Article Taken from Blog: http://portalgp.blogspot.com/2007/07/100-regras-para-gerentes-de-projeto-da.html
As 100 rules were divided by subject:
The Project Manager; Initial Work; Communications; Folks; Reviews and Reports; Contractors and Hiring; Engineers and Scientists; Equipments; Computers and Software; High admnistration, Program Offices and Others; Program Planning, Budget and Estimates; Client; The NASA Management Instructions; Making decisions; Professional Ethics and Integrity; Project Management and Teamwork; Treating and Avoiding Failures
The Project Manager
Rule 1: A project manager must visit at least once every person who is producing something for his project; You should know all the managers on your project (both the government and the contractor), and meet the members of the integration team. People like to know that the project manager is interested in their work and the best way to show that interest is to visit them and see first-hand what they are doing.
Rule 2: A project manager needs to know what motivates project contractors (i.e., your reward system, your tax system, your company policies and culture).
Rule 3: Management principles remain the same. It's just that the tools have changed. You still find the right people to do the work and get out of the way so they can get it done.
Rule 4: Whoever you make a deal with, be fair. Space is not a big amusement park. You may be surprised how often you have to work with the same people. Better that they respect you than carry resentment.
Rule 5: Cruel people, despicable, or very unfriendly, gentlemen and ladies can be project managers. “Torn souls”, procrastinators and indecisive people cannot.
Rule 6: A comfortable project manager is either someone waiting for their next assignment or someone on the brink of failure. Security is not normal in project management.
Rule 7: One problem new managers discover is that everyone wants to solve their problems. Old managers were told by senior management – “solve your own damn problems, That’s what we hired you to do.”.
Rule 8: Doing it quickly doesn't take the place of thinking to yourself. You need to take time to “smell the roses”. For your work, you need to take time to understand the consequences of your actions.
Rule 9: The boss may not know how to do the job, but he must know what he wants. If he doesn't know, you must find out what you expect and want. A blind leader tends to walk in circles.
Rule 10: Not all successful managers are competent and not all unsuccessful managers are incompetent. Luck still plays a part in success or failure, but favors the competent manager who works hard.
Rule 11: Never try to respond to someone's slight in the project.. This is not a good habit and puts you on the same level as the other person. Furthermore, probably ends up harming the execution of the project.
Rule 12: Don't become so arrogant that you can't change your position, especially if your people tell you that you are wrong. Cultivate an attitude on the project where your people know they can tell you about bad decisions.
Rule 13: A manager who is his own Systems Engineer or Financial Manager is someone who is likely to try to perform open heart surgery on himself.
Rule 14: Most managers succeed on the strength and capabilities of their team.
Initial Work
Rule 15: The seeds of trouble are sown early. Initial planning is the most vital part of a project. Review of most unsuccessful projects or project problems, indicate that the disasters were well planned to happen from the beginning.
Communications
Rule 16: Cooperative efforts require good communication and early warning/prevention systems. A project manager should try to keep his collaborators aware of what is happening and should be the one to tell them first of any rumors or actual changes in plans.. Collaborators must be consulted before things are put into final form, even if they only have a small portion of the action. A project manager who limits the vision of his collaborators will be treated distantly and will be considered a person without integrity.
Rule 17: Talking isn't cheap; But the best way to understand a technical or personal problem is to talk to the right people. Lack of conversation at an adequate level is deadly.
Rule 18: Most international meetings are held in English. This is a foreign language for most participants as Americans, Germans, Italians, etc. It is important to have adequate discussions so that there is no misinterpretation of what is said.
Rule 19: You cannot be ignorant of the language of the area you manage or those areas with which you interact. Education is a necessity for the modern manager. There are simple courses to learn computers, communiques and all the rest of the modern “ese” of the world. You can't manage if you don't understand what is being said or written.
Folks
Rule 20: You can't pay attention to everything. What you can do is watch people. They have to know that you will not accept a poor job.
Rule 21: We have developed a group of people whose private interest is more important than work; or at least that's how it seems to older managers. It seems to old managers that newer ones are more interested in form than content. The question is: Are the old managers right or are they just old? Consider both points of view.
Rule 22: A good technician, Quality inspector and a flexible boss are more important in getting a good product than all the papers and reviews.
Rule 23: The source of most problems is people; but ask if they will admit it. Get to know the people working on your project to find out what their real weaknesses are.
