1、Lessons Learned Entry: 1571Lesson Info:a71 Lesson Number: 1571a71 Lesson Date: 2005-06-07a71 Submitting Organization: ARCa71 Authored by: Ronald C. WinterlinSubject: Streamlining and Standardizing Project Planning Documents (prepared during formulation and into implementation phases) Abstract: Advan
2、ced Air Transportation Technologies (AATT) was a nine-year effort and experienced significant changes in documentation requirements from Headquarters and the lead center. This had an effect on the policies, procedures, formats, and content for project planning and formulation documents including the
3、 program, project and sub-project plans (or IBPDs), along with related other agreements and supportive plans (e.g. Program Commitment Agreements, Risk Management/Mitigation Plans, Tech Transfer Plans, etc.). Examples include everything from title and formatting changes to basic content requirements
4、including the program and project Work Breakdown Structure (WBS). The WBS continues to be a key tool that is recognized as being one of the most important basic building blocks around which a program and project(s) should be developed. Its potential for being the central structure, providing the bas
5、is for successful financial and Earned Value management and control, along with project metrics, technical and performance tracking, and schedule development cannot be denied. AATT experienced confusing and sometimes unclear guidance regarding the best way to develop a WBS for projects focused on co
6、ncept exploration and development and demonstration. Both NASA and the private sector training provide theory and emphasize the key role and importance of a good WBS, but do not provide hands-on real world applications and assistance in creating a WBS for these types of projects. The various types o
7、f WBS formats and approaches are offered (e.g., organizational versus product versus work, etc.), but clear guidance as to real world applications for the best approach and how to do it, within the constraints and limitations of the NASA financial management system and full cost accounting, is lacki
8、ng. Description of Driving Event: Continual top-level changes in management and their specific requirements, or lack thereof, for Provided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-program and project formulation/implementation of planning documentation
9、. Lesson(s) Learned: Much time and resources are wasted when disruptive top-level requirements are passed down without clear guidance as to what is really required that will satisfy future reviews and decision gates. When this guidance is continually changed due to changes in managers who set them,
10、it adds to the waste of time and resources. Recommendation(s): A degree of logical and practical standardization for appropriate basic requirements and guidelines would go a long way to reduce added administrative burden and constant re-doing, sometimes 2-3 times in a single year. Consistent definit
11、ions, format, and content requirements should be passed down clearly with enough detail to assure understanding and compliance at the project and sub-project management levels. Whenever possible, good real world NASA applications and examples should be provided along with subject matter references a
12、nd expertise that should be made accessible and available to the implementing project management staff. These requirements should not change from year to year, but rather remain constant and uniform to the greatest extent that is practical and feasible. The resource savings in terms of freeing up bo
13、th manager and researcher time for the important things they should be focusing on would be significant. In addition, confusion and inconsistencies created between different organization and/or managements at different locations and/or levels would be reduced. Evidence of Recurrence Control Effectiv
14、eness: N/ADocuments Related to Lesson: N/AMission Directorate(s): a71 Exploration Systemsa71 Sciencea71 Aeronautics ResearchAdditional Key Phrase(s): a71 Administration/OrganizationProvided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-a71 Air-Traffic Manag
15、ementa71 Financial Managementa71 Research & Developmenta71 Program & Project ManagementAdditional Info: Approval Info: a71 Approval Date: 2006-04-18a71 Approval Name: dkruhma71 Approval Organization: HQProvided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-
