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NASA-LLIS-1285
Lessons Learned – Conflicting Requirements From Multiple Management/Customer Entities
Year: 2002
Abstract: Description of Driving Event:
Often Programs/projects, especially highly visible ones, must deal with the reality of being accountable to multiple entities, such as Center Senior Staff, Headquarters/ Enterprise Management, External Partner Management (FAA, DOE, NSF, etc.) who may have conflicting requirements. In addition, the Program/project has the main responsibility of fulfilling customer requirements, which may not be entirely compatible with the direction levied by these other "bosses." Programs/projects must balance the requirements of these bosses with that of their customers. It is in the best interest of the Program/project if the customer requirements take priority over all others.
Often Programs/projects, especially highly visible ones, must deal with the reality of being accountable to multiple entities, such as Center Senior Staff, Headquarters/ Enterprise Management, External Partner Management (FAA, DOE, NSF, etc.) who may have conflicting requirements. In addition, the Program/project has the main responsibility of fulfilling customer requirements, which may not be entirely compatible with the direction levied by these other "bosses." Programs/projects must balance the requirements of these bosses with that of their customers. It is in the best interest of the Program/project if the customer requirements take priority over all others.
Subject: Administration/Organization
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| contributor author | NASA - National Aeronautics and Space Administration (NASA) | |
| date accessioned | 2017-09-04T16:49:22Z | |
| date available | 2017-09-04T16:49:22Z | |
| date copyright | 01/01/2002 | |
| date issued | 2002 | |
| identifier other | WKVEQCAAAAAAAAAA.pdf | |
| identifier uri | https://yse.yabesh.ir/std/handle/yse/112866 | |
| description abstract | Description of Driving Event: Often Programs/projects, especially highly visible ones, must deal with the reality of being accountable to multiple entities, such as Center Senior Staff, Headquarters/ Enterprise Management, External Partner Management (FAA, DOE, NSF, etc.) who may have conflicting requirements. In addition, the Program/project has the main responsibility of fulfilling customer requirements, which may not be entirely compatible with the direction levied by these other "bosses." Programs/projects must balance the requirements of these bosses with that of their customers. It is in the best interest of the Program/project if the customer requirements take priority over all others. | |
| language | English | |
| title | NASA-LLIS-1285 | num |
| title | Lessons Learned – Conflicting Requirements From Multiple Management/Customer Entities | en |
| type | standard | |
| page | 2 | |
| status | Active | |
| tree | NASA - National Aeronautics and Space Administration (NASA):;2002 | |
| contenttype | fulltext | |
| subject keywords | Administration/Organization | |
| subject keywords | Policy & Planning |