NASA Autonomous Rotorcraft Project
Project Management leads to industry leader in innovative aviation
A. The Five Project Management Process Groups
The five project management process groups begins with 'The scoping process group' which can also be referred to as the initiating process. The process includes all processes that relate to one question 'What is the task?' and 'What do you need to do?'. Thus, NASA's vision is to constantly develop flight technologies and from this NASA embarked on on the Autonomous Rotorcraft Project. The project entails developing an unmanned helicopter that ideally operates with the decision making skill of a piloted aircraft. The scoping process means that project management team can establish what is need to achieve the clients needs, in this project they include; -manoeuvre around obstacles without human supervision
-accomplish top level mission goals
-conduct vehicle health management activities, which is diagnosing and fixing problems on the machine automatically - to be able to re plan the mission if unforeseen obstacles occur.
Secondly is the process of project planning process relates to the question 'How will you do it?'. The complexity of this process is unrealised as it requires technologies that are yet to be discovered. For example, just to travel from point A -B the autonomous helicopter will need to sense, classify and identify surrounding landmarks and then reconcile those landmarks with stored maps. It will then have to localise itself with those specific landmarks, rapidly compute a path that would keep it away from various oncoming obstacles and closely follow its chosen path. These ideas remain difficult in the project planning stage as there is a lack of available autonomous technologies and resources. Not only do NASA want to create an Autonomous Rotorcraft it also seeks to advance unmanned vehicle operations for future projects( Whalley, 2003).
After the project planning process, comes the project launching process. This process includes all processes related to recruiting and organising the team and establishing operational rules. It also largely includes getting the project started. The project manager allowed the team members to incorporate changes and agree on their own responsibilities as it allows them to carry out their tasks in a more efficient manner. To ensure this was the case was to schedule regular demonstrations of the teams accomplishments, ensuring a specific amount of work was completed before it was presented.
The monitoring process, includes all processes related to the ongoing work of the project. An example of this is the ARP project website that was created to keep information of the project so upper management and stakeholders are aware of the projects progression. The last process group is the closing process, this specially entails the notion of 'How well did the project go?' After the completion of the project, the project manager learned that the needs needed to be met of each team member and communicate individual responsibilities effectively. Whilst there was not too many on going challenges the project manager learned that the time spent scheduling flights took long than expected, it will be taken into consideration for the future to minimise any delays.
B. Classify the project
Risk: Is an integral part of this project. It usually includes; risk identification, risk assessment, risk mitigation and risk monitoring. Risk regarding project management is a future event which happens with probability and induces change. The autonomous rotorcraft is subject to risk, these can most commonly include delays which can create a loss for the project, and therefore subjecting the project to cost increases. Business Value: The notion of business value supports the companies strategic goals and meets user information requirements. Thus it needs to be a good investment for NASA....