This document discusses managing integrated project work across geographically dispersed NASA teams. It provides a case study of the Orion project, which involved collaboration between 10 NASA centers. Key challenges of geographic dispersion include different organizational cultures, time zones, and the need to be part of a larger distributed team. Suggested paths for success include frequent communication, building trust, establishing common goals and processes, and travel to facilitate in-person interactions. Geographic dispersion will continue as NASA relies more on distributed teams, but success requires focus on open communication and shared objectives.

1. National Aeronautics and Space Administration
National Aeronautics and Space Administration
Being Part of Integrated
Project Management Work
from Another Center
APPEL PM Challenge Conference
APPEL PM Challenge Conference
February 2008
February 2008
Jim Free
Jim Free
Project Orion Service Module Manager
Project Orion Service Module Manager
NASA Glenn Research Center
NASA Glenn Research Center
www.nasa.gov
www.nasa.gov

2. Outline
Issue
Case study
Causes of geographic dispersion
Terminology and definition
Different culture
Different time zone
Location biases
Being part of a GDT
Leading a GDT
Suggested paths for success
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3. Being Part of Integrated Project Management
Work from Another Center
As NASA has restructured and retooled itself to
implement the Vision for Space Exploration (VSE)
Using geographically dispersed teams has become the primary
way to bring the talents of the entire agency to execute the
mission
Geographic parity requires management both from the leading
organization as well as unique adaptations from the supporting
organizations
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4. Case Study for Presentation
Project Orion
Ames Glenn
• Lead Thermal Protection System • Lead Service Module and
ADP Spacecraft Adapter integration
• Aero-Aerothermal database • Requirements Lead and SE&I
• Software and GN&C support Support
Goddard
Dryden • Communications
• Lead Abort Flight Support
Test Integ/Ops
• Abort Test Booster
procurement
• Flight Test Article Langley
JPL Devt/Integ • Lead Launch Abort System
integration
• Thermal
Protection System • Lead landing system ADP
support • SE&I Support
Johnson Kennedy
• Project Management and integration • Ground processing
• Lead Crew Module integration • Launch operations
• GFE projects management Marshall • Recovery
• Flight Test Program • LAS and SM Support operations
NASA Distributed (~1000 CS/WYE supporting)
Contractor Distributed (>1500 personnel)
Standard Subcontractor Distribution (>? Personnel)
Single Prime Contract
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5. Purposes of Geographic Dispersion
Mergers
Acquisitions
Nationally
International
Tasks Exceed Capability of Single Business Unit
Exceed in Number of Employees or Competency
Dwindling Contractors Base
Aerospace industry is prime example
Consolidations
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6. Terminology and Definition
Virtual Team
Geographically Dispersed Team (GDT)
Nationwide Team
Worldwide Team
Geographically Scattered
Virtual Workplace
Cyber Teams
Scattered Workforce
Definition: A group of individuals or sub-teams,
separated by some distance, working on the same
project or deliverable
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7. Different Cultures
Each GDT member, be it individual or subteam,
comes from different cultures
Cultures defined in many ways
Traditional
North vs. South
East vs. West
Former Business Unit vs. New Business Unit
Production vs. Design
Research vs. Flight
Tool A vs. Tool B
Challenge is how to find commonality among different
cultures to reach the team goals and objectives.
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8. Different Time Zones
Geographic dispersion hits home first and
foremost in time of day
Depending on the range of dispersion this can be
anywhere from 1 hour difference to 14 hours
When scheduling meetings, running meetings or
making phone calls consideration of their time
zone is critical
Helps team members feel include
Respects personal time
Team needs to agree on norms
Meetings will not start before XST
Meeting will end by XST
No Phone calls before/after XST
Core team hours are TBD
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9. Being Part of a GDT
What is good
Diverse opinions
Efficiency increases with new processes
Broad political support
Autonomy
What is challenging
Travel
“Connectedness”
Autonomy
Satisfying Management (near and far)
Number of interfaces
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10. Suggested Paths for Success
Travel
Frequent communication
Build trust
Keys
Common goals
Common expectations
Common processes
Press the flesh
Overall leader getting out to the team
Leaders of GDT offices spending time at home office
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11. Conclusions
GDTs are a reality of the current economic, political
and governmental landscapes
Understanding how GDTs work is critical for NASA
NASA has instituted GDTs and is relying on the
individual projects to make them work
People are the key to making GDTs work
Tools and technology are only as good as the users
Communication, as always, is the key
There is no substitute for face-face as part of a GDT
GDTs will continue to grow and become mainstream.
GDTs can be successful with vigilance to communication
and focus on the common goal.
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