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How did management play a role in the Apollo mission?

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9 Project Management Lessons Learned from the Apollo 11 Moon Landing. By Emily Bonnie, July 1, 2015. “We can lick gravity, but sometimes paperwork is overwhelming.” —Wernher von Braun, Chief Architect of Apollo's Saturn V. read more

Management for such a massive project was critical. Von Braun excelled as an engineer and as a manager and there were many like him such as Tom Kelly at Grumman who was responsible for the Lunar Module. read more

The major accomplishment of the Apollo program was to land humans on and study the surface of the moon. We couldve had more knowledge from it if vietnam was not such a high importance on the budget instead of the Apollo program. When it was cancelled all of the rockets were built and they were really wasted and are now on display. read more

But quite simply, we considered the program a number of phases." —Dr. Maxime A. Faget, Chief Engineer & Designer of the Apollo command and lunar modules. When faced with an extraordinarily complex project, Apollo's program leaders broke it down into much smaller steps and focused on attaining each one. read more

The Apollo 11 mission was perhaps one of the most risky undertakings in human history. From technical failure to human error, any number of things could have gone wrong — and did. But without acknowledging and planning for that risk, the achievement would never have been made. read more

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