Rule 24: You need to pay close attention to workaholics – if they are going in the wrong direction, can do a lot of damage in a short period. It is possible to overload them and overcome through fatigue, but it is difficult to determine whether the load is too large, since much of it is self-generated. It is important to ensure that such people have sufficient free time and that the workload does not exceed 25% a 50% do normal.
Rule 25: Always try to negotiate your internal support to the lowest level. What you want is support from the person doing the work, and the closer you can get to her in negotiations, better.
Rule 26: If you have someone who doesn't look, question and analyze; ask them to transfer it.
Rule 27: Private time is very important. You need to be careful, as manager, so that you realize the value of other people's time (i.e., the work you distribute and meetings should be necessary). You need, wherever possible, isolate your team from unnecessary work (i.e., some requests must be ignored or a negative response sent to the complainant).
Rule 28: People who just monitor work and don't help get it done never seem to know exactly what's going on (Being involved is the key to excellence).
Rule 29: There is no greater motivation than giving a competent person their piece of the puzzle to control; but a pat on the back or a reward always helps.
Rule 30: It's mainly the incompetent ones who don't like to show off their work.
Rule 31: There are rare occasions when one person – and only one – can do the job. These specialists are in technical areas that are more artistic and skillful than normal. Treat these people very well, but get your work ready as soon as possible. Getting work done by someone else takes two or three times as long; and the product is usually below average.
Rule 32: People have reasons for doing things the way they do. Most want to do a good job and, if they don't do, The problem is they probably don't know how or exactly what is expected.
Rule 33: If you have a problem that requires more people to solve, you must look like, by adding more people, like a cook who put too little salt in his food.
Reviews and Reports
Rule 34: NASA has defined a set of reviewers and a set of reviews. Once it is firmly established, the system will fly alone, so use it to the fullest. Try to find a way for reviews to be helpful to you.
Rule 35: The number of reviews is increasing, but the transfer of knowledge remains the same; then, All your graphics and presentations should be built with this in mind. This means you should be able to build a set of slides that just need to be rearranged from one presentation to another.
Rule 36: Don't hide anything from reviewers. Their reputation and yours are in the crosshairs. Show all warts and pimples. Don’t offer excuses – just state the facts.
Rule 37: External reviews are scheduled at the worst possible time. Then, maintain an up-to-date set of technical and business information, so you can respond quickly. Not having up-to-date information should be grounds for dismissal.
Rule 38: Never belittle your team in public (i.e., at public meetings, do not reverse decisions on jobs you gave them to do). Even if you order a change, never take responsibility for implementing it from your team.
Rule 39: Revisions are for the reviewed and not for the reviewer. Revision is useless if the person reviewed doesn't learn anything.
Rule 40: A work meeting has about six participants. Meetings larger than this are for information transfer (the science of administration has shown that in a group larger than twelve, some are wasting their time).
Rule 41: The number of reviews and reports is proportional to the administrator's understanding (i.e., the less management knows or understands about the activities, but it requires reviews and reports). It is necessary in this type of environment to ensure that data is presented in a way that the average person, unfamiliar with the activities, can understand them. Keeping data simple and clear never insults anyone's intelligence.
Rule 42: Managers who rely solely on paperwork to make their activity reports are declared failures.
Rule 43: Documentation does not replace knowledge. There is a big difference in how things are supposed to be, what is believed to have happened, it's reality. Documents are typically a static view in time that quickly becomes outdated.
Rule 44: Just because you deliver monthly reports, Don't think you can summarize anything in an annual report. If management understood the monthly, I wouldn't need an annual.
Rule 45: Abbreviations and acronyms are becoming a pain. Each project now has a few thousand. This means that senior management has to know hundreds of. Use them economically in presentations, unless your goal is to confuse.
Rule 46: Remember if, It's usually easier to do the ridiculous paperwork for the job than to question its necessity. Only fight if it's a global issue, which will save a lot of future work.
Contractors and Hiring
Rule 47: A project manager is not the monitor of a contractor's work, but he must be the guide. In situations where awards are made based on results, government personnel must make every possible effort to ensure that the contractor obtains a high score (i.e., be on schedule and produce good work). Contractors don't fail, NASA does and that's why we must be proactive in supporting. This is also why a low rating hurts the government project manager as much as it hurts the contractor's manager., as it means he is not getting the job done.
Rule 48: Rewarding for results is a good tool that imposes discipline on both the contractor and the government. The score awarded represents the status of the project as well as the management ability of both parties. The Project Management Measurement System (Project Management Measurement System – PMS) should be used to check scores. Persistent low ratings require senior management intervention to determine the reason. Continuous good scores (that are consistent with the PMS) reflect a well-conducted project, but if these scores are not consistent with the PMS, Senior management must take action to find out why.
