The most complete study ever done on how to carry out projects that need to find solutions as yet unknown.

1. Improving Outcomes on
Experimental Projects
Lee Fischman
https://www.linkedin.com/in/lee-fischman-2168383/
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2. What Characterizes
An Experimental Project?
Intricate
Constraints on resources, duration
Volatile
Uncertain in several ways
A hard nut needing to be cracked.
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10. Enable “Freeflows”Via Roles
Freeflows (def): Efficient, open channels that facilitate progress.
These must be enabled and maintained.
Leaders –To keep the team on track, even if there is no real leader.
Ambassadors – Free most of the team from the outside world, except when it helps them in some way.
Admins –Who get rid of the chores.
Secretary –Who keeps everything organized. Oftentimes the best secretary is the project lead, who is
empowered to create and maintain systems of organization, is smart enough to “get” what is being looked at,
and for whom the act of organization helps in understanding the project as it is.
Mad Scientists – People who aren’t comfortable doing anything more than being eccentric, but usefully so.
Hard Workers – Cooperative and dependable individuals who do most of the work.
Scouts –The people who beg, borrow and “steal”.
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13. KeyThemes For Improving
Experimental Projects
Communication channels need to be fortified.
Environments that are “dynamic” help lubricate creative processes.
Management’s purpose is to enable.
Learning and discovery is a significant theme, implemented via
prototyping, team competition, exhaustive research, etc.
Constrained permit a dynamic journey through revision, increased
margins, prototyping iterations, and built-in excursions.
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14. Alternative Set ofThemes
For Enabling Optimality
Communication between teammates
Lack of distraction
Constantly revisiting the objective
Constant mixing
Deep and diverse technical competence
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15. This work was originally created for
NASA’s Project Management Challenge at GalvestonTX
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