The document discusses lessons learned from turbulence experienced during a NASA aeronautics research project. Key points include: a new project manager was selected who was unfamiliar with the role and processes, which led to leadership issues; the program was undergoing changes that created an unclear vision and shifting requirements, adding turbulence; clear communication between project leadership and open discussion of challenges is important for navigating periods of turbulence; selecting candidates well-suited for open roles and providing needed training and mentoring can help address issues that arise.

1. “Navigating Through Turbulence:
Some Important Team Qualities”
Mark C. Dickerson
Aeronautics Research Project Manager
NASA Dryden Flight Research Center
Used with Permission

2. Outline
• Background
• Turbulence and “Ops Tempo”
• An Inopportune time for a PM Change
• Lessons Learned
2

3. Background
ARMD* Program Content Turbulence
New PM
Lessons
• Fundamental Aeronautics (FA)
– Subsonic Rotary Wing (SRW)
– Subsonic Fixed Wing (SFW)
– Supersonics (SUP)
– Hypersonics HYP)
• Aviation Safety
– Integrated Vehicle Health Management *Aeronautics
– Integrated Resilient Aircraft Control Research Mission
Directorate
– Integrated Intelligent Flight Deck
– Aircraft Aging & Durability
• Airspace Systems
– Next Generation Air Traffic System (NGATS): Airspace
– NGATS Air Traffic Management: Airportal
• Aeronautics Test Program (ATP)
– Operational Support, Facility Maintenance, Test
Technologies, University Research, Outreach to DoD
3

4. Background
Winds of Change…
Turbulence
New PM
Lessons
• ARMD Associate Administrator (AA) and Governance Model
• FA, SFW, and Team Formation
• Largest single project in all of ARMD
– Project Management Complexity Factors FA Projects Relative Size
1. Stability of the overall project context.
2. Number of disciplines and methods.
3. Legal, social, or enviro implications. SFW
4. Overall expected financial impact. SRW
5. Strategic importance of the project. SUP
6. Stakeholder cohesion. HYP
7. Number and variety of interfaces.
(Duncan, PMC 2009)
• Previous PM, the PI, and Dryden’s incumbency
• Dryden hit with SOFIA and Constellation back-to-back
4

5. Background
Refocusing NASA Aeronautics Turbulence
New PM
Lessons
The AA’s Three Guiding Principles
• We will dedicate ourselves to the mastery and intellectual
stewardship of the core competencies of Aeronautics for the
Nation in all flight regimes.
• We will focus our research in areas that are appropriate to
NASA’s unique capabilities.
• We will directly address the fundamental research needs of the
Next Generation Air Transportation System (NGATS) in
partnership with the member agencies of the Joint Planning and
Development Office (JPDO).
5

6. Background
Frogs
Turbulence
New PM
Lessons
6

7. Background
Horses
Turbulence
New PM
Lessons
7

8. Background
Frogs and Horses?
Turbulence
New PM
Lessons
8

9. Background
Okay… What do YOU see? Turbulence
New PM
Lessons
The AA’s Three Guiding Principles
• We will dedicate ourselves to the mastery and intellectual
stewardship of the core competencies of Aeronautics for the
Nation in all flight regimes.
• We will focus our research in areas that are appropriate to
NASA’s unique capabilities.
• We will directly address the fundamental research needs of the
Next Generation Air Transportation System (NGATS) in
partnership with the member agencies of the Joint Planning and
Development Office (JPDO).
9

10. Background
Framework for ARMD Program Management Structure Turbulence
and working Relationships with Performing Centers New PM
Lessons
Program Chain Center Chain
Center Director is responsible
for execution of program at
AA Step 6 - Concurrence center, and will delegate that
authority as appropriate
Step 5 - Negotiate Program
PD Plan signed by PD and Center CD
Director
Step 4 - Concurrence
PI POC
Pr oj ec t Step 3 - Negotiate Project
Plan signed by PI, PM, and
Managem ent Center POC
Center
Team PS PM Project
Management
Support
Step 2 - Concurrence
API Division Mgr
Ass oci at e Step 1 - Negotiate Task Plan
Pr oj ec t signed by API, APM, and
Managem ent Division/Branch Manager Branch Mgr
Team APM
Chain of Command Connecting Point for Concurrence (All acronyms provided on final slide)

