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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.
This was part of a larger UNDP/Uzbekistan project on the Aral Sea Region, which is a prominent ecological disaster caused by water diversion and unsustainable land use management. Columbia University CCSR and the Climate Impacts Group are working with the UNDP to explore climate change impacts on irrigated agriculture in the region, particularly with regards to yield changes and drought risk for wheat and cotton systems in the Amu Darya River Basin. My talk described our project plan and described the types of data that we would need from project partners in the country in order to connect our global satellites and models to local conditions.
The ALS project plan goals are reducing cost, improving performance, and achieving flight readiness. ALS selects projects to advance the mission readiness of low cost, high performance technologies. The role of metrics is to help select good projects and report progress. The Equivalent Mass (EM) of a system is the sum of the estimated mass of the hardware, of its required materials and spares, and of the pressurized volume, power supply, and cooling system needed to support the hardware in space. EM is the total payload launch mass needed to provide and support a system. EM is directly proportional to the launch cost.
Prior to developing the details of an advanced mission study, the mission architecture trade space is typically explored to assess the scope of feasible options. This paper describes the main features of an Excel-based tool, called the Mass-Cost-Calculator (MC2 ), which is used to perform rapid, high-level mass and cost options analyses of Mars orbiter missions. MC2 consists of a combination of databases, analytical solutions, and parametric relationships to enable quick evaluation of new mission concepts and comparison of multiple architecture options. The tool's outputs provide program management and planning teams with answers to "what if" queries, as well as an understanding of the driving mission elements, during the pre-project planning phase. These outputs have been validated against the outputs generated by the Advanced Projects Design Team (Team X) at NASA's Jet Propulsion Laboratory (JPL). The architecture of the tool allows for future expansion to other orbiters beyond Mars, and to non-orbiter missions, such as those involving fly-by spacecraft, probes, landers, rovers, or other mission elements.
The mission of the AdaNET research effort is to determine how to increase the availability of reusable Ada components and associated software engineering technology to both private and Federal sectors. The effort is structured to define the requirements for transfer of Federally developed software technology, study feasible approaches to meeting the requirements, and to gain experience in applying various technologies and practices. The overall approach to the development of the AdaNET System Specification is presented. A work breakdown structure is presented with each research activity described in detail. The deliverables for each work area are summarized. The overall organization and responsibilities for each research area are described. The schedule and necessary resources are presented for each research activity. The estimated cost is summarized for each activity. The project plan is fully described in the Super Project Expert data file contained on the floppy disk attached to the back cover of this plan.
An analysis is given of the Low-Cost Silicon Solar Array Project plans for the industrialization of new production technologies expected to be forthcoming as a result of the project's technology development efforts. In particular, LSSA's mandate to insure an annual production capability of 500 MW peak for the photovoltaic supply industry by 1986 is critically examined. The examination focuses on one of the concerns behind this goal -- timely development of industrial capacity to supply anticipated demand. Some of the conclusions include: (1) construction of small-scale pilot plants should be undertaken only for purposes of technology development; (2) large-scale demonstrations should be undertaken only when the technology is well in hand; (3) commercial-scale