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    • NASA 8 Lessons Learned and Rules for Contractors and Contracting

    NASA 8 Lessons Learned and Rules for Contractors and Contracting

    • Posted by Hany Ismail, MSC, PMP
    • Categories Planning Discussions
    • Date March 25, 2013
    • Comments 0 comment

    NASA 8 Lessons Learned and Rules for Contractors and Contracting:

    Rule #47: A project manager is not the monitor of the contractors work but is to be the driver.

    In award fee situations, the government personnel should be making every effort possible to make sure the contractor gets a high score (i.e., be on schedule and produce good work). Contractors don’t fail, NASA does and that is why one must be proactive in support. This is also why a low score damages the government project manager as much as the contractor’s manager because it means that he is not getting the job done.NASA Lessons Learned and Rules for Project Managers


     

    Rule #48: Award fee is a good tool that puts discipline both on the contractor and the government. The score given represents the status of the project as well as the management skills of both parties. The project management measurement system (pms) should be used to verify the scores. Consistent poor scores require senior management intervention to determine the reason. Consistent good scores which are consistent with pms reflect a well-run project, but if these scores are not consistent with the pms, senior management must take action to find out why.


     

    Rule #49: Morale of the contractor’s personnel is important to a government manager. Just as you don’t want to buy a car built by disgruntled employees, you don’t want to buy flight hardware developed by under- motivated people. You should take an active role in motivating all personnel on the project.


     

    Rule #50: Being friendly with a contractor is fine-being a friend of a contractor is dangerous to your objectivity.


     

    Rule #51: Remember, your contractor has a tendency to have a one-on-one interface with your staff. Every member of your staff costs you at least one person on the contract per year.


     

    Rule #52: Contractors tend to size up the government counterparts and staff their part of the project accordingly. If they think yours are clunkers, they will take their poorer people to put on your project.


     

    Rule #53: Contractors respond well to the customer that pays attention to what they are doing but not too well to the customer that continually second-guesses their activity. The basic rule is a customer is always right but the cost will escalate if a customer always has things done his way instead of how the contractor planned on doing it. The ground rule is: never change a contractor’s plans unless they are flawed or too costly (i.e., the old saying that better is the enemy of good).


     

    Rule #54: There’is only one solution to a weak project manager in industry-get rid of him fast. The main job of a project manager in industry is to keep the customer happy. Make sure the one working with you knows that it is not flattery but on-schedule, on-cost, and a good product that makes you happy.


     

    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:contract management, contract works insurance, Contracting, Contractors, futures contract, NASA 8 Lessons Learned and Rules for Contractors and Contracting, nasa college, nasa introduction, nasa technical 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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