REG NASA-LLIS-1421-2004 Lessons Learned Project Management Training and Development of Project Managers.pdf

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1、Lessons Learned Entry: 1421Lesson Info:a71 Lesson Number: 1421a71 Lesson Date: 2004-01-01a71 Submitting Organization: ARCa71 Submitted by: Donald R. MendozaSubject: Project Management: Training and Development of Project Managers Abstract: The training and development of new or inexperienced Project

2、 Managers (PM) can be greatly enhanced by pairing them with a Deputy Project Manager (DPM) that is experienced in at least one system wide area (programmatic or technical) such that there is a balance between the management teams applied and academic experience.Description of Driving Event: The Proj

3、ects initial team consisted of a highly trained but inexperienced Project manager and a deputy who was a seasoned engineer. The teams approach to addressing any gaps in experience included the incorporation of management best practices and tools, consulting with Center Subject Matter Experts (SME),

4、and frequent communication with other team members. This approach helped the team rapidly develop and establish the tools and processes that would be used to manage the Project. Key Words/phrases: Training and development, personnel assignments, management team, management best-practices Lesson(s) L

5、earned: 1. The paring of a seasoned engineer with a minimally experienced PM that recently completed formal management training, created a well-rounded management team for the Project. A seasoned engineer will have extensive knowledge of the engineering processes and an understanding of the challeng

6、es unique to the existing Center environment. The newly trained PM will have knowledge and experience with the most current management tools. However, in order for this combination to work, both the PM and DPM must be sensitive and supportive Provided by IHSNot for ResaleNo reproduction or networkin

7、g permitted without license from IHS-,-,-of the others strengths and weaknesses. All of these factors made for a high-quality working environment.2. 3. The lack of prior management experience can be addressed by incorporating various tools and techniques such as software based risk management, sched

8、ules, and knowledge management. In addition the use of SMEs and frequent, but informal meetings helps to fill out any experience gaps remaining in the Project.Recommendation(s): 1. To ensure a first time or inexperienced PM is successful, they should be paired with a deputy that is seasoned in proce

9、ss areas of project work (programmatic or technical) that are complimentary to those in which the PM is inexperienced. The management team should be balanced in terms of its experience/knowledge in both programmatic and technical processes.2. 3. Project managers should define their weaknesses or kno

10、wledge/experience gaps and enlist the aid of SMEs in order to ensure they are addressed. To instill trust and motivate their Project team, PMs should ensure that they are included in this learning process.Evidence of Recurrence Control Effectiveness: N/ADocuments Related to Lesson: N/AMission Direct

11、orate(s): a71 Exploration Systemsa71 Sciencea71 Space Operationsa71 Aeronautics ResearchAdditional Key Phrase(s): a71 Program and Project ManagementAdditional Info: Provided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-Approval Info: a71 Approval Date: 2004-06-02a71 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-,-,-