Engineering topics

Laufer, Alexander

Publications and source records attributed to Laufer, Alexander.

15 records

NASA NTRS2005

ASK Magazine; No. 21

THIS ISSUE FEATURES A VISUAL DEPICTION OF THE ACADEMY of Program and Project Leadership (APPL). I imagine a variety of initial reactions to the drawing. One might be, "What is a cartoon doing in a magazine about project management?" Or perhaps, "Wow, nice colors-and fun." Another may be to closely search the image for signs, symbols and meaning. Still another, to read a new level of innovation and creativity into the picture. Undoubtedly, some readers will raise questions about the cost. Of course, any reaction is a sign of engagement. The stronger, the more energized the emotional and cognitive processing, the better. It is a sign of attention and interaction. For I've heard it said, "You only need to worry if they don t care one way or the other." So what is the point of the picture? To stimulate interest, raise questions, promote discussion, and maybe raise a smile.. .That, at least, was my initial reaction when I was introduced to the work of Nancy Hegedus, who helps to create these drawings for Root Learning Inc. At the NASA PM Conference, I was first shown the work Nancy had been doing with the help of Goddard s Knowledge Management Architect, Dr. Ed Rogers. I was immediately drawn into the power of visualization as a tool for more effective learning, communicating, and conveying complex knowledge concepts. We need new tools in today s world, where information and data overwhelms by sheer volume. There are articles, pamphlets, communications, and white papers-all aiming to convince and influence. Reactions to these tend to be either avoidance or mind-numbing, heavy-eyed consent; the message never registers or enters the soul. That s one of the reasons that APPL s Knowledge Sharing Initiative (KSI) has turned to storytelling as a memorable way of transfer- ring knowledge, inspiring imitation of best practices, and spurring reflection. ASK Magazine s recent fourth birthday marks an important milestone in APPL s continuing quest to provide ongoing support to project managers and to promote mission success. And similar to storytelling, the power of visualization is receiving increasing attention in recent years as a way to stimulate engagement. Pictures and visual graphs are viewed as one of the most effective ways for displaying, describing, and generating discussion about quantitative and technically complex information. Prototypes, models, and simulations are considered essential for stimulating innovation through open and engaging discussions. There has also been extensive writing on the use of visual graphics, pictures, and cartoons to facilitate memory, creativity, openness, attention-and even well-being. For many of these reasons, I am excited to have a colorful visual depiction of the APPL world included in ASK. Without the addition of text or slides, the intent is to invite people into the world of the APPL mission-as well as its products, services, customers, and partners- in a fun and engaging manner. As project leaders strive to find ways to encourage engagement, learning, and transmission of knowledge, traditional technologies are proving to be as valuable as modern technologies. (But for those who want more information in the form of texts and slide presentations, we certainly have an abundance of those as well.)

Laufer, Alexander↗

NASA NTRS2005

Shared Voyage: Learning and Unlearning from Remarkable Projects

Shared Voyage is about four remarkable projects: the Advanced Composition Explorer (NASA), the Joint Air-to-Surface Standoff Missile (U.S. Air Force), the Pathfinder Solar-Powered Airplane (NASA), and the Advanced Medium Range Air-to-Air Missile (U.S.Air Force). Each project is presented as a case study comprised of stories collected from key members of the project teams. The stories found in the book are included with the purpose of providing an effective learning source for project management, encouraging the unlearning of outdated project management concepts, and enhancing awareness of the contexts surrounding different projects. Significantly different from project concepts found in most project management literature, Shared Voyage highlights concepts like a will to win, a results-oriented focus, and collaboration through trust. All four project teams researched in this study applied similar concepts; however, they applied them differently, tailoring them to fit the context of their own particular projects. It is clear that the one best way approach which is still the prevailing paradigm in project management literature should be replaced by a new paradigm: Even though general project management principles exist, their successful application depends on the specifics of the situation.

