REG NASA-LLIS-0585-1998 Lessons Learned Staff Continuity Enhances Low Cost Rapid Development Projects (1996).pdf

1、Lessons Learned Entry: 0585Lesson Info:a71 Lesson Number: 0585a71 Lesson Date: 1998-04-09a71 Submitting Organization: JPLa71 Submitted by: B. Muirhead/K. Clark/D. OberhettingerSubject: Staff Continuity Enhances Low Cost, Rapid Development Projects (1996) Abstract: The low cost, short duration Mars P

2、athfinder and Mars Global Surveyor projects featured lean engineering teams. This provided several advantages, but made it critical to retain team members from the beginning to the end of the project. Obtain the commitment of high-level management to foster an environment that encourages team member

3、s to remain throughout the project lifecycle and with rotating assignments, as appropriate.Description of Driving Event: The Mars Pathfinder (MPF) and Mars Global Surveyor (MGS) flight projects pioneered JPLs transition to low cost, short duration, spacecraft development efforts. The projects featur

4、ed lean engineering teams and required continual shuffling of team members between high priority tasks. The Assemble, Test, and Launch Operations (ATLO) phase advanced relatively smoothly for both projects, largely because almost all subsystems entered ATLO accompanied by the original design team co

5、mplement. Project management understood the importance of these missions to JPLs future, and the potential impact of high turnover on project schedules.In addition to maintaining the flight project knowledge base, team continuity provided some additional benefits:1. Relatively inexperienced staff we

6、re assigned major responsibilities as they demonstrated their abilities, enhancing the value of available staff resources.2. Shuffling of the existing team among high priority tasks within the project provided a variety of experience for team members.3. Reliance on a small core staff required indivi

7、dual subsystem engineers to bridge interfaces, improving the understanding of the overall system and establishing relationships with the JPL Provided by IHSNot for Resale-,-,-technical divisions and the aerospace community.4. Reduced turnover of key technical personnel facilitates the assessment and

8、 control of mission risk.The potential downside to this staffing arrangement featuring lean team continuity involved the:1. Greater need for early identification of staff qualification and performance problems, and for immediate remedial action by Project management.2. Risk of staff burn-out and lim

9、itations to career mobility.Additional Keyword(s): Retention, Collocation, Personnel Phasing, Project Planning, Schedule Risk ManagementReference(s):1. Muirhead, B., “Mars Pathfinder Lessons Learned - Volume 2,“ JPL MPF-100-97-LL2, April 28, 19972. Clark, K., Mars Global Surveyor Lessons Learned, Ap

10、ril 4, 1997.Lesson(s) Learned: Experience on Mars Pathfinder and Mars Global Surveyor projects showed that retaining project team members from the beginning to the end of the project improved continuity of design, ATLO, and mission operations at lower cost.Recommendation(s): Obtain the commitment of

11、 high-level management to foster an environment which encourages team members to remain throughout the project lifecycle and with rotating assignments, as appropriate.Evidence of Recurrence Control Effectiveness: N/ADocuments Related to Lesson: N/AMission Directorate(s): N/AProvided by IHSNot for Re

12、saleNo reproduction or networking permitted without license from IHSAdditional Key Phrase(s): a71 Administration/Organizationa71 Policy & PlanningAdditional Info: Approval Info: a71 Approval Date: 1998-04-27a71 Approval Name: Carol Dumaina71 Approval Organization: JPLa71 Approval Phone Number: 818-354-8242Provided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS