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NASA-LLIS-1553
Lessons Learned – Sub-project Management Authority
Year: 2005
Abstract: Abstract:
Key subordinate project management positions must be truly accountable to the Project Manager. Sub-project managers must be empowered to manage and make decisions pertaining to their element of the project. Roles, responsibilities and authority of SP managers should be agreed to by line and project management and formally documented up front. The sub-project managers should be recognized as having the appropriate management authority necessary to make key decisions in both the direction of the work and the funding required to accomplish it. The AATT Project»s perspective is that ideally such key positions as sub-project managers should report directly to the project manager. Any agreements and arrangements for matrix organizational support must be carefully thought out, documented and communicated to all involved organizations including management (all levels) and those responsible to do the work. Special attention should be given to assure this support is indeed provided throughout the life of the project and that continuity is maintained when personnel inevitably turnover. AATT experienced a significant amount of key position turnovers and in some instances new managers "reinvented the wheel" which has an effect on all support staff impacting overall effectiveness and efficiency.
Key subordinate project management positions must be truly accountable to the Project Manager. Sub-project managers must be empowered to manage and make decisions pertaining to their element of the project. Roles, responsibilities and authority of SP managers should be agreed to by line and project management and formally documented up front. The sub-project managers should be recognized as having the appropriate management authority necessary to make key decisions in both the direction of the work and the funding required to accomplish it. The AATT Project»s perspective is that ideally such key positions as sub-project managers should report directly to the project manager. Any agreements and arrangements for matrix organizational support must be carefully thought out, documented and communicated to all involved organizations including management (all levels) and those responsible to do the work. Special attention should be given to assure this support is indeed provided throughout the life of the project and that continuity is maintained when personnel inevitably turnover. AATT experienced a significant amount of key position turnovers and in some instances new managers "reinvented the wheel" which has an effect on all support staff impacting overall effectiveness and efficiency.
Subject: Program and Project Management
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| contributor author | NASA - National Aeronautics and Space Administration (NASA) | |
| date accessioned | 2017-09-04T15:52:05Z | |
| date available | 2017-09-04T15:52:05Z | |
| date copyright | 01/01/2005 | |
| date issued | 2005 | |
| identifier other | QLXCQCAAAAAAAAAA.pdf | |
| identifier uri | https://yse.yabesh.ir/std/handle/yse/55359 | |
| description abstract | Abstract: Key subordinate project management positions must be truly accountable to the Project Manager. Sub-project managers must be empowered to manage and make decisions pertaining to their element of the project. Roles, responsibilities and authority of SP managers should be agreed to by line and project management and formally documented up front. The sub-project managers should be recognized as having the appropriate management authority necessary to make key decisions in both the direction of the work and the funding required to accomplish it. The AATT Project»s perspective is that ideally such key positions as sub-project managers should report directly to the project manager. Any agreements and arrangements for matrix organizational support must be carefully thought out, documented and communicated to all involved organizations including management (all levels) and those responsible to do the work. Special attention should be given to assure this support is indeed provided throughout the life of the project and that continuity is maintained when personnel inevitably turnover. AATT experienced a significant amount of key position turnovers and in some instances new managers "reinvented the wheel" which has an effect on all support staff impacting overall effectiveness and efficiency. | |
| language | English | |
| title | NASA-LLIS-1553 | num |
| title | Lessons Learned – Sub-project Management Authority | en |
| type | standard | |
| page | 2 | |
| status | Active | |
| tree | NASA - National Aeronautics and Space Administration (NASA):;2005 | |
| contenttype | fulltext | |
| subject keywords | Program and Project Management |