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<div class="usa-navbar">
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<div class="usa-logo flex-fill">
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<a href="/" title="National Institute of Standards and Technology" aria-label="Home">
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<img src="/libraries/nist-component-library/dist/img/logo/logo.svg" alt="National Institute of Standards and Technology" width="300px" height="80px" />
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|
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|
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<div class="grid-col-fill nist-header__search-group">
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<form class="usa-search usa-search--small"
|
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accept-charset="UTF-8"
|
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action="/search"
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id="search_form"
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method="get">
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<div role="search">
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<label class="usa-sr-only" for="search-form">Search NIST</label>
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<input class="usa-input" id="search-form" type="search" name="s" placeholder="Search NIST" required="" maxlength="128">
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<button class="usa-button" type="submit"><img src="/libraries/nist-component-library/dist/img/usa-icons-bg/search--white.svg" class="usa-search__submit-icon" alt="Search"></button>
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<div class="grid-col-auto padding-left-1">
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<button class="usa-menu-btn">Menu</button>
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<nav aria-label="Primary navigation" class="usa-nav">
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<ul class="usa-nav__primary usa-accordion">
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<button class="usa-accordion__button usa-nav__link" aria-expanded="false" aria-controls="primary_menu-2"><span>What We Do</span></button>
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<a href="/infrastructure" class="usa-nav__link">Infrastructure</a>
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<a href="/manufacturing" class="usa-nav__link">Manufacturing</a>
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<a href="/materials" class="usa-nav__link">Materials</a>
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<a href="/mathematics-statistics" class="usa-nav__link">Mathematics and statistics</a>
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</ul></div><div class="column-break tablet:grid-col-fill"><ul class="usa-nav__submenu-list">
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<li class="usa-nav__submenu-item">
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<a href="/metrology" class="usa-nav__link">Metrology</a>
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</li>
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<a href="/nanotechnology" class="usa-nav__link">Nanotechnology</a>
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</li>
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<li class="usa-nav__submenu-item">
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<a href="/neutron-research" class="usa-nav__link">Neutron research</a>
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<a href="/performance-excellence" class="usa-nav__link">Performance excellence</a>
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<li class="usa-nav__submenu-item">
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<a href="/physics" class="usa-nav__link">Physics</a>
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<li class="usa-nav__submenu-item">
|
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<a href="/public-safety" class="usa-nav__link">Public safety</a>
|
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<li class="usa-nav__submenu-item">
|
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<a href="/quantum-information-science" class="usa-nav__link">Quantum information science</a>
|
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|
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<a href="/resilience" class="usa-nav__link">Resilience</a>
|
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|
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</li>
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<li class="usa-nav__submenu-item">
|
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<a href="/standards" class="usa-nav__link">Standards</a>
|
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</li>
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<li class="usa-nav__submenu-item">
|
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<a href="/transportation" class="usa-nav__link">Transportation</a>
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</li>
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</ul>
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</div>
|
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</div>
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</div>
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</li>
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<li class="usa-nav__primary-item">
|
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<button class="usa-accordion__button usa-nav__link" aria-expanded="false" aria-controls="primary_menu-3"><span>Labs & Major Programs</span></button>
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<div id="primary_menu-3" class="usa-nav__submenu usa-megamenu">
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<div class="grid-row">
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<div class="tablet:grid-col-fill"><ul class="usa-nav__submenu-list">
|
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<li class="usa-nav__submenu-item">
|
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|
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<a href="/adlp" class="usa-nav__link">Assoc Director of Laboratory Programs</a>
|
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|
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</li>
|
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|
