Transcript Slide 1

Training Project Managers in Small
Aerospace Businesses to Increase
Sustainability
Presented by Dr. John C. Leavitt
Background
• Small businesses constitute a significant roll within the U.S. economy
• They create over half of the non-farm private gross domestic product and
hire over 40% of high-tech workers such as scientists and engineers.
According to Yallapragada and Bhuiyan (2011),
•
The U.S. government has historically supported small businesses since they play a
significant role within the high-tech markets;
‘Small business’ is the spark that ignites innovation- 13-14 times more intellectual
property (patents) come from small businesses
Small business therefore should continue to receive assistance in obtaining
government contracts because reductions may negatively impact the economy (SBA,
2010; Senge, 2009).
•
•
• The U.S. Government has levied requirements to retrain and certify project
and program managers on Government contracts. They are now required or
strongly encouraged for many A&D government subcontractors.
2
Why do Small Businesses this matter to US?
AACEI
• Governmental agencies are expecting
programs and projects to contain costs and
create functional cost estimates for small task
order driven businesses to large Government
contracts.
• Training Project Managers will help satisfy this
requirement
– Realistic Basis of Estimates (BOE’s) for cost and
schedule to help the government evaluate true
contract value.
3
Problem Statement
• The problem statement, from the research study I
conducted is as follows:
• More than 660,000 small businesses in the United States
failed in 2009 (SBA, 2010).
• According to the DoD (2010), 31% of A&D contracts are at
risk of not being offered to small businesses.
– Small businesses focusing on high-tech markets of A&D industries
drive future innovation and are important to the overall health of the
U.S. economy (SBA, 2009c).
4
Problem Statement
• The general business problem was that small businesses
may not meet new federal government requirements for PM
certification (NASA, 2009b).
• The specific problem in high-tech areas such as A&D is that
proof of PM competency or certification was either required
or strongly encouraged to bid new government contracts
(FAI, 2007).
– Small businesses may be unable to afford the costs associated with new
and future training or certification requirements and will risk the loss of
significant government revenue opportunities (DoD, 2010).
5
Purpose Statement
• The purpose of this qualitative, phenomenological study was to
identify the contributing factors of a successful project
management training plan. I interviewed 20 (purposely
sampled) small business executives from the aerospace &
defense market of the Southeast United States.
• For a PM training plan designed for small businesses within
the A&D market to be successful, the plan has to be easy,
quickly implementable, and have a low cost (Bager, 2011;
FAI, 2007; Haug, Soren & Arlbjorn, 2011).
• Failure of small businesses within A&D markets is a significant
social concern- the impact on society if ‘Small Businesses’ fail
it would be in direct conflict with the FAR established to ensure
the sustainability of small businesses (FAI, 2010).
6
Research Question/s
•
•
The overarching research question was:
what contributing factors for a PM training
plan will help to sustain small businesses for
U.S. A&D markets?
The researcher asked eight interview
questions to obtain the data that fully
answered the research question, such as:
• What level of academic degree and PM certification,
or combination thereof, would be the most desirable
to your organization?
7
Conceptual Framework
for qualitative studies (looked at several-came back to TLT)
• transforming, or transformational, theory (Favored by PMI)
– First introduced by James McGregor Burns in 1978
• task oriented leadership
– Bales, 1950 (Task Driven good for managing process not leading teams)
• theory of constraints (Identify the constraints, resolve or re-org)
– “The Goal” Goldratt & Cox, 1992 (Rhee, Cho, & Bae, 2010) Weakest link ideology
•
“Transformational Leadership is concerned with not only performance but the
development of followers to their fullest potential” from within (Nichols, 2008)..
•
The PMI stresses teamwork and the use of high-performing work teams within the
PMBOK. Transformational leadership ensures that leadership will broaden and
elevate the followers’ interests by stirring them to look beyond their own interests for
the good of the team or the project (Andersen, Dysvik, & Anne, 2009).
