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NASA-LLIS-1311
Lessons Learned – Risk Management
Year: 2002
Abstract: Description of Driving Event:
Since none of the dedicated Project personnel had received formal Risk Management training or developed a RM plan (the Project's beginnings predated the Continuous Risk Management (CRM) initiative), it enlisted the services of a consulting organization. Thus, the Project deferred the majority of the RM planning to a consultant organization not intimately familiar with the Project. In turn, the consultant organization did not seek the technical expertise appropriate with the Project's mission and concentrated on the documenting the CRM process as opposed to its implementation and results. Consequently, the consultant organization developed and wrote an RM plan that was generic, delivered late in the Project cycle, and consequently of little value.
Since none of the dedicated Project personnel had received formal Risk Management training or developed a RM plan (the Project's beginnings predated the Continuous Risk Management (CRM) initiative), it enlisted the services of a consulting organization. Thus, the Project deferred the majority of the RM planning to a consultant organization not intimately familiar with the Project. In turn, the consultant organization did not seek the technical expertise appropriate with the Project's mission and concentrated on the documenting the CRM process as opposed to its implementation and results. Consequently, the consultant organization developed and wrote an RM plan that was generic, delivered late in the Project cycle, and consequently of little value.
Subject: Administration/Organization
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| contributor author | NASA - National Aeronautics and Space Administration (NASA) | |
| date accessioned | 2017-09-04T15:10:37Z | |
| date available | 2017-09-04T15:10:37Z | |
| date copyright | 01/01/2002 | |
| date issued | 2002 | |
| identifier other | LRVEQCAAAAAAAAAA.pdf | |
| identifier uri | https://yse.yabesh.ir/std/handle/yse/8941 | |
| description abstract | Description of Driving Event: Since none of the dedicated Project personnel had received formal Risk Management training or developed a RM plan (the Project's beginnings predated the Continuous Risk Management (CRM) initiative), it enlisted the services of a consulting organization. Thus, the Project deferred the majority of the RM planning to a consultant organization not intimately familiar with the Project. In turn, the consultant organization did not seek the technical expertise appropriate with the Project's mission and concentrated on the documenting the CRM process as opposed to its implementation and results. Consequently, the consultant organization developed and wrote an RM plan that was generic, delivered late in the Project cycle, and consequently of little value. | |
| language | English | |
| title | NASA-LLIS-1311 | num |
| title | Lessons Learned – Risk Management | 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 | |
| subject keywords | Risk Management/Assessment | |
| subject keywords | Safety & Mission Assurance |