tailieunhanh - Nasa Hundred Rules for Project Managers
In the project and programme management community opinion is divided on the role of PMOs in delivering programmes and whether they confer real benefits. The UK Office of Government Commerce (OGC) views a PMO as an important part of programme and project management organisation structures, and in its P3O model iii promotes a three-level structure comprising a portfolio management office, a programme management office and a project management office. However, many programme and project managers question the real benefits delivered by these support offices and consider them an overhead expense that adds little value to project and programme delivery. | One Hundred Rules for NASA Project Managers Lessons Learned as compiled by Jerry Madden Associate Director of the Flight Projects Directorate at NASA s Goddard Space Flight Center. Jerry collected these gems of wisdom over a number of years from various unidentifiable sources. They have been edited by Rod Stewart of Mobile Data Services in Huntsville Alabama. January 1 1995. Updated July 9 1996. Re-edited by Oliver F. Lehmann Ismaning Germany . Original Source Contact Sherman Jobe 205 -544-3279 Table Of Contents 1. The Project Manager. 2. Initial Work. 3. Communications. 4. People . 5. Reviews and Reports . 6. Contractors and Contracting. 7. Engineers and Scientists . 8. Hardware. 9. Computers and Software. 1 10. Senior Management Program Offices 2 and Above. 6 2 11. Program Planning Budgeting and 2 Estimating. 6 3 12. The Customer. 7 4 13. NASA Management Instructions . 7 5 14. Decision Making. 7 5 15. Professional Ethics and Integrity . 7 6 16. Project Management and Teamwork . 8 17. Treating and Avoiding Failures . 8 1. The Project Manager Rule 1 A project manager should visit everyone who is building anything for his project at least once should know all the managers on his project both government and contractor and know the integration team members. People like to know that the project manager is interested in their work and the best proof is for the manager to visit them and see first hand what they are doing. Rule 2 A project manager must know what motivates the project contractors . their award system their fiscal system their policies and their company culture . Rule 3 Management principles still are the same. It is just that the tools have changed. You still find the right people to do the work and get out of the way so they can do it. Rule 4 Whoever you deal with deal fairly. Space is not a big playing field. You may be surprised how often you have to work with the
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