Changing cost management at The Johns Hopkins University Applied Physics Laboratory: Morphing pushback into acceptance

The Johns Hopkins University Applied Physics Laboratory (JHU/APL) is dedicated to solving critical challenges set forth by the National Aeronautics and Space Administration (NASA). In 2006, JHU/APL had finished launching three robotic missions (one each to Mercury, Pluto, and the Sun). In response to new program management requirements contained in Government Accountability Office (GAO) and NASA directives, JHU/APL implemented an earned value management system (EVMS) and parametric estimating capabilities. This paper does not detail the technical models, tools, and methods of these disciplines, but rather focuses on how they were woven into the organizational fabric and culture to maximize acceptance and minimize pushback. It will explore: · Establishing a vision and working with executive management to obtain buy-in · Developing “boots on the ground” ambassadors to deliver positive messages and quell rumors · Using a graduated implementation approach versus a “shotgun” approach to capture staff feedback and make changes when they make sense · Tempering staff expectations · Establishing accountability and data ownership · Communicating “value needed” versus “value added” · Establishing mentoring relationships · Participating in external communities of practice · Training approaches We hope that this paper will help others navigate the sea of cultural change that often results when implementing new management systems.