Journey from space projects to portfolio and knowledge management
- Paper number
IAC-06-D5.1.02
- Author
Mr. Serge Garon, Canadian Space Agency, Canada
- Year
2006
- Abstract
Most space projects are, or should be, selected to serve the strategic needs of their sponsoring organizations. They normally draw from a common pool of human, financial and knowledge resources, and many are conducted concurrently, within their respective organizations. As well, when a real problem occurs to an "important" project, the lesser ones are often cannibalized (with directions from corporate) to help the "important" one. All this indicates that, in a way, project portfolio management is already here. But the reality is quite different. Portfolio management seems to be simply used as the grouping of a number of somewhat related projects under the authority of a specific directorate while in most cases, projects are still approved, valued and managed as independent entities. Once assigned, resources are jealously guarded within a given project. Risk contingencies are normally project specific, and closely watched. Any "forced" help between projects, even if this would create the best value for the organization, comes with a feeling of confrontation and failure. For space organizations to benefit from efficient project portfolio management, the focus must be on managing the need, the value, the resources and knowledge both of each project and of the sum, with an ultimate goal of serving the mission of the organization and not independent projects in isolation. This will mean using effective project portfolio management approaches and tools, and effective knowledge and value management (at portfolio and corporate levels). The Canadian Space Agency (CSA) is somehow progressing towards project portfolio management. Its progression to date, its lessons learned and potential way ahead elements, will be presented in this paper. The paper will also discuss the need for value and knowledge management as essential facilitators in this regard, and the relationship between all three types of management. The aim is to foster leadership in these changes, collaboration, standard approaches, and more effective overall space related developments.
- Abstract document
- Manuscript document
IAC-06-D5.1.02.pdf (🔒 authorized access only).
To get the manuscript, please contact IAF Secretariat.