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Contract proposals; phased project planning; budgetary problems; Saturn 1 B-Centaur versus Saturn V; mission guidelines and management assignments; and the origins of the Voyager project are discussed.
The various phases in the formulation of a major NASA project include the inception of the project, planning of the concept, and the project definition. A baseline configuration is established during the planning stage, which serves as a basis for engineering trade studies. Basic technological problems should be recognized early, and a technological verification plan prepared before development of a project begins. A progressive series of iterations is required during the definition phase, illustrating the complex interdependence of existing subsystems. A systems error budget should be established to assess the overall systems performance, identify key performance drivers, and guide performance trades and iterations around these drivers, thus decreasing final systems requirements. Unnecessary interfaces should be avoided, and reasonable design and cost margins maintained. Certain aspects of the definition of the Advanced X-ray Astrophysics Facility are used as an example.
This project, Activity Planning with Resources for the Exploration of Space (APRES), uses a mixed-integer linear program (MILP) to solve planning problems. This work enables APRES to interpret a model file and output a solution with improved human readability. A plan model is optimized using a MILP solver and the best solution is taken. Once a plan is generated, it is parsed allowing it to retain only desired information and modified for swift human readability.
This document outlines NASA's small planetary projects plan within the context of overall agency planning. In particular, this plan is consistent with Vision 21: The NASA Strategic Plan, and the Office of Space Science and Applications (OSSA) Strategic Plan. Small planetary projects address focused scientific objectives using a limited number of mature instruments, and are designed to require little or no new technology development. Small missions can be implemented by university and industry partnerships in coordination with a NASA Center to use the unique services the agency provides. The timeframe for small missions is consistent with academic degree programs, which makes them an excellent training ground for graduate students and post-doctoral candidates. Because small missions can be conducted relatively quickly and inexpensively, they provide greater opportunity for increased access to space. In addition, small missions contribute to sustaining a vital scientific community by increasing the available opportunities for direct investigator involvement from just a few projects in a career to many.
A description is given of the proposed project organization, documentation and reports, project planning, direction and control, related experience and facilities, and cost estimate data and options for the implementation of the bioresearch module development program.
This study had as an objective the performance evaluation of the existing CAD/CAE graphics network at NASA/KSC. This evaluation will also aid in projecting planned expansions, such as the Space Station project on the existing CAD/CAE network. The objectives were achieved by collecting packet traffic on the various integrated sub-networks. This included items, such as total number of packets on the various subnetworks, source/destination of packets, percent utilization of network capacity, peak traffic rates, and packet size distribution. The NASA/KSC LAN was stressed to determine the useable bandwidth of the Ethernet network and an average design station workload was used to project the increased traffic on the existing network and the planned T1 link. This performance evaluation of the network will aid the NASA/KSC network managers in planning for the integration of future workload requirements into the existing network.
Approaches used to manage major projects are studied and the existing documents on NASA management are reviewed. The work consists of: (1) the project manager's role, (2) request for proposal, (3) project plan, (4) management information system, (5) project organizational thinking, (6) management disciplines, (7) important decisions, and (8) low cost approach.
Experience in inserting software project planning tools into more than 100 projects producing mission critical software are discussed. The problems the software project manager faces are listed along with methods and tools available to handle them. Experience is reported with the Project Manager's Workstation (PMW) and the SoftCost-R cost estimating package. Finally, the results of a survey, which looked at what could be done in the future to overcome the problems experienced and build a set of truly useful tools, are presented.
This paper describes a testing methodology undertaken on the Facilities Development and Operations Contract (FDOC) by Lockheed Martin. The methodology was defined with the intent of reducing project schedule time to enable NASA's Johnson Space Center (JSC) to be able to deliver the Mission Control Center (MCC) 21 project as quickly as possible. 21 represents the 21st century where NASA JSC is updating its control center with new technology and operational concepts in order to support NASA customers wanting to use control center assets to support space vehicle operations. In collaboration with the NASA customer, a new test concept was conceived early during MCC21 project planning with the goal of reducing project delivery time. One enabler that could help reduce delivery time was testing. Within the project, testing was performed by two entities, software development responsible for subsystem testing and system test responsible for system integration testing. The MCC21 project took a deliberate review of testing to determine how it could be performed differently to realize an overall reduction in test time to support the goal of a more rapid project delivery.
The purpose of this document is to provide program/project teams necessary instruction and guidance in the best practices for Work Breakdown Structure (WBS) and WBS dictionary development and use for project implementation and management control. This handbook can be used for all types of NASA projects and work activities including research, development, construction, test and evaluation, and operations. The products of these work efforts may be hardware, software, data, or service elements (alone or in combination). The aim of this document is to assist project teams in the development of effective work breakdown structures that provide a framework of common reference for all project elements.
