Dr. Deborah Lee Martin

Overview of PresentationProblem and Gap in KnowledgePurpose and SignificanceResearch QuestionConceptual FrameworkResearch MethodPopulation and SamplingInstrumentationData CollectionData AnalysisDemographicsFindings (Attitude, Communication, Involvement, Project Methodology)ConclusionClosure

The problem address in this study is to determine the strategies a project manager needs to remove barriers between project leaders and the systems engineering teams (Xue , Barom, Estebam, & Zheng, 2015).

The International Council on Systems Engineering (INCOSE) and Project Management Institute (PMI) in 2011 got together with the objective to improve the performance of the two groups working together (Xue et al. 2015).

Research investigation has indicated a gap in knowledge that is needed to determine the project managers are using to remove the barriers between project leaders and systems engineers.

The purpose of this study is to explore the strategies in removing barriers

The significance of this study provides project managers the ability to

remove barriers

Educational research professionals have a stepping stone for future research

What are the strategies a project manager needs to remove barriers between project leaders and the systems engineering teams?

Interview Questions1. Explain what strategic plan do you put in place to ensure that barriers do not exist during the project with external stakeholders?2. Explain how you monitor the strategic plan during the project to ensure that barriers with external stakeholder are not occurring?3. Explain what strategic plan do you put in place to ensure that barriers do not exist during the project with the systems engineers at the beginning of the project?4. Explain how you monitor the strategic plans during the project to ensure that barriers with systems engineers are not occurring?

5. What are the most successful strategies that you use to remove barriers when working with systems engineers?

6. What are the least successful strategies that you have used to remove barriers with systems engineers?

7. What are the tools that you use to ensure that the strategies that you are using will be effective in removing the barriers for a new project regarding systems engineers?

8. What strategies do you use to remove barriers between systems engineers and your project team?

9. What are the improvements that you have put in place to ensure that the strategies that you are using are effective removing the barriers regarding systems engineers?

10. Explain how you document lessons learn regarding the strategies in removing barriers with systems engineers at the end of the project?

Qualitative methodology

Quantitative methodology

Mixed method Methodology

Study falls into the continuum of nascent theory that indicates the topic has little or no research (Edmondson & McManus, 2007)

Not used for the study because the research literature does not reflect into continuum of mature theory (Edmondson & McManus, 2007)

Not used because the study does not fall in the continuum of intermediate theory which pulls from past studies to either propose new theory or the need to reinvestigate a theory that has been in the mature arena (Edmondson & Mc Manus, 2007).

ExploratoryQualitative Method

EthnographyStudy Design

Phenomenological Design

Case Study Design

Suitable for this study because the problems have no research and the intent is not to solve the issue but provide information for research (Dudovskiy, 2016).

Not used because the study looks at culture that can include a group or organization and this is not what this study is studying (Trochim, 2006)

Not being used because it has to do with the way people interpret the world and the desire to understand how the world look like to others (Trochim, 2006).

Not being used because the study does not focus on the why and how and the study is not bounded by time and activity (Creswell, 2014; Baxter & Jack, 2008)

Population SamplingProject Managers are the population located in the Albuquerque, Rio Rancho and Santa Fe, NM.

The estimated population size of 150 is suitable because of the national labs and company based contracts for the government for research and development projects (“Chapter 32 Federal Research,” n. d.).

The sampling procedure for this study used purposeful sampling which entailed that the selection of the project managers that would provide a lens into the lived experience in exploring the phenomenon.

The sample size of 10 was determined by reviewing similar studies (Rowe, 2013; Sherman, 2013).

Criteria1. Project manager

have at least three years’ experience

2. Successfully managed a project

3. Successfully managed systems engineers

Interview Protocol

Data Collection

Validity of data

Pilot Study

Collects data, interview participants, and observe the participants

10 semi-structured interview question with two follow up question if necessary

Interview transcripts and observation notes

Member checking and the review transcript and interview notes

Two Project Managers interviewed using the 10 interview questions

Purposeful sampling used

Interview date and time along with meeting place

Informed Consent form reviewed and signed

Semi-Structured interview using interview protocol

Recorded interview and took notes

Recorded interview reviewed and sent off to be transcribed

Transcriptions were reviewed and sent to the participant

Transcriptions and notes organized for uploading to NVivo Pro

Data analysis begins with organizing the collected information that has been obtained, examine the data, categorize, and combining objects or ideas into a complex whole

(Stebbins, 2012).