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<li class="usa-nav__submenu-item">
|
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|
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<a href="/laboratories" class="usa-nav__link">Laboratories</a>
|
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|
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<ul class="usa-nav__submenu-list">
|
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|
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<li>
|
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|
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<a href="/ctl" class="usa-nav__link">Communications Technology Laboratory</a>
|
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|
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</li>
|
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|
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<li>
|
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|
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<a href="/el" class="usa-nav__link">Engineering Laboratory</a>
|
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|
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</li>
|
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|
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<li>
|
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|
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<a href="/itl" class="usa-nav__link">Information Technology Laboratory</a>
|
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|
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</li>
|
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|
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<li>
|
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|
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<a href="/mml" class="usa-nav__link">Material Measurement Laboratory</a>
|
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|
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</li>
|
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|
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<li>
|
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|
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<a href="/pml" class="usa-nav__link">Physical Measurement Laboratory</a>
|
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|
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</li>
|
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|
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</ul>
|
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|
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</li>
|
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|
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</ul></div><div class="column-break tablet:grid-col-fill"><ul class="usa-nav__submenu-list">
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<li class="usa-nav__submenu-item">
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<a href="/user-facilities" class="usa-nav__link">User Facilities</a>
|
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<ul class="usa-nav__submenu-list">
|
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<li>
|
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|
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<a href="/ncnr" class="usa-nav__link">NIST Center for Neutron Research</a>
|
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|
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<li>
|
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<a href="/cnst" class="usa-nav__link">CNST NanoFab</a>
|
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|
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</ul>
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<li class="usa-nav__submenu-item">
|
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<a href="/labs-major-programs/research-test-beds" class="usa-nav__link">Research Test Beds</a>
|
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|
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<a href="/laboratories/projects-programs" class="usa-nav__link">Research Projects</a>
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<a href="/laboratories/tools-instruments" class="usa-nav__link">Tools & Instruments</a>
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<a href="/major-programs" class="usa-nav__link">Major Programs</a>
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|
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<li>
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<a href="/baldrige" class="usa-nav__link">Baldrige Performance Excellence Program</a>
|
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|
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<li>
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<a href="/chips" class="usa-nav__link">CHIPS for America Initiative</a>
|
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|
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</li>
|
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<li>
|
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<a href="/mep" class="usa-nav__link">Manufacturing Extension Partnership (MEP)</a>
|
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|
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</li>
|
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<li>
|
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|
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<a href="/oam" class="usa-nav__link">Office of Advanced Manufacturing</a>
|
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</li>
|
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<li>
|
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<a href="/spo" class="usa-nav__link">Special Programs Office</a>
|
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|
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<li>
|
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|
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<a href="/tpo" class="usa-nav__link">Technology Partnerships Office</a>
|
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|
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</li>
|
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|
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</ul>
|
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</li>
|
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</ul>
|
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</div>
