Good Knowledge Management Is Key To Good Project Management

Transcription

1 Good Knowledge Management Is Key To Good Project Management August 24, 2013 Midwest PMI Professional Development Days John Adrian Program Manager, Boeing Knowledge Network Copyright 2013 Boeing. All rights reserved. RROI: EOT 1

2 Who Are We Our History Founded in 1916 in Washington state Joining of Boeing, McDonnell Douglas, and more We are a global company Recognized as the world s largest, most diversified aerospace company Over 170,000 employees in 50 states and 70 countries Broad customer base across 150 countries What we do today Design, assemble and support commercial jetliners, defense systems, satellites; integrate large-scale systems; develop networking technology and network-centric solutions A heritage that mirrors the history of flight Bill Boeing, Dutch Kindelberger, John McDonnell, Donald Douglas Copyright 2013 Boeing. All rights reserved. RROI: EOT 8/21/2013 2

3 Boeing Commercial Airplanes Headquartered in the Puget Sound region of Washington state 2012 revenues of $49.1 billion Approximately 84,000 employees Offering a family of airplanes and a broad portfolio of aviation services worldwide Three quarters of the world s fleet The industry's source for customer-focused solutions Copyright 2013 Boeing. All rights reserved. RROI: EOT 3

4 Boeing Defense, Space & Security Headquartered in St. Louis, Mo., with global operations in four nations and 21 states 2012 revenues of $32.6 billion Approximately 59,000 employees Formed in 2002 integrating Boeing s defense, space, intelligence and communications capabilities Designing, building and supporting net-enabled platforms and systems for government and commercial customers Delivering the future Copyright 2013 Boeing. All rights reserved. RROI: EOT 4

5 Engineering Operations & Technology Formed in 2006 to establish technical and functional excellence Providing efficient, effective, secure IT solutions Protecting, leveraging intellectual property Executing safe and efficient test operations Driving environment, health & safety performance Establishing common systems/processes for Engineering, Operations and Supplier Management Pursuing technical & functional excellence for the enterprise Copyright 2013 Boeing. All rights reserved. RROI: EOT 5

6 Our Company Vision At Boeing, we aspire to be the world s strongest, best, and best-integrated aerospace-based company for today and tomorrow. W. James McNerney, Jr. Chairman, President and Chief Executive Officer The Boeing Company Leveraging the Power of One Boeing Copyright 2013 Boeing. All rights reserved. RROI: EOT 6

7 Our inspiration is our heritage of Engineering g design is the first process of realizing n is done right, else will follow. n is done wrong, else will follow. The Stakes: Everything The fate of the free world The fate of your brothers / sisters The fate of your allies The fate of your children and our vision Copyright 2013 Boeing. All rights reserved. RROI: EOT 7

8 How does Boeing successfully manage the breath and depth of its programs and projects? Through a fully integrated set of Program and Project Management Best Practices Copyright 2013 Boeing. All rights reserved. RROI: EOT 8

9 Boeing s Program & Project Mgmt Started With First Aircraft in 1915 First Packaged and Assessed on Programs in 1998 Using lessons and examples from across the company Learn as we go! Share new approaches Formally expanded to Projects in 2012 The B & W Copyright 2013 Boeing. All rights reserved. RROI: EOT 9

10 Boeing s Project Mgmt Infrastructure Program Management BCA BDS EO&T Enterprise Program Management Council Enterprise Project Management Office BCA BDS EO&T Corp SSG Industry Engagement Operations Skill Development Portfolio Management Process & Capabilities Single Focus & Implementation Strategy Throughout The Boeing Company Standards, Processes and Tools Common Templates PMBP Alignment Resource Management Project Support Copyright 2013 Boeing. All rights reserved. RROI: EOT 10

11 Is having the right processes, tools and individuals enough to guarantee success? We have found that it takes more than that to drive successful outcomes! Copyright 2013 Boeing. All rights reserved. RROI: EOT 11

12 Boeing s Expanded Focus on Knowledge Management Faced with several converging factors: Demographics of Workforce Accelerated Pace of Work Geographical Disbursement of Work Up to half of the current aerospace workforce will be eligible for retirement within five years. AIAA Report* Boeing developed and implemented a practical, non-academic approach to Knowledge Management. We're more than 170,000 professionals on 5 continents, in 70 countries * RECRUITING, RETAINING, AND DEVELOPING A WORLD-CLASS AEROSPACE WORKFORCE: An AIAA Information Paper Copyright 2013 Boeing. All rights reserved. RROI: EOT 12

13 Enterprise KM Strategic Objectives Enhance business success by: Leveraging Boeing's diverse knowledge through a collaborative one company environment Enhancing the long term continuity of key knowledge within all functions and businesses Copyright 2013 Boeing. All rights reserved. RROI: EOT 13

14 Enterprise KM Strategy A simple, pragmatic approach: Improve Access To Expertise Preserve Key Knowledge Seek It Ask It / Find It Internally & Externally Share It Growth/Productivity Adopt It Document It / Communicate It Use It / Replicate It Peers, Functions and Business Units Extend Usage Advance It Improve It / Accelerate It Apply Lean+ Leverage Knowledge & Enhance Performance Institutionalize the Boeing Knowledge Network Copyright 2013 Boeing. All rights reserved. RROI: EOT 14

15 KM Product and Services Integrated Set of Products and Services Focused on Supporting Business Success Through Our People Copyright 2013 Boeing. All rights reserved. RROI: EOT 15

16 Improved Access To Expertise Internally developed Boeing tool that allows employees to connect, discover, and share knowledge across the enterprise. Copyright 2013 Boeing. All rights reserved. RROI: EOT 16

17 Improved Access To Expertise Formal, employee lead, groups focused on Business related topics. The goals of these groups are to expand the knowledge base around particular topics Copyright 2013 Boeing. All rights reserved. RROI: EOT 17

18 Improved Access To Expertise Functional indentified experts that are indentified to be the go to person for critical skill areas. Copyright 2013 Boeing. All rights reserved. RROI: EOT 18

19 Preserve Key Knowledge Collection of Lessons Learned from across the Enterprise Individual collections of Knowledge linked to enterprise search Boeing s Internal Profession Journal Copyright 2013 Boeing. All rights reserved. RROI: EOT 19

20 Leverage Knowledge & Enhance Performance Provides the administration of mentoring across the enterprise so formal and informal mentoring activities can focus on the mentoring vs. the development of tools and processes Copyright 2013 Boeing. All rights reserved. RROI: EOT 20

21 Leverage Knowledge & Enhance Performance Targeting productivity improvements for replication across the company Focused one on one Knowledge Transfer activities focused on key critical knowledge Copyright 2013 Boeing. All rights reserved. RROI: EOT 21

22 Institutionalize the Boeing Knowledge Network Developed to integrated the Knowledge Management Products and Services across Boeing Recognition Program design to help Change the Culture and award individuals and teams for their knowledge sharing activities Copyright 2013 Boeing. All rights reserved. RROI: EOT 22

23 Even the best laid plans rely on people so. The successful management of projects comes down to Leadership, People helping People, and People having access to the company knowledge base Copyright 2013 Boeing. All rights reserved. RROI: EOT 23

24 How do individuals within Boeing engage? I need more then tools and processes I need everyone to help Copyright 2013 Boeing. All rights reserved. RROI: EOT 24

25 Questions or Comments Copyright 2013 Boeing. All rights reserved. RROI: EOT 25