0133050866_vc MIS13_CH14_Case2_NASA.pdfVIP

Management Information Systems 13e KENNETH C. LAUDON AND JANE P. LAUDON CHAPTER 14 MANAGING PROJECTS CASE 2 NASA Project Management Challenges VIDEO CASE SUMMARY NASA project managers discuss the key elements of successful project management, and their experience leading NASA projects over the last thirty years.Sy L=stems 8:57. URL /watch?v=3yERUM9k7aE CASE Project management (PM) is the discipline of planning, organizing and managing resources to bring about the successful completion of specific project goals and objec- tives. The discipline of project management has a short history, beginning in the late 19th century in the United States with the emergence of the first large-scale industrial factories in the form of steel mills. Since then, the discipline has evolved into a profes- sional endeavor, with practitioners usually obtaining certificates in project management. The Project Management Institute (PMI) is the largest professional project management association in the U.S. A project is a finite endeavor (having specific start and completion dates) under- taken to create a unique product or service which brings about beneficial change or added value. This finite characteristic of projects stands in sharp contrast to business processes, or operations, which are permanent or semi-permanent functional work to continued Chapter 14, Case 2 NASA Project Management Challenges 2 repetitively produce the same product or service. Process managers are not the same as project managers. PMs are given the task to achieve a specific outcome or process. Process managers are expected to operate a