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SE&I should be implemented not only in individual teams but on a larger project level.

We can learn from work that was done on Ares I-X.

Give the team the tools required to execute the mission and then get out of their way.

This type of project demands a truly independent team with the freedom and authority to move as rapidly as possible.

Accept the fact that an accelerated schedule will require concurrent engineering, so hedge your bets accordingly and manage risk throughout the process.

Safety and mission success risks must be adequately managed.

Define these clearly, early, and redefine them when management changes are made. When roles and responsibilities are different that what we’ve done in the past, ensure that external stakeholders are in agreement.

It’s not practical to follow all of the NASA NPRs and Standards. Understand what is there and tailor them to your project’s needs.

Even in fast track projects, spend significant time up front to establish a strong project baseline before engaging in full scale engineering.