The SETR also facilitated quick management buy-in for engineering activities. Abramovici says management representatives attended the SETRs without attempting to steer decisions toward “programmatically palatable3” solutions, and in most cases granted management approval for the SETR decisions on the spot. “In 18 months, not a single SETR decision was reversed by the management team,” he says.
Timing is Everything
NASA planned to launch the robot in 2004, and it was clear MD Robotics could not miss its promised delivery. The schedule, defined in the SPDM SOW, detailed the major milestones and deliverables.
Based on past projects, MD Robotics used bottom-up estimates to arrive at costs. Two external groups reviewed and validated the numbers. Considering the risk associated with the project, $23.6 million was set aside.
Earned value milestones had scheduled dates and associated budgets. As the program progressed, project managers reviewed the milestones monthly, comparing them to their planned dates and the actual costs of achieving them.
“If you hold the schedule, you will invariably hold the cost,” says Doug Gowans, manager of program planning and control, MD Robotics. “Having an integrated schedule that pulls together all the elements of the program – deliverables and milestones – was absolutely key.”
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