Laufer, Alexander↗

NASA NTRS2004

ASK Magazine

In this issue, ASK writers explore ways to maintain their balance in their field of Project Management, and even what happens when they don't. From his own experiences. Colby Africa learned that pushing too hard can take a personal toll, even though his project was a success in the end. He looked back and asked himself. At what personal cost? Sometimes one of the most simple - and the most human way - of keeping oneself grounded is not to lose your sense of humor. Ray Morgan's story about a test flight gone bad tells how the sound of their model crashing to the ground was followed by the test team's hysterical laughter. The story, you will see, is much deeper. But the message in the example? Sometimes for no fault of our own. things just don t go as planned. One way of dealing with it is to be able to laugh at ourselves. Of course. a setback itself is not to be taken lightly, but a leader capable of lightening the moment is more likely to set a positive tone for the try, try again. Staying optimistic is important for team morale. specifically when a project is dealt a huge downsizing blow. After his project was cut significantly, Tom Sutliff was able to show his team that all was not lost and to help them focus on the fact that they still had a job to do. He had to balance the new project requirements with the fact that his team had been committed to the original prcject and would be personally affected. He stood back, got a new perspective. and upheld the positivity needed to lead them effectively. Even when you keep your chin up and work to the best of your ability, things still go wrong. It's human nature. People train for years to make it to the Olympics and blow their shot during one crucial second in the spotlight. For Marty Davis, his crucial second was when the contractor dropped his 3,000 pound spacecraft. Rather than point the finger at those around him. Marty stood up like a true leader and acknowledged what he could do better if ever in this situation again.

Laufer, Alexander↗

NASA NTRS2004

ASK Magazine

The following articles from ASK magazine were processed: A New Spin; Fixing What s Broken; A Stormy Situation; Getting the Cows on Their Feet; Tell Me about Your Lemonade Stand; Hanging On by a Thread; Dressing Up the Naked Truth; Engineering Memos; and ASK Talks with A1 Diaz.

Laufer, Alexander↗

NASA NTRS2004

ASK Magazine

The following articles were processed for inclusion in the NA&SD database:Right on Time, Radically; Radical is Temporary; Walking a Fine Line; Sounds Clear Enough; Bringing Up Baby; Transition Time: Zero; Passing the Baton - Lessons in Regret; The PMDP Roadmap; Managing History: A Practicum; and ASK Talks with Tom Gavin.

Laufer, Alexander↗

NASA NTRS2004

ASK Magazine

The contents include the following: The Journey Back;What GOES Around, Comes Around;Marbles for the Imagination;End-to-End Commitment;Fly Away; Going Up; Say What You Mean; ASK Talks with William Ready.

Laufer, Alexander↗

NASA NTRS2003

ASK Magazine

WELCOME TO THE ACADEMY OF PROGRAM AND PROJECT Leadership (APPL) and ASK Magazine. APPL helps NASA managers and project teams accomplish today s missions and meet tomorrow s challenges by providing performance enhancement services and tools, supporting career development programs, sponsoring knowledge sharing events and publications, and creating opportu- nities for project management collaboration with univer- sities, professional associations, industry partners, and other government agencies. ASK Magazine grew out of APPL s Knowledge Sharing Initiative. The stories that appear in ASK are written by the best of the best project managers, primarily from NASA, but also from other government agencies and industry. In a mature view of the subject career development is not simply four years of college or a week at training, culminating in a diploma or a certificate to hang on an office wall. That s why we wanted to take a broad look at career development in this issue of ASK.

Laufer, Alexander↗

NASA NTRS2003

Small Wins

While it might not seem so radical these days to see the words 'story' and 'business' in the same sentence, that certainly wasn't the case when I set out to put together my first collection of business stories. Procter & Gamble hired me in the early 1990's as a management consultant. I participated in training programs, procedural reviews, and the like-but I wasn't satisfied with these traditional approaches. I sought to inspire significant change in the way that project practitioners approached their work, and I thought I had found the right vehicle: stories. I wanted to collect the stories of some of the most successful project managers and share them with others in the company. First, I found a sponsor with enough vision to support my idea, and then I assembled a team of eight highly successful project managers who were willing to examine the idea of writing stories about their project work. My long-term goal was to collect their stories in a full-length book.

