1、Lessons Learned Entry: 1554Lesson Info:a71 Submitting Organization: ARCAbstract: A number of times, the AATT Project was directed to add, delete, and/or change the projects focus of research, not only on existing agreed-to ATM products (tools and concepts), but in some cases, change of direction to
2、develop totally new tools. It is understood that flexibility in research must be maintained in order that concepts that do not prove worthwhile can be dropped allowing for focus and priority shifts to more promising ones. However, both realistic and reasonable controls on project scope and priority
3、setting must be maintained to assure prudent management planning and decision-making. Excessive control and redirection of focus/priorities late into a projects life leads to wasteful use of resources and hampers the projects ability to manage and deliver effectively. Significant changes well into t
4、he implementation phase can be very costly as contractual planning and funds obligations limit the scope and/or task requirement changes that can be made after the fact. Directly related to the above is what we refer to as “milestone creep”. Project management shifts, along with changing (sometimes
5、mandated) project priorities, resulted in too many milestones that grew in number all the way into the last trimester of the project. This also made it difficult to adhere to a uniform, consistent milestone organization and management system, resulting in some sub-projects with many more milestones
6、and resultant work than others and the milestones becoming somewhat jumbled and not following the most logical sequencing. This caused a significant amount of work to support programmatic/administrative management, documentation and configuration control, tracking, etc. across organizations (includi
7、ng 3 centers and multiple directorates and divisions). Description of Driving Event: This is no single “driving event.“ Lesson(s) Learned: It is easy to lose sight of the big picture and overall historical evolution with continual guidance to change direction/focus and/or project deliverables and re
8、lated milestones. A strong Systems Management function will go a long way to maintain this perspective and advise management accordingly. Provided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-Recommendation(s): Upper level management at Program, Center and
9、 Headquarters levels need to “control” the tendency to pass down mandatory shifts in project research work and deliverables after a project has gone thru formulation and is going into implementation. They need to remember and respect that the whole Program/Project Management process in NASA is based
10、 on detailed planning during formulation phase way before a project receives the “go head” after a successful Non-advocate Review (NAR). The budgets, resource commitments and procurement planning and strategy are all negatively impacted when such significant changes in direction and focus occur. Thi
11、s is costly, inefficient and can result in significant waste of scarce project resources to deliver what they signed up to deliver. Project managers and their support staff need to be sensitive to “Milestone Creep” and make a concerted effort to carefully plan and control from the beginning in order
12、 to maintain manageable milestones that efficiently represent at the appropriate level, work accomplished for products and deliverables. Carefully thought-out identification and definition of each product and/or supportive milestones/deliverables will go a long way in this effort. Maintaining a clea
13、r distinction and cross walk relationship between these is also very important. Evidence of Recurrence Control Effectiveness: N/ADocuments Related to Lesson: N/AMission Directorate(s): N/AAdditional Key Phrase(s): N/AAdditional Info: Approval Info: Provided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-