|
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</div>
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<li class="usa-nav__primary-item">
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<button class="usa-accordion__button usa-nav__link" aria-expanded="false" aria-controls="primary_menu-4"><span>Services & Resources</span></button>
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<div id="primary_menu-4" class="usa-nav__submenu usa-megamenu">
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<div class="grid-row">
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<li class="usa-nav__submenu-item">
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<a href="/content/standards-measurements" class="usa-nav__link">Standards and Measurements</a>
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<ul class="usa-nav__submenu-list">
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<li>
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<a href="/calibrations" class="usa-nav__link">Calibration Services</a>
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<li>
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<a href="/nvlap" class="usa-nav__link">Laboratory Accreditation (NVLAP)</a>
|
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<li>
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<a href="/nist-quality-system" class="usa-nav__link">Quality System</a>
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<li>
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<a href="/srm" class="usa-nav__link">Standard Reference Materials (SRMs)</a>
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|
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</li>
|
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<li>
|
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|
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<a href="/sri" class="usa-nav__link">Standard Reference Instruments (SRIs)</a>
|
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|
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<li>
|
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|
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<a href="/standardsgov" class="usa-nav__link">Standards.gov</a>
|
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</li>
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<li>
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<a href="/pml/time-and-frequency-division/time-services" class="usa-nav__link">Time Services</a>
|
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</li>
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<li>
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<a href="/pml/owm" class="usa-nav__link">Office of Weights and Measures</a>
|
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</li>
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</ul></div><div class="column-break tablet:grid-col-fill"><ul class="usa-nav__submenu-list">
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<li class="usa-nav__submenu-item">
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<a href="/services-resources/software" class="usa-nav__link">Software</a>
|
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<li class="usa-nav__submenu-item">
|
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<a href="/data" class="usa-nav__link">Data</a>
|
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<ul class="usa-nav__submenu-list">
|
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<li>
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<a href="https://webbook.nist.gov/chemistry/" class="usa-nav__link">Chemistry WebBook</a>
|
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|
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</li>
|
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<li>
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|
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<a href="https://nvd.nist.gov/" class="usa-nav__link">National Vulnerability Database</a>
|
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<li>
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<a href="/pml/productsservices/physical-reference-data" class="usa-nav__link">Physical Reference Data</a>
|
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<li>
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<a href="/srd" class="usa-nav__link">Standard Reference Data (SRD)</a>
|
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</ul>
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<li class="usa-nav__submenu-item">
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<a href="https://shop.nist.gov/" class="usa-nav__link">Storefront</a>
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<a href="/tpo" class="usa-nav__link">License & Patents</a>
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</ul></div><div class="column-break tablet:grid-col-fill"><ul class="usa-nav__submenu-list">
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<li class="usa-nav__submenu-item">
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<a href="https://csrc.nist.gov/" class="usa-nav__link">Computer Security Resource Center (CSRC)</a>
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<li class="usa-nav__submenu-item">
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<a href="/nist-research-library" class="usa-nav__link">NIST Research Library</a>
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</li>
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</ul>
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</div>
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</div>
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</li>
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<li class="usa-nav__primary-item">
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<button class="usa-accordion__button usa-nav__link" aria-expanded="false" aria-controls="primary_menu-5"><span>News & Events</span></button>
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<a href="/news-events/news" class="usa-nav__link">News</a>
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<a href="/news-events/events" class="usa-nav__link">Events</a>
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<li class="usa-nav__submenu-item">
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<a href="/blogs" class="usa-nav__link">Blogs</a>
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<li class="usa-nav__submenu-item">
