DSPy a system for AI to Write Prompts and Do Fine Tuning
David,florian dlr kn-david_implementing a pmo_nasa pm challenge_20120223
1. www.DLR.de • Chart 1 > Standard presentation > Jan. 2012
German Aerospace Center (DLR)
2. www.DLR.de • Chart 2 > Standard presentation > Jan. 2012
DLR
German Aerospace Center
Research Institution
Space Agency
Project Management Agency
3. www.DLR.de • Chart 3 > Standard presentation > Jan. 2012
Locations and employees
7000 employees across Stade Hamburg
32 institutes and facilities at Neustrelitz
Bremen Trauen
16 sites.
Berlin
Braunschweig
Offices in Brussels,
Paris and Washington. Goettingen
Juelich Cologne
Bonn
Lampoldshausen
Stuttgart
Augsburg
Oberpfaffenhofen
Weilheim
4. www.DLR.de • Chart 4 > Standard presentation > Jan. 2012
National and International Networking
Customers and partners: Governments and ministries, agencies and organisations,
industry and commerce, science and research
World
Europe
Germany
5. www.DLR.de • Chart 5 > Standard presentation > Jan. 2012
Research Areas
- Aeronautics
- Space Research and Technology
- Transport
- Energy
- Space Administration
- Project Management Agency
6. www.DLR.de • Chart 6 > Standard presentation > Jan. 2012
DLR Space Research and Technology –
Communication/Navigation
Focus:
- Satellite communications: optical communications, transmission standards
(DVB-S2/RCS), applications/services
- Navigation: Galileo operation and operational support, applications
(including indoor navigation)
Highlights:
- Galileo Control Center
- LCT application on TerraSAR-X and NFIRE
Future:
- Development of GALILEO II technologies
- Safety-of-life applications
- Combination of communications, navigation and earth observation
7. www.DLR.de • Chart 7 > Standard presentation > Jan. 2012
Institute of Communications and Navigation
Approx. 150 employees at two Stade Hamburg
sites: Neustrelitz
Bremen Trauen
Oberpfaffenhofen
Neustrelitz Berlin
Braunschweig
Main area of research: Goettingen
- Satellite Communications Juelich Cologne
- Optical Freespace Bonn
Communications
- Aeronautical Communications
- Satellite Navigation Lampoldshausen
- Multisensor Navigation Stuttgart
Augsburg
Oberpfaffenhofen
Weilheim
8. www.DLR.de • Chart 8 > NASA PM-Challenge > Dr. F. David > February 23, 2012
Implementing a PMO and Developing PM
Expertise at a DLR Institute
Dr. F. David
Vice Director
Institute of Communications and Navigation
9. www.DLR.de • Chart 9 > NASA PM-Challenge > Dr. F. David > February 23, 2012
Initial Situation
End of 2005
- Recent change in Institute management
- Distinct scientific profile, but low impact
- Low earnings from thrid party
based on lots of small projects, no big missions
- Cross functional department just recently etablished
- Mission: enabling the Institute to take over leading positions in
selected, large international key projects
- Evolutionary approach
10. www.DLR.de • Chart 10 > NASA PM-Challenge > Dr. F. David > February 23, 2012
Agenda
The PMO as driving force for change
Establishing Best Practices in the Institute
Drawing on project managers´experience
Raising the level of aducation in project management
PM as alternative career path
Defining role and responsibilities of Project Managers
Status and further development
11. www.DLR.de • Chart 11 > NASA PM-Challenge > Dr. F. David > February 23, 2012
The PMO as driving force for change
Continuous development in three domains
PM process
Support Staff
12. www.DLR.de • Chart 12 > NASA PM-Challenge > Dr. F. David > February 23, 2012
Establishing best practices
PMI Standards
Sponsors
Markets
Experience
DLR Governance
13. www.DLR.de • Chart 13 > NASA PM-Challenge > Dr. F. David > February 23, 2012
Drawing on experience of our project managers
The PM working group as exchange network
- Exchange of experience / lessons learned
- Knowledge transfer and peer coaching
- Generation, maintenance, and continuous development of documented
best practices and tools
14. www.DLR.de • Chart 14 > NASA PM-Challenge > Dr. F. David > February 23, 2012
Raising the level of education in PM
Training concept and PM career path
Methodological competences Start of Career
- Generic PM processes
- DLR specific processes and interfaces
Contextual competences Orientation Phase 1
- Personnel
management, finance, law, standards, …
Behavioral competences Orientation Phase 2
- Leadership, motivation, communication, cre
ativity, openness, performance
orientation, …
PM Career
PMP
15. www.DLR.de • Chart 15 > NASA PM-Challenge > Dr. F. David > February 23, 2012
Role and responsibility of Project Managers
as defined in the Institute
- The Project Manager is the person responsible for managing the project
and for accomplishing the project objectives within the constraints of the
project
- Project management is recognized as a valid role with accountability and
authority for managing the project
- The Project Manager is appointed by the Director of the Institute and
concludes mutual agreements with line managers on the provision and
usage of resources
- The Project Manager directly reports to the Director of the Institute
16. www.DLR.de • Chart 16 > NASA PM-Challenge > Dr. F. David > February 23, 2012
Status and further development
- Increased impact through leadership in key projects
- Siginificant growth in earnings from thrid party
still based on lots of small and just some big projects
- Significant increase in level of PM education
- Five PMPs certified, two of them leading large cross-departmental projects
Next Step
- Transition from PMO to P3O adressing
- Project Management as well as
- Portfolio Management and
- Program Management
17. www.DLR.de • Chart 17 > NASA PM-Challenge > Dr. F. David > February 23, 2012
Thank for your attention!