NASA Office of Logic Design

A scientific study of the problems of digital engineering for space flight systems,
with a view to their practical solution.

NASA Project Management Study

Donald P. Hearth
Director, Langley Research Center
January 21, 1981

Transmittal Letter

Final Oral Report

Notes on Conclusions and Recommendations to Accompany the Briefing Charts on the NASA Project Management Study

Complete Package (letter, oral report, and notes)

SUMMARY OF RECOMMENDATIONS

1. Continue to pursue technically-advanced projects.
   Expect cost growth in some future projects.

2. Require pre-project analysis and definition phases.
   Sufficient definition funding in NASA budget.
   Formal definition reviews.
   Require approved Project Initiation Agreement and Project Plan.

3. Select contractors primarily on technical considerations, management plants, past performance, etc.

4. Issue NASA Policy: To have adequate visibility of contractor activity.
   Center Directors responsible for policy implementation - requires strong NASA in-house capability and adequate center resources.

5. Fund implementing contractor at low level to develop thorough understanding.
   NASA Project Manager reconfims or changes initial commitment.

6. Provide completion costs of major projects in terms of budget-year dollars.

7. Issue NASA Policy: To have adequate reserves in all major projects - base on definition maturity, risk, technical complexity, and concurrent developments.
   Managed by Headquarters Program Manager (APA) and Project Manager (Contingency).

8. General practice, minimize NASA management interfaces.
   When teaming of NASA Centers is appropriate, define interfaces prior to project implementation.

9. Revise and re-issue NASA Management Instructions defining Project Management Policies.

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