NASA PROJECT MANAGEMENT DEVELOPMENT PROCESS (PMDP) HANDBOOK

Version 4.0

Including:

Program/Project Management Job Performance Areas,

Project Leadership Performance Goals, Competency Worksheets, and IDP Worksheets

March 2002

Section                                                                                                                                            Page

PMDP QUICKSTART3

Quickstart Steps4

PMDP PROGRAM ADMINISTRATION9

Purpose10

Responsibilities of Employees, Managers, and NASA Centers/HQs11

Center PMDP Boards and Portfolio Requirements13

PMDP Levels15

INDIVIDUAL DEVELOPMENT PLAN AND CAREER DEVELOPMENT17

Individual Development Plan (IDP)18

Steps in Career Development19

Career Issues Worksheet20

Knowledge of Work Environment Worksheet21

Knowledge of Self Worksheet22

Integration of Knowledge of Self and Work Environment Worksheet24

Goal Development Worksheet25

Method for Taking Action Worksheet26

Individual Development Plan (IDP) Form28

STEPS TO ENTER PMDP29

PMDP Process Steps30

PMDP Policy Issues32

Developmental Activities, Rotational Assignments, Formal Training34

Mentoring and Coaching35

PMDP COMPETENCY WORKSHEETS36

Completing the PMDP Worksheets37

PMDP Competency Worksheets40

PMDP QUICKSTART

Quickstart Steps

1.  What do I need to know about PMDP, and why it is so important for the Agency? (Refer to "Purpose," page 10).

• It is the Agency’s preferred approach for career development of the NASA project management workforce.
• PMDP increasingly determines which NASA project managers get which projects.
• PMDP results in a more accurate Individual Development Plan and saves the Agency money in training and development activities.
• PMDP is accomplished at Center-level, and is verified and validated at Agency level by NASA Academy.

2.  What are the levels in PMDP? (Refer to "PMDP Levels," page 15).

• Level 1 Capability is a Project Team Member who performs fundamental, basic and routine activities while gaining subject matter expertise in the various Job Performance Areas of PMDP.  The metrics for achievement of performance requirements are geared towards recall of appropriate Level 1 basic policies/procedures and application of appropriate policies/procedures in work and developmental activities.
• Level 2 Capability is a Subsystem Manager who performs in management of a simple project that contributes to a larger system effort.  Metrics for achievement of performance requirements include recall and application of appropriate Level 1 and Level 2 knowledge/skills, and adaptation to specific situations and challenges in a Level 2 project environment.
• Level 3 Capability is a Systems Manager who performs in management of a more complex project, and takes leadership responsibility and management in the initiation and development of content/skill areas specified in the PMDP model, and demonstrates successful top-level management of subordinate elements that are developing in parallel (systems integration).  Metrics for achievement of performance requirements include recall, application, and adaptation of appropriate Level 1, Level 2 and Level 3 knowledge/skills, and an extension of application, analysis and synthesis of original solutions to project situations and challenges in a Level 3 project environment.  In addition, the evaluation, assessment and development of Level 1 and Level 2 personnel becomes critical.
• Level 4 Capability is a Program Manager: that performs in management of a complex program or a set of complex projects with multiple associated interfaces, sets the organizational climate for the overall effort, and effectively adapts to political and strategic realities so that the overall effort remains viable (boundary-spanning).  Metrics for achievement of performance requirements include the requirements of all previous PMDP levels, and the additional application of appropriate and substantiated criteria (experiential and original) to PM situations and challenges in a Level 4 program environment.  In addition, policy development and evaluation and the assessment and development of all previous PMDP levels becomes critical.

3.  How do I get into PMDP, and how do I get a PMDP Certificate of Accomplishment? (Refer to "PMDP Process Steps," page 30).