Gather all of the data from participants

Organize the data

Coding the data

Identify themes

Determine data relationships

The interview process consisted of asking 10 participants 10 open-ended questions, recorded, transcribed, reviewed and member checked.10 interview questions organized into 10 docs along with the 10 participants responses

First cycle structural coding, second cycle eclectic coding (Saldana, 2016)

Combine category codes into a higher abstract themes (Yin, 2016)

Evaluate how the questions and participants faired relating to the themes

Study Criteria

Study Participant/

CriteriaSP1 SP2 SP3 SP4 SP5 SP6 SP7 SP8 SP9 SP10

Three years’ Project

Manager

Successfully managed a

project

Successfully worked with

systems engineers

Note: = Meets criteria

Presentation of Data Themes and Study Participants and Percentage

Themes Related to Study Participants

Study Participant/

Themes

SP1 SP2 SP3 SP4 SP5 SP6 SP7 SP8 SP9 SP10 % of SP andTheme

Attitude - 90%Communication - 90%Involvement 100%Project Methodology

100%

Note:= Participant made reference to the theme. The percent of SP and theme was calculated by the number of participants that experience that theme ((#SP/10 * 100 = %))

Themes Related to Interview Questions and Total of References

Themes Related to Interview QuestionsInterview Questions

Themes

Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q9 Q10 Total of References for that Theme

Attitude 7 7 8 7 10 7 2 5 1 - 54

Communication 10 7 5 7 2 - 2 4 3 - 40

Involvement 10 8 10 7 6 4 2 5 6 - 58Project Methodology

13 2 8 3 1 - 11 1 2 10 51

Note: The number of themes was collected from NVivo Node Summary Report

Study Participants/Interview Questions SP1 SP2 SP3 SP4 SP5 SP6 SP7 SP8 SP9 SP10 TN

Q1- Strategic plan to ensure barriers do not occur with external stakeholders

- - - - - 5

Q2 – Monitoring the strategies for external stakeholders

- - - - 5

Q3 – Strategic plan to ensure that barriers do not exist with SE

- - - - - 5

Q4 – Monitoring the strategies for SE - - - - - - 4Q5 – Most successful strategies for removing barriers (SE)

- - - - 6

Q6 – Least successful strategies (SE) - - - - 6Q7 – Tools use to ensure strategies are effective (SE) - - - - - - - - - 1

Q8 – Strategies use to remove barriers between SE and project team

- - - - - - - 3

Q9 – Improvements put in place to remove barriers (SE)

- - - - - - - - - 1

Q10 – Documenting lessons learn regarding strategies (SE)

- - - - - - - - - - 0

Study Participants/Interview Questions SP1 SP2 SP3 SP4 SP5 SP6 SP7 SP8 SP9 SP10 TN

Q1- Strategic plan to ensure barriers do not occur with external stakeholders

- - - - 6

Q2 – Monitoring the strategies for external stakeholders

- - - - 6

Q3 – Strategic plan to ensure that barriers do not exist with SE

- - - - - 5

Q4 – Monitoring the strategies for SE - - - 7Q5 – Most successful strategies for removing barriers (SE)

- - - - - - - - 2

Q6 – Least successful strategies (SE) - - - - - - - - - - 0Q7 – Tools use to ensure strategies are effective (SE)

- - - - - - - - 2

Q8 – Strategies use to remove barriers between SE and project team

- - - - - - 4

Q9 – Improvements put in place to remove barriers (SE)

- - - - - - - 3

Q10 – Documenting lessons learn regarding strategies (SE)

- - - - - - - - - - 0

Study Participants/Interview Questions SP1 SP2 SP3 SP4 SP5 SP6 SP7 SP8 SP9 SP10 TN

Q1- Strategic plan to ensure barriers do not occur with external stakeholders

- - - - - 5

Q2 – Monitoring the strategies for external stakeholders

- - - - - 5

Q3 – Strategic plan to ensure that barriers do not exist with SE

- - - 7

Q4 – Monitoring the strategies for SE - - - - - 5Q5 – Most successful strategies for removing barriers (SE)

- - - - 6

Q6 – Least successful strategies (SE) - - - - - - 4Q7 – Tools use to ensure strategies are effective (SE)

- - - - - - - - 2

Q8 – Strategies use to remove barriers between SE and project team

- - - - - 5

Q9 – Improvements put in place to remove barriers (SE)

- - - - 6

Q10 – Documenting lessons learn regarding strategies (SE)

- - - - - - - - - - 0

Study Participants/Interview Questions SP1

SP2

SP3 SP4

SP5 SP6

SP7 SP8 SP9 SP10

TN

Q1- Strategic plan to ensure barriers do not occur with external stakeholders

- - - 7

Q2 – Monitoring the strategies for external stakeholders

- - - - - - - -2

Q3 – Strategic plan to ensure that barriers do not exist with SE

- - - - -5

Q4 – Monitoring the strategies for SE - - - - - - - 3Q5 – Most successful strategies for removing barriers (SE)

- - - - - - - - -1

Q6 – Least successful strategies (SE) - - - - - - - - - - 0Q7 – Tools use to ensure strategies are effective (SE)

- - - 7

Q8 – Strategies use to remove barriers between SE and project team

- - - - - - - - -1

Q9 – Improvements put in place to remove barriers (SE)

- - - - - - - -2

Q10 – Documenting lessons learn regarding strategies (SE)

- - - 7

The objective of the study was to explore from the viewpoint of project managers, the strategies that are used to remove barriers between project leaders and systems engineers.

