Executive Suite
Before “official” work even began, the MD Robotics and CSA negotiating teams performed a significant part of the scope definition and planning. Cost account agreements included work description, budget to accomplish the work, necessary inputs (internal- or customer-furnished equipment) and outputs (deliverables). All of the descriptions corresponded to the work effort defined in the contractual statement of work (SOW) and its budget, excluding the management reserve and risk allowance.
In addition to the SPDM itself, MD Robotics had to provide spare hardware, as well as overall engineering support work, operational and in-orbit maintenance planning, combined robotics operations and flight support equipment. Aside from the contract in hand, the effort was strategically important.
“In our view, the only way to run a project is to use project management processes,” says Chris Woodland, MD Robotics vice president, government projects. “From a strategic point of view, credibility is important. In order to be credible, you have to deliver. Project management is the heart of how we deliver on our commitments.”
MD Robotics already was a highly “projectized” organization – its established program management control system covered the required “hard” project management skills. “We already performed earned value management, and the project management office was a given – it was all already built in,” Abramovici says. “A lot of the things we had to change were related mostly to the soft skills: team building, interaction with suppliers and management, empowering our people and making sure the message is consistently applied.” Abramovici says one the team felt ownership and accountability, process innovation was sure to follow.
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文章来源：中国项目管理资源网
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