Adam Nowicki
Project Manager · Project Management Office
Warsaw, Poland
Experienced Project Manager with 10+ years in aerospace programs. Specializes in coordinating multi-disciplinary engineering teams through critical design milestones. Known for rigorous risk management and earned value tracking across concurrent satellite and propulsion programs.
Expertise
- project scheduling and milestone planning
- Earned Value Management (EVM)
- risk register management
- gate review facilitation (SRR, PDR, CDR)
- cross-functional team coordination
- scope change management
Technologies
Work History
2024-09
Developed program risk register with 47 identified risks, quantified using Monte Carlo simulation on cost and schedule. Ran quarterly risk reviews with engineering leads and customer.
Challenge: Risk owners were treating the register as a compliance exercise rather than a management tool. Introduced mandatory 'risk champion' role per sub-team and tied risk closure to milestone gates.
Learned: Risk management works when risk owners have personal accountability and visibility. A risk register maintained only by the PM is a document, not a management tool.
2024-03
Managed a major scope change request (SCR) after customer added MIL-STD-1553 databus requirement post-CDR. Assessed impact on schedule (+4 months), cost (+18%), and rebaselined the program.
Challenge: Explaining a 4-month schedule impact to the customer required detailed critical path analysis. Built a day-by-day Gantt showing exactly where the delay originated and what could be compressed.
Learned: Scope changes post-CDR are extremely expensive because rework cascades through drawings, tests, and documentation. The cost of saying yes to a 'small' change is always larger than it appears.
2023-08
Implemented Earned Value Management (EVM) across 3 concurrent programs. Defined WBS, established performance measurement baseline, set up monthly BCWP/BCWS/ACWP reporting for customer.
Challenge: Getting consistent actual cost (ACWP) data from SAP was problematic — timesheets were submitted late by ~30% of staff. Negotiated a T-3 day cutoff rule with HR to get reliable monthly actuals.
Learned: EVM is only as good as the data feeding it. Process discipline around timesheet submission matters as much as the EVM methodology itself.
2023-02
Led Preliminary Design Review (PDR) for satellite communication subsystem. Coordinated 8 engineering sub-teams, managed 240-item action list, and drove closure of 34 open technical risks before gate.
Challenge: Three teams had conflicting interface assumptions that were not surfaced until 2 weeks before PDR. Ran daily interface reconciliation sessions for 10 days to resolve discrepancies.
Learned: Interface Control Documents (ICDs) must be baselined and under change control before PDR, not during. Will enforce ICD freeze 6 weeks before future reviews.