Tim Kotnour

Organizational learning practices in the project management environment

Describes the organizational learning practices in a project management environment to ensure project quality. The project management and organizational learning processes are described using the plan‐do‐study‐act (PDSA) cycle from quality management. Data from a survey of practicing project managers support the theory that organizational learning practices are associated with project knowledge, which is associated with project performance. Project knowledge is associated with learning that occurs both within and across projects. Managers can use this research to develop specific strategies to increase project success through learning. Researchers can use the results to understand how learning occurs in project environments. Implications are provided for project managers to use in focusing the learning activities of a project team.

An Emerging Theory of Enterprise Transformations

This article contributes a set of actions a leader can take to implement a transformation and a framework (i.e., model of variables and research questions) for understanding and conducting further research on enterprise transformations. The leadership actions and research framework are built from reviewing the literature on enterprise transformations and lessons learned from a detailed case study. The research framework identifies the importance of focusing on aligning the enterprise transformation approach with the transformation need and internal context. Specific questions are offered for further research. Organizational leaders can use this article to understand the issues they need to focus on when leading an enterprise transformation. Researchers can use this article to identify potential research paths on enterprise transformations.

Building knowledge for and about large‐scale organizational transformations

Contributes a collaboration approach for achieving the goals of helping an organization transform itself and expanding the body of knowledge. To support these goals, the collaboration must meet four knowledge objectives: create, assimilate, disseminate, and apply knowledge about organizational change and transformations. Four operating principles help achieve these outcomes. Enacting three functions (i.e. technical assistance, training/education, and research) accomplish the desired goals and objectives. Within this collaboration, an applied research strategy is described with five dimensions: paradigm (i.e. action research and case study), timing (i.e. initial, ongoing, post), data sources (i.e. internal, external, and literature), data collection method, and research stage (i.e. pre, central, follow‐up). Reflection on the implementation of the approach with ongoing projects at the Kennedy Space Center provides a description of the researcher’s role and lessons learned.

Formalizing deployment processes in the US Government

The linkage between strategic planning and daily activities within an organization is often obscure. Perhaps as a consequence, many well‐developed strategic plans fail to be implemented, and required goals and objectives are not attained. Strategy deployment processes link strategic plans with implementation activities. Instead of investing more time and energy in improving planning or implementation processes, an organization should first examine the deployment processes used to link strategic plans with action – “deployment processes” may be the missing link in the strategic management system. This paper studies the application of formal strategy deployment processes within three US federal agencies. The strategic management literature provides the basis for the deployment processes analyzed in this study. Following the analysis of each individual case, an overall assessment of existing supporting and restraining forces that should be considered when working to improve deployment processes is discussed.

Understanding and Leading Large-Scale Change at the Kennedy Space Center

AbstractThe paper contributes an alignment framework for understanding and leading a large-scale organizational change or transformation. Engineering managers and change agents can use this framework to engineer a transformation such as downsizing or change in an organizations mission or role. We developed the framework using an applied, action research approach involving interviews with senior management and employee groups from the Kennedy Space Center and organization leaders who have undergone change. A fundamental problem an organization undergoing a transformation deals with is defining and executing the right work the right way with the right people at the right time. We define six high-level steps: develop strategic direction, determine roles, align processes, align resources, align the workforce, and lead the change. We describe potential strategies for accomplishing these steps based on actions the Kennedy Space Center is taking.

Establishing a Change Infrastructure through Teams

AbstractThis article describes an infrastructure to implement a large-scale organizational transformation. Successful large-scale organizational transformations require leadership, project management, learning, and systematic change actions. The Kennedy Space Center is used as a transformation case example to understand teams use to overcome resource challenges. Resource challenges result from the need to meet multiple responsibilities with constrained resources and to balance involvement throughout the organization. From this case study, it is proposed that an organization needs to use: both formal and informal teams, a systematic process to integrate team efforts, and a “quick start study” program. Managers can use the findings to help design and use teams to drive their transformational efforts.

Strategic management of a transformation in a multi-program technology program involving convergence and divergence of programs: observations from NASA

This paper contributes a framework for dealing with complex, technical program transitions. This paper offers a framework of strategic management tools. Tools such as scenario planning, organisational roadmaps, objectives and measures are integrated into a systematic planning process. Using the KSC response to the new NASA vision for space exploration, this paper offers a framework of strategy tools that leads from initial analysis to the business plan. An engineering manager can use this paper to follow a simple set of steps and tools to help manage strategy for an organisational transformation.

Strategic Management in a Multi-Program Technology Program Involving Convergence and Divergence of Programs: Observations from NASA

This paper contributes a framework for dealing with complex, technical program transitions. This paper offers a framework of strategic management tools. Tools such as scenario planning, organizational roadmaps, objectives, and measures are integrated into a systematic planning process. Using the KSC response to the new NASA Vision for Space Exploration, this paper offers a framework of strategy tools that leads from initial analysis to the business plan. An engineering manager can use this paper to follow a simple set of steps and tools to help manage strategy for an organizational transformation.

Developing impact assessment for training systems research & development: A case study of the strategic approach for the NEWIT system

Impact assessment seeks to evaluate the effects of a new system realized on target beneficiaries and is an essential process via which to tangibly demonstrate the operational and economic benefits of a research and development (R&D) program. This paper contributes a framework –Program-management Understanding, Measurement, and Assessment (PUMA) - for developing an impact assessment approach for planning and evaluating R&D programs. The intent of the framework is to help an R&D organization provide traceability from the identification of program needs to selecting and conducting R&D to implementation to defining and measuring results. The framework is demonstrated using an Office of Naval Research project.

Student perceptions of cooperative learning in a blended engineering course

Rapid advances in technology have created numerous challenges and opportunities in engineering education. One of the results of the advances in technology has been an increase in the number of engineering courses being offered by distance. This study reports on the example of a blended distance engineering management course using cooperative learning. Pre-and post-measures of student self-assessment regarding their engineering abilities showed significant differences in student self-efficacy, thus demonstrating that the use of distance learning technologies coupled with cooperative learning can create an environment that supports the development of engineering student self-efficacy. The main drawback to the course was the amount of time required of the professor to prepare and run the class.