REG NASA-LLIS-1513--2004 Lessons Learned - Next Generation Launch Technology (NGLT)- Clearly Define Roles Responsibilities and a Common Set of Values.pdf

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1、Lessons Learned Entry: 1513Lesson Info:a71 Lesson Number: 1513a71 Lesson Date: 2004-07-01a71 Submitting Organization: MSFCa71 Submitted by: Donald DugalSubject: Next Generation Launch Technology (NGLT)- Clearly Define Roles, Responsibilities, and a Common Set of Values Abstract: Responsibilities wer

2、e distributed throughout the consortium, but suppliers would only discuss issues with key decision makers, leaving the expediters and coordinators out of the information loop. Programs should define roles and responsibilities early all the way down to the supplier level with a clear focal point for

3、communication. Description of Driving Event: The Rocket Based Combined Cycle (RBCC) Project consisted of a consortium of prime contractors. Responsibilities were distributed throughout the consortium, but suppliers would only discuss issues with key decision makers, leaving the expediters and coordi

4、nators out of the information loop. In a multi-contractor consortium, the team eventually developed a set of core values: trust, teamwork, and critical knowledge; unfortunately, this came late in the program. A system that encourages team behaviors and discourages divisive behaviors should have been

5、 developed and matured earlier.Lesson(s) Learned: Definition of roles and responsibilities should take place early, be communicated clearly, and continually reinforced all the way down to the supplier level. There should be two-way, open communication so that all parties agree on the responsibilitie

6、s and understand what is expected of all team-members. The teams core values should also be developed early in the team-building process, and encouragement of desirable behaviors should take place throughout the project life.Recommendation(s): Provided by IHSNot for ResaleNo reproduction or networki

7、ng permitted without license from IHS-,-,-Programs should define roles and responsibilities early all the way down to the supplier level with a clear focal point for communication. The government should play a key role in enabling the full team to communicate and enforce established protocols, respo

8、nsibilities, and the teams core values early and often. This will provide expected standards of operation that are both established and fully understood for the life of the program. Evidence of Recurrence Control Effectiveness: N/ADocuments Related to Lesson: N/AMission Directorate(s): a71 Explorati

9、on Systemsa71 Space Operationsa71 Aeronautics ResearchAdditional Key Phrase(s): a71 Communication Systemsa71 Independent Verification and Validationa71 Policy & Planninga71 Program and Project ManagementAdditional Info: Approval Info: a71 Approval Date: 2005-04-14a71 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-,-,-