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.
By Silvano Colombano The PI Comes Calling Projects often have many goals. Some are stated explicitly, some aren’t. You would like for all the goals to be in alignment right from the start, but sometimes it takes time for the different customers to work together to make that happen.
By Dougal Maclise After I graduated from college, I worked for two years with the Portland Public Schools as an equipment designer for handicapped children.
By James Barrowman Deputized I’m not sure I knew what I was getting myself into, but it seemed like a reasonable way to deal with the pressures our program was under.
By Charlie Stegemoeller Have you ever walked into work one day thinking that you had a situation well in hand, only to be met with something far beyond your wildest imagination?
