دانلود کتاب مدیریت پروژه برای مدیر پروژه غیر رسمی

IN 1999 NASA PROPOSED SENDING into orbit a new ultrahigh-tech telescope that would be able to see into the past nearly to the beginning of the universe. It would photograph stars and galaxies unimaginably distant from Earth and more than 10 billion years old. NASA estimated that the James Webb Space Telescope project would take eight years to complete and cost a billion dollars. But in the end, it took twenty-two years to complete and cost $10 billion. Why was the project, according to the New York Times, “plagued with enormous cost overruns and delays”? Of course, many technical problems had to be solved. But project management was also a problem. The Times reports that expensive human errors caused a lot of delays. “The telescope’s propulsion valves were damaged when engineers used the wrong solvent to clean them. Dozens of screws that fastened the telescope’s massive sunshield came loose during vibration tests. And faulty wiring sent excess voltage into the observatory’s transducers.” Sounds awful, doesn’t it? Then there were team members who just didn’t do their jobs. Many errors “should have been detected by the inspector, who did not inspect.” Ultimately, the Webb Telescope was launched, and it now sends back images of deep space that take the breath away. But it should never have taken so long and cost so much.