11. Typical Center Background
Turbulence
New PM
Director Lessons
“Uh-Oh…”
11

12. Background
Recognizing the Changes Turbulence
New PM
Lessons
• AA’s strong mandate from
Administrator
• Interpretation was inconsistent
between program chain and
institutional chain
• Governance Model still being
defined, so centers hoped they
could fix the “problem”
• New way of doing business and unclear intent reduced center
points of contact (POC’s) ability to help center management
recognize the sea changes ahead
• Center management often remained in denial, failed to adapt
to model as needed. Some center directors (CDs) did not
think that the new processes would stick.
• CDs didn’t expect programs to manage FTE* so closely,
thought they could still juggle personnel between projects
12
*Full time equivalents

13. Background
Mutating Processes
Turbulence
New PM
Lessons
• Incremental release of Governance model left folks unsure of
how this was to work.
• Centers still seemed to have control over funds at first. This
led to power struggle between centers and programs.
• Some began to recognize that having APIs and APMs might
help to assure technical content under the new paradigm.
• In past, center had say on budgets and technical content, with
that transferred to PIs, centers were tasked with just
implementation and tracking, so center was unprepared for
PI’s actual needs in terms of types of support required.
• Local people were caught between doing the “right thing” for
the project and for their own centers, in between two
elephants, with no place to hide from the power struggle.
13

14. Background
Evolving Content Turbulence
New PM
Lessons
• Projects themselves still being defined
– How do you decide or recommend where the money
should go when work packages are still undefined?
– This led to centers trying to define content locally
– Led programs to realization that discipline plans were
needed, but those were often still at too high a level
– Led to requirement to rework efforts again since initial
guidance was too vague
• Moving budget targets
– Projects had to re-allocate
resources on the fly
– Centers continued to push
back in effort to control funds
14

15. Background
Enter: A New PM Turbulence
New PM
Lessons
• Selection based on incorrect
perception of what a PM is to do
• Personal background,
CD role in selection
• Immediately set about doing
what the local apparatus
thought a PM should do:
– Tried to become familiar with technical objectives
– Looking for people and facilities to get them accomplished
and allocate funds to make it happen
– Prepared to offload PI of management responsibilities and
enable a greater technical focus for PI 15

16. Background
Turbulence
New PM
Lessons
These were NOT things that the PI
wanted his PM to do!
16

17. Background
PM Struggles from the Outset
Turbulence
New PM
Lessons
• Turbulence made it difficult to anticipate next
requirement
• PM unable to complete current task before next one
popped up, always more urgent than the last
• New guy had limited understanding of many budget
and process subtleties
– NRA management and tracking
– Augmentation Funds management
– Making FTE, WYE, Procurement $$, etc all align
– Subtle differences between centers, like service pools,
overhead rates, ATP funding
– More “Output Variables” than “Control Variables”
• Often resulted in “leading from the rear”
17

18. Background
Result: PM Leadership Void
Turbulence
New PM
Lessons
• Budget Analysts, APMs had to take point position on
many decisions
– They were also operating on steep learning curve
themselves, buffeted by same turbulence
• Quality and timeliness suffered due to “PM
overload” while trying to adjust to unexpected role in
unfamiliar terrain with shifting objectives
• FACT: PI doesn’t have time to train a PM on things
that are essentially “basics” for a NASA veteran.
– PI in same situation as remainder of team, attempting to
respond to program and project changes on the fly
18

19. Background
“This is NOT Turbulence
New PM
working…”
Lessons
• Eventually the facts became undeniable
• Situation led to another PM change
• Result: Even more turbulence for project team
19

20. Lessons (Re)-Learned
Background
Turbulence
New PM
Lessons
• Things to remember if
you’re part of the
Institutional Chain
• If you’re associated with
the Programmatic Chain
• Some thoughts if you’re
the “PM” or equivalent
• Important characteristics
for all Team Members
20

21. Background
Turbulence
Supervisory Lessons New PM
Lessons
• Know your people and carefully match them to job
requirements
– Center Priorities shifted to another project in effort to
keep center afloat, this led to PM shift at critical point
– New PM unfamiliar with decision processes, governance
model, technical objectives, underlying history, financial
management requirements, financial tools…
• Made personal life-balance choice: not willing to work the
massive hours required to correct personal training shortfalls on
the fly while executing the largest single project within ARMD.
• Need to read the tea leaves and get the true picture
– Center made assignment call based on old paradigm
21

