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Abstract:
Lessons from JPL spaceflight projects initiated in the 1990s demonstrate that the flight project manager (PM) must maintain a buffer of reserves that will be sufficient to overcome the problems endemic to the latter stages of complex, high risk, system development. The Stardust project may be unique among these cost-capped missions in that it managed to complete development with the proposed reserve. Stardust project reserves management practices may serve as a model for the project manager in determining whether project reserves are sufficient, when to release the reserves, and how they should be spent.