1、Lessons Learned Entry: 1394Lesson Info:a71 Lesson Number: 1394a71 Lesson Date: 2004-04-02a71 Submitting Organization: WSTFa71 Submitted by: Robert KowalskiSubject: Project Management Lessons Learned on a Fast Track Engine Test Abstract: A fast - track engine test was accepted by NASA before its risk
2、s and challenges were fully understood, leading to cost overruns and failure to meet original schedules.Description of Driving Event: In February 2003, the WSTF Propulsion Test Office accepted a task authorized through the Space Act agreement to perform a rocket engine test for a private company, by
3、 July 2003. While there were no real technical issues associated with the testing to be performed, there were certain aspects of the test program that were slightly different than the majority of testing performed at WSTF. These differences or challenges included high propellant inlet pressures, ver
4、y short duration firing pulse widths, and high accuracy propellant flowrate measurements for these short duration firings. These challenges drove design and fabrication of new test system hardware, with some technology that was not previously used at WSTF. Compounding these challenges were other iss
5、ues such as high work load of NASA and contractor project managers, a short timeframe in which to complete testing in order to not impact other tests in the area, and new and relatively inexperienced staff of project engineers. The technical challenges associated with this test program, drove design
6、 and fabrication of additional test systems to support the program, mainly propellant delivery systems that operated at pressures higher than typically used at WSTF, as well as incorporation of accurate flow measurement devices, using technology also not typically used at WSTF. As it would turn out,
7、 both the cost and schedule for design, fabrication and checkout of these items was greatly underestimated. Compounding these issues was the schedule pressure to complete the testing by a certain date, timeliness (or lack there of) of financial data, and over utilized project managers that could not
8、 adequately assess the financial and schedule data that was obtained. While the project was successful in the fact that testing was completed and requested data was delivered to the customer, the project was significantly over budget. Provided by IHSNot for ResaleNo reproduction or networking permit
9、ted without license from IHS-,-,-A post project review led to the following conclusions: 1. WSTF made a commitment to do the project without resolving conflicts with existing projects.2. Management did not have appropriate resources (experienced personnel, adequate time for planning).3. Office Chief
10、 and Department Manager did not evaluate the effectiveness of the project review process for fast-track projects.4. Project management did not adequately assess financial data that was available.5. The Communication Plan to customer was too generic and did not identify cost-problem reporting thresho
11、lds.6. Project managers work load prevented them from adequately assessing both cost and schedule issues.Lesson(s) Learned: Before committing to any project schedule or budget, make sure that all risks and assumptions are fully understood, taken into account, and a consensus or agreement reached wit
12、h the customer preferably before implementation.Recommendation(s): From the perspective of the project manager, all available data, both financial and schedule/task related, must be fully assessed and reviewed as soon as available, in order to determine whether project issues are present. This is mu
13、ch more of a concern when working a fast-track project where there is very little time for recovery when problems are identified. It is also important to include a detailed risk analysis as part of the project plan, in order to flesh out technology or personnel issues or challenges, and to develop t
14、he plan to mitigate those risks. Again, this is extremely important when working fast track projects where there is little time to recover from issues that arise. Upper level managers and supervisors need to be aware of employee work loads. Personnel with too much on their plate, will not be able to
15、 adequately assess project health or be able to provide the proper project status to their supervisors. Evidence of Recurrence Control Effectiveness: N/ADocuments Related to Lesson: Space Act agreements; NPR 7120.5, NASA Program and Project Management Processes and RequirementsProvided by IHSNot for
16、 ResaleNo reproduction or networking permitted without license from IHS-,-,-Mission Directorate(s): a71 Exploration Systemsa71 Sciencea71 Space Operationsa71 Aeronautics ResearchAdditional Key Phrase(s): a71 Administration/Organizationa71 Configuration Managementa71 External Relationsa71 Financial M
17、anagementa71 Human Resources & Educationa71 Policy & Planninga71 Procurement Small Business & Industrial Relationsa71 Program and Project Managementa71 Research & Developmenta71 Risk Management/AssessmentAdditional Info: Approval Info: a71 Approval Date: 2004-04-26a71 Approval Name: Jan Jungewaeltera71 Approval Organization: WSTFa71 Approval Phone Number: 505-524-5161Provided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-
