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| 等 级：资深长老 |
| 经 验 值：12437 |
| 魅 力 值：378 |
| 龙 币：36641 |
| 积 分：16156.1 |
| 注册日期：2003-02-04 |
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part 2
Hardware
Rule #60: In the space business, there is no such thing as previously flown hardware. The people who build the next unit probably never saw the previous unit. There are probably minor changes (perhaps even major changes); the operational environment has probably changed; the people who check the unit out in most cases will not understand the unit or the test equipment.
Rule #61: Most equipment works as built, not as the designer planned. This is due to layout of the design, poor understanding on the designer''s part, or poor understanding of component specifications.
Computers and Software
Rule #62: Not using modern techniques, like computer systems, is a great mistake, but forgetting that the computer simulates thinking is a still greater mistake.
Rule #63: Software has now taken on all the parameters of hardware (i.e., requirement creep, high percentage of flight mission cost, need for quality control, need for validation procedures, etc.). It has the added feature that it is hard as blazes to determine it is not flawed. Get the basic system working first and then add the bells and whistles. Never throw away a version that works even if you have all the confidence in the world that the newer version works. It is necessary to have contingency plans for software.
Rule #64: Knowledge is often revised by simulations or testing, but computer models have hidden flaws not the least of which is poor input data.
Rule #65: In olden times, engineers had hands-on experience, technicians understood how the electronics worked and what it was supposed to do, and layout technicians knew too梑ut today only the computer knows for sure and it''s not talking.
Senior Management, Program Offices, and Above
Rule #66: Don''t assume you know why senior management has done something. If you feel you need to know, ask. You get some amazing answers that will astonish you.
Rule #67: Know your management梥ome like a good joke, others only like a joke if they tell it.
Rule #68: Remember the boss has the right to make decisions. Even if you think they are wrong, tell the boss what you think but if he still wants it done his way; do it his way and do your best to make sure the outcome is successful.
Rule #69: Never ask management to make a decision that you can make. Assume you have the authority to make decisions unless you know there is a document that states unequivocally that you can''t.
Rule #70: You and the Program Manager should work as a team. The Program Manager is your advocate at NASA HQ and must be tied into the decision makers and should aid your efforts to be tied in also.
Rule #71: Know who the decision makers on the program are. It may be someone outside who has the ear of Congress or the Administrator, or the Associate Administrator, or one of the scientists梥omeone in the chain of command梬hoever they are. Try to get a line of communication to them on a formal or informal basis.
Program Planning, Budgeting, and Estimating
Rule #72: Today one must push the state of the art, be within budget, take risks, not fail, and be on time. Strangely, all these are consistent as long as the ground rules such as funding profile and schedule are established up front and maintained.
Rule #73: Most of yesteryear''s projects overran because of poor estimates and not because of mistakes. Getting better estimates will not lower costs but will improve NASA''s business reputation. Actually, there is a high probability that getting better estimates will increase costs and assure a higher profit to industry unless the fee is reduced to reflect lower risk on the part of industry. A better reputation is necessary in the present environment.
Rule #74: All problems are solvable in time, so make sure you have enough schedule contingency梚f you don''t, the next project manager that takes your place will.
Rule #75: The old NASA pushed the limits of technology and science; therefore, it did not worry about requirements creep or overruns. The new NASA has to work as if all projects are fixed price; therefore, requirement creep has become a deadly sin.
Rule #76: Know the resources of your center and, if possible, other centers. Other centers, if they have the resources , are normally happy to help. It is always surprising how much good help one can get by just asking.
Rule #77: Other than budget information prior to the President''s submittal to Congress, there is probably no secret information on a project梥o don''t treat anything like it is secret. Everyone does better if they can see the whole picture so don''t hide any of it from anyone.
Rule #78: NASA programs compete for budget funds梩hey do not compete with each other (i.e., you never attack any other program or NASA work with the idea that you should get their funding). Sell what you have on its own merit.
Rule #79: Next year is always the year with adequate funding and schedule. Next year arrives on the 50th year of your career.
The Customer
Rule #80: Remember who the customer is and what his objectives are (i.e., check with him when you go to change anything of significance).
NASA Management Instructions
Rule #81: NASA Management Instructions were written by another NASA employee like you; therefore, challenge them if they don''t make sense. It is possible another NASA employee will rewrite them or waive them for you.
Decision Making
Rule #82: Wrong decisions made early can be recovered from. Right decisions made late cannot correct them.
Rule #83: Sometimes the best thing to do is nothing. It is also occasionally the best help you can give. Just listening is all that is needed on many occasions. You may be the boss, but if you constantly have to solve someone''s problems, you are working for him.
Rule #84: Never make a decision from a cartoon. Look at the actual hardware or what real information is available such as layouts. Too much time is wasted by people trying to cure a cartoon whose function is to explain the principle.
Professional Ethics and Integrity
Rule #85: Integrity means your subordinates trust you.
Rule #86: In the rush to get things done, it''s always important to remember who you work for. Blindsiding the boss will not be to your benefit in the long run.
Project Management and Teamwork
Rule #87: Projects require teamwork to succeed. Remember, most teams have a coach and not a boss, but the coach still has to call some of the plays.
Rule #88: Never assume someone knows something or has done something unless you have asked them; even the obvious is overlooked or ignored on occasion, especially in a high stress activity.
Rule #89: Whoever said beggars can''t be choosers doesn''t understand project management, although many times it is better to trust to luck than to get poor support.
Rule #90: A puzzle is hard to discern from just one piece; so don''t be surprised if team members deprived of information reach the wrong conclusion.
Rule #91: Remember, the President, Congress, OMB, NASA HQ, senior center management, and your customers all have jobs to do. All you have to do is keep them all happy.
Treating and Avoiding Failures
Rule #92: In case of a failure:
a) Make a timeline of events and include everything that is known.
b) Put down known facts. Check every theory against them.
c) Don''t beat the data until it confesses (i.e., know when to stop trying to force-fit a scenario).
d) Do not arrive at a conclusion too fast. Make sure any deviation from normal is explained. Remember the wrong conclusion is prologue to the next failure.
e) Know when to stop.
Rule #93: Things that fail are lessons learned for the future. Occasionally things go right: these are also lessons learned. Try to duplicate that which works.
Rule #94: Mistakes are all right but failure is not. Failure is just a mistake you can''t recover from; therefore, try to create contingency plans and alternate approaches for the items or plans that have high risk.
Rule #95: History is prologue. There has not been a project yet that has not had a parts problem despite all the qualification and testing done on parts. Time and being prepared to react are the only safeguards.
Rule #96: Experience may be fine but testing is better. Knowing something will work never takes the place of proving that it will.
Rule #97: Don''t be afraid to fail or you will not succeed, but always work at your skill to recover. Part of that skill is knowing who can help.
Rule #98: One of the advantages of NASA in the early days was the fact that everyone knew that the facts we were absolutely sure of could be wrong.
Rule #99: Redundancy in hardware can be a fiction. We are adept at building things to be identical so that if one fails, the other will also fail. Make sure all hardware is treated in a build as if it were one of a kind and needed for mission success.
Rule #100: Never make excuses; instead, present plans of actions to be taken.
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您是不管多少个的最后一个看我贴子的 |
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2004-12-14 21:20:03
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