Laufer, Alexander↗

NASA NTRS2003

ASK Magazine

Academy of Program and Project Leadership (APPL) and ASK Magazine helps NASA managers and project teams accomplish today's missions and meet tomorrow's challenges by providing performance enhancement services and tools, supporting career development programs, sponsoring knowledge sharing events and publications, and creating opportunities for project management collaboration with universities, professional associations, industry partners, and other government agencies. ASK Magazine grew out of APPL's Knowledge Sharing Initiative. The stories that appear in ASK are written by the best of the best project managers, primarily from NASA, but also from other government agencies and industry. These stories contain genuine nuggets of knowledge and wisdom that are transferable across projects. Who better than a project manager to help another project manager address a critical issue on a project? Big projects, small projects - they're all here in ASK. Please direct all inquiries about ASK Magazine editorial policy to Todd Post, EduTech Ltd., 8455 Colesville Rd., Suite 930, Silver Spring, MD 20910, (301) 585-1030; or email to tpost@edutechltd.com.

Laufer, Alexander↗

NASA NTRS2003

ASK Magazine

Welcome to the Academy of Program and Project Leadership (APPL) and ASK Magazine. APPL helps NASA managers and project teams accomplish today's missions and meet tomorrow's challenges by providing performance enhancement services and tools, supporting career development programs, sponsoring knowledge sharing events and publications, and creating opportunities for project management collaboration with universities, professional associations, industry partners and other government agencies. ASK Magazine grew out of APPL's Knowledge Sharing Initiative. The stories that appear in ASK are written by the 'best of the best' project managers, primarily from NASA, but also from other government agencies and industry. These stories contain genuine nuggets of knowledge and wisdom that are transferable across projects. Who better than a project manager to help another project manager address a critical issue on a project? Big projects, smaLl projects-they're ali here in ASK. Stories in this issue include: Earthly Considerations on Mars, Getting Politically Active, Stumping for the Project, Grins & Giggles: The Launch Pad to High Performance, Transfer Wisdom Workshops: Coming to a NASA Center Near You, Project Management: The Television Show, Lessons Learned Again and Again and Again, Implementation Reviews, ASK Talks with Dr. Michael Hecht, and What Is This Fourth Dimension?.

Laufer, Alexander↗

NASA NTRS2002

ASK Magazine

During our lives we lose our innocence and gain experience about the world on myriad occasions. What do we learn about ourselves from this? Uncomfortable as such occasions may be when they occur, reflective practitioners will see them later on for what they are: terrific opportunities to learn. Experience may come by way of profound moments of change, or occur over long stretches of time by the steady accrual of small changes. Change doesn't occur any less often as we get older, but a lifetime of dealing with change certainly provides us with precious insights of how to weather our changes better. Essential to being a reflective practitioner is a willingness to test one's assumptions and change what one believes with new knowledge. We find this theme played out in all of the following stories.

Post, Todd↗

NASA NTRS2002

So Much Depends Upon a Pickup Truck

An anecdote from the author's own career as a researcher stresses the importance of becoming thoroughly familiar with a subject under study, in order to avoid overlooking obvious factors. In one study he conducted in Israel, he found that pickup truck size sometimes determined work crew size.

