REG NASA-LLIS-1285-2002 Lessons Learned Conflicting Requirements From Multiple Management Customer Entities.pdf

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1、Lessons Learned Entry: 1285Lesson Info:a71 Lesson Number: 1285a71 Lesson Date: 2002-01-01a71 Submitting Organization: ARCa71 Submitted by: DR Mendoza/ K. FreemanSubject: Conflicting Requirements From Multiple Management/Customer Entities Description of Driving Event: Often Programs/projects, especia

2、lly highly visible ones, must deal with the reality of being accountable to multiple entities, such as Center Senior Staff, Headquarters/ Enterprise Management, External Partner Management (FAA, DOE, NSF, etc.) who may have conflicting requirements. In addition, the Program/project has the main resp

3、onsibility of fulfilling customer requirements, which may not be entirely compatible with the direction levied by these other “bosses.“ Programs/projects must balance the requirements of these bosses with that of their customers. It is in the best interest of the Program/project if the customer requ

4、irements take priority over all others.Lesson(s) Learned: Programs/projects facing accountability from multiple management entities must have a senior level official who acts as a buffer and control point between the peripheral “bosses“ and the Program/project. Without this buffer, the Program/proje

5、ct resources will be spread inefficiently and ineffectively and their focus and momentum to deliver customer requirements will be diluted. This particular Program/project combination minimized the impact of this issue by having the Centers Associate Director for Aerospace Programs as part of their m

6、anagement and reporting structure. The Program/project had a close working relationship, including weekly meetings, with the Centers Associate Director for Aerospace Programs to identify and discuss issues that required senior level attention and championing. The Centers Associate Director for Aeros

7、pace Programs acted on behalf of the Program/project in an “up and out“ fashion such that upper/peripheral management support was maximized while its interference was minimized.Recommendation(s): When preparing the Program/project plan, the definition of roles and responsibilities of all parties Pro

8、vided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-should be carefully defined. The organizational chart should include a senior level Center management official that can protect the Program/projects resources, focus, and requirements from peripheral manag

9、ement entities. 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-,-,-