Lesson Info:

• Lesson Number: 1399
• Lesson Date: 2003-01-01
• Submitting Organization: ARC
• Submitted by: Donald R. Mendoza

Subject:

Abstract:

All projects involving multiple Centers require diplomacy and sensitivity to human relations in order to overcome Center-to-Center issues that may otherwise undermine the projects' success.

Description of Driving Event:

The Project, whose main objective was to reduce human error caused incidents and accidents in aviation, was part of a Program managed out of a different Center. Due to historical and existing rivalries, competition, and cultural differences between the Centers, the Project Manager (PM) took several steps to ensure that the Project maintained an affable and effective relationship with the Program Office. The steps included to cultivate the Center-to Center relationship were key personnel selections, funding choices, face-to-face meetings, frequent communications, and basic bridge building activities.

References: none

Additional Key Words: multiple centers, competition, communication, conflict.

Lesson(s) Learned:

All projects involving multiple Centers require diplomacy and sensitivity to human relations in order to overcome Center-to-Center issues that may otherwise undermine the projects' success. In particular, the following should be considered:

1. A Project candidate's relationships with and altitudes towards non-home Center personnel, processes, and cultures may be as significant as their technical capabilities. Project members with antagonistic views toward other Centers can undermine the success of the Project.
2. In order to demonstrate and strengthen close ties with other Centers, it may be preferential, if not necessary, to direct some Project funding and key responsibilities to the partner Centers. This allocation of resources may not be understood or appreciated at the PM's home Center, therefore an effort should be made to highlight and communicate the best interests of the Project.
3. Maintaining lines of communication (often times on a daily basis) with the Program office played a significant role in allowing the PM to overcome much of the existing Center-to-Center inertia. This healthy relationship helped to secure Project resources during times when the Program was forced to descope and/or re-allocate resources among its several projects.

Recommendation(s):

An important aspect of project management includes building and maintaining mutually supportive relationships between all stakeholders. As the Agency has a long and storied history with many chapters associated with one Center or another, the natural tendency towards preserving this atmosphere of excellence can lead to competition and rivalries. Therefore, it is essential that all projects involving multiple Centers consider how this atmosphere can help or hinder its success. In particular, project planning and implementation should include:

1. Team building exercises, face-to-face meetings, and frequently scheduled communications with all Center-to-Center principals.
2. Tactical and strategic placement of personnel having significant communications with their non-home Center counterparts. These people should be able to look past historical differences and act in the best interest of the Project.
3. Placing resources with those who have the most potential to contribute to the Project's goals regardless of their home Center. In addition recognition and rewards for excellence must not be biased towards one Center over another.

Evidence of Recurrence Control Effectiveness:

Documents Related to Lesson:

NPG 7120.5

Mission Directorate(s):

• Exploration Systems
• Science
• Space Operations
• Aeronautics Research

Additional Key Phrase(s):

• Administration/Organization
• External Relations
• Policy & Planning
• Program and Project Management
• Risk Management/Assessment

Additional Info:

Approval Info:

• Approval Date: 2004-05-20
• Approval Name: Andrew Hocker
• Approval Organization: ARC
• Approval Phone Number: 650-604-4120