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Search indexed NASA NTRS and DOE OSTI research on propulsion, heat transfer, battery materials and energy systems. Follow report and document links to the original sources.

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At least 73 records · Page 4
All sourcesNASA NTRSDOE OSTI
NASA NTRS2010

Was Project Management Life Really Better in Apollo?

This slide presentation discusses the question of "Was Project Management Life Really Better in Apollo?" Was money really flowing freely all through Apollo? Are we wallowing in nostalgia and comparing current circumstances to a managerial time which did not exist? This talk discusses these and other questions as background for you as today s project managers. There are slides showing the timelines from before the speech that Kennedy gave promising to land a man on the moon, to the early 60's, when the manned space center prepared the preliminary lunar landing mission design, an NASA organization chart from 1970, various photos of the rockets, and the astronauts are presented. The next slides discuss the budgets from the 1960's to the early 1970's. Also the results of a survey of 62 managers, who were asked "What problems pose the greatest obstacles to successful project performance?"

Source record↗
NASA NTRS2019

Space Program Advocacy Can Distort Project Management and Damage Systems Engineering

Over-optimistic project advocacy often causes exaggerated performance claims and underestimated costs and schedules. This can distort project management and damage systems engineering. NASA projects such as the space shuttle and Hubble are extreme examples. NASA's spectacular success in the Apollo moon landings seems to have produced overconfidence and carelessness, but also to have gained tolerance for unrealistic claims and forgiveness when they were proven wrong. Apollo risk analysis predicted many astronaut fatalities. This was believed but was potentially damaging to the Apollo program, so risk analysis was discontinued. The moon landings beat bad odds because Apollo obsessively reduced risk. Its success seemed to confirm that risk analysis was unreasonably pessimistic and that risk could be overcome by good engineering. This understanding caused risk to be increased during space shuttle engineering and led to an unnecessarily dangerous approach. The shuttle design placed a fragile spacecraft next to the fuel tanks and failed to provide crew escape or launch abort. These design decisions directly caused the Challenger and Columbia tragedies. After Challenger, risk analysis was re-established. The current rocket and capsule design does consider risk and the result strongly resembles Apollo. Apollo advocacy led NASA to abandon risk analysis and this was ultimate cause of the Shuttle tragedies. Excessive advocacy that distorts risk, cost, and schedule could be prevented in an ideal organization that used systems engineering to make rational and fair decisions. However, most real organizations accommodate human and group needs using informal methods often described as "the system." Humans have biases, use innate decision making heuristics, instinctively rely on "gut feel," and establish deviant groups through groupthink. Expecting organizations to become totally rational is impractical, but specific problems such as neglecting risk and underestimating cost and schedule can be directly challenged with some hope of success.

Jones, Harry W.↗
NASA NTRS1995

Issues in NASA program and project management. Special report: 1995 conference

This volume is the tenth in an ongoing series on aerospace project management at NASA. Articles in this volume cover the 1996 Conference as follows: international partnerships; industry/interagency collaboration; technology transfer; and project management development process. A section on resources for NASA managers rounds out the publication.

Hoffman, Edward J.↗
NASA NTRS2007

A Project Management Approach to Using Simulation for Cost Estimation on Large, Complex Software Development Projects

It is very difficult for project managers to develop accurate cost and schedule estimates for large, complex software development projects. None of the approaches or tools available today can estimate the true cost of software with any high degree of accuracy early in a project. This paper provides an approach that utilizes a software development process simulation model that considers and conveys the level of uncertainty that exists when developing an initial estimate. A NASA project will be analyzed using simulation and data from the Software Engineering Laboratory to show the benefits of such an approach.

Mizell, Carolyn↗
NASA NTRS1990

PC tools for project management: Programs and the state-of-the-practice

The use of microcomputer tools for NASA project management; which features are the most useful; the impact of these tools on job performance and individual style; and the prospects for new features in project management tools and related tools are addressed. High, mid, and low end PM tools are examined. The pro's and con's of the tools are assessed relative to various tasks. The strengths and weaknesses of the tools are presented through cases and demonstrations.

Bishop, Peter C.↗
NASA NTRS1983

Project management techniques for highly integrated programs

The management and control of a representative, highly integrated high-technology project, in the X-29A aircraft flight test project is addressed. The X-29A research aircraft required the development and integration of eight distinct technologies in one aircraft. The project management system developed for the X-29A flight test program focuses on the dynamic interactions and the the intercommunication among components of the system. The insights gained from the new conceptual framework permitted subordination of departments to more functional units of decisionmaking, information processing, and communication networks. These processes were used to develop a project management system for the X-29A around the information flows that minimized the effects inherent in sampled-data systems and exploited the closed-loop multivariable nature of highly integrated projects.