8
Literature Reviewed
an overview
Historical (prior to 2007)
Business management or
education documents
Books
Journals
Magazines
Webpages or online
documents
Total
9
Government/Aerospacerelated documents
5
8
0
0
1
0
0
1
PM or program
management-related
documents
1
0
0
0
13
2
1
Current 2007-2012
Business management or
education documents
Books (46)
Journals (86)
Magazines (1)
Dissertations (4)
Webpages or Gov online
documents (23)
Total
Table 1
Breakdown of Historical
Documents Reviewed
11
53
0
2
Government/
aerospace-related
documents
24*
5
0
0
Project/program
management-related
documents
11
28
1
2
1
67
11*
40
11
53
Peer Reviewed
Current 2007-2012
Business management or
education documents
Books (36)
Journals (86)
Magazines (0)
Dissertations (4)
Webpages or Gov online
documents (14)
Total
Table 2
Breakdown of 160 Current
Documents Reviewed
6
53
0
2
Government/
aerospace-related
documents
21*
5
0
0
Project/program
management-related
documents
9
28
0
2
0
61
7*
33
7
46
Table 3
Breakdown of Current PeerReviewed Documents (140 or
approximately 88%)
Method/Design chosen
helped add new insights
• I considered many methods to test or quantify whether the stakeholders
were aware of options for low-cost training available to them. A single-shot
case study was considered. However, as Campbell and Stanley (1963)
pointed out, “Such studies have such a total absence of control as to be of
almost no scientific value” (p. 6).
• In the end, I used a qualitative method, and phenomenological designed
approach. The use of open-ended interview questions was appropriate to
collect data that took into account the essence of the lived (human)
experience; in addition, the data supported the knowledge obtained from the
literature review (Creswell, 2009; Turner, 2010)-provided valuable insight
into the needs and perceived value of PMP certification training.
10
Population and sample size
• The researcher employed a combination of criterion
sampling and purposeful sampling, as defined by Suri
(2011).
– The specific criteria for selection was to hold a current position of leadership
in a small business operating within the SE-US & within the A&D market.
– Purposeful sampling was to invite participants from within the A&D market in
the Southeastern United States.
• The established sample size of 20 for the interviews was
considered an appropriate sample size for a qualitative
study (Mason, 2009).
– The sample size was relational to the depth required (Marshall, 1996).
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Data Collection/Organization
Techniques and Tools Employed
1. The researcher sent out over 150 invitations to participate
2. Selected participants completed a letter of Informed Consent
3. Telephone interviews were scheduled
4. The researcher recorded all interviews on both analogue and
digital recording systems
5. The researcher coded and transcribed the interviews
6. The researcher used MS Word, MS Excel spreadsheets and
NVivo v.9 software to sort, manipulate and store the coded
data used to identify emergent themes through the IPA
method
I have secured soft copies of the resultant data on two sets of CD-ROMs and have placed
them in a personal safety deposit box where they will remain for 5 years
12
Analysis of the Data
The use of Interpretive Phenomenological Analysis (IPA)
• IPA was the primary method of analysis used.
– Except for the coding of participants names and identifying information,
the coding or annotating the insights of the participant’s responses, used
a bottom-up method generating the coding from the data rather than
applying a pre-existing code set to the resultant data
– Using IPA required the researcher to gain insights into the meaning of
the participants responses and then interpret those insights without
changing the significance or connotation of the respondents’ response
(Smith, Flowers, & Larkin, 2009)
– Grouping took place by counting of participants who seemed to agree or
trend together to align participant responses into a specific group or
theme (Fade, 2004).
– Cross-validation and triangulation was then used to validate the
groupings and themes found using the NVivo v.9 (QSR International,
2011) software (Kikooma, 2010).
13
After IRB approval
a pilot study was employed
• To ensure the validity of the interview instrument, the interview
questions were piloted with five participants
– This pilot followed the interview procedure and provided feedback about
the clarity and answerability of the questions to ensure scholarly content
• The researcher discussed the feedback from the pilot study
participants with the study chair
– would incorporate instructions that the participants could ask the
researcher to slow down and/or repeat a question at any time
• Since, only a minor instructional adjustment was made as a
result of the pilot study, therefore, resubmission to the IRB was
not required
14
Research Accomplished
Initial Findings
• The research showed me that if the PM training plan was to be
implemented successfully, it had to be easy, be implemented
relatively quick and be low cost (FAI, 2007; Department of
Interior, 2008)
• As expected, participants expressed concerns about future
governmental regulation and took a keen interest in
identifying key factors for the success of a PM training plan
written to help their organizations to prepare for the future
– The executives identified the most important components needed to support their
businesses; such as which knowledge areas within the PMBOK are valued the
most by them (i.e., scope, schedule, and cost); (PMI TripConst/Kerzner Iron
Tri<) the attributes of PMPs whom they might hire, and the overall strategy of
success factors and potential barriers to ensure successful implementation
15
Presentation of the Findings
Primary Theme
• One overarching research question guided this
study: What contributing factors for a PM training
plan will help to sustain small businesses for U.S.
