Leising, Charles J. | Search NASA

NASA NTRS2013

Spacecraft Complexity Subfactors and Implications on Future Cost Growth

During the last ten years the Jet Propulsion Laboratory has used a set of cost-risk subfactors to independently estimate the magnitude of development risks that may not be covered in the high level cost models employed during early concept development. Within the last several years the Laboratory has also developed a scale of Concept Maturity Levels with associated criteria to quantitatively assess a concept's maturity. This latter effort has been helpful in determining whether a concept is mature enough for accurate costing but it does not provide any quantitative estimate of cost risk. Unfortunately today's missions are significantly more complex than when the original cost-risk subfactors were first formulated. Risks associated with complex missions are not being adequately evaluated and future cost growth is being underestimated. The risk subfactor process needed to be updated.

Mission Design↗

NASA NTRS2004

JPL's Approach for Helping Flight Project Managers Meet Today's Management Challenges

All across NASA project managers are facing tough new challenges. NASA has imposed increased oversight and the number of projects at Centers such as JPL has exploded from a handful of large projects to a much greater number of smaller ones. Experienced personnel are retiring at increasing rates and younger, less experienced managers are being rapidly promoted up the ladder. Budgets are capped, competition among NASA Centers and Federally Funded Research and Development Centers (FFRDCs) has increased significantly and there is no longer any tolerance to cost overruns. On top of all this, implementation schedules have been reduced by 25 to 50% to reduce run-out costs, making it even more difficult to define requirements, validate heritage assumptions and make accurate cost estimates during the early phases of the life-cycle.JPL's executive management, under the leadership of the Associate Director for Flight Projects and Mission Success, have attempted to meet these challenges by improving operations in five areas: (1) increased standardization, where it is judged to have significant benefit; (2) better balance and more effective partnering between projects and the line management; (3) increased infrastructure support; (4) improved management training; and (5) more effective review and oversight.

oversights↗