Purposeful sampling was used to obtain 10 participants with the following criteria:• Project manager have at least three years experience• Successfully manage a project• Successfully worked with a systems engineer

Four themes emerged out of the study:• Attitude• Communication• Involvement• Project Methodology

Ten out of 10 participants reference involvement as a strategy in removing barriers

Involve systems engineers throughout the project

Engage the systems engineer

Involving systems engineers in project meetings provided working relationship

Smartt (2013) pointed out that systems engineering contains the lifecycle starting at conception through the launch of the product and Bunting (2011) noted that by involving systems engineers uncover uncertainties and knowledge are gained. Baron et al. (2015) also noted the importance of involving systems engineers throughout the project.

Xue et al. (2015) noted that by involving systems engineers reduce risks and improve benefits. Cantwell (2013) noted that the failure to involve systems engineers with the project team would continue to influence the ability to succeed and proactively manage the project

Nine out of 10 participants reference attitude in some form as a strategy in removing barriers

Best strategy in removing barriers is to keep the relationship friendly and even use some humor

Importance in making the individual comfortable so information can flow easily

If there is a problem, the project manager needs to have the attitude to listen and respond appropriately

Cantwell (2013) noted that lack of social interaction can cause uncertainty and even failure of a project

Once a relationship has been established a pathway to trust is developed and this trust leads to a comfortable environment (Brewer & Strahorm, 2012)

Cantwell pointed out that social skills are important for the project manager when managing

Ten out of 10 participants reference project methodology as strategy in removing barriers

Stakeholder management is a tool used to remove and monitor barriers

Importance of using stakeholder registry for gathering information and use the registry to evolve what works and doesn’t work

Communication management as a strategic tool for removing barriers

Richardson (2015) pointed out that stakeholder management was added into the PMBOK Guide 2013 to identify all of the stakeholders and communication strategies essential to involve the stakeholders along with the ability to obtain necessary information. Richardson also noted that one of the issues of communication is thinking that it is being accomplished. Using project management processes, stakeholder and communication management falls into the planning executing, control and monitoring.

Nine out of 10 participants reference communication as a strategy in removing barriers

One-on-one communication is critical in determining what is going on

Meetings are another form of communication in which one can put in place as a strategy in removing barriers

At least once a month meeting can aid in identifying issues or problems

Communication is the interface to ensure that the information is being shared (Frank et al., 2011)

Internal communication leads to solving project member issues (Alexandra-Mihaela &Danut, 2013).

Project meetings tend to provide members information and lack of communication tend to lead to negative outcome (Posea, 2012)

Study limited to obtaining study participants from the Albuquerque, Rio Rancho, and Santa Fe, NM area

All of the participants came from the Project Management Institute of Rio Grande Chapter (PMIRGC)

Other participants that may have been qualified for the study were not obtainable due to those individuals not being proactive in PMIRGC chapter dinners, and monthly meetings

Study purpose was to determine what strategies project managers are using to remove barriers between project leaders and systems engineers

The finding produced a number of strategies that a project manager can use to remove these barriers and opens the field for more research

Contributes to the knowledge of project managers of what their peers are using successfully in removing barriers

1. Expand the study to a larger population (East and West of New Mexico)

2. Further the study in determining if management style of the project manager adds or displace barriers between project leaders and systems engineers

The Project Management Institute and the Council on Systems Engineering recognized that there was an issue between the two groups . Therefore, the study was undertaken to explore project managers lived experiences into what strategies that they use to remove barriers between project leaders and systems engineers.

Project managers who participated in the study expressed what they have used in the past to address possible barriers and even indicated the process of setting up strategies for removing barriers is not just a set and go but a continuous job.

The analysis of the data from the interviewed participants emerged four themes: Attitude, Communication, Involvement, Project Methodology.

The study contributes to the body of knowledge about the strategies that project manager use to remove barriers and have opened the area for additional studies.

Alexandra-Mihaela, P., & Danut, D. D. (2013). The measurement and evaluation of the internal communication process in project management. Annals of the University of Oradea, Economic Science Series, 22(1), 1563-1572

Baron, C., Esteban, P., Xue, R., Esteve, D., & Malbert, M. (2015). A Method and Tool to Support the Management of Systems Engineering Projects. Technology Innovation Management Review, 5(3), 18-28.

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Brewer, G., & Strahorn, S. (2012). Trust and the project management body of knowledge. Engineering, Construction and Architectural Management, 19(3), 286-305. doi: 10.1108/09699981211219616

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Chapter 32 Federal Research. (n.d.). Chapter 32 federal research and development in New Mexico. Retrieved from RAND Corporation website: https://www.rand.org/content/dam/rand/pubs/monograph_reports/MR1194/MR1194.chap32.pdf

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Xue, R., Baron, C., Esteban, P., & Zheng, L. (2015). Alignment of practices for an efficient management of systems engineering processes during the development of systems of systems. IEEE Third World Conference on Complex Systems, Marrakech Morocco. <hal-01284543>. Retrieved from https://hal.archives-ouvertes.fr/hal-01284543/document