A&D markets
– The interview responses definitely furthered the knowledge gained
from the literature review
– The questions were designed to identify contributing factors for a
successful PM training plan implementation
– Costs, was a driving concern-whether from increases in benefit costs
or from the costs of training, Costs can significantly hamper the
ability of small businesses to remain solvent (SBA, 2009c).
16
Identification of Ten Subthemes
linked to literature reviewed and participant responses
Each subtheme directly linked to the literature as well as the executives responses.
10 subthemes were derived from the interview responses. Some related directly to
the interview questions, and others were derived from the answers to several
questions. This crossover was possible because IPA relates meaning to groups and
the presentation of the data in a multitude of views that helped group subthemes.
Educational minimums and
recommended degrees for PMPs
Knowledge areas of the PMBOK most
valued
Top Two of Four most valuable PM
lessons to small business executives
PM training helping contract capture
Value of the PMP certification
Attributes executives want of a PMP
The value of PM experience to the
small business executive
Contributing Factors for successful
training plan implementation
Most prevalent barriers preventing a
successful training plan implementation
Senior management buy-in, how
important is it for success
17
Application to Professional Practice
• Collection of the lived experiences of the participating
executives identified the contributing factors for a successful
PM training plan
• Once the study has been published, I expect to modify a PM
training plan with the knowledge gained from this study
• The resultant training plan, will be made available to the small
businesses within the SE-US A&D market
– The plans optional curricula when tailored to the types, size, and abilities of a
small business will drive success.
– The plan WILL IDENTIFY PMI local training resources train the trainer, and
other methods that might provide successful PM training.
18
Implications for Social Change
• I think that the 2010 report to the president by the SBA makes it clear that:
• By assisting small businesses increase their sustainability job growth and
overall economic health maybe positively impacted and improved;
• Ensuring small business sustainability demonstrates social responsibility
• Provide lesser expensive options to small businesses for PM training
• Assist small businesses within High-Tech sectors from loss of revenue due to
inability to bid future jobs
• Helping small businesses could be good for the employees, the
organizations and owners, the even U.S. government agencies imposing
the requirement to use certified project managers, most importantly the U.S.
economy in general (Davis 2009; GAO-08-1159T: Defense acquisitions:
Fundamental, 2008).
19
Recommendations
Call for action
The intent of this study was to :
• inform small businesses within the A&D market of new government
contracting requirements,
• Gather information designed to model a PM training plan,
• Ensure success of the plan by developing factors that contribute to
success as well as address barriers to success through curriculum and
program options.
– I plan to disseminate the findings to small businesses supporting the A&D market of the
southeastern United States through ProQuest publishing and offer the results to the PMI
for discussion at the PMI World Congress in 2013
– I also plan to attend the NASA PM Challenge of 2013 (NASA, 2009a, 2012).
– The plan when completed will provide a scalable and flexible PM training program that can be tailored to fit the needs of
small businesses within the A&D market.
– I expect I will need 6-months to complete the new revision of the training plan…
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Recommendations
Call for action
• The PM and Cost Estimation community need to use
one clear vernacular for Government proposals
– PM training includes multiple reviews of the PMI glossary
of terms to ensure that there is a common framework to
build from
– Understanding the DoD 5000.4-M Cost Analysis Guidance
and Procedures C3
• Cost Terms, Definitions, and Relationship to Life-Cycle Costs,
Work Breakdown Structures, and Appropriations
– Information shown from DAU ACQuipedia-public domain
21
DoD 5000.4-M
22
https://dap.dau.mil/acquipedia/Pages/ArticleDetails.asp
x?aid=8e8f5bf3-f517-4e98-8c07-80bb8670a830
Estimate method changes as programs
progresses (projects progressively elaborate)
23
https://dap.dau.mil/acquipedia/Pages/ArticleDetails.asp
x?aid=8e8f5bf3-f517-4e98-8c07-80bb8670a830
The PMI PMBOK
• Develop scope and requirements
• Develop schedule estimates that are resource
based
• Develop budgets from rates multiplied to
resources
• Does your estimating method change once in
process?
