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The document discusses the negative impacts of poor leadership, including $350 billion in lost productivity annually according to a Gallup poll. Poor leadership is also linked to increased health care costs and greater risk of heart disease. Effective leadership involves nurturing trust within the organization, asking for help, avoiding compromising values, reinforcing praise for progress, paying attention to informal leaders, embracing diversity, giving rather than demanding respect, admitting mistakes, focusing on solutions, and connecting people to information. Leaders should maintain perspective, use humor sparingly, and make others feel valued above all.
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This document describes Ball Aerospace's implementation of a Life Cycle and Gated Milestone (LCGM) process to improve program planning, execution, and control across its diverse portfolio. The LCGM provides a standardized yet flexible framework that maps out program activities and products across phases. It was developed through cross-functional collaboration and introduced gradually across programs while allowing flexibility. Initial results showed the LCGM supported improved planning and management while aligning with Ball Aerospace's entrepreneurial culture.
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The document provides an overview of the transition and retirement of the Space Shuttle Program. It discusses developing a strategy based on benchmarking other large program retirements. A Strategic Capabilities Assessment was conducted to determine what capabilities need to be retained and when. Governance boards were established for oversight. Implementation involves functions like workforce retention, property disposition, and environmental management. The goal is to safely complete the mission manifest and support exploration goals while retiring unneeded capabilities.
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The document discusses Darryl Mitchell's presentation on NASA's innovative partnerships program and patent licensing model. The presentation covered NASA's use of an intellectual property auction model through Ocean Tomo to license one of its patent portfolios. In 2008, NASA successfully auctioned an exclusive license for its Hilbert-Huang Transform patent portfolio, which was later licensed to a company that launched a medical product using the technology. The auction approach helped NASA more efficiently license its technology and generated publicity for its innovation programs.
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The document discusses social media and its relevance for NASA projects. It begins with an introduction to social media, defining it as internet-based applications that allow for rapid creation and sharing of user-generated content. It then shows that there is significant interest in NASA's use of social media, as NASA has over 1.8 million Twitter followers and 116,000 Facebook followers across its accounts. Finally, it suggests that social media can provide benefits both for NASA projects and for people by engaging audiences and sharing information.
Baldwin.kristen
The document discusses challenges facing the Systems and Software Engineering Directorate within the Department of Defense. It outlines the Directorate's vision, mission, and responsibilities, which include providing technical advice on programs, establishing acquisition policies, and managing the systems engineering career field. The document also discusses key challenges programs face related to requirements, risk management, and reliability. It proposes ways the Directorate can better support programs early in the acquisition process through workshops, guidance updates, and collaboration tools.
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Trends in project management show increasing complexity of projects and global competition for top talent. Organizations are establishing project academies and certification standards to develop project leadership skills. NASA project managers must meet the new Federal Acquisition Certification for Program/Project Managers, which recognizes three certification levels. NASA competencies overlap significantly with the certification competencies, focusing on areas like the NASA environment, safety, and leadership.
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The document provides an overview of JUMP (Scalable, Successful Approach to Software Project Management). It discusses key aspects of the JUMP methodology including its iterative process, roles, phases (inception, elaboration, construction, transition), reviews, artifacts, tools, best practices, and metrics for measuring success. The goal of JUMP is to achieve project commitment and consensus through formal reviews at key milestones to align projects with organizational directives.
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The document discusses security challenges for spaceflight projects, including protecting space assets from disruption, exploitation, or attack. It highlights national space policy principles of protecting space capabilities. It also discusses trends in cyber threats, including the increasing capabilities of adversaries and how even unskilled attackers can compromise terrestrial support systems linked to space assets if defenses are not strong. Protecting space projects requires awareness of threats, vulnerabilities, and strategies to defend, restore, and increase situational awareness of space assets and supporting systems.
Sampietro marco
Humor can positively impact many aspects of project management. It can improve communication, aid in team building, help detect team morale issues, and influence leadership, conflict management, negotiation, motivation, and problem solving. While humor has benefits, it also has risks and not all uses of humor are positive. Future research is needed on humor in multicultural teams, its relationship to team performance, how humor is learned, and determining optimal "doses" of humor. In conclusion, humor is a tool that can influence people and projects, but must be used carefully and spontaneously for best effect.
Rudolphi mike
The recovery of Space Shuttle Columbia after its loss in 2003 involved a massive multi-agency effort to search a wide debris field, recover crew remains and evidence, and compensate local communities. Over 25,000 people searched over 680,000 acres, recovering 38% of Columbia's weight. Extensive engineering investigations were conducted to identify the causes of failure and implement changes to allow the safe return to flight of Discovery in 2005.
