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Managing Complex Projects
- Panel Discussion
By: Jacklyn Duff
Embry-Riddle Aeronautical University
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Designing and creating equipment to function in the hardest and most dynamic conditions possible is a major feat. To add to that, the people involved in these projects have diverse backgrounds and are scattered across a nation. This qualifies most, if not all, space related endeavors as complex projects. How do we make projects of such magnitudes flow smoothly? Guidelines and pointers were given by a group of seasoned project managers at the NASA 2008 Project Management Challenge at the Managing Complex Projects workshop. The panel consisted of Richard Grammier, Project Manager for Juno Project at NASA Jet Propulsion Laboratory; Arthur Obenschain, Deputy Center Director at NASA Goddard Space Flight Center; Patrick Simpkins, Director of Engineering at NASA Kennedy Space Center; Terry Cooke-Davies, Founder and Executive Chairman of Human Systems International; and Ken Dolan, panel moderator with Capitol College.
The two resounding pieces of advice during the question and answer session were to chose appropriate leaders and have adequate communication. In response to a question about whether it is the technical or organizational aspect that complicates a project, Cooke-Davies’ response was that the technical aspect of programs are manageable, however, the true hurdle is “behavioral and cultural complexity.” Grammier added that one needs “frequent communication or projects will become even more complex.” This communication system should be simple and not “over engineered,” according to Cooke-Davies. He also stated that leaders need to be able to “manage on the fly. You can never predict what will come up.”
Simpkins said that one of the qualities he looks for in a manager is the “experience in seeing around the corners.” He exemplified this notion by explaining that the type of hypergolic fuel that is chosen will have a ripple effect large enough to even influence the determination of the type of rock to be used on the crawler way. This reiterated the fact that engineers have the capability and technical knowledge to determine, down to the most precise detail, even the perfect rocks. However, the true challenge is to get everyone the correct information.
This is why Cooke-Davies believes that promotions should be based on people skills instead of technical backgrounds. There are plenty of people with the technical knowledge and training, but there needs to be someone with the skills to properly ascertain and disperse information. Obenschain argues that if the leader does not have a sound enough technical background, misinformed and bad decisions will be made. His view of leadership is someone who has “vision, takes people places they don’t want to go, and every person is better off for going on the journey with the leader.” This statement alone seems to be the essence and the very foundation of the space program itself.
A goal of a leader and his or her team is to meet the requirements set forth. Grammier explained that language can be interpreted many different ways. Therefore, it is important that everyone knows what exactly is required. He is also advised to ask for reasoning behind any requirements that seem arbitrary or hinder progress because it may be something that is outdated or that could be compromised. The last words of wisdom he had were to clarify what is needed at the end of conversations and to hold people responsible for their portion of the project.
Being a part of a group of nine students designing and creating a sounding rocket has given me the smallest taste of what NASA projects encompass. Within even our small group, any lack of communication causes a ripple throughout the project. In addition, when leadership has trouble foreseeing events, ascertaining and explaining requirements, or even pushing team members a littler further than they had planned, the group as a whole struggles a little bit more.
Although the panel could not be specific as to how to create perfect communication or a pick the optimal leader, they did give general advice to in the success of every project. The seasoned panelists have seen their fair share of failures and triumphs. The guidelines they explained should be the internal structure that every project is molded around.
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Curator:
NASA Official:
Last Updated: April 16, 2008 |
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