1、Lessons Learned Entry: 1425Lesson Info:a71 Lesson Number: 1425a71 Lesson Date: 2004-01-01a71 Submitting Organization: ARCa71 Submitted by: Donald R. MendozaSubject: Project Management: Styles and Tools for Success Abstract: The success of a project is greatly impacted by the management style of the
2、Project Manager and the manner in which each phase of the Projects life cycle is implemented.Description of Driving Event: The Projects success, under significant schedule and budget constraints, was due primarily to the Project Managers approach to maximizing the efficiency and effectiveness of the
3、 Projects human resources.References: none Additional Key Words: Project success, management style, empowerment, open communicationLesson(s) Learned: The Project Manager applied many techniques and best practices to the Project including: 1. Ensuring the efforts, findings, and resources of an invest
4、igative board dealing with the failure of a similar system feed into the manufacturing/construction phase of this project.2. Challenging the project team. The team was challenged to develop a composite based structure that did not have any predecessors. The team took pride and ownership in their inn
5、ovation.3. Empowering the project team with the authority to act within their area.4. Welcoming new staff and bringing them up to speed quickly. The PM mentored or paired up seasoned personnel with new comers to help them acclimatize to the Project.Provided by IHSNot for ResaleNo reproduction or net
6、working permitted without license from IHS-,-,-5. Taking responsibility for things that went wrong and giving credit for things that went right. This owning of responsibility permeated through out the team based on the PMs example and leadership.6. Integrating everyone into the Project regardless of
7、 their experience or technical background. Project members felt they were an integral part of the Project and played a key role in its success. This atmosphere ensured that Project members maintained their enthusiasm and high participation level.7. Listening and considering each team members input d
8、uring meetings and other discussions. The PM created an environment of mutual respect whereby team members respected but debated each others input and ultimately accepted and supported the groups consensus (sometimes dictated by the PM).8. Openly communicating his own experience/knowledge gaps to th
9、e team. This honesty and openness contributed to the Projects feelings that they were all part of a team and all necessary for its success.Recommendation(s): 1. In order to create and maintain a healthy project-oriented environment, Projects should use a combination of tools and techniques as descri
10、bed in the LL section above and demonstrated by the NFAC PM.a. The Projects goals and objectives should include the enhancement of its personal such that the Projects success can be propagated throughout the Center via competent and experienced people. Metrics should be used to tie the Projects prof
11、essional development results to existing training and development programs.b. Projects, especially those with lots of junior people, should consider augmenting their professional development activities with specialized training and/or consultants. Evidence of Recurrence Control Effectiveness: N/ADoc
12、uments Related to Lesson: NPR 7120.5Mission Directorate(s): a71 Exploration Systemsa71 Sciencea71 Space Operationsa71 Aeronautics ResearchProvided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-Additional Key Phrase(s): a71 Program and Project ManagementAdditional Info: Approval Info: a71 Approval Date: 2004-06-04a71 Approval Name: Andrew Hockera71 Approval Organization: ARCa71 Approval Phone Number: 650-604-4120Provided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-
