NASA Autonomous Rotorcraft Project
Identification of the Five Project Management Process Groups within the Project
Project Scope
The project was all about the development of an unmanned helicopter with the capability of operating without human supervision. Essentially NASA wanted to develop a helicopter that would have decision making skills similar to a piloted aircraft. This was to be done to enhance America’s prowess in aviation and aerospace (PMI 2012).
Project Planning
The team that was charged with the completion of the project hired a project manager who came up with a project plan. The manager was charged with the development of schedules, project progression reports, and budget (PMI 2012). The success of any project is largely dependent of project planning (Rad & Anantatmula 2010). With this being the case, the decision to hire a skilled project manager was called for any small mistake in project planning could have led to project failure.
Project Launching Process
The project was launched after the completion of the project plan and the approval of all stakeholders involved. The project manager defined the project scope to the team which presented the same to stakeholders for adjustment and approval. All the changes were incorporated leading to the commencement of the project (PMI 2012). It is always essential for project managers to seek the approval of all stakeholders involved before the start of a project. This needs to be done to ensure everyone is on board to avoid unnecessary problems in the future which can lead to project delays (Pandey 2011).
Monitoring process
Various strategies were employed to monitor the progress of the project as well ensure everything was being done in the desired manner. For one, regular demonstrations were organized where the team showed the progress it had made towards the completion of the project. The team also maintained constant communication with project manager providing updates on the progress it was making. Similarly, the team also communicated with customers providing them with updates on the development of the project. This included the National Technology Transfer Center and Department of Homeland Security among other NASA researchers. The same updates were also available to team members. Correspondingly, the Safety of Flight Review Board also played a part in monitoring the project through making regular approvals (PMI 2012).
Closing process
The project was pronounced completed after all the goals and objectives were achieved. The team was able to finish the helicopter and presented it to NASA. The project was a complete success (PMI 2012). Essentially, a project is closed after the goals have been met hence there is nothing else to be done.
Classification of the Project
Risk
There were a number of risks the project was exposed. For one, there was the risk of failing to meet stakeholder expectation considering the nature of the project and its complexity. There was also the risk of the project failing to meet its goals and objectives as it involved the development of a technological advanced helicopter. It is also evident that individual from different fields were working together to ensure the completion of the project. There was also a chance that they could not achieve team cohesion. Equally, the project manager had to report to different supervisors, that its, the Computing, Information and Communications Technology Program (CICT) and NASA. There are times when the two had different priorities in relation to what was to be completed by the team. This also posed the risk of creating confusion and making it hard for the team to execute its roles and duties within the stipulated. However, the risks were mitigated and managed in an effective manner. The success of any project is also largely dependent on proper risk management (PMI 2012).
Business Value
The project was very beneficial to NASA. For one, it was to advance the organization’s prowess in aviation and aerospace. This means that the project was used by the organization to improve on its products. Product advancements meant that it was to attract more customers. Essentially, NASA was able to prove to its customers just how capable it was in terms of developing products that exceed their needs. NASA was also able to enhance its competitive edge in the industry. Many organizations engage in different projects with an aim of serving their customers or improving on their current products and services (PMI 2012).
Duration
It is evident that the project was completed within the stipulated time. There were no delays in scheduling. The project manager did a great job in project planning. The team also played its part by sticking to the time schedule as ensuring that everything was delivered within the allocated time (PMI 2012). Poor time management and project planning and failure to handle unforeseen circumstances always lead to project delays. It is evident that the team was able to avoid such issues hence the timely delivery of the project (Richman 2011).
Complexity
The project was very complex. The complexity of a project can be determined by the number of team members, the number of components, the design complexity, and geographical distribution. In this case, the complexity of the project was determined by the number of team members. The project was completed by individuals from different fields including vehicle health management, helicopter management, autonomous executive software, flight control, and aeromechanics. All of them had to put their minds together to ensure the development of the Rotorcraft helicopter (PMI 2012).
