REG NASA-LLIS-1583-2005 Lessons Learned - Project Management Status Reporting.pdf

1、Lessons Learned Entry: 1583Lesson Info:a71 Lesson Number: 1583a71 Lesson Date: 2005-09-13a71 Submitting Organization: LARCa71 Authored by: Robert S. BarnesSubject: Project Management Status Reporting Abstract: In order to effectively manage, information regarding cost, schedule and technical perform

2、ance, must be communicated to the Project Office. Additionally, the Project Office must be kept informed at all times of scope changes or new requirements. The Space Shuttle Return to Flight Project Office has implemented a disciplined process to document new requirements in order to ensure adequate

3、 resources (people, facilities and funds) are available to execute the task. Description of Driving Event: End of Year Retreat to review where we have been, where we are, and where we are going. Lesson(s) Learned: a) Deliverables: Show Me Need metrics/Exit Criteria; b) Revisit with Customer when pri

4、orities/requirements (deliverables) change; c) Technical Task Managers/Leads need to communicate scope changes prior to implementation to the Project Office; d) Technical Task Managers/Leads must have work priced through the Project Office. Project Office is the only entity that communicates resourc

5、e requirements to the customer; e) How is the Project Office value added to technical execution? Need buy in from technical side that we are value added. NOTE: Resource Unit participants agreed that SSRTFPO is value added; f) Schedule slips are not accompanied by workarounds/mitigation strategies; g

6、) Get written requirements from the customer PRIOR to writing detailed plans and establishing resource requirements. If customer does not have requirements, write requirements and submit to customer to establish communication with the customer; i) Need to spend according to plan; j) Need disciplined

7、 process to account for workforce charges. NOTE: Overrun in workforce charges siphons funds from procurement; k) Works best when scheduler works directly with Task Managers. However, when others maintain their own schedule, typically not updated properly. If Provided by IHSNot for ResaleNo reproduct

8、ion or networking permitted without license from IHS-,-,-Task Manager keeps schedule, must be properly maintained (i.e., updated WHEN items on the critical path change). Recommendation(s): Participants agreed on the need for a Project Quarterly Review to discuss technical content and obtain needed s

9、ynergism between the work being done. The participants agreed to meet with Task Managers to discuss roles and responsibilities and the need for the Project Office leadership to meet with the customer to clarify these roles and responsibilities and discuss lessons learned. A template for reporting re

10、quirements was approved and a process for scope changes was discussed. Evidence of Recurrence Control Effectiveness: N/ADocuments Related to Lesson: N/AMission Directorate(s): a71 Exploration Systemsa71 Space OperationsAdditional Key Phrase(s): a71 Configuration Managementa71 Program and Project ManagementAdditional Info: Approval Info: a71 Approval Organization: LARCProvided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-