REG NASA-LLIS-1482--2004 Lessons Learned Consortium Work Splits.pdf

1、Lessons Learned Entry: 1482Lesson Info:a71 Lesson Number: 1482a71 Lesson Date: 2004-04-15a71 Submitting Organization: MSFCa71 Submitted by: J Craig McArthurSubject: Consortium Work Splits Abstract: In a Code T consortium, the work split process was developed over a period of time. This approach ofte

2、n failed to provide the best results for the team.Description of Driving Event: In a recent Code T consortium, the work split process was developed in parallel with performance of the project. Discussions on roles and responsibilities were often contentious due to fundamental conflicts between the i

3、nterests of the project and the interests of the contractors performing the work and to a lack of clear guidance on whether and how to divide the work. As a result, it was seldom clear whether it would be best to have a single company perform a task or “peanut butter“ the task across all participant

4、s. Often, this lack of clear guidance was reflected in inadequate resource projections from consortium members, resulting in budget overruns for the project.Lesson(s) Learned: In dealing with work splits, consortium team management needs to establish guidelines that supports team objectives first an

5、d contractor-specific objectives second. Also, to help avoid overruns, consortium managers should be careful of determining work splits based on the amount of labor involved (FTEs) rather than funding ($), since the FTE-based estimates are subject to rate increases. Finally, the NASA Project Manager

6、 should have some flexibility in reassigning work among consortium members, to ensure the best product for the Government and to provide incentives for the member companies to meet consortium objectives.Recommendation(s): Provided by IHSNot for ResaleNo reproduction or networking permitted without l

7、icense from IHS-,-,-To avoid cost-overruns and unmet objectives on consortium-based efforts, consortium team managers should develop clear guidance on division of work that supports team objectives. Evidence of Recurrence Control Effectiveness: N/ADocuments Related to Lesson: N/AMission Directorate(

8、s): a71 Exploration Systemsa71 Sciencea71 Space Operationsa71 Aeronautics ResearchAdditional Key Phrase(s): a71 Program and Project ManagementAdditional Info: Approval Info: a71 Approval Date: 2004-08-05a71 Approval Name: Lisa Carra71 Approval Organization: MSFCa71 Approval Phone Number: 256-544-2544Provided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-