Technology Used
As mentioned above, the project was very complex. With this being the case, it required technologies from different fields. This includes aeromechanics as well as flight control. Individuals with vast skills and knowledge in the above fields were required to complete the project. Equally, technologies relating to autonomous executive software, vehicle health management, and helicopter management were also required. It was essential for the technologies to be put together to ensure the successful completion of the project. This also implies that there is no way the project could have been completed in the absence of any of the technologies. The technologies used in the completion of the project were mature (PMI 2012).
Number of Departments Affected
NASA and CICT were affected by the implementation of the project. They stood to gain a lot from its completion as well as lose if it were to be pronounced a complete failure (PMI 2012). As such, it was in their best interest to ensure that everything was being accomplished in the desired manner.
Cost
It is also clear from the case study that the project was completed within the budget. This means that the team was able to work with that planned budget without requiring more resources. Working within a budget is normally hard for many project implementers as most of them end up exceeding predicted costs (Gido & Clements 2012).
How the Project Fitted Against the Nine Project Management Knowledge Areas
Integration Management
The project performed well in terms of integration management. It is evident that the team charged with completing the project worked closely with all stakeholders. Review meeting were also used to ascertain progress of the project. In the same regard, the project manager documented learnt reports in photographs, videos, flight plans, and authorized documents on a website (PMI 2012).
Scope Management
Likewise, the project was also fit in terms of the scope of management. Roles and duties were broken down to ensure every member of the team was aware of the role they were to play towards the completion of the project. The scope was also presented to stakeholders before the project was started. Effective scope management is also integral to the success of a project. This also explains the reasons to why NASA was able to complete the project as desired (PMI 2012).
Time Management
Fast tracking techniques were used to ensure proper time management. The project manager was able to allocate enough time to tasks that required more time or were more complex than others. Based on the information in the case study, the manager used a Gantt chart in the allocation of time. The team did not waste any time and ensured that every task was completed within the allocated time (PMI 2012).
Cost Management
It is also evident that the project was completed with the anticipated budget. This shows that the team did not waste resources. It also implies that the project manager was able to come with a sufficient budget and also ensured that resources were utilized in the desired manner. He was able to come up with reliable cost management plans as well as cost estimates (PMI 2012).
The project was pronounced a complete success. It was able to meet the needs of clients or even exceed them. The project manager was able to come up with strong quality standards that were adhered to by the team. The quality of the project was also checked from time to ensure it was not reducing as it progressed. The project manager went to the extent of selecting reviewer from NASA who checked the results of the projects. The team was made up of highly qualified researchers (PMI 2012).
Human Resources Management
Project management techniques were applied to ensure high levels of motivation among employees. For instance, arrangements for the team to celebrate small wins hence increase in motivation among members (PMI 2012).
Communications Management
Communication also contributed to the success of the project. Kick off meeting was used to communicate the requirements of the project. Virtual communications were also carried out through a website established for the completion of the project. Equally, progress communications were also carried out (PMI 2012).
Risk Management
The project manager was able to anticipate the risks associated to the project by examining its weaknesses. He then communicated strategies that could be used to handle the risks to all team members. This was done to ensure they understand how they need to handle the problem at hand (PMI 2012).
Procurement Management
The team was also able to determine the best suppliers it would deal with to ensure the completion of the project as desired. Different supplier evaluation matrices were used to ensure no mistake was made in deciding on the best supplier (PMI 2012).
Bibliography
Gido, J & Clements, J P 2012, Successful project management, South-Western Cengage Learning, Mason, OH.
Pandey, D 2011, Project management essentials : a quintessential guide to a successful project, Tate Publishing & Enterprises, Oklahoma.
PMI. 2012, NASA Autonomous Rotorcraft Project: Project Management Leads to Industry Leader in Innovative Aviation, Retrieved April 18 2014, from Project Management Institute: http://www.pmi.org/business-solutions/~/media/PDF/Case%20Study/NASA_Rotorcraft_Case_Study_New.ashx
Rad, P F & Anantatmula, V S 2010, Successful project management practices, Emerald, Bingley.
Richman, L L 2011, Successful project management, American Management Association, [S.l.].