Roberts karlene
This document summarizes research on enhancing safety culture at NASA. It describes a survey developed to assess NASA's safety culture based on principles of high reliability organizations. The survey was tailored specifically for NASA and has been implemented to provide feedback and identify areas for improvement. It allows NASA to benchmark its safety culture within and across other industries pursuing high reliability.
Rackley mike
This document summarizes a presentation about project management challenges at NASA Goddard Space Flight Center. The presentation outlines a vision for anomaly management, including establishing consistent problem reporting and analysis processes across all missions. It describes the current problem management approach, which lacks centralized information sharing. The presentation aims to close this gap by implementing online problem reporting and trend analysis tools to extract lessons learned across missions over time. This will help improve spacecraft design and operations based on ongoing anomaly experiences.
Paradis william
This document discusses leveraging scheduling productivity with practical scheduling techniques. It addresses scheduling issues such as unwieldy schedule databases and faulty logic. It then discusses taming the schedule beast through using a scheduler's toolkit, schedule templates, codes to manipulate MS Project data, common views/filters/tables, limiting constraints, and other best practices. The document provides examples of using codes and custom views/filters to effectively organize and display schedule information.
O'keefe william
This document discusses the importance of situation awareness (SA) for project team members. It defines SA as having three levels: perception of elements in the current situation, comprehension of the current situation, and projection of the future status. Good team SA is achieved by turning individual SAs into shared SA through communication. Teams with strong SA prepare more, focus on comprehending and projecting, and maintain awareness through techniques like questioning assumptions and seeking additional information.
Muller ralf
This document discusses theories of leadership and how a project manager's leadership style may impact project success depending on the type of project. It outlines early hypotheses that a PM's competence, including leadership style, is a success factor on projects. It presents a research model linking PM leadership competencies to project success, moderated by factors like project type. Initial interviews found that leadership style is more important on complex projects, and different competencies are needed depending on if a project is technical or involves change. Certain competencies like communication skills and cultural sensitivity were seen as important for different project types and contexts.
Mulenburg jerry
The document discusses project management at NASA. It provides definitions of projects and project management, and traces the evolution of project management from ancient times to the present. It also discusses frameworks for classifying projects based on their complexity, novelty, and pace. Specifically, it introduces the NCTP model for distinguishing project types and analyzing which project management approach is optimal. It analyzes examples like the Denver airport and space shuttle projects using this framework. Finally, it considers some limitations of current project management approaches.
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Taylor.ron
- 1. Presented by Ron Taylor, Principal, The Ron Taylor Group (C) The Ron Taylor Group (2009)
- 2. “Teamwork is everyone doing what I tell them to do.” Michael Winner (C) The Ron Taylor Group (2009)
- 3. Poor leadership results in: ◦ $350 billion per year in lost productivity. (Gallup Poll -2007) ◦ Increased health care costs due to stress and associated doctor visits. (Gallup Poll -2007) ◦ Greater risk of heart disease and heart attacks. (Study of Swedish workers – 2008) (C) The Ron Taylor Group (2009)
- 4. Nurture individual and corporate trust. Ask for help when you need it. Don’t ever compromise. (C) The Ron Taylor Group (2009)
- 5. Reinforce it often. Link praise to progress. Link progress to resources. (C) The Ron Taylor Group (2009)
- 6. Search for possible collateral damage. Go with your strength. Encourage flexibility. (C) The Ron Taylor Group (2009)
- 7. Pay attention to informal group leaders. Harness diversity. Don’t demand respect – give it away. (C) The Ron Taylor Group (2009)
- 8. Project an image of calm confidence. Admit your mistakes. Never go negative. (C) The Ron Taylor Group (2009)
- 9. Use institutional approach. Ask questions and listen for answers. Take action and move on. (C) The Ron Taylor Group (2009)
- 10. Praise 360 degrees. Criticize privately. Demand accountability. (C) The Ron Taylor Group (2009)
- 11. Act the part. Help other people become winners. Decide whose job you’re doing. (C) The Ron Taylor Group (2009)
- 12. Err on the side of inclusiveness. Communicate frequently, individually and informally. Connect people to information. (C) The Ron Taylor Group (2009)
- 13. Maintain your perspective. Use humor sparingly. Laugh at yourself – never at others. (C) The Ron Taylor Group (2009)
- 14. “Few people will remember what you said, many will remember what you did, but everyone will remember how you made them feel.” (C) The Ron Taylor Group (2009)