REG NASA-LLIS-1498-2003 Lessons Learned - Orbital Space Plane Organizational Design.pdf

《REG NASA-LLIS-1498-2003 Lessons Learned - Orbital Space Plane Organizational Design.pdf》由会员分享，可在线阅读，更多相关《REG NASA-LLIS-1498-2003 Lessons Learned - Orbital Space Plane Organizational Design.pdf（3页珍藏版）》请在麦多课文档分享上搜索。

1、Lessons Learned Entry: 1498Lesson Info:a71 Lesson Number: 1498a71 Lesson Date: 2003-07-01a71 Submitting Organization: MSFCa71 Submitted by: Lisa CarrSubject: Orbital Space Plane Organizational Design Abstract: Orbital Space Plane (OSP) was organized around the people and their home organizations rat

2、her than the work to be completed. The organization should design and staff the program according to the work to be completed Description of Driving Event: OSP was staffed with very capable people, yet was organized more around the people and their home organizations rather than around the work to b

3、e performed.Lesson(s) Learned: OSP was staffed with very capable people, yet was organized more around the people and their home organizations rather than around the work to be performed. The programs organizational structure must reflect the capability and the required input and output of each enti

4、ty. Organizational capabilities and cultural differences must be addressed when establishing working relationship with outside organizations. Additionally: a. Center Divisions When faced with infrastructure challenges, historically distributed specialties and most importantly resource allocations th

5、e organization split among center organizational boundaries. A primary cause of this concern was the method by which budgets are requested, racked-up, and allocated to centers rather than programs. Our accounting system keeps the divisions strong due to our affinity for center performance metrics an

6、d center plans. A strong, program-centric budget methodology with sub-allotment authority may foster better “One-NASA” operations.Provided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-b. Systems Engineering Office The Program Systems Engineering, Integrati

7、on and Operations Office was not viable due to inadequate staffing, unclear roles/responsibilities, inadequate planning, and multiple organizations performing systems engineering functions. An appropriate Systems Engineering and Integration organizational structure should be put in place to cover th

8、e integration of the appropriate key engineering disciplines required for implementation of the system engineering process and activities. The Systems Engineering Management Plan (SEMP) should be developed prior to staffing up - to define roles/responsibilities, planning, and technical integration.

9、Recommendation(s): Design and staff the organization for the work, not to satisfy politics or make the masses happy. Force resolution of issues by product definition/exchange, schedule, and interoperability commitments prior to signing final agreements. A strong, program-centric budget methodology w

10、ith sub-allotment authority may foster better “One-NASA” operations. The Systems Engineering Management Plan (SEMP) should be developed prior to staffing up - to define roles/responsibilities, planning, and technical integration. Each participant in the system engineering and integration organizatio

11、n should be trained on the SEMP contents as part of their orientation. Evidence of Recurrence Control Effectiveness: N/ADocuments Related to Lesson: N/AMission Directorate(s): a71 Exploration Systemsa71 Space Operationsa71 Aeronautics ResearchAdditional Key Phrase(s): a71 Policy & Planninga71 Progra

12、m and Project ManagementAdditional Info: Provided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-Approval Info: a71 Approval Date: 2005-04-01a71 Approval Name: Lisa Carra71 Approval Organization: MSFCa71 Approval Phone Number: 256-544-2544Provided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-