OneHundredRulesforNASAProjectManagers-OliverF.Lehmann.pdfVIP

One Hundred Rules for NASA Project Managers Lessons Learned as compiled by Jerry Madden, Associate Director of the Flight Projects Director- ate at NASAs 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. Re-edited by Oliver F. Lehmann, Ismaning, Germany (). Original Source: /100_rules.html Contact: Sherman Jobe, sherman.jobe@, (205)-544-3279 Table Of Contents 1. The Project Manager1 10. Senior Management, Program Offices, 2. Initial Work 2 and Above 6 3. Communications 2 11. Program Planning, Budgeting, and 4. People 2 Estimating 6 5. Reviews and Reports 3 12. The Customer 7 6. Contractors and Contracting 4 13. NASA Management Instructions 7 7. Engineers and Scientists 5 14. Decision Making 7 8. Hardware 5 15. Professional Ethics and Integrity 7 9. Computers and Software6 16. Project Management and Teamwork 8 17. Treating and Avoiding Failures 8 1. The Project Manager Rule 1: A project manager should visit eve- Rule 5: Vicious, despicable, or thoroughly ryone who is building anything for disliked persons, gentlemen, and la- his project at least once, should dies can be project managers. Lost know all the managers on his project souls, procrastinators, and wishy- (both government and contractor), washies can not. and know the integration team members. People like to know that Rule 6: A comfortable project manager is