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<h1 class="nist-page__title">Baldrige for Project Management</h1>
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<div class="daterange"><time datetime="2022-10-04T12:00:00Z">October 4, 2022</time>
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<span>By: </span>
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<a href="/blogs/blogrige/authors/dawn-bailey" hreflang="en">Dawn Bailey</a>
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NicoElNino/Shutterstock
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Making Memories Photography 65
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<p><span><span><span>Any project, large or small, will require planning and strategy. Project managers or collaborative teams need to not only plan and strategize but to lay a foundation and structure for the project, lead with a clear vision, recognize success from a customer viewpoint, measure progress, understand resource needs, and ensure standardization. Consideration of all of these components are already present in the <a data-entity-substitution="canonical" data-entity-type="node" data-entity-uuid="00b6643c-f609-4ef9-baab-8a71ecca6aa9" href="/baldrige/publications/baldrige-excellence-framework" title="Baldrige Excellence Framework">Baldrige Excellence Framework®</a>, said Jim McLaughlin, author of a blog on “<a href="https://jimmclaughlin.info/2022/07/30/baldrige-for-project-managers/" title="https://jimmclaughlin.info/2022/07/30/baldrige-for-project-managers/">Baldrige for Project Management</a>,” in which he recommends “a detailed review of the framework is highly recommended, but [breaks down] the seven major elements of the framework [and how they might apply to your projects].”</span></span></span></p>
|
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<p><span><span><span>In a virtual interview, Jim explained how the Baldrige framework can serve as a great tool and provide a structure for project managers. </span></span></span></p>
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<p><span><span><span><strong>What’s your experience with the Baldrige Performance Excellence Framework and Baldrige in general?</strong></span></span></span></p>
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<p><span><span><span>I was introduced to the framework and the <a data-entity-substitution="canonical" data-entity-type="node" data-entity-uuid="d5f50799-62f1-4614-8fee-0cea0f8d80ba" href="/baldrige/baldrige-award" title="Malcolm Baldrige National Quality Award">Malcolm Baldrige National Quality Award (MBNQA)</a> program when I worked at <a data-entity-substitution="canonical" data-entity-type="node" data-entity-uuid="4a7a5857-b5de-4814-8bb3-922e178a3adb" href="/baldrige/boeing-airlift-and-tanker-programs" title="Boeing">Boeing</a>. I incorporated the ideas into my R&D project management process. </span></span></span></p>
|
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<p><span><span><span>At about the same time, I led the </span>V-22 Osprey Program's<span><span> </span>knowledge management effort, so I became steeped in knowledge sharing, knowledge networks, and how best practices and learning were embedded within processes and tools across every discipline.</span></span></span></p>
|
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<p><span><span><span>A big question for me, as an R&D manager, arose around, “How do you know that your project is well-defined, that it will demonstrate the right, measurable progress, and that it will be effective on all of the factors that various stakeholders care about. Is your project correct, and is it robust?”</span></span></span></p>
|
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<p><span><span><span><strong>What led you to connect project management, especially planning and strategy, to the framework?</strong></span></span></span></p>
|
|||
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<p><span><span><span>I had become sort of a student of philosophy, of creativity and innovation, and of project management as I grew to take on both professional and public service leadership roles. The issues faced were not really new or unique and many had been addressed by others through the development of systematic processes that embed knowledge gathered and curated over decades.</span></span></span></p>
|
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<p><span><span><span>As I continued to grow, I came to appreciate that the project manager has to almost totally conceive of a project from the very beginning to the end, not to limit creativity, but to be receptive to how the project might turn, for good or bad. It involves risk management and strategic thinking about where resources or other externalities might affect the project.</span></span></span></p>
|
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<div class="nist-callout">
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<p><span><span><span>The framework embeds this forward thinking into its expectations at each stage and asks questions now that are based on learning and risk mitigation strategies developed over many programs, organizations, leadership styles, etc.</span></span></span></p>
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</div>
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<p><span><span><span>As project managers gets started, they need to rely on frameworks of knowledge that can help them avoid problems by structuring projects in ways that reflect all of the prior learning.</span></span></span></p>
|
|||
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<p><span><span><span><strong>Please share some examples of types of projects that benefited from the considerations in the framework in terms of the project profile (Organizational Profile) and individual components?</strong></span></span></span></p>
|
|||
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<p><span><span><span>I was in a position to manage many, simultaneous projects, so a system of structuring and managing projects, a system that my R&D engineers and scientists could work within and also plan for, was essential to efficient use of funds. The concepts of the framework helped me to establish those common programmatic elements that would be set up and, as a result, I would know that we had covered the “big rock” priorities and avoided obvious risks.</span></span></span></p>
|
