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1.2.1.5 Facilitate Program Communications

NASA Integrated Action Team (NIAT) Report: The NASA Integrated Action Team (NIAT) Report, Enhancing Mission Success- A Framework for the Future emphasizes that:

• Ensure that teams maintain full communication with contractors and scientists without institutional or geographical barriers,
• Workers should be trained to detect, broadcast, interpret and elevate problems to the highest level necessary for resolution,
• Project Managers to foster an environment where problems are raised without fear of reprisal,
• Communications meetings must be regular and frequent and attendance must be open to the entire project team, including contractors and science elements,
• Roles, responsibilities and accountabilities must be made explicit and clear for all partners on a project and a visible leader appointed over the entire operation,
• Senior management must be receptive to communications of problems and risks,
• Clear lines of responsibility and authority should be established at the initiation of each project,
• Maintain data base of lessons learned and communicate widely.

The Mars Climate Observer (MCO) Report states that:

• Inadequate communications between project elements led to a lack of cross-discipline knowledge among team members.
• There was a lack of early and constant involvement of all project elements throughout the project life cycle.
• Project management did not develop an environment of open communications within the operations team.
• There was inadequate communication between the project system elements and the institutional technical line divisions at the Jet Propulsion Laboratory.

The Mars Program Independent Assessment Team (MPIAT) Summary Report explains:

The Space Shuttle Independent Assessment Team (SIAT) Report also discusses communications issues.

"The SIAT observed issues within the Program in the communication from supervisors downward to workers regarding priorities and changing work environments. Communication of problems and concerns upward to the SSP from the 'floor' also appeared to leave room for improvement. Information flow from outside the program (i.e., Titan program, Federal Aviation Administration, ATA, etc.) appeared to rely on individual initiative rather than formal process or program requirements. Deficiencies in problem and waiver tracking systems, 'paper' communication of work orders, and FMEA/CIL revisions were also apparent."

• Errant procedures, work instructions, etc.
• Misinterpretation of Agency or program goals and objectives
• Interface control issues between integrating teams,
• Critical communication channels, uplink procedures, etc.

Communications errors encompass an enormous scope. These reports have indicated many factors in which the program manager should consider vulnerabilities within their own program. For complete details refer to the complete reports, all of which are available from the NASA APPL Resources page.

1. NASA Integrated Action Team (NIAT) Report, Enhancing Mission Success- A Framework for the Future
2. Mars Climate Observer (MCO) Report
3. Mars Program Independent Assessment Team (MPIAT) Summary Report
4. Space Shuttle Independent Assessment Team (SIAT) Report

PBMA Video Nuggets on This Subject:

*  Useful information and assistance before you view movies

	Continuity of the Project Team Video :: Transcript
	Antonio Elias Sr. Vice President, Orbital Sciences Corporation
Video Running Time -- 1:17

last modifed: Sep 12 2005 10:34AM

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