1、Lessons Learned Entry: 1281Lesson Info:a71 Lesson Number: 1281a71 Lesson Date: 2002-01-01a71 Submitting Organization: ARCa71 Submitted by: DR Mendoza/ Mark LeonSubject: Project Management: Integrating and Managing Reviews Description of Driving Event: The Project underwent several reviews throughout
2、 its lifecycle. In general, these reviews helped the Project maintain its course and manage its resources effectively and efficiently. However, at times these review groups would provide the Project with recommendations that were inconsistent with the Projects requirements. For example, these recomm
3、endations included the recommendations of other review teams, and past recommendations of their own team. The result was that the Project had to expend resources trying to resolve these conflicts or continually redraft its objectives.Lesson(s) Learned: There must be some consistency (tied to an over
4、all vision) in the various review and advisory groups that influence the direction a project takes. This is especially true for reoccurring review teams that undergo turnover in their membership. Otherwise, the project may go through cycles of false starts or dead ends and fail to meet its customer
5、requirements.Recommendation(s): Projects should develop and maintain a matrix of all the reviews they undergo. This matrix should have information such as the review team roster, their scope, and a record of all their recommendations. Prior to each review this matrix should be given to the review te
6、ams chairperson so that the outcome of the review remains consistent and compatible with the Projects requirements. Senior Management should be represented at these reviews so that discrepancies between the review team and the Project can be resolved immediately. When external review panels are brou
7、ght in, they should be clearly briefed on the project goals and objectives. Hopefully eliminating strong and unaligned views from the mix will thwart Provided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-recommendations that stray from the projects central
8、 focus. Academic advisors were more likely to push their views and expectations on the project than were industry advisors. The reason may be that they are further removed from the production environment. Evidence of Recurrence Control Effectiveness: N/ADocuments Related to Lesson: N/AMission Direct
9、orate(s): a71 Exploration Systemsa71 Sciencea71 Space Operationsa71 Aeronautics ResearchAdditional Key Phrase(s): a71 Administration/Organizationa71 Policy & PlanningAdditional Info: Approval Info: a71 Approval Date: 2002-10-09a71 Approval Name: Anthony Bricenoa71 Approval Organization: ARCa71 Approval Phone Number: 650-604-1012Provided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-
