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首页> 外文会议>International Astronautical Congress(IAC2006); 20061002-06; Valencia(ES) >JOURNEY FROM SPACE PROJECTS TO PORTFOLIO AND KNOWLEDGE MANAGEMENT
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JOURNEY FROM SPACE PROJECTS TO PORTFOLIO AND KNOWLEDGE MANAGEMENT

机译：从空间项目到投资组合和知识管理的旅程

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摘要

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.
机译：大多数空间项目是或应该选择满足其赞助组织的战略需求的。它们通常来自共同的人力，财力和知识资源库，并且许多资源是在各自组织内同时进行的。同样，当“重要”项目发生实际问题时，较小的项目通常会被蚕食（在公司的指导下）以帮助“重要”项目。所有这些都以某种方式表明项目组合管理已经存在。但是现实是完全不同的。项目组合管理似乎只是在特定局的授权下被用作一些相关项目的组合，而在大多数情况下，项目仍是作为独立实体进行批准，评估和管理的。分配资源后，将严格保护给定项目中的资源。风险偶然性通常是特定于项目的，并且受到密切关注。项目之间的任何“强制”帮助，即使这将为组织创造最佳价值，也带有对抗和失败的感觉。为了使空间组织受益于有效的项目组合管理，重点必须放在管理每个项目以及总和的需求，价值，资源和知识上，其最终目标是服务于组织的使命而不是独立孤立的项目。这将意味着使用有效的项目组合管理方法和工具，以及有效的知识和价值管理（在组合和公司层面）。加拿大航天局（CSA）正在朝着项目组合管理的方向发展。本文将介绍其迄今为止的进展，汲取的经验教训和潜在的前进方式。本文还将讨论价值和知识管理作为这方面必不可少的推动者的需求，以及这三种管理类型之间的关系。目的是在这些变化，协作，标准方法以及更有效的总体空间相关开发中培养领导力。

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