– Of course if you use rolling wave planning or just
take the time to update your estimate to complete
24
42 Processes within the PMBOK
Initiating Process
Group
Project Integration
Management
Develop Project
Charter
Dev Preliminary
Project Scope
Statement
Planning Process
Group
Develop Project Mgmt Plan
Executing Process
Group
Monitoring and Control
Process Group
Closing Process
Group
Direct and Manage Project
Execution
Monitor & Control Project
Work Integrated Change
Control
Close Project
Project Scope Management
Scope Planning
Scope Definition
Create WBS
Scope Verification
Scope Control
Project Time Management
Activity Definition
Activity Sequencing
Activity Resource Estimating
Activity Duration Estimating
Schedule Development
Schedule Control
Project Cost Mgmt
Cost Estimating
Cost Budgeting
Cost Control
Project Quality Mgmt
Quality Planning
Perform Quality Assurance
Perform Quality Control
Project Human Resource
Management
Human Resource Planning
Acquire Project Team
Develop project Team
Manage Project Team
Project Communication
Management
Communications Planning
Information Distribution
Performance Reporting
Manage Stakeholders
Project Risk Management
Risk Mgmt Planning
Risk Identification
Qualitative Risk Analysis
Quantitative Risk Analysis
Risk Response Planning
Project Procurement
Management
Plan Purchases and
Acquisitions
Plan Contracting
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Reproduced from PMBOK 4th Ed.
Risk Monitoring and
Control
Request Seller Responses
Select Sellers
Contract Administration
Contract Closure
Education is the key…
• It is my belief that education in project
management processes and methods will
produce better results for small businesses
writing winning proposals that can be more
consistent
• Low cost PM training education on skills that
develop good risk informed basis of
estimates is the key
26
Conclusions
• The qualitative interview data collected helped to refine, and clarify, the
literature reviewed.
– I agree with the SBA -Government should not enact additional barriers that restrict
small businesses, especially within the high-tech sector, because it could have such a
negative impact not only on the growth of small businesses but also on recovery of the
entire economy (SBA, 2010).
– The results allowed the researcher to identify contributing factors that can help guide a
PM training plan to focus specifically on the needs of small businesses.
– The research will help me and will help others manipulate the planned curriculum to
support the flexible needs of small businesses
• A small business has differing needs than a Boeing or Lockheed Martin…
•
This research, if explored further, will add to the body of knowledge relevant to
Project Management scholars and business practitioners.
•
If only 1% of the small businesses at risk achieve efficiencies derived from this
research, society will gain a significant benefit.
27
Invitation for comments
Questions?
28
Moved Charts from Oral Defense
• Holding place for charts moved.
29
Gathering and Organizing
Research Data
SKIP for AACEi
• Over 150 invitations were sent out to obtain 20 participants
• Telephone interviews of 20 small business executives that
met the selection guidelines were completed using two audio
recorders - one digital (researchers laptop using Audacity
software), and one analogue (cassette deck) to capture the
participant responses.
• Dragon SW did not work-Instituted the backup plan I Manually
transcribed participant responses into MS Word -the files were
then coded to protect the anonymity of the participants.
• Resultant files used to populate both MS Excel spreadsheets
as well as the NVivo software tool where further data coding
and mapping took place.
30
Recommendations
Further Study
Skip for AACEi
• The researcher recommends further study to ascertain
whether the assumptions, limitations, and delimitations
applied to this study would hold true for other high-tech
markets
• I would also recommend to study other regions within the
United States, and nonrelated small business markets, and
even nonprofit organizations that may not yet be feeling the
effects of government regulatory interference but simply
want to improve business practices and gain the efficiencies
that PM training may offer (Atamian & VanZante, 2010).
•
31
specific disadvantaged categories could produce additional guidance for a more
closely aligned PM training program to the target organizations’ needs.
Reflections
Skip for AACEi
• Reliance throughout the interview process on technology was
a hindrance to a timely conclusion. Short don’t over-rely on
technology!
– Had the researcher not made backup recordings on an analog voice
recorder, three of the interviews would have been lost or repeated by
necessity.
• Although I felt the first study should be Qual-Phen; A mixed
methods study performed in the future might provide a more
complete final product, and is recommended to augment the
knowledge gleaned from this study.
•
This study provided the researcher with significant new knowledge that will shape
developing a solid PM training plan.
32
References
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Andersen, E. S., Dysvik, A., & Anne, L. V. (2009). Organizational rationality and project management.
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References
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Haug, A., Soren, G. P., & Arlbjorn, J. S. (2011). It readiness in small and medium-sized enterprises. Industrial
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References
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35
BACKUP CHARTS
• The following references in Backup
References may be called upon during the
narration of the Oral Defense.
36
BACKUP - References
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Campbell, D. T., & Stanley, J. C. (1963). Experimental and quasi-experimental designs for research. Boston,
MA: Houghton Mifflin.
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BACKUP - References
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•
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38