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<p><span><span><span>Toward the end of my career, I led the engineering and proposal development for a complex, multi-billion-dollar U.S. Navy program that involved multiple stakeholders--all looking for different outcomes, both near term and long term. As the framework demonstrates, we have to listen to a wide range of stakeholders to address the considerations of each element. Ultimately, to satisfy all of these stakeholders, I offered a strategic design strategy that split up the program offering into both near- and long-term options that met the greatest number of these needs. This showed our near-term ability to deliver and our long-term capability to grow performance through strategic pre-planning. It's never one thing that wins a big program, but I firmly believe that we won this program because of this demonstration of flexibility and creativity supported by a systematic approach to program design--something that precedes even program management, but that is clearly built on the same concepts.</span></span></span></p>
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<p><span><span><span><strong>Why do you think it’s beneficial to share ways to use the Baldrige framework?</strong></span></span></span></p>
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<p><span><span><span>In my role, I often had to be the program manager before the real program manager stepped in. I was in the new business end of things, but I knew I had to hand off a program plan, budgets, schedules, risks, and everything else needed that could be "executable" within the organizational guidelines for program management and within the terms and expectations of a complex government customer and a diverse corporate skill base. The framework becomes a checklist for quality program definition and opens up avenues for conversations about key program goals, resources, and, very importantly, focus on the outcomes in an efficient, effective way.</span></span></span></p>
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<p><span><span><span><strong>What else would you like to share?</strong></span></span></span></p>
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<p><span><span><span>Like many skills, project management is a language and there is a wealth of systematic process knowledge that is available to all project managers that can help them avoid problems and set up a project for success. Over the years, I developed a list of about 13 focused questions I could ask about any project that would tell me whether all of the necessary factors were considered, and the framework questions are certainly part of that. Each element of the framework is a question that must be addressed and answered with clarity and collaboration.</span></span></span></p>
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<p><span><span><span>I think one of the most powerful features of the framework is the focus on both employees and customers. We know that outcomes are measured by customers, but lasting outcomes, the ones that grow a company and build lasting relationships, involve employees, suppliers, and partners, too. </span></span></span><span><span><span>When a project considers all of its stakeholders, it's far more likely to develop a win-win-win atmosphere where everyone sees the benefit of their work and wants to give that critical extra bit of effort toward success.</span></span></span></p>
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<p><span><span><span>A project manager, like an organizational leader, can do all of the same things within their project's purview, and the skills developed only help with personal and professional growth. The Baldrige Excellence Framework® is a piece of U.S. intellectual property that needs broad distribution, so I am happy to promote it to a new level and generation of leader through my blog post.</span></span></span><br>
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<img alt="2021-2022 Baldrige Excellence Framework Business/Nonprofit feature image" height="300" loading="lazy" src="/sites/default/files/styles/960_x_960_limit/public/images/2020/12/17/2021-2022-Baldrige-Excellence-Framework-featured-cover_0.jpg?itok=bk3KBYWd" title="2021-2022 Baldrige Excellence Framework Business/Nonprofit feature image" typeof="foaf:Image" width="233">
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<div class="grid-col-9">
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<h2>Baldrige Excellence Framework®</h2>
|
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<p>The <a href="https://www.nist.gov/baldrige/publications/baldrige-excellence-framework">Baldrige Excellence Framework</a> has empowered organizations to accomplish their missions, improve results, and become more competitive. It includes the Criteria for Performance Excellence, core values and concepts, and guidelines for evaluating your processes and results.</p>
|
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<h3><a href="https://www.nist.gov/baldrige/publications/baldrige-excellence-framework"><strong>Purchase your copy today!</strong></a></h3>
|
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<p>Available versions: <a href="https://www.nist.gov/baldrige/publications/baldrige-excellence-framework/businessnonprofit">Business/Nonprofit</a>, <a href="https://www.nist.gov/baldrige/publications/baldrige-excellence-framework/education">Education</a>, and <a href="https://www.nist.gov/baldrige/publications/baldrige-excellence-framework/health-care">Health Care</a></p>
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<a href="/blogrige-categories/baldrige-excellence-framework-criteria" hreflang="en">Baldrige Excellence Framework (Criteria)</a>, <a href="/blogrige-categories/impact-baldrige" hreflang="en">Impact of Baldrige</a> and <a href="/blogrige-categories/self-assessing" hreflang="en">Self-Assessing</a></div>
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about="/blogs/blogrige/authors/dawn-bailey" class="nist-teaser"
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<div class="entity-reference"> <a href="/blogs/blogrige/authors/dawn-bailey" hreflang="en"><img loading="lazy" src="/sites/default/files/styles/thumbnail/public/images/2019/12/18/IMG_2952.JPG?itok=-PWaG3HO" width="100" height="85" alt="Dawn Bailey" typeof="foaf:Image" />
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<h3 class="nist-teaser__title"><a href="/blogs/blogrige/authors/dawn-bailey"><span>Dawn Bailey</span>
|
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</a></h3>