22. Background
Turbulence
Provide Needed Support New PM
Lessons
• FACT: Most valid candidates CAN learn this stuff.
– One problem was mistaken initial belief on everyone’s
part (including his own) that PM already had it down,
or could learn it via OJT
– A real training program, aimed specifically at
preparing your candidate for the actual duties, is a
much better idea, especially in a fast-changing
environment.
• Track their progress and Mentor as required
– “They put me here, so I must be the best guy for the
job, so keep slugging.” Wrong!
22

23. Background
For Program Leadership… Turbulence
New PM
Lessons
• PI/PD MUST communicate a vision that captures team,
so that all are pulling together.
– If external environment is turbulent, internal team
environment needs to be rock-solid.
• Fight Back against unnecessary
turbulence… insulate your team
– Find someone who can see around
the corners for you and offer ways to
deal with what is coming.
– Stay the course! Do a “reality check”
on new requirements. Often “This,
too, shall pass!”
– Morale suffered a lot because so much work went down
drain during next re-plan or re-org. Leaders must address!
• Be proactive, both in planning and in response to issues
23

24. Background
More Thoughts for PI or PD Turbulence
New PM
Lessons
• Fight to illuminate “hidden agendas”. Handle them
openly.
– Senior leaders need to set up
systems and processes to
discourage “gaming”, encourage
team play, i.e. “How would you
handle a 15% cut?”
Should I be honest or lay low?
• HQ failure to share information until late in the
game. Want to have it all figured out. (How about
letting team help?)
– Tell your teams what you want done, not how to do it!
• Leader needs to insist on opportunity to help pick
his own team
24

25. Background
Turbulence
If You’re the “New Guy”… New PM
Lessons
• Make sure you fully understand the situation
• Form alliances and find mentors
– If they don’t issue you a mentor, then find your own
– A secret: Once you follow their advice, they’re hooked!
• Own up to problems/shortcomings from day one
– When you’re new there is no shame in asking for help
• Rudyard Kipling: “If you can trust yourself…”
– Need to make sure that you’ve got the full stanza and
“make allowance” as well
• Take the initiative to get smart, or start succession
planning so you can step aside gracefully
25

26. Background
Lessons for All Team Members Turbulence
New PM
Lessons
• Communicate openly, listen carefully, speak candidly
– At one point, PI/PM communication simply shut down
• This communications breakdown was partly a matter of choice.
• It was a poor choice!
– Vast majority of communication is between peers, not
superior/subordinate. Don’t build bottlenecks. Encourage open
communication in all directions.
• Insulating APIs from management issues was nice idea, but it wasn’t
always possible to do that and still get job done
– Strong documentation and records management helps here
• Play nicely: always take the high road
– Problem teammate? Don’t just talk ABOUT them… talk TO
them. Person may want to fix problem but may not know how.
– If you’ve got a “secret agenda” and it is jeopardizing the larger
agenda in any way, then you’re part of the problem.
26

27. Background
Closing Comments Turbulence
New PM
Lessons
• Turbulence is becoming the norm. We will all have to
deal with it.
– Senior Management needs to Shield the team as much as
possible – don’t request or allow busywork
– Not easy to thumb nose at invalid “requirements”. It
involves personal risk, but it is vital.
• When turbulence is unavoidable, and the boat is being
rocked, the team needs to be well trained, well
integrated, and well led.
– Leaders must share and champion the vision
– Sustain team focus on REAL goal through all changes
– Keep Communication channels open and honest
– Keep expectations realistic, based on good intelligence
about what really lies ahead
27

28. Background
Other Comments? Turbulence
New PM
Lessons
“Steady as she goes…
We’ve got someplace
we need to go.”
28

29. Acronyms
• AA – associate administrator
• API – associate principal investigator
• APM – associate project manager
• ARMD – aeronautics research mission director
• CD – center director
• FA – fundamental aeronautics (program)
• FTE – full time equivalent (work year of a civil servant)
• JPDO – joint planning and development office (charged to develop NGATS)
• NGATS – next generation air traffic system
• OJT – on the job training
• PD – program director
• PI – principal investigator
• PM – project manager
• PMC – project management challenge
• POC – point of contact (typically between a NASA center and a program)
• PS – project scientist
• SFW – subsonic fixed wing
• SOFIA – stratospheric observatory for infra-red astronomy
• WYE – work year equivalent (work year of an on-site NASA contractor) 29