REG NASA-LLIS-1553--2005 Lessons Learned Sub-project Management Authority.pdf

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1、Lessons Learned Entry: 1553Lesson Info:a71 Lesson Number: 1553a71 Lesson Date: 2005-01-01a71 Submitting Organization: ARCa71 Submitted by: Donald R. Mendozaa71 Authored by: Ronald C WinterlinSubject: Sub-project Management Authority Abstract: Key subordinate project management positions must be trul

2、y accountable to the Project Manager. Sub-project managers must be empowered to manage and make decisions pertaining to their element of the project. Roles, responsibilities and authority of SP managers should be agreed to by line and project management and formally documented up front. The sub-proj

3、ect managers should be recognized as having the appropriate management authority necessary to make key decisions in both the direction of the work and the funding required to accomplish it. The AATT Projects perspective is that ideally such key positions as sub-project managers should report directl

4、y to the project manager. Any agreements and arrangements for matrix organizational support must be carefully thought out, documented and communicated to all involved organizations including management (all levels) and those responsible to do the work. Special attention should be given to assure thi

5、s support is indeed provided throughout the life of the project and that continuity is maintained when personnel inevitably turnover. AATT experienced a significant amount of key position turnovers and in some instances new managers “reinvented the wheel” which has an effect on all support staff imp

6、acting overall effectiveness and efficiency. Description of Driving Event: There is no single “driving event.” Lesson(s) Learned: Without proper authority and accountability to appropriate line management, the efficiency and effectiveness of individual subordinate support managers is significantly d

7、iminished. This can have a detrimental and even disruptive effect both on day-to-day work and ability to achieve successful Provided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-project milestones and deliverables on time and on schedule. Recommendation(s)

8、: Provide for upfront written agreements at all levels of management that assure that subordinate KEY management positions will have the necessary authority and accountability to accomplish what they are supposed to be responsible for. Evidence of Recurrence Control Effectiveness: N/ADocuments Related to Lesson: N/AMission Directorate(s): N/AAdditional Key Phrase(s): a71 Program and Project ManagementAdditional Info: Approval Info: a71 Approval Organization: ARCProvided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-