1、Lessons Learned Entry: 1399Lesson Info:a71 Lesson Number: 1399a71 Lesson Date: 2003-01-01a71 Submitting Organization: ARCa71 Submitted by: Donald R. MendozaSubject: Program and Project Management: Center-to-Center Relations Abstract: All projects involving multiple Centers require diplomacy and sens
2、itivity to human relations in order to overcome Center-to-Center issues that may otherwise undermine the projects success.Description of Driving Event: The Project, whose main objective was to reduce human error caused incidents and accidents in aviation, was part of a Program managed out of a diffe
3、rent Center. Due to historical and existing rivalries, competition, and cultural differences between the Centers, the Project Manager (PM) took several steps to ensure that the Project maintained an affable and effective relationship with the Program Office. The steps included to cultivate the Cente
4、r-to Center relationship were key personnel selections, funding choices, face-to-face meetings, frequent communications, and basic bridge building activities.References: none Additional Key Words: multiple centers, competition, communication, conflict.Lesson(s) Learned: All projects involving multip
5、le Centers require diplomacy and sensitivity to human relations in order to overcome Center-to-Center issues that may otherwise undermine the projects success. In particular, the following should be considered: 1. A Project candidates relationships with and altitudes towards non-home Center personne
6、l, processes, and cultures may be as significant as their technical capabilities. Project members Provided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-with antagonistic views toward other Centers can undermine the success of the Project.2. In order to dem
7、onstrate and strengthen close ties with other Centers, it may be preferential, if not necessary, to direct some Project funding and key responsibilities to the partner Centers. This allocation of resources may not be understood or appreciated at the PMs home Center, therefore an effort should be mad
8、e to highlight and communicate the best interests of the Project.3. Maintaining lines of communication (often times on a daily basis) with the Program office played a significant role in allowing the PM to overcome much of the existing Center-to-Center inertia. This healthy relationship helped to se
9、cure Project resources during times when the Program was forced to descope and/or re-allocate resources among its several projects.Recommendation(s): An important aspect of project management includes building and maintaining mutually supportive relationships between all stakeholders. As the Agency
10、has a long and storied history with many chapters associated with one Center or another, the natural tendency towards preserving this atmosphere of excellence can lead to competition and rivalries. Therefore, it is essential that all projects involving multiple Centers consider how this atmosphere c
11、an help or hinder its success. In particular, project planning and implementation should include: 1. Team building exercises, face-to-face meetings, and frequently scheduled communications with all Center-to-Center principals.2. Tactical and strategic placement of personnel having significant commun
12、ications with their non-home Center counterparts. These people should be able to look past historical differences and act in the best interest of the Project.3. Placing resources with those who have the most potential to contribute to the Projects goals regardless of their home Center. In addition r
13、ecognition and rewards for excellence must not be biased towards one Center over another.Evidence of Recurrence Control Effectiveness: N/ADocuments Related to Lesson: NPG 7120.5Mission Directorate(s): a71 Exploration Systemsa71 Sciencea71 Space OperationsProvided by IHSNot for ResaleNo reproduction
14、or networking permitted without license from IHS-,-,-a71 Aeronautics ResearchAdditional Key Phrase(s): a71 Administration/Organizationa71 External Relationsa71 Policy & Planninga71 Program and Project Managementa71 Risk Management/AssessmentAdditional Info: Approval Info: a71 Approval Date: 2004-05-20a71 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-,-,-
