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NASA-LLIS-1289
Lessons Learned – Managing Human Resources in Projects Where Each Individual is Multi-tasked, Frequently Required to Work Overtime, is One-deep in Skills and Specialization, and is Required to Have a Security Clearance
Year: 2002
Abstract: Description of Driving Event:
The project had three significant challenges with respect to managing human resources, and the potential loss of any project member was a significant risk.
First, the project was classified and used a small, select, and collocated team. When a project member left or transferred to other work, the delay in bringing in someone new could be significant and cause both a delay in schedule and overload on other team members.
Second, the project was developing two identical flight vehicles, which split some project resources into teams dedicated to each vehicle. However, many of the project personnel were specialists devoted to both vehicles. The bulk of the schedule was sequential to make effective and efficient use of these people. However, at times parallel efforts were taking place that stretched certain project people to their limit.
Third, once the first flight vehicle was completed, it was shipped to a distant location for flight, which further split the project personnel. The result was that many members devoted to one vehicle could not assist in the efforts of completing the other vehicle.
The project had three significant challenges with respect to managing human resources, and the potential loss of any project member was a significant risk.
First, the project was classified and used a small, select, and collocated team. When a project member left or transferred to other work, the delay in bringing in someone new could be significant and cause both a delay in schedule and overload on other team members.
Second, the project was developing two identical flight vehicles, which split some project resources into teams dedicated to each vehicle. However, many of the project personnel were specialists devoted to both vehicles. The bulk of the schedule was sequential to make effective and efficient use of these people. However, at times parallel efforts were taking place that stretched certain project people to their limit.
Third, once the first flight vehicle was completed, it was shipped to a distant location for flight, which further split the project personnel. The result was that many members devoted to one vehicle could not assist in the efforts of completing the other vehicle.
Subject: Administration/Organization
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| contributor author | NASA - National Aeronautics and Space Administration (NASA) | |
| date accessioned | 2017-09-04T18:26:32Z | |
| date available | 2017-09-04T18:26:32Z | |
| date copyright | 01/01/2002 | |
| date issued | 2002 | |
| identifier other | ILVEQCAAAAAAAAAA.pdf | |
| identifier uri | http://yse.yabesh.ir/std;jsery=autho146/handle/yse/208759 | |
| description abstract | Description of Driving Event: The project had three significant challenges with respect to managing human resources, and the potential loss of any project member was a significant risk. First, the project was classified and used a small, select, and collocated team. When a project member left or transferred to other work, the delay in bringing in someone new could be significant and cause both a delay in schedule and overload on other team members. Second, the project was developing two identical flight vehicles, which split some project resources into teams dedicated to each vehicle. However, many of the project personnel were specialists devoted to both vehicles. The bulk of the schedule was sequential to make effective and efficient use of these people. However, at times parallel efforts were taking place that stretched certain project people to their limit. Third, once the first flight vehicle was completed, it was shipped to a distant location for flight, which further split the project personnel. The result was that many members devoted to one vehicle could not assist in the efforts of completing the other vehicle. | |
| language | English | |
| title | NASA-LLIS-1289 | num |
| title | Lessons Learned – Managing Human Resources in Projects Where Each Individual is Multi-tasked, Frequently Required to Work Overtime, is One-deep in Skills and Specialization, and is Required to Have a Security Clearance | en |
| type | standard | |
| page | 3 | |
| status | Active | |
| tree | NASA - National Aeronautics and Space Administration (NASA):;2002 | |
| contenttype | fulltext | |
| subject keywords | Administration/Organization | |
| subject keywords | Human Resources & Education | |
| subject keywords | Risk Management/Assessment |