Program/Project Management

We prevent Space Shuttle disasters.

We work to optimize and harmonize organizational and management performance to maximize the probability of program/project success for our partners.

We work with our partners to identify best practices for program/project success across political, organizational and technical factors of management. The interrelationships among these factors influence management processes and outcomes that determine whether implementation of complex projects is met with success or failure.

Political
We work with you to scrutinize how your program and project leaders navigate among accountability practices. The relevant practices encompass: political factors of stakeholder demands, cost and schedule; organizational factors of requirements and processes/procedures; and technical factors concerning complex technology and unintended failure modes.

Organizational
We work with you to identify how technical professionals structure and navigate decision-making and communication processes. This establishes the ways in which risk, high-reliability and high-performance are understood and managed.

Technical
We work with you to explore how program/project practitioners and systems engineers engaged in systems architecting and systems integration navigate between the development of complex space technology and systems management methods. Herein the interactions between mission and program/project life cycles, systems engineering processes, acquisition dynamics, and organizational and political factors are assessed.

We Help Our Partners Identify Problems and Diagnose Solutions for Successful Program/Project Management in a number of areas:

  • Optimization and harmonization of technical systems.
  • “Over-optimization” of technical systems.
  • “Normalization of deviance” in the performance of complex technical systems.
  • Technical complexity.
  • Stakeholder demands and development of system-level requirements.
  • Cost-Schedule-Risk management.
  • Risk mitigation.
  • Risk-taking and risk-aversion approaches.
  • Organizational governance.
  • Organizational change.
  • Organizational cultures and decision-making processes.
  • Organizational errors and system failures.
  • High-reliability and high-performance.
  • Dependability.
  • Space acquisition processes.
  • Heuristics.
  • Systems architecting.
  • Political oversight.
  • Organizational and system development “stove-piping.”
  • Centralization dynamics and program/project controls.
  • Decentralization dynamics and technical authority and competence.
  • Corporate power and contractual partnerships.
  • Engineering teams and technical excellence.
  • Strategy and policy formulation and implementation.