REG NASA-LLIS-1280-2002 Lessons Learned Project Management Changing Goals and Strategic Planning.pdf

《REG NASA-LLIS-1280-2002 Lessons Learned Project Management Changing Goals and Strategic Planning.pdf》由会员分享，可在线阅读，更多相关《REG NASA-LLIS-1280-2002 Lessons Learned Project Management Changing Goals and Strategic Planning.pdf（2页珍藏版）》请在麦多课文档分享上搜索。

1、Lessons Learned Entry: 1280Lesson Info:a71 Lesson Number: 1280a71 Lesson Date: 2002-01-01a71 Submitting Organization: ARCa71 Submitted by: DR Mendoza/ Mark LeonSubject: Project Management: Changing Goals and Strategic Planning Description of Driving Event: Leveraging on the diversity and wide scope

2、of its managing Program, the Projects senior stakeholders sought to add increasing requirements to the Projects area of focus. While this approach did foster the Projects growth and opened up new technical opportunities and funding avenues, it also diluted the Projects focus, necessitated the contin

3、ual redrafting of its goals, spread its resources thinner, and made it difficult to maintain employee morale and a long-term vision. Additionally, senior management attention often overburdened (micro-managed) the project and reduced the projects performance from 10 to 50 percent, depending on the a

4、ction. For example in the sunset years, annual management plans could go through 16 revisions prior to approval, taking the project 6 months into the fiscal year.Lesson(s) Learned: Continual redrafting of the Projects goals is a strong indication that its strategic vision is insufficiently focused.

5、While it is beneficial to diversify a projects goals due to an increase in funding sources, visibility, product applicability, organizational cross pollination and possible resource leveraging, there must also be sufficient focus appropriate to the project resources and long-term strategies. However

6、, once an upper management decision has been made to change focus or expand goals, it must be supported at every level down the management chain. If not supported in this manner, teamwork will break down, overall mission support will decrease, individuals will lose vision, and success will be furthe

7、r jeopardized. Ensuring accurate information is communicated to all employees (including the Project Managers support of the changes) minimizes the resistance often demonstrated by groups addressing change.Recommendation(s): Provided by IHSNot for ResaleNo reproduction or networking permitted withou

8、t license from IHS-,-,-Those individuals establishing, managing and implementing the Project Plan must provide a tertiary vision (long term: revolutionary, mid term: evolutionary, short term: reactionary) to maintain the Projects viability throughout its life cycle. Management must also recognize wh

9、en new or continued directions are out of scope with the Projects goals, and either formalize the change within the plan or negotiate with management to limit project response to out-of-scope directives or opportunities. When the Project Plan requires change, the Project manager must ensure employee

10、s are accurately informed and understand the significance of the change. Evidence of Recurrence Control Effectiveness: N/ADocuments Related to Lesson: N/AMission Directorate(s): a71 Exploration Systemsa71 Sciencea71 Space Operationsa71 Aeronautics ResearchAdditional Key Phrase(s): a71 Administration/Organizationa71 Policy & PlanningAdditional Info: Approval Info: a71 Approval Date: 2002-10-09a71 Approval Name: Anthony Bricenoa71 Approval Organization: ARCa71 Approval Phone Number: 650-604-1012Provided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-