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NASA-LLIS-1280
Lessons Learned – Project Management: Changing Goals and Strategic Planning
Year: 2002
Abstract: Description of Driving Event:
Leveraging on the diversity and wide scope of its managing Program, the Project's senior stakeholders sought to add increasing requirements to the Project's area of focus. While this approach did foster the Project's growth and opened up new technical opportunities and funding avenues, it also diluted the Project's focus, necessitated the continual redrafting of its goals, spread its resources thinner, and made it difficult to maintain employee morale and a long-term vision. Additionally, senior management attention often overburdened (micro-managed) the project and reduced the project's performance from 10 to 50 percent, depending on the action. For example in the sunset years, annual management plans could go through 16 revisions prior to approval, taking the project 6 months into the fiscal year.
Leveraging on the diversity and wide scope of its managing Program, the Project's senior stakeholders sought to add increasing requirements to the Project's area of focus. While this approach did foster the Project's growth and opened up new technical opportunities and funding avenues, it also diluted the Project's focus, necessitated the continual redrafting of its goals, spread its resources thinner, and made it difficult to maintain employee morale and a long-term vision. Additionally, senior management attention often overburdened (micro-managed) the project and reduced the project's performance from 10 to 50 percent, depending on the action. For example in the sunset years, annual management plans could go through 16 revisions prior to approval, taking the project 6 months into the fiscal year.
Subject: Administration/Organization
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| contributor author | NASA - National Aeronautics and Space Administration (NASA) | |
| date accessioned | 2017-09-04T17:00:31Z | |
| date available | 2017-09-04T17:00:31Z | |
| date copyright | 01/01/2002 | |
| date issued | 2002 | |
| identifier other | XOVEQCAAAAAAAAAA.pdf | |
| identifier uri | https://yse.yabesh.ir/std/handle/yse/124013 | |
| description abstract | Description of Driving Event: Leveraging on the diversity and wide scope of its managing Program, the Project's senior stakeholders sought to add increasing requirements to the Project's area of focus. While this approach did foster the Project's growth and opened up new technical opportunities and funding avenues, it also diluted the Project's focus, necessitated the continual redrafting of its goals, spread its resources thinner, and made it difficult to maintain employee morale and a long-term vision. Additionally, senior management attention often overburdened (micro-managed) the project and reduced the project's performance from 10 to 50 percent, depending on the action. For example in the sunset years, annual management plans could go through 16 revisions prior to approval, taking the project 6 months into the fiscal year. | |
| language | English | |
| title | NASA-LLIS-1280 | num |
| title | Lessons Learned – Project Management: Changing Goals and Strategic Planning | 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 |