1、Lessons Learned Entry: 1384Lesson Info:a71 Lesson Number: 1384a71 Lesson Date: 2003-07-20a71 Submitting Organization: KSCa71 Submitted by: Yvonne C. ParkerSubject: Kennedy Space Center (KSC) Projects and Resources Online (KPRO) Software Development and Implementation Abstract: Kennedy Space Center (
2、KSC) Projects and Resources Online (KPRO) is a KSC software development project to implement a project management information system that meets the unique requirements of NASA. The KPRO team has encountered both good and bad experiences throughout the software development life cycle. These experienc
3、es include: Working in direct consultation with commercial off-the-shelf (COTS) vendors; having a signed agreement when interfacing with external databases; training the target workforce thoroughly for using the developed software; having a management agreement for resources committed to the project
4、; and expending effort to build a cohesive team with proper skills and expertise. These are documented as lessons learned, along with recommendations, and presented as reference for future software development project teams.Description of Driving Event: KPRO, developed by the Spaceport Engineering a
5、nd Technology Directorate, is a centralized project management information system tailored to the unique project management practices of NASA. The primary objective of the KPRO project is to provide a web-based project management tool that enhances the efficiency of KSC project managers, facilitates
6、 project compliance to NPG 7120.5, standardizes project management practices, and increases customer satisfaction. In developing this tool, several experiences occurred that should be shared with anyone taking on a similar software development project.Lesson(s) Learned: 1. Advantages to KPRO were th
7、e direct consultation with Microsoft, participation on the P10 (Microsoft Project 2002) Beta Team, and being a member of the Microsoft Joint Provided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-Development Program. This gave KSC the ability to counter con
8、sult with Microsoft and deliver the initial product earlier than the normal life cycle.2. 3. A signed agreement should be in place before proceeding with implementation of an interface with another database management system. KPRO had a verbal agreement with a NASA counterpart to support an interfac
9、e between KPRO and a contractor database to provide actual expense data. The KPRO developer proceeded with coding as agreed to verbally. When the verbal agreement was presented in a written format in the form of a Memorandum of Understanding (MOU), the decision was made not to provide the verbally a
10、greed-upon interface. Another method was selected. The developer was required to get an account on the contractor reporting system and develop a report rather than receiving the data electronically per a verbal agreement. It is suspected that the reason for the reversal was that upper management was
11、 not informed early-on of the terms of the verbal agreement. The new direction resulted in approximately 4 weeks lost time in implementing a requirement to obtain actual expense data for projects in KPRO.4. The project management workforce should be thoroughly trained and engaged in implementing Age
12、ncy project management processes before introducing a new tool that adds capabilities in support of the Agency processes. The lack of rigorous project management practices delayed efficient and broad use of the new tool and initially reduced its effectiveness. After emphasizing the processes and off
13、ering intensified training on the use of the capabilities of KPRO, there was a noticeable improvement in the project management environment. Project managers managed their projects more efficiently and increased their productivity.5. The project manager should obtain a commitment to ensure that a de
14、dicated systems engineer is assigned to the project full time during the requirements phase. A systems engineer was assigned to KPRO and attempted to gather KPRO requirements. The individual was spread too thin and pulled off too often to successfully complete his KPRO assignment. This resulted in a
15、bout 3 months of development time lost while the developers pitched in and assisted the project manager with the requirements document.6. Building a team with people who work well together and have the proper expertise can make or break a project. KPRO was very fortunate to have formed a small talen
16、ted, cohesive team to work on the project. The original development team is still intact after more than 2 years. This has been a major factor in the successful implementation of this project management tool at KSC.Recommendation(s): 1. Provide in-depth participation (earlier in the life cycle) as a
17、 team member with a COTS vendor to jointly develop an enhancement to a software product that can be beneficial to both parties. KSC and Microsoft were able to work together on P10 with each providing input for a more usable product for both parties.2. 3. Establish a Memorandum of Understanding (MOU)
18、 or some type of contractual agreement to Provided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-ensure that management is in agreement before implementing an interface between two database management systems that are managed by different NASA organizations
19、.4. Provide sufficient project management training when implementing a software product that enhances the project management environment and enforce adherence to Agency and Center processes.5. Establish a commitment with the management of all team resources that the resources will be dedicated to th
20、e software project for a reasonable amount of time needed to accomplish their assigned tasks.6. When planning and selecting team resources for a project, consider how the resources can work together and support each other, along with the skills required. This can be a factor in meeting or delaying s
21、oftware project milestones if an alternative resource has not been endorsed by the team members.Evidence of Recurrence Control Effectiveness: N/ADocuments Related to Lesson: NPG 7120.5Mission Directorate(s): a71 Exploration Systemsa71 Sciencea71 Space Operationsa71 Aeronautics ResearchAdditional Key
22、 Phrase(s): a71 Program and Project Managementa71 SoftwareAdditional Info: Provided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-Approval Info: a71 Approval Date: 2004-02-09a71 Approval Name: Gena Bakera71 Approval Organization: KSCa71 Approval Phone Number: 321-867-4261Provided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-
