NASA doesn't use the word "Portfolio" as PMI does, but divides large efforts into "Mission Directorates." There are:
- Aeronautics Research NASA's Aeronautics Research Mission Directorate works to solve the challenges that still exist in our nation's air transportation system: air traffic congestion, safety and environmental impacts.
- Human Exploration and Operations Mission Directorate The Human Exploration and Operations Mission Directorate provides the Agency with leadership and management of NASA space operations related to human exploration in and beyond low-Earth orbit. == MY PERSONAL FAVORITE. :)
- Science NASA's Science Mission Directorate and the nation's science community use space observatories to conduct scientific studies of the Earth from space to visit and return samples from other bodies in the solar system, and to peer out into our Galaxy and beyond.
- Space Technology The Space Technology Mission Directorate is responsible for developing the crosscutting, pioneering, new technologies and capabilities needed to achieve NASA's current and future missions.
Below the directorates are Programs (such as the Shuttle), then Projects. The projects vary greatly in size and complexity and require different levels of oversight. Each project is assigned a category based upon:
a) the Project's life-cycle cost estimates (Note: not acquisition cost) b) The inclusion of radioactive material. (Adds many environmental and safety regulations) c) If the system is being developed for human space flight.
My experience is with projects that were either type a or c -- or both. I never managed a project with radioactive materials. But adding a human into the project design criteria certainly added complexity and oversight.
Oversight came in the form of *REQUIRED* standardized reviews, peer reviews and many others. Most interesting to Project Management are the project life-cycle reviews. These reviews are essential elements of conducting, managing, evaluating, and approving space flight projects
These reviews were HUGE affairs. Hundreds of attendees would appear to listen to the humble Project Manager present their status. The attendees included a group of independent experts who assess and evaluate project activities, advise projects and report their evaluations to the responsible organizations. They are responsible for conducting independent reviews of a project and providing objective, expert judgments.
These reviews could become very stressful for the PM. I've known people to "crack" under the pressure. But the purpose was not to stress the Project Manager it was to explore every area of the project and point out weaknesses, strengths, risks and more. I think of it as "PM School." After years of standing up to an auditorium-sized audience getting questions from experts in their fields, a PM becomes VERY GOOD at what they do.
This review process provided: - The project (team) with an independent assessment - NASA senior management with an understanding of whether - The project is on track to meet objectives - The project is performing according to plan - Addressing impediments to project success
This is where the NASA project and program standard digresses from the PMBOK guide.
THE PROJECT MANAGER IS RESPONSIBLE FOR PLANNING AND SUPPORTING THESE REVIEWS. And, must present six assessment criteria for consideration and review.
