Process Based Mission Assurance (PBMA) Knowledge Management System (KMS)

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1.0 Program Management
    1.2 Program Management Planning
        1.2.2 Develop Overall Safety and Mission Assurance Plan
            1.2.2.4 Provide Team Formation, Training and Professional Development

1.2.2.4 Provide Team Formation, Training and Professional Development

As explained in NPR 7120.5C, NASA Program and Project Management Processes and Requirements

, Section 2.0e:

The NASA Integrated Action Team (NIAT) Report, Enhancing Mission Success- A Framework for the Future

emphasizes that:

"The Program Manager should develop a cooperative and performance-oriented team that includes the Project Managers. It is imperative that team members be mutually supporting and empower each other to do their functions with full and open communication. Each Project Manager shall be responsible for providing defensible estimates of his/her project's life-cycle cost and priority level, whereas the Program Manager shall be responsible for concurrence."

Action NIAT-16 is directed to program managers and others to:

"Continue to remove communication barriers and foster an inclusive environment where open and candid communication are the norm."

Academy of Program and Project Leadership (APPL)

Professional and competent program and project leaders are vital to the future success of NASA. To help train and support the development of such leaders, the Academy of Program Project Leadership was established in 1997. APPL is an outgrowth of the Program Project Management Initiative that started in 1989. APPL has developed into a comprehensive and dynamic resource, which includes the Program Management Development Program (PMDP), Leadership Training, Knowledge Sharing, Web Tools and much more.

The PMDP provides information and resources to aid career development planning for the NASA Project Management workforce

Leadership Training begins with APPL. From the NASA curriculum, participants are encouraged to develop their own path of study. Each program is assigned to one of four different levels, offered as a guide for your individual stage of management training:
Level 1 (Team Member) of the PMDP program consists of entry-level and mid-level NASA employees who are at the beginning stages of their careers and who primarily work on small portions of larger projects.
Level 2 (Subsystem Manager) consists of NASA employees who have established a solid base of technical expertise and who work independently and manage definite portions of projects.
Level 3 (System Manager) consists of NASA employees who manage larger portions of projects and are responsible for evaluating and developing Level 1 and Level 2 personnel.
Level 4 (Program Manager) consists of upper-level managers who serve as leaders and promoters of entire projects and programs.

Knowledge Sharing provides a resource center and an information portal for NASA Project/Program Managers, in which practitioners teach practitioners. This program has three components: the Forum of Master Project Managers, Transfer Wisdom Workshops, and ASK Magazine.

Over the past few years, many of NASA's more experienced practitioners have left, while the number of projects has increased. Increasingly, a younger, less experienced work force is in charge of complex projects and there is a need for increased mentoring, support, and development. APPL facilitates the transfer of this knowledge, at the same time helping to develop future NASA project leaders and serving as a source of innovation for project leadership.

Web Tools provides dynamic links to management tools that are designed to provide project leaders with efficient, practical and tested models for planning and implementing NASA programs.

Visit APPEL, Academy of Program, Project and Engineering Leadership

for further information regarding APPL, program management and career development.

"True leaders are not those who strive to be first but those who are first to strive and who give their all for the success of the team. True leaders are first to see the need, envision the plan, and empower the team for action. By the strength of the leader's commitment, the power of the team is unleashed." --Abraham Lincoln

last modifed: Sep 12 2005 10:50AM

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Last Updated: Jul 31, 2008
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