Laufer, Alexander↗

NASA NTRS2002

ASK Magazine

What makes a successful team? In this issue our contributors look closely at the subject and come up with several answers. Working on team chemistry is the "Activation Energy" Dr. Owen Gadeken's story is about. Scott Cameron thinks it's getting to know people one to one. Tony Maturo says it's getting the most out of your support staff. Dr. Michael Hecht finds the best people he can and build the team around their talents. Teamwork is a theme we explore often in Academy Sharing Knowledge (ASK), but never so directly as in this issue. You'll not only find formulas for building successful teams, you'll see examples of ones in action, strategies for how project managers can motivate their teams, and expert advice on how to choose who to work with and who not to work with. It seems like all the stories make one common point: everyone on a team counts. Few project managers can pull off a project alone, and when the whole team is performing to everyone's potential, the chances of pulling off a successful project goes up exponentially. If that doesn't seem like enough by itself, listen to this... Discerning fans of ASK will note the last two issues our Special Feature was "There are no Mistakes, Only Lessons." We have not abandoned this feature, but for now we want to broaden our repertoire. In this issue we add a new Special Feature, "My Metaphor," starting with Paul Espinosa's article "My Big Wall" about his rock climbing adventures on El Capitan in Yosemite National Park. If you think getting to Mars is work, read what it's like to scale a 3,000-foot rock face. This issue we're also welcoming two new members to our Review Board, Hugh Woodward and Jody Kusek. Hugh and Jody are our first reviewers from outside NASA, and we are delighted to have them on our team. Read their bios on the ASK Review Board page and see why we feel privileged to have them on our team.

Post, Todd↗

NASA NTRS2002

A "Sweet 16" of Rules About Teamwork

The following "Sweet 16" rules included in this paper derive from a longer paper by APPL Director Dr. Edward Hoffman and myself entitled " 99 Rules for Managing Faster, Better, Cheaper Projects." Our sources consisted mainly of "war stories" told by master project managers in my book Simultaneous Management: Managing Projects in a Dynamic Environment (AMACOM, The American Management Association, 1996). The Simultaneous Management model was a result of 10 years of intensive research and testing conducted with the active participation of master project managers from leading private organizations such as AT&T, DuPont, Exxon, General Motors, IBM, Motorola and Procter & Gamble. In a more recent study, led by Dr. Hoffman, we learned that master project managers in leading public organizations employ most of these rules as well. Both studies, in private and public organizations, found that a dynamic environment calls for dynamic management, and that is especially clear in how successful project managers think about their teams.

Laufer, Alexander↗

NASA NTRS2001

ASK Magazine

Not everyone looks forward to reviews. Dog and pony shows I've heard them called. Exercises in putting together Power Point charts. Other less tasteful descriptions abound, but I won't bother to summarize these. This is a tasteful magazine after all. In this issue, we've assembled a number of articles on the subject of reviews, particularly as they occur in the NASA project world (although we cover the subject from other perspectives too). Veteran NASA Project Manager Marty Davis, in his article Tangled Up in Reviews, writes, "Many people regard reviews as something onerous, but if we can tailor them so that they're not as bad as they have to be, it can be a great benefit to a project manager." Great benefits to the project manager is what you'll find in Marty's story as he describes not only tailoring a single review but the entire lifecycle of reviews in his project. In Jo Gunderson's story, Calling Down the Fire on Yourself, she describes a young NASA Project Manager who does just that because, as he tells her, I needed to know if there was anything that I had overlooked." How he brings fire down on himself at his project review will inspire other young Project Managers, seasoned managers, and anyone else who reads this powerful story. Leave Your Ego at the Door, by Jenny Baer-Reidhart and Ray Morgan, uses reviews to highlight the creative collaboration that existed between NASA and one of its industry partners. The protagonist of this story is a company who took advantage of NASAs expert advice during reviews and accomplished amazing feats as a result. The story also examines how disasters might well have been avoided by two other NASA partners had they been as open-minded as the first company during their reviews. In Roy Malone's story, Standing Offer, a NASA Project Manager describes how he used a crack review team to help him pass a critical certification inspection while he was a Combat Systems Officer in the Navy. Malone invited the reviewers to come back several times so that they would be able to focus in detail on the many areas of the program that would be scrutinized during the certification inspection. These are just a sampling of some of the articles you'll find in this issue of ASK. We believe this issue offers ample evidence that talented Project Managers know how to use reviews to the great benefit of their projects. A talented Project Manager will typically figure out a way to turn any onerous task into a useful learning exercise. These Project Managers demonstrate that the real value of reviews is that they provide a chance to learn something. No dog and pony shows here.

Laufer, Alexander↗