区。会议室环绕办公区修建。
●员工参与到项目基线集思广益讨论、工程问题方案和变更管理的提出、评审核风险方案中。由于管理层避免“干扰”、猜测和自上而下的决定，团队相应地增强了所有权和责任感。
●项目和团队绩效评估还有奖金和加薪与项目总体目标和绩效相关。管理层通过以下方式表彰员工成就：奖励和认可、允许员工而不是经理领导客户演示、VIP人员访问和电视采访等。
领导艺术
一份固定总价合同团结了项目团队。以下的项目管理实践将团队合作变为现实：
项目计划与项目基线。在建立基线或项目中任何的自下而上估计时，独裁都不允许出现。变更只有在被咨询过提出者的意见之后才会被付诸实施。
项目管理控制系统。关键路径不仅在问题发生时才起作用。管理层使用“思考会”的形式来做假定情况分析。项目团队尝试新方法来验证它们如何影响成本和进度。
强调人员联系。包括经理、客户和员工在内的项目团队紧密接触。当公司里很多人墨守陈规时，团队聚集起来，集中意见，并一起证明其行之有效。
风险管理技术。项目团队对风险的持续关注促使成员在包括同步工程在内的各方面工作进行创新。设计团队邀请主要的供应商作为平等的伙伴参与到工作中。
原文：
Mission Control
By Ross Foti
By focusing on soft skills, this Canadian aerospace development firm improved its project management practices. In the process, the company refined its niche and diversified its portfolio.
At MD Robotics, innovation means big business. In 1997, the Brampton, Ontario, Canada-based firm was commissioned by Canadian Space Agency (CSA) to deliver a $160 million special-purpose dexterous manipulator (SPDM), a critical component of the International Space Station program and the third robotic system contributed to the U.S. National Aeronautics and Space Administration (NASA)-led effort.
The SPDM performs delicate maintenance and servicing jobs on the International Spec Station, such as installing and removing batteries, operation specialized wrenches and socket extensions, and providing power and data connectivity to payloads – tasks that otherwise would require an astronaut to perform dangerous space walks. What’s more, the latest technology allows the robot to “touch” and “feel” movements.
CSA needed a product that met technical specifications, within budget and schedule, while minimizing the impact and ch
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