Rule 49: Hired staff morale is important to a government manager. Just like you don't want to buy a car built by dissatisfied employees, you don't want to buy flying equipment developed by unmotivated people. You must take an active role in motivating everyone on the project.
Rule 50: Being friendly with a contractor is admirable – being friends with a contractor is dangerous to your objectivity.
Rule 51: Remember if, Your staffing provider has a tendency to have a one-to-one interface with your staff. Each member of your team costs you at least one person per year on contract.
Rule 52: Suppliers tend to assess the capability of government staff employees and recruit their part of the project accordingly. If they think your employees are junk, they will put their least qualified people on your project.
Rule 53: Contractors respond well to customers who pay attention to what they are doing, but not very well for the client who keeps giving guesses about your activity. The basic rule is that the customer is always right, but the cost will increase if a client always wants things done their way instead of the way the contractor planned. The rule is: never change the contractor's plans unless they are wrong or too expensive (i.e., the old maxim that the best is the enemy of the good).
Rule 54: There is only one solution to a weak project manager in industry – get rid of him fast. A project manager's main job in industry is to keep the client happy. Make sure whoever is working with you knows not to flattery, but follow the schedule, Stay within expected costs and deliver a good product that makes you happy.
Engineers and Scientists
Rule 55: Over-engineering is common. Engineers like puzzles and mazes. Try to get them to keep their projects simple.
Rule 56: The first sign of trouble comes from the schedule or cost curve. Engineers are the last to know they are in trouble. Engineers are born optimists.
Rule 57: The project has many internal resources. There are probably five or ten systems engineers taking into account all the contractors and instrument developers. This is a powerful feature that can be used to attack problems.
Rule 58: Too many managers, just because they have scientists under contract on their project, they forget that scientists are their customers and often have easier access to senior management than they do themselves.
Rule 59: Most scientists are rational, unless you endanger their chance to perform their experiments. They will work with you if they believe you are telling them the truth. This includes reducing their own plans.
Equipments
Rule 60: In the space industry, there are no such things as previously piloted equipment. The people building the next unit have probably never seen the previous unit. There are probably small changes (maybe even important changes), the operating environment has likely changed; people checking the unit in most cases do not understand it, nor to testing equipment.
Rule 61: Most equipment functions as built, not as the designer planned. This happens due to the project layout, failure of understanding on the part of the designer or failure to understand component specifications.
Computers and Software
Rule 62: Not using modern techniques, as computer systems, It's a big mistake, but forgetting that the computer simulates thought is an even bigger mistake.
Rule 63: The software now has all the hardware parameters (i.e., requirement changes, high percentage of the cost of the space mission, need for quality control, need for validation procedures, etc.). And it has the additional characteristic of being almost impossible to determine that it does not have a defect.. Get the basics of the system working and only then add the bells and whistles. Never throw away a working version, even if you have every confidence that the newer version is OK. It is necessary to have contingency plans for software.
Rule 64: Knowledge is typically reviewed through simulations or tests, but computational models have hidden errors, not the least of which is having poor input data.
Rule 65: In ancient times, engineers had practical experience, technicians knew how the electronics worked and what they were expected to do, and layout technicians also had knowledge – but today only the computer knows for sure and it is not yet speaking.
High admnistration, Program Offices and Others
Rule 66: Don't assume you know why senior management did something. If you feel like you should know, ask. You will get some amazing answers that will surprise you.
Rule 67: Get to know your superiors – some like a good joke, Others only like a joke if they tell it.
Rule 68: Remember if, the boss has the right to make decisions. Even if you think he's wrong, tell him what you think, But if he still wants to do it his way, do it his way and do your best to make the result successful.
Rule 69: Never ask your superior to make a decision that you can make. Assume that you have the authority to make decisions unless you know there is a document that unequivocally states that you cannot.
Rule 70: You and the Program Manager must work as a team. The Program Manager is your advocate at NASA Headquarters and must be close to decision makers and should assist their efforts to be close as well..
Rule 71: Find out who the program’s decision makers are. It could be someone from outside who has the ear of Congress or the Administrator, or the Associate Administrator, or one of the scientists – someone in the chain of command – whoever. Try to establish a line of communication with them, whether on a formal or informal basis.
