1、Lessons Learned Entry: 1283Lesson Info:a71 Lesson Number: 1283a71 Lesson Date: 2002-01-01a71 Submitting Organization: ARCa71 Submitted by: DR Mendoza/ Mark LeonSubject: Project Management: Management Capability and Competency Description of Driving Event: This particular Project received an extremel
2、y high level of visibility (including interfacing with the White House) and required much of the Project Managers time to be spent on travel. In addition the Project was required to showcase its technology during these high visibility activities from multiple staging locations. These requirements me
3、ant the Project Manager (PM) had to rely on the Deputy PM extensively to provide supporting leadership and control such that the Project could carry out these activities effectively and efficiently. This compatibility, mutual support, and trust between the PM and Deputy PM set an example that was em
4、ulated by the rest of the Project. Also, their attention to the technical aspects of the Project combined with their consistent interactions with the Project technical specialist ensured that whoever was the acting manger received the full cooperation and support from the Project.Lesson(s) Learned:
5、In order to maintain Project momentum and order in the absence of the PM, Deputy PMs must be given the support, confidence, and authority to act in the Projects best interest. In addition to delegating this level of authority, the PM must devote sufficient time to communicate and interact with the v
6、arious groups of the Project such that both Management and employees support and appreciate each others function.Recommendation(s): The Project Manager / Deputy Project Manager team should be chosen such that both are capable of managing the Project. This is especially necessary for Projects that re
7、quire the PM to be on travel and that need to integrate several geographically separate groups in order to perform high visibility demonstrations. PMs should provide appropriate tasks for their Deputies such that the Deputy gains Provided by IHSNot for ResaleNo reproduction or networking permitted w
8、ithout license from IHS-,-,-an increasing amount of independence and capability to function on his or her own. These tasks should also highlight the Deputys authority and accountability to the rest of the Project so that the Deputys authority is accepted. Additionally, the Project Management must ha
9、ve a degree of technical competency to make sound decisions and maintain support from project engineers and scientist. Therefore, managers should schedule time for technical interchanges (shop walkthroughs, product demonstrations, group meetings, etc.) with project personnel. This should occur throu
10、ghout the lifecycle of the project as a standard business practice and not just prior to a milestone. Evidence of Recurrence Control Effectiveness: N/ADocuments Related to Lesson: N/AMission Directorate(s): a71 Exploration Systemsa71 Sciencea71 Space Operationsa71 Aeronautics ResearchAdditional Key
11、Phrase(s): a71 Administration/Organizationa71 Human Resources & Educationa71 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-,-,-