• Enroll in PMDP through the Center’s Training Office or by calling NASA Academy after reviewing PMDP materials with your manager/supervisor (the PMDP Wall Chart, the NASA APPL Homepage, and Center PM processes and requirements).
• Identify a Mentor and Center Board Members (per your Center’s particular process) who will guide and support your development process.
• Determine your PMDP target level of development and complete an IDP to achieve Competencies for the chosen level using the Competency Worksheets in this Handbook.
• Obtain approval of your Individual Development Plan (IDP) from your Mentor and Board members, and implement your developmental plan and document your progress.  Periodically review the IDP with your manager for potential adjustments.
• Create an individual Portfolio documenting experiences and evidence of Competency achievement.  The Portfolio should contain:

• Completed Competency Worksheet for the PMDP Level being applied for, documenting how capability has been achieved.
• Current IDP documenting developmental gaps and actions to improve.
• Performance evaluations, awards, and other commendations.
• One page success stories from past and current projects documenting:

• Specific problems and challenges.
• Unique experience gained in the project.
• Concrete actions taken to address problems and challenges.
• Results and lessons learned.
• Materials to support success stories (products, services, evaluations, and other records documenting success).
• Goals statement outlining personal and organizational targets.

• Submit completed Portfolio to Mentor and Center Board for review and endorsement.
• Have Center PMDP POC forward endorsed Portfolio to NASA Academy of Program and Project Leadership (NASA APPL) for verification and validation.
• Receive NASA Certification signed by Center Director and NASA APPL Director from NASA Academy, and begin the process for the next level of accomplishment.

4.  How do I and my manager keep track of all of the competencies needed to be a NASA Project Manager? (Refer to "PMDP Competency Worksheets," page 36).

The Job Performance Areas that NASA thinks are important are the following:

• Working in the NASA environment to achieve goals and continuously improve.
• Managing and developing people to inspire enthusiasm and improve performance.
• Working with teams to foster harmonious effort toward common goals.
• Formulating project concepts and plans to accomplish mission objectives or technology goals.
• Implementing programs and projects to produce products and services that meet customer expectations.
• Managing risk, safety, and IT security to balance and reduce threats to project success.
• Managing and maintaining resources to attain program/project success.
• Administering and managing acquisition instruments to ensure timely and cost-effective delivery of specified services and products.
• Working across organizational boundaries to facilitate collaboration of diverse interests and cultures.
• Growing individually and professionally to become a better program or project leader.

Under each major Job Performance Area, Project Leadership Performance Goals are specified.

• Identify what Level of PMDP is desired and locate the associated Tables under each competency.

• Identify competencies that have been met by NASA courses and training programs and enter the program abbreviation (i.e. PM for Project Management).
• Identify competencies that have been met through project experience, and note by project title and total years of experience.
• Identify competencies met through Project Management Institute (PMI) activities and note by title and date.
• Identify competencies met through professional activity and note by title and date (i.e. IEEE conference).
• Identify competencies met through self-study and specify subject area and main reference material.
• Identify competencies met through other education programs or training courses and note titles and dates.
• Identify competencies met through work assignments where capability was demonstrated and note titles and dates.
• Identify the primary method where each competency was developed, and have manager initial and date to certify the competency.
• Ensure that additional requirements listed under the table are met to be considered fully certified in that competency.

5. What is an Individual Portfolio? (Refer to "Individual Development Plan (IDP)," page 18).

• The Individual Portfolio contains:
  • Completed Competency Worksheet for the PMDP Level being applied for, documenting how capability has been achieved.
  • Current IDP documenting developmental gaps and actions to improve.
  • Performance evaluations, awards, and other commendations.
  • One page success stories from past and current projects documenting:

• Specific problems and challenges.
• Unique experience gained in the project.
• Concrete actions taken to address problems and challenges.
• Results and lessons learned.
• Materials to support success stories (products, services, evaluations, and other records documenting success).
• Goals statement outlining personal and organizational targets.

6.  I have a bunch of experience and training from other places.  How does PMDP handle this?  (Refer to "PMDP Policy Issues," page 32).

• Training and/or academic equivalencies are not automatically granted for required NASA APPL developmental activities listed in the table except at Level I, where PMI PMP Certification is accepted in lieu of completing competency requirements.
• Training and academic equivalencies can be granted for NASA APPL non-required/elective programs by undergoing a content audit through a Center review committee and receiving concurrence from NASA APPL.  Equivalencies for documented project management experience can be granted by the Center PMDP board for Levels II, III, and IV, and by the Center PMDP Point-of-Contact for Level I and are documented through the maintenance of an individual Portfolio.  The following table indicates the mandatory minimum formal training required for individuals participating in PMDP.  Program/project personnel should supplement these requirements by taking additional formal training that counts towards the minimum annual 40-hour PM requirement.  Sanctioned NASA APPL activities apply towards the annual requirement, such as serving as an instructor in Academy courses and activities.