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    • NASA 13 Lessons Learned and Rules for Reviews and Reports

    NASA 13 Lessons Learned and Rules for Reviews and Reports

    • Posted by Hany Ismail, MSC, PMP
    • Categories Planning Discussions
    • Date March 24, 2013
    • Comments 0 comment

    NASA 13 Lessons Learned and Rules for Reviews and Reports:

    Rule #34: We has established a set of reviewers and a set of reviews.

    Once firmly established, the system will fight to stay alive, so make the most of it. Try to find a way for the reviews to work for you.NASA Lessons Learned and Rules for Project Managers


    Rule #35: The number of reviews is increasing but the knowledge transfer remains the same; therefore, all your charts and presentation material should be constructed with this fact in mind. This means you should be able to construct a set of slides that only needs to be shuffled from presentation to presentation.


    Rule #36: Hide nothing from the reviewers. Their reputation and yours is on the line. Expose all the warts and pimples. Don’t offer excuses-just state facts.


    Rule #37: External reviews are scheduled at the worst possible time, therefore, keep an up-to-date set of business and technical data so that you can rapidly respond. Not having up-to-date data should be cause for dismissal.


    Rule #38: Never undercut your staff in public (i.e., In public meetings, don’t reverse decisions on work that you have given them to do). Even if you direct a change, never take the responsibility for implementing away from your staff.


    Rule #39: Reviews are for the reviewed an not the reviewer. The review is a failure if the reviewed learn nothing from it.


    Rule #40: A working meeting has about six people attending. Meetings larger than this are for information transfer (management science has shown that, in a group greater than twelve, some are wasting their time).


    Rule #41: The amount of reviews and reports are proportional to management’s understanding (i.e., the less management knows or understands the activities, the more they require reviews and reports). It is necessary in this type of environment to make sure that data is presented so that the average person, slightly familiar with activities, can understand it. Keeping the data simple and clear never insults anyone’s intelligence.


    Rule #42: Managers who rely only on the paperwork to do the reporting of activities are known failures.


    Rule #43: Documentation does not take the place of knowledge. There is a great difference in what is supposed to be, what is thought to have happened, and reality. Documents are normally a static picture in time that get outdated rapidly.


    Rule #44: Just because you give monthly reports, don’t think that you can abbreviate anything in a yearly report. If management understood the monthlies, they wouldn’t need a yearly.


    Rule #45: Abbreviations are getting to be a pain. Each project now has a few thousand. This calls on senior management to know hundreds. Use them sparingly in presentations unless your objective is to confuse.


    Rule #46: Remember, it is often easier to do foolish paperwork that to fight the need for it. Fight only if it is a global issue which will save much future work.


    References:

    Lessons Learned as Compiled by Jerry Madden , Associate Director of the Flight Projects Directorate at NASA’s Goddard Space Flight Center: (Jerry collected these gems of wisdom over a number of years from various unidentifiable sources. They have been edited by Rod Stewart of Mobile Data Services in Huntsville, Alabama.). January 1, 1995. Updated July 9, 1996.


     

    Tag:NASA 13 Lessons Learned and Rules for Reviews and Reports, NASA Lessons Learned for Reviews and Reports, NASA Rules for Reviews and Reports, Reports, Reviews, Reviews and Reports, Rules for Reviews and Reports

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    Hany Ismail, MSC, PMP
    Hany Ismail, MSC, PMP

    Hany Ismael is the founder and CEO of Planning Engineer Est. in Egypt. He has started his career back in 2003 as a site engineer, technical office engineer, planning engineer, planning manager, and finally planning department manager where he has been involved in several mega construction projects in Egypt and Saudi Arabia. In 2016, he established his own company in Egypt “Planning Engineer Est.” Hany gained his MSc degree in project management from Liverpool University-UK 2013-2016, PMP certified from PMI-USA 2010, and BSc Civil Engineer Tanta University-Egypt 2003. Hany provided more than 3,500 hours of planning and project management training on his website planningengineer.net, YouTube channel, and offline courses since 2011. He enjoys teaching project management in simple and practical way, and he developed several planning tools, techniques and courses.

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