|
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<div class="nist-teaser__content">
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<div class="text-with-summary"><p><span>Dawn Bailey is a writer/editor for the Baldrige Program and involved in all aspects of communications, from leading the Baldrige Executive Fellows program to managing the direction of case studies, social media efforts, and assessment teams. She has more than 25 years of experience, 18 years at the Baldrige Program. Her background is in English and journalism, with degrees from the University of Connecticut and an advanced degree from George Mason University.</span></p></div>
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>Related posts</h2>
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<div><div class="js-view-dom-id-d89f4be93bd3df020ffac5ff5a0380e12910307f7e02fcb133cb5d754999db45">
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<div class="entity-reference"> <a href="/blogs/blogrige/100-satisfaction-guaranteed" hreflang="en"><img loading="lazy" src="/sites/default/files/styles/thumbnail/public/images/2025/02/06/Satisfaction-Guaranteed.jpg?itok=ThnLiBh5" width="100" height="63" alt="A home with hurricane shutters next to a ladder." typeof="foaf:Image" />
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<h3 class="nist-teaser__title"><a href="/blogs/blogrige/100-satisfaction-guaranteed"><span>100% Satisfaction Guaranteed</span>
|
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</a></h3>
|
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<div class="nist-teaser__date">
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<div class="daterange"><time datetime="2025-02-18T12:00:00Z">February 18, 2025</time>
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<div class="text-with-summary"> 100% satisfaction guaranteed. A simple statement. Easy to understand. But…. My story begins with Hurricane Milton, one of two tragic hurricanes to hit the west
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<h3 class="nist-teaser__title"><a href="/blogs/blogrige/more-reasons-apply-be-2025-baldrige-examiner"><span>More Reasons to Apply to Be a 2025 Baldrige Examiner</span>
|
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</a></h3>
|
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<div class="nist-teaser__date">
|
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<div class="daterange"><time datetime="2025-01-14T12:00:00Z">January 14, 2025</time>
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<div class="text-with-summary"> In a blog last week, I provided a multitude of reasons to apply to be a 2025 Baldrige examiner®. The benefits of serving in this volunteer role were conveyed by
|
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<div class="entity-reference"> <a href="/blogs/blogrige/why-apply-be-2025-baldrige-examiner" hreflang="en"><img loading="lazy" src="/sites/default/files/styles/thumbnail/public/images/2025/01/07/Why-Apply-to-Be-2025-Examiner.jpg?itok=eCEy9jXg" width="100" height="63" alt="Why apply to become a Baldrige Examiner showing a woman holding an iPad with the examiner application on the screen." typeof="foaf:Image" />
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<h3 class="nist-teaser__title"><a href="/blogs/blogrige/why-apply-be-2025-baldrige-examiner"><span>Why Apply to Be a 2025 Baldrige Examiner?</span>
|
|||
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|
|||
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<div class="nist-teaser__date">
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<div class="daterange"><time datetime="2025-01-08T12:00:00Z">January 8, 2025</time>
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|
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<div class="text-with-summary"> IYKYK. * But if you don’t know why it’s beneficial to be a Baldrige examiner®, I invite you to find out what experienced Baldrige examiners have discovered
|
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>Comments</h2>
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<div><a href="https://www.x.com/BaldrigeProgram" class="nist-social nist-social--x" title="X (Twitter)" ><span>X (Twitter)</span></a><a href="https://www.youtube.com/playlist?list=PL914FB9D44BF49C14" class="nist-social nist-social--youtube" title="Youtube" ><span>Youtube</span></a><a href="https://public.govdelivery.com/accounts/USNIST/subscriber/new?topic_id=USNIST_29" class="nist-social nist-social--envelope" title="GovDelivery" ><span>GovDelivery</span></a></div>
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<h2
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|
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>About this blog</h2>
|
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|
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<div class="text-long"><p>Blogrige, the official blog of the <a href="https://www.nist.gov/baldrige">Baldrige Performance Excellence Program</a>, shares practical guidance, success stories, examples, and inspiration on how Baldrige resources can support your long-term success, whether your organization is large or small, has one site or worldwide locations, and is just getting started or continuously improving.</p>
|
|||
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|
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<p>The Baldrige Program offers a comprehensive and proven leadership and management <a href="https://www.nist.gov/baldrige/publications/baldrige-excellence-framework">framework</a> that focuses on results in all areas of your organization. Learn more about the <a href="https://www.nist.gov/baldrige">Baldrige Program</a>, the <a href="https://www.nist.gov/baldrige/products-services">products and services</a> available to help your organization succeed, and how to <a href="https://www.nist.gov/baldrige/self-assessing">self-assess</a> using the Baldrige framework.</p>
|
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<p>If you have any questions about Blogrige, please contact Baldrige Customer Service at <span class="spamspan"><span class="u">baldrige</span> [at] <span class="d">nist.gov</span><span class="t"> (baldrige[at]nist[dot]gov)</span></span>.</p>
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<p>The views presented here are those of the author and do not necessarily represent the views or policies of NIST.</p></div>
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