Project Management | Free Course.
Project Management.
Categories and Catalogue.
PM 1.0 Program/Project Coordination and Leadership
- PM 1.1 Stakeholder Management
- PM 1.2 Risk Management
- PM 1.3 Budget and Resource Management
- PM 1.4 Contract Management
- PM 1.5 Systems Engineering (SE Competencies)
PM 1.1 Stakeholder Management
Identifying, soliciting, and executing planning interrelationships with those individuals and organizations who are actively involved in the project, exert influence over the project and its results, or whose interests may be positively or negatively affected as a result of project execution or project completion.
PM 1.2 Risk Management
Identifying and analyzing risks and their impact; developing and implementing strategies for risk mitigation; tracking risks and implementing continuous risk management plans. Applying and having knowledge of risk management principles in relation to the Risk-Informed Decision Making (RIDM) and Continuous Risk Management (CRM) processes consistent with programs/projects for the selection of program/project alternatives and for identifying, analyzing, planning, tracking, controlling, communicating and documenting individual, aggregate risks to meet program/project objectives within stated risk tolerance levels. Also involves communicating risk information to all project/program levels and all stakeholders
PM 1.3 Budget and Resource Management
Executing NASA and Center budgeting processes for annual (PPBE) and life cycle budget projections ensuring consistency between resource availability and project resource needs to include equipment, funding, civil servant FTEs, contractor WYEs, procurement, and facilities. Includes advocacy; budget and operating plan development and management; and allocation of financial, facility, and other resources.
PM 1.4 Contract Management
Performing acquisition management and monitoring contractor activities to ensure hardware/software components are delivered on time at projected costs and meet all contract and performance requirements. Also involves performing variance reporting, change control functions, evaluation of contractor performance, control of contract changes, and determination and approval of contract award fees throughout the design.
PM 1.5 Systems Engineering (see SE Competencies)
Generating a specific product through buying, making, or reusing to satisfy the design requirements. This includes preparing the implementation strategy; building or coding the product; reviewing vendor technical information; inspecting delivered, built, or reused products; and preparing product support documentation for integration.
PM 2.0 Program/Project Formulation
- PM 2.1 Project Proposal
- PM 2.2 Requirements Development and Management
- PM 2.3 Project Planning
- PM 2.4 Cost Estimating
- PM 2.5 Technology and Engineering Development
- PM 2.6 Acquisition Management
- PM 2.7 Project Lifecycle
PM 2.1 Project Proposal
Conceptualizing, analyzing, and defining program/project plans and requirements and using technical expertise to write, manage, and submit winning proposals. Also involves developing functional, physical, and operational architectures, including life-cycle costing.
PM 2.2 Requirements Development and Management
Developing project requirements using defined systems engineering tools and processes, such as functional analysis, decomposition, allocation, mission, and system trades, assessment, and validation of assumptions, peer reviews, and risk balancing; identifying key and driving requirements; finalizing project requirements into the baseline; and managing project requirements so that changes are minimal and scope is maintained within an acceptable schedule, cost, and technological and risk boundaries; defining, developing, verifying, reviewing and managing changes to program/project requirements.
PM 2.3 Project Planning
Developing effective project management plans, including the technical integration of project elements for small, moderate, and complex projects. This includes scope definition, governance structure, WBS, control plans, schedule, and resource estimation and allocation for all project phase activities from concept to launch, operation, tracking, and disposal.
PM 2.4 Cost Estimating
Developing credible cost estimates to support a variety of systems engineering trade studies, affordability analyses, strategic planning, capital investment decision-making, and budget preparation during project planning. This includes engagement and negotiation with line organizations and subcontractors to achieve sound cost and schedule estimates, establishing appropriate UFE/Reserves and Schedule slack to establish a credible estimate, and providing information for independent assessments as required.
PM 2.5 Technology and Engineering Development
Evaluating the feasibility, development, progression, readiness, cost, risk, and benefits of integrating new technology and engineering with project plans and schedules. This includes preparing backup plans and schedules for situations when technologies or engineering do not mature at the required rate. This evaluation will allow technology and engineering to be developed and transferred efficiently and effectively to project stakeholders or for possible commercialization.
PM 2.6 Acquisition Management
Developing, implementing, and monitoring the acquisition strategies, procurement processes, contract activities, and approval requirements to support flight hardware/software, service/support, or other project requirements.
PM 2.7 Project Lifecycle
Developing and executing plans to implement and manage the project life-cycle phases, gates, and major events, including Key Decision Points (KDPs), Life-Cycle Reviews (LCRs), and principal documents that govern the conduct of each phase, including project closeout, and decommissioning/disposal.
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PM 3.0 Program/Project Implementation
- PM 3.1 Tracking/Trending of Performance
- PM 3.2 Project Control
- PM 3.3 Earned Value Management
- PM 3.4 Project Review and Evaluation
- PM 3.5 Decommissioning/Disposal and Archival of Data
PM 3.1 Tracking/Trending of Performance
Monitoring and evaluating cost, schedule and technical performance metrics, project risks, and earned value data to analyze, assess and report program/project status and technical and programmatic performance of all activities. Establishing and monitoring leading indicators throughout the project life cycle.
PM 3.2 Project Control
Performing technical and programmatic activities to control cost, schedule, technical content, and configuration to assure the project’s performance is within approved baseline and to address performance variances.
PM 3.3 Earned Value Management
A project management approach for measuring and assessing project performance through the integration of technical scope with schedule and cost objectives during the execution of the project. EVM provides quantification of technical progress with objective performance measurement techniques, enabling management to gain insight into project status and project completion costs and schedules. Two essential characteristics of successful EVM are EVM system data integrity and carefully targeted monthly EVM data analyses (e.g., identification of risky Work Breakdown Structure (WBS) elements).
PM 3.4 Project Review and Evaluation
Planning, preparing, conducting, and managing internal and external project programmatic and technical reviews that include using metrics to monitor and track the status of the project. This includes awareness of review expectations and products, preparation of review plans, including developing entrance/success criteria, evaluating project progress against entrance/success criteria, the gathering, tracking and disposition of discrepancies noted during the review, and communicating the results of the reviews.
PM 3.5 Decommissioning/Disposal and Archival of Data
The process of ending an operating mission and the attendant project as a result of a planned end of the mission or project termination. Decommissioning includes final delivery of any remaining project deliverables, disposal of the spacecraft and all its various supporting systems, closeout of contracts and financial obligations, and archiving of project or mission operational and scientific data and artifacts.
Decommissioning does not mean that scientific data analysis ceases, only that the project will no longer provide the resources for continued research and analysis. The process of eliminating a project’s assets, including the spacecraft and ground systems. Disposal includes the reorbiting, deorbiting, and/or passivation of a spacecraft (i.e., the process of removing stored energy from a space structure at the end of the mission that could result in an explosion or deflagration).
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