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NASA-LLIS-1344
Lessons Learned - Resources Management: Cost Estimates
Year: 2003
Abstract: Description of Driving Event:
The Project's formulation phase was predominately accomplished by a small group of research scientists and engineers. Thus, most of their planning and management experience had been gained while working on academic type activities in which the main deliverables were data and research publications (level of effort type in which work was fit into forecasted budgets as opposed to actual deliverable requirements). However, the current Project was required to develop and deliver a major scientific instrument. While the team did have experience with other instruments, including a similar one used on another project, they had never developed an instrument of the required size nor had they developed anything requiring FAA flight certification. Making matters worse, the formulation team did not have Center project management support to aid, review, or verify the initial cost estimate. Each time the Project attempted to adjust (re-baseline)their cost estimate the same process was used. Unfortunately, the insular nature of the process resulted in the repetition of the same issues mentioned above leading to inaccurate cost estimates. Finally, after realizing the Project's costs had been under estimated by a large factor, the Center elected to cancel the Project.
The Project's formulation phase was predominately accomplished by a small group of research scientists and engineers. Thus, most of their planning and management experience had been gained while working on academic type activities in which the main deliverables were data and research publications (level of effort type in which work was fit into forecasted budgets as opposed to actual deliverable requirements). However, the current Project was required to develop and deliver a major scientific instrument. While the team did have experience with other instruments, including a similar one used on another project, they had never developed an instrument of the required size nor had they developed anything requiring FAA flight certification. Making matters worse, the formulation team did not have Center project management support to aid, review, or verify the initial cost estimate. Each time the Project attempted to adjust (re-baseline)their cost estimate the same process was used. Unfortunately, the insular nature of the process resulted in the repetition of the same issues mentioned above leading to inaccurate cost estimates. Finally, after realizing the Project's costs had been under estimated by a large factor, the Center elected to cancel the Project.
Subject: Administration/Organization
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| contributor author | NASA - National Aeronautics and Space Administration (NASA) | |
| date accessioned | 2017-09-04T18:23:19Z | |
| date available | 2017-09-04T18:23:19Z | |
| date copyright | 01/01/2003 | |
| date issued | 2003 | |
| identifier other | IDWEQCAAAAAAAAAA.pdf | |
| identifier uri | http://yse.yabesh.ir/std;jsery=autho47037D83FCDCAC42/handle/yse/205765 | |
| description abstract | Description of Driving Event: The Project's formulation phase was predominately accomplished by a small group of research scientists and engineers. Thus, most of their planning and management experience had been gained while working on academic type activities in which the main deliverables were data and research publications (level of effort type in which work was fit into forecasted budgets as opposed to actual deliverable requirements). However, the current Project was required to develop and deliver a major scientific instrument. While the team did have experience with other instruments, including a similar one used on another project, they had never developed an instrument of the required size nor had they developed anything requiring FAA flight certification. Making matters worse, the formulation team did not have Center project management support to aid, review, or verify the initial cost estimate. Each time the Project attempted to adjust (re-baseline)their cost estimate the same process was used. Unfortunately, the insular nature of the process resulted in the repetition of the same issues mentioned above leading to inaccurate cost estimates. Finally, after realizing the Project's costs had been under estimated by a large factor, the Center elected to cancel the Project. | |
| language | English | |
| title | NASA-LLIS-1344 | num |
| title | Lessons Learned - Resources Management: Cost Estimates | en |
| type | standard | |
| page | 3 | |
| status | Active | |
| tree | NASA - National Aeronautics and Space Administration (NASA):;2003 | |
| contenttype | fulltext | |
| subject keywords | Administration/Organization | |
| subject keywords | Aircraft | |
| subject keywords | Configuration Management |