By Ed Hoffman Societies move by great people. Behind every accomplishment is a person who had a soaring presence to energize the rest of us to do great things. Carolyn Griner has been one of those people for NASA.
ASK Magazine
By Todd Post Ideally, no project would ever change from planning to implementation. That means no requirements revised, no budgets revisited, no schedules missed, no personnel reassigned, no reason to worry… at least on paper… right!
Often when people think about what is it that makes for a successful project manager (PM), they think, ‘Well, she should be able to do this, this, this, and this.’ What they’ve got is a list of things.
By Todd Post In my last Conference Report, I told you about the KS East and West Meetings in December. March 12-15 found KS Participants back in Atlanta for the East meeting and, instead of San Francisco, we were in Pasadena this time for the West.
By John Allmen Background In our zeal to solve problems in new and innovative ways, project managers must be prudent not to allow requirements creep or design solutions to bankrupt the whole project.
By Terry Little It was my first big briefing as a program manager, a program status briefing to some senior “big-wigs.” I was pretty comfortable because things were going well with the program’s technical progress and schedule. However, I was concerned about the amount of money we were spending.
By W. Scott Cameron I am blessed to be the father of nine-year-old triplet daughters. As you might imagine, there are unique aspects to this blessing.
The Level 1 curriculum of NASA’s new Safety and Mission Assurance Technical Excellence Program (STEP) culminates in dramatic studies of times when efforts to ensure crew safety and flight success fell short.
By Dr. Michelle Collins Lessons from Leonardo and Company At a recent meeting of NASA Project Managers (PMs), I noticed a striking similarity between an exercise in project management and what I had learned in a drawing class only a few days earlier.