The three main cost areas of unmanned satellite development are discussed. The areas are identified as: (1) the spacecraft platform (SCP), (2) the payload or experiments, and (3) the postlaunch ground equipment and operations. The SCP normally accounts for over half of the total project cost and accurate estimates of SCP costs are required early in project planning as a basis for determining total project budget requirements. The development of single formula SCP cost estimating relationships (CER) from readily available data by statistical linear regression analysis is described. The advantages of single formula CER are presented.
Measures of preference for alternative project plans calculated. Simulation of Research and Development Projects (SIMRAND) program aids in optimal allocation of research and development resources needed to achieve project goals. Models system subsets or project tasks as various network paths to final goal. Each path described in terms of such task variables as cost per hour, cost per unit, and availability of resources. Uncertainty incorporated by treating task variables as probabilistic random variables. Written in Microsoft FORTRAN 77.
In 1997 the Office of Biological Informatics and Outreach (OBIO), Biological Resources Division, US Geological Survey and NASA, Office of Earth Science (OES), initiated a coordinated effort for applying Airborne Visible and Infrared Imaging Spectrometer (AVIRIS) data and analysis, as a technology transfer project, to critical DOI environmental issues in four study sites throughout the United States. This work was accomplished by four US Department of the Interior (DOI) study teams with support from NASA/OES principal investigators and the Office of Earth Science programs. The studies, including personnel, objectives, background, project plans, and milestones were documented in a project website at . This report summarizes the final outcomes of the project, detailing accomplishments, lessons learned, and benefits realized to NASA, the US Geological Survey, and the participating DOI bureaus.
An Interagency (NASA/DOE/DOD) technical panel has been working in 1991 to evaluate nuclear thermal propulsion (NTP) concepts on a consistent basis, and to continue technology development project planning for a joint project in nuclear propulsion for Space Exploration Initiative (SEI). This paper summarizes the efforts of the panel to date and summarizes the technology plans defined for NTP. Concepts were categorized based on probable technology readiness data, and innovative 'proof-of-concept' tests and analyses were defined. While further studies will be required to provide a consistent comparison of all of the NTP concepts, the current status of the studies is presented.
Listening to the case studies that were presented it became quite evident that the best data management systems were the ones where data managers and research scientists worked as a team developed in the early stages of project planning. Examples that were given included WOCE Data Assembly Centres e.g., Drifters, the Global Temperature Salinity Pilot Project (GTSPP) collaboration with Joint Analyses Centres in the U.S. and Australia, and JGOFS/BOFS development of Topical Centres. While each of these has some elements unique to the project, each had brought together 'teams' of Principal Investigators (PI's) and data management experts at an early stage of project development. Conversely, projects which had considered data management as a totally separate activity with lower priority often failed to provide the service required to meet scientific objectives. Therefore, the following actions should be brought to the attention of relevant groups within the IOC and other international organizations: (1) Publicize, at the national and international level, underway data/scientist collaborations that may be used as models in planning for the future. (2) Reduce adversarial situations where data managers and scientists appear to be in competition. (3) Colocation and other forms of collaboration often results in very high quality data sets and more timely data submission. Improved timeliness of data submissions was a common theme throughout the workshop and must be considered an important element in all future plans. Improvements in timely submission of data were noted. In order to continue this trend the advantages of timely submission of data must be stressed to those planning new ocean science projects.
It is pointed out that the proper and early integration of logistics planning into the phased program planning process will drastically reduce these logistics costs. Phased project planning is a phased approach to the planning, approval, and conduct of major research and development activity. A progressive build-up of knowledge of all aspects of the program is provided. Elements of logistics are discussed together with aspects of integrated logistics support, logistics program planning, and logistics activities for phased programs. Continuing logistics support can only be assured if there is a comprehensive sequential listing of all logistics activities tied to the program schedule and a real-time inventory of assets.
Customer requirements are presented through three viewgraphs. One graph presents the range of services, which include requirements management, network engineering, operations, and applications support. Another viewgraph presents the project planning process. The third viewgraph presents the programs and/or projects actively supported including life sciences, earth science and applications, solar system exploration, shuttle flight engineering, microgravity science, space physics, and astrophysics.
This paper describes the design of the U.S. Space Station and explains the control factors used for internal and external interfaces among the various government and contractor participants. It discusses the documentation of the U.S. Space Station Program including the Program Approval Document (PAD), the Program Plans (PPs), the Program Requirements Document (PRD), the Program Definition and Requirements Document (PDRD), the Level III project plans, and the Level III project design requirements documents. It discusses the relationship of Space Station documentation to the international Memoranda of Understanding (MOUs) and the Joint PP, PRD, and PDRD, the interrelationship of the Architectural Control Documents (ACDs), the Baseline Control Document (BCD), and the Interface Requirement Documents (IRDs) and Interface Control Documents (ICDs). Also included are the controlling functions of the various NASA and contractor participants and the international partners.