PM Collaboration A Collaborative Partnership between Line Managers and Project Managers can: Leverage the strengths of the Matrix Organization to the Max Minimize the impact of weaknesses of the Matrix Organization Create a Balanced Matrix where LM/PM are working in harmony to cchieve Project and Organization GoalsGlenn Research CenterControls and Dynamics Branch at Lewis Field 15. Dos and Donts of PM LM PerspectiveThis chart will provide a LM perspective on whatthey will like to see the PM do (emphasize in thecollaborative partnership) and things that PMshould not doGlenn Research CenterControls and Dynamics Branchat Lewis Field 16. Dos and Donts of LM PM PerspectiveThis chart will be used interactively to get the PMperspective on what they will like to see the LMdo and what they dont want LM doing. An intiallist will be provided based on my discussions withthe PMs that we work with.Glenn Research CenterControls and Dynamics Branch at Lewis Field 17. SummaryThe Summary chart will list the major benefits ofLM/PM collaboration and will summarize the keyexpectations of each other to develop andmaintain a strong partnershipGlenn Research CenterControls and Dynamics Branch at Lewis Field