Program Planning, Budget and Estimates
Rule 72: Nowadays we need to expand the state of the art, stay within budget, accept risks, don't make mistakes and be punctual. Strangely, All of this goes well as long as the basic rules such as resource profiles and planning are defined in advance and maintained.
Rule 73: Most old projects went over schedule because of bad estimates and not because of errors. Increasing Estimates Won't Lower NASA's Costs, but it will improve your reputation. In reality, There is a high probability that having better estimates will increase costs and ensure greater profit for the industry, unless the fees decrease to reflect a lower risk on her part. A better reputation is needed in the current environment.
Rule 74: All problems can be solved in a timely manner, so make sure you have enough contingency in the schedule – if you don't have, the next project manager to take your place, will have.
Rule 75: The old NASA expanded the limits of technology and science; this way, she didn't care about incomplete or excessive requirements. The new NASA must work as if all projects were closed-price (“fixed price”). Thus, Incomplete requirements have become a mortal sin.
Rule 76: Know the resources in your area and, if possible, from other areas. Other areas, if they have the resources, are generally happy to help. It's always surprising how many good things you can get just by asking..
Rule 77: In addition to budget information before submission by the President to Congress, There is probably no secret information in a project – so don't treat anything as a secret. Everyone produces better if they can see the whole picture, so don't hide anything from anyone.
Rule 78: NASA programs compete for budget resources – they don't compete with each other (i.e., you never attack another NASA program or work with the idea that you might receive its resources). Sell what you have on your own merit.
Rule 79: “Next year” is always the year with adequate resources and deadlines. “Next year” comes in the 50th year of his career.
The client
Rule 80: Remember who the customer is and what their goals are (i.e., check with him
when you are going to change something significant).
The NASA Management Instructions
Rule 81: NASA management instructions were written by another employee like you; like this, question them if they don't make sense. It's possible that another NASA employee will rewrite or set them aside for your sake..
Making decisions
Rule 82: Wrong decisions made early can be recovered. Right decisions made too late cannot correct them.
Rule 83: Sometimes the best thing to do is nothing. Eventually it is also the best help you can give. Just listening is all that is needed on many occasions. You can be the boss, but if you constantly have to solve someone's problem, You're working for it.
Rule 84: Never make a decision based on a sketch. Look for the actual equipment or any factual information that is available, like diagrams. Too much time is wasted by people analyzing an outline whose function is to present a principle.
Professional Ethics and Integrity
Rule 85: Integrity means your subordinates trust you.
Rule 86: In the rush to achieve goals, It's always important to remember who you work for. Leaving your boss without the big picture won't be good for you in the long run..
Project Management and Teamwork
Rule 87: Projects require teamwork to be successful. Remember if, most teams have a coach and not a boss, but the coach must still 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 downplayed or ignored when necessary, especially in a high-stress activity.
Rule 89: Whoever said beggars can't be choosers doesn't understand anything about project management, although it is often better to rely on luck than to get weak support.
Rule 90: A puzzle is difficult to identify from just one piece; like this, don't be surprised if team members without all the information come to the wrong conclusion.
Rule 91: Remember if, the president, the Congress, a OMB, o QG da NASA, senior management and its customers, everyone has work to do. All you gotta do is keep 'em happy.
Treating and Avoiding Failures
Rule 92: In case of a failure:
a) Make a schedule of events and include everything you know;
b) Break down the known facts. Check Every Theory Against Them;
c) Don't hit the dice until they confess (i.e., know when to stop trying to force a scenario);
d) Don't come to a conclusion too quickly. Make sure any abnormalities have been explained. Remember that 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 work out: these are also lessons learned. Try repeating what works.
Rule 94: Errors are acceptable, but failure is not. Failure is just a mistake you can't recover from; like this, try to create contingency plans and alternative strategies for items or plans that have high risk.
Rule 95: History is a prologue. There has never been a project to date that has not had problems in one of its parts, despite all the requirements and tests carried out. Time and being prepared to react are the only protections.
Rule 96: Experience can be good, but testing is better. Knowing that something will work is never a substitute for proving that it works..
Rule 97: Don't be afraid to fail or you won't succeed, but always work on your recovery capacity. Part of this ability is knowing who can help you.
Rule 98: One of the advantages of NASA in the early years was the fact that everyone knew that things we were sure about could be wrong..
Rule 99: Redundancy in equipment can be a fiction. We are adept at building things to be identical, so that if one fails, the other one will also fail. Make sure all equipment is built as if it were unique and necessary for mission success.
Rule 100: Never make excuses; instead of, present action plans to be taken.
Source: NASA