Stewart, J. F.↗
DOE OSTI2021

2020 Mitigation and Monitoring Report for the Arroyo Las Positas Management Project

This report describes maintenance, monitoring, and mitigation conducted in 2020 as part of the Arroyo Las Positas Management Project (the project) at Lawrence Livermore National Laboratory’s (LLNL’s) Livermore Site. The purpose of this project is to enhance habitat value for the California red-legged frog (Rana draytonii) within the LLNL reach of Arroyo Las Positas and protect LLNL facilities from flooding. The project description, in addition to the monitoring and mitigation requirements for this project are described in the October 2015 Revised Mitigation and Monitoring Plan for the Arroyo Las Positas Management Project (MMP) and the Formal Consultation on the Proposed Arroyo Maintenance Project on Arroyo Las Positas at Lawrence Livermore National Laboratory (biological opinion; Service File Numbers 1-1-97-F-173 and 1-1-98-I-1562).

54 ENVIRONMENTAL SCIENCES↗
NASA NTRS1994

Program/Project Management Resources: A collection of 50 bibliographies focusing on continual improvement, reinventing government, and successful project management

These Program/Project Management Resource Lists were originally written for the NASA project management community. Their purpose was to promote the use of the NASA Headquarters Library Program/Project Management Collection funded by NASA Headquarters Code FT, Training & Development Division, by offering introductions to the management topics studied by today's managers. Lists were also written at the request of NASA Headquarters Code T, Office of Continual improvements, and at the request of NASA members of the National Performance Review. This is the second edition of the compilation of these bibliographies; the first edition was printed in March 1994.

Michaels, Jeffrey↗
NASA NTRS1995

Project Risk Management

Project risk management is primarily concerned with performance, reliability, cost, and schedule. Environmental risk management is primarily concerned with human health and ecological hazards and likelihoods. This paper discusses project risk management and compares it to environmental risk management, both with respect to goals and implementation. The approach of the Jet Propulsion Laboratory to risk management is presented as an example of a project risk management approach that is an extension to NASA NHB 7120.5: Management of Major System Programs and Projects.

Risk Management↗
DOE OSTI2023

FCIC Task X - Project Management and Consortium Overview

The objective of the FCIC Program Management Task is to provide scientific direction and leadership to the nine participating labs, and to provide robust project management to ensure robust operational planning and execution. The FCIC directly supports the BETO portfolio by focusing on feedstock variability across the bioenergy value chain, and the Project Management Task ensures the smooth operation of the FCIC, making sure that the 9 independent projects with different objectives have a common focus - understanding and mitigating the impacts of feedstock variability across the value chain.

bioenergy↗
NASA NTRS1992

Issues in NASA program and project management

This volume is the fifth in an ongoing series on aerospace project management at NASA. Articles in this volume cover: an overview of the project cycle; SE&I management for manned space flight programs; shared experiences from NASA Programs and Projects - 1975; cost control for Mariner Venus/Mercury 1973; and the Space Shuttle - a balancing of design and politics. A section on resources for NASA managers rounds out the publication.

Hoban, Francis T.↗
NASA NTRS2003

Preparing project managers for faster-better-cheaper robotic planetary missions

The authors have developed and implemented a week-long workshop for Jet Propulsion Laboratory Project Managers, designed around the development phases of the JPL Project Life Cycle. The workshop emphasizes the specific activities and deliverables that pertain to JPL managers of NASA robotic space exploration and instrument development projects.

project manager workshop project management educat↗
NASA NTRS1994

Automated Procurement System (APS): Project management plan (DS-03), version 1.2

The National Aeronautics and Space Administration (NASA) Marshall Space Flight Center (MSFC) is implementing an Automated Procurement System (APS) to streamline its business activities that are used to procure goods and services. This Project Management Plan (PMP) is the governing document throughout the implementation process and is identified as the APS Project Management Plan (DS-03). At this point in time, the project plan includes the schedules and tasks necessary to proceed through implementation. Since the basis of APS is an existing COTS system, the implementation process is revised from the standard SDLC. The purpose of the PMP is to provide the framework for the implementation process. It discusses the roles and responsibilities of the NASA project staff, the functions to be performed by the APS Development Contractor (PAI), and the support required of the NASA computer support contractor (CSC). To be successful, these three organizations must work together as a team, working towards the goals established in this Project Plan. The Project Plan includes a description of the proposed system, describes the work to be done, establishes a schedule of deliverables, and discusses the major standards and procedures to be followed.

Murphy, Diane R.↗