NASA重大项目预研管理过程研究——以韦布望远镜为例  

Study of NASA’s Major Program Pre-research Management Process:Take the James Webb Space Telescope as An Example

作　　者：郭世杰[1] 李泽霞[1,2] 魏韧 董璐[1] GUO Shijie;LI Zexia;WEI Ren;DONG Lu(National Science Library,Chinese Academy of Sciences,Beijing 100190,China;Department of Information Resources Management,School of Economics and Management,University of Chinese Academy of Sciences,Beijing 100190,China)

机构地区：[1]中国科学院文献情报中心,北京100190 [2]中国科学院大学经济与管理学院信息资源管理系,北京100190

出　　处：《世界科技研究与发展》2024年第5期628-641,共14页World Sci-Tech R&D

基　　金：中国科学院文献情报中心青年骨干人才项目“技术威胁预警量化分析方法与应用研究”(E3510402)。

摘　　要：做好重大科技项目的组织管理是实现抢占科技制高点目标的重要前提条件。本文以美国国家航空航天局(National Aeronautics and Space Administration,NASA)系列管理文件为分析对象,剖析其项目组织管理模式,并以投资近百亿美元、持续数十年的詹姆斯·韦布太空望远镜项目为例,对NASA重大项目预研管理过程进行分析。NASA将项目按照成本、风险、是否属于优先事项等分为3个类别进行管理,项目生命周期可以分为从“A前”(pre-A)到A、B直至F共7个阶段。韦布望远镜从1995年进入NASA的“A前阶段”,由3家单位独立开展概念研究;1999年7月从3家单位中遴选2家开始“A阶段”研究;2002年9月正式选择1家单位牵头开展“B阶段”研究。可供我国借鉴之处包括:项目组织方应发挥好“总体”角色,凝聚多方资源、提供长期稳定支持;新项目的酝酿需充分利用前期项目的科学、技术、管理人才基础;可利用“赛马制”等分阶段推进重大项目的实施,以降低不确定性和决策风险等。Effectively organizing and managing major scientific and technological projects is an important prerequisite for achieving the goal of seizing technological heights.This article takes the management documents of the National Aeronautics and Space Administration(NASA)as the analysis object,analyzes its project organization and management modes,and takes the James Webb Space Telescope(JWST)project,which has invested nearly 10 billion US dollars and lasted for decades,as an example to analyze the pre-research management process of NASA’s major projects.NASA manages projects into three categories based on cost,risk,and priority.The project lifecycles can be divided into seven stages,from“pre A”to“A”“B”,until“F”,respectively.JWST entered NASA’s Pre-A Phase in 1995,with three independent units conducting conceptual research;In July 1999,2 out of 3 units were selected to start the Phase A research;In September 2002,one contractor was officially selected to lead the Phase B research.The aspects that can be used for reference include:the project organizer should play a good“overall”role,gather multiple resources,and provide long-term stable support;The preparation of new projects needs to fully utilize the scientific,technological,and management talent foundation of the previous projects;The implementation of major projects can be promoted in stages using“horse racing”to reduce uncertainty and decision-making risks.

关 键 词：重大项目 NASA 预研管理 詹姆斯·韦布太空望远镜 组织管理模式 

分 类 号：V4-2[航空宇航科学技术] F283[经济管理—国民经济] F416.5