Managing Aerospace Projects

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Reaching for the StarsHow to be successful in project

management and what pitfalls to avoid

Dora E Musielak, Ph.D.May 2010

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Why many programs in aerospace and defense industry run over cost

and over time? 

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Project Management in Aerospace

• Projects in aerospace and defense industry are large, challenging, multidisciplinary, and complex.

• Many programs are globally distributed– Multiple partners– Design and build teams may be

spread out around nation or world

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Project Management in Aerospace

• “Mars Climate Orbiter Failure Board Releases Report, Numerous NASA Actions Underway in Response” – SpaceRef.com, Nov 10, 1999

• “Failure-Space: A systems engineering look at 50 space system failures,” J. S. Newman (NASA, 2002) – Failure Space perspective reminds one of need for

thorough and complete risk management and assurance process implementation over life of a project as well as, increased emphasis on lessons learned and recurrent monitoring of critical process fidelity.

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Consequences of Failure

• Negative publicity generated by program failures is bad for company and hurt reputation of aerospace engineering community

• Share values decrease• Risk viability of company• Penalties when contract are performance-related and

fixed-cost• Waste public finances• Delay of key services• Unemployment, reduction in capital investments, etc

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Causes of Failure

o Poor Initial Planningo Lack of Clear Objectives and Deliverableso Lack of Understanding of Dependencieso Inadequate Resource Allocationo Poor Risk Analysiso Poor Change Managemento Lack of “buy-in” from Stakeholderso Poor Understanding of Prioritieso Too Many Layers of Management

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Outmoded Methods

• There are over 78 software packages for project management!

• According to experts, methodology of program management and planning tools has not changed in 50 years.

• Project management techniques originated in 1950s when US military sought scientific means of managing its Cold War procurement programs.*– PERT was developed for Polaris missile

program

* Lawrence, P., “Planning in the Dark: Why Major Engineering Projects Fail,” J. Tech. Assessment & SM (2007)

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Cultural Factors

Pathological Culture Bureaucratic Culture Generative Culture

Don’t want to know bad news

May not find out Actively seek information

Whistle-blowers are shot

Messengers listened to if they arrive

Messengers are trained and rewarded

Responsibility shirked

Responsibility is compartmentalized

Responsibility is shared

Failure is punished/hidden

Failures lead to local repairs

Failures lead to far reaching reforms

New ideas are discouraged

New ideas create problems

New ideas are welcome

Ref: P. Lawrence, Planning in the Dark: Why Major Engineering Projects Fail to Achieve Key Goals, J. Tech Assessment and Strategic Management (2007)

Types of Organizational Culture

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What Pitfalls to Avoid• Projects lack right resources and right skills.

– Proper project staffing and resource allocation is crucial for project success, yet improperly assigning resources tops list of most common management mistakes. Not having right people on a project can kill it.

• Program doesn’t follow a standard, optimized project management process. – Lack of methodology increases risk that tasks related to project will fall

through cracks, projects will have to be re-worked, and that a project won’t be completed on time or on budget.

• Project hamstrung by too much process/over-management.– Too much process makes project team inflexible, and their inflexibility

frustrates stakeholders. • Lack of effective communication.• Reinventing the Wheel!

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Secrets to Success

Communicate Well Organize Team/Resources Lead Build and Nurture

Excellent Teams Clearly Define Deliverable Manage Change Accurate Estimates

Document Everything Involve the Customer Make the Tough Calls Be Proactive Identify Risks,

Dependencies and Assumptions

Set Realistic Deadlines KIS (Keep It Simple)

Reduce layers of project management to streamline decisions and delivery

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Secrets to Successful PM

• PM ensures team has right people for job and that they can and will work together as a team. They need right mix of technical skills, and they need to be a balance of thinkers and doers, starters and finishers.

• PM creates a tangible picture of finished deliverables in minds of everyone involved so that all effort is focused in same direction.

• It’s not enough to be held responsible for project outcomes; PM asks for and obtains enough authority to execute responsibilities.

PM must focus on dimensions of project success: completing all deliverables on time, within budget, and to a level of quality that is acceptable to sponsors and stakeholders.

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Successful Project ManagerLooking Outwards-Clients, Users-Resource providers-Image

Looking Forwards-Planning-Anticipating-Objectives-Milestones

Looking Upwards-Sponsor-Commercial and Political awareness

Looking Backwards-Reviewing learning-Monitoring progress-Rewarding achievement

Looking Inwards-How am I performing?-Reviewing my priorities

Looking Downwards-Helicopter view-Reviewing team process-Managing individuals

Vision of Successful Project Leader

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My Qualifications• Specialized in thermal sciences, fluid mechanics, and rocket propulsion. • Led and managed numerous R&D projects in industry and academia in areas

ranging from gas turbine propulsion to studies of scramjet engines. • Written over a hundred technical reports and articles and presented many at

national and international conferences. • Chaired technical sessions at conferences and organized/taught AIAA

professional courses. • Recipient of two NASA research fellowships. • Created electronic, searchable databases including Lessons Learned and rocket

design methodology that allowed my company to process technical information fast and reliably, thus increasing engineers’ productivity.

• Possess organizational, interpersonal, communication, analytical, and skills that are essential to leading a critical project and support activities for company’s growth such as BD and R&D.

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My Vision Statement• I will become a leader in my industry, helping transform it into an

organization that respects all its stakeholders, while at the same time works to keep teams motivated in challenging situations, and inspire excellence.

• As a Program Manager, I will vigorously support my employer to provide our customers exceptional capabilities with guaranteed lower costs and increased reliability.

• I will accomplish this goal by working my way up the ladder and proving my determination and expertise to my team while gaining the respect of my colleagues.

• It would be a privilege to grow and work within an organization that aims to revolutionize access to space and change the paradigm to permit humans to explore the cosmos even further.

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ContactDora E [email protected]

Questions?