REG NASA-LLIS-1515--2004 Lessons Learned - Next Generation Launch Technology (NGLT)- Plan for and Adequately Staff the Project Team.pdf

1、Lessons Learned Entry: 1515Lesson Info:a71 Lesson Number: 1515a71 Lesson Date: 2004-07-01a71 Submitting Organization: MSFCa71 Submitted by: Donald DugalSubject: Next Generation Launch Technology (NGLT)- Plan for and Adequately Staff the Project Team Abstract: A lack of adequate workforce in the earl

2、y days of the project delayed development of plans and complicated the projects formulation. Each project should be treated as a new effort with adequate staff from the outset Description of Driving Event: The X-43C Project was executed by the ASTP without performing a Non-advocate Review. This was

3、based, in part, on similarity to the X-43A (Hyper-X) Project. The scope of effort was also not fully understood or supported by the executing Center management. The first person assigned to the project was the Chief Engineer (CE), who also performed the Project Manager (PM) and Business Manager (BM)

4、 functions for nearly a year with minimal help from X-43A staff, who were working return-to- flight activities. The CE was eventually promoted to PM and a new CE and a BM were assigned. Project staffing continued to lag needs, thereby forcing existing project staff to work long hours under stressful

5、 conditions. A lack of adequate workforce in the early days of the project delayed development of plans and complicated the projects formulation. The X-43Cs similarity to X-43A did not reduce workload during formulation as assumed.Lesson(s) Learned: Lack of adequate staff during planning and formula

6、tion phases causes decreased quality of work output, forcing later revisions to correct problems. Lack of timely and adequate staffing places an unfair and stressful burden on the existing project management team.Recommendation(s): Provided by IHSNot for ResaleNo reproduction or networking permitted

7、 without license from IHS-,-,-Each project should be treated as a new effort with adequate staff from the outset. A PM, CE, and BM should be assigned when a project is initiated. Technical leads for critical areas, a Deputy Project Manager, a Mission Assurance Manager, and Risk Manager should also b

8、e assigned as soon as possible. Evidence of Recurrence Control Effectiveness: N/ADocuments Related to Lesson: N/AMission Directorate(s): a71 Exploration Systemsa71 Space Operationsa71 Aeronautics ResearchAdditional Key Phrase(s): a71 Policy & Planninga71 Program and Project Managementa71 Research & Developmenta71 Risk Management/AssessmentAdditional Info: Approval Info: a71 Approval Date: 2005-04-14a71 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-,-,-