obotics had to provide spare hardware, as well as overall engineering support work, operational and in-orbit maintenance planning, combined robotics operations and flight support equipment. Aside from the contract in hand, the effort was strategically important.

“In our view, the only way to run a project is to use project management processes,” says Chris Woodland, MD Robotics vice president, government projects. “From a strategic point of view, credibility is important. In order to be credible, you have to deliver. Project management is the heart of how we deliver on our commitments.”

MD Robotics already was a highly “projectized” organization – its established program management control system covered the required “hard” project management skills. “We already performed earned value management, and the project management office was a given – it was all already built in,” Abramovici says. “A lot of the things we had to change were related mostly to the soft skills: team building, interaction with suppliers and management, empowering our people and making sure the message is consistently applied.” Abramovici says one the team felt ownership and accountability, process innovation was sure to follow.

Full Responsibility

To encourage free communication and problem-solving, the executive team hit upon the idea of co-location”: All project staff, including management, were transferred to one floor of MD Robotics facility. Due to an open, communal setup, project managers were free to interact with engineers who could approach leaders for sign-off.

Due to the daily interaction and numerous ad-hoc meetings of the co-location tam, Abramovici says weekly subteam and monthly primary team meetings weren’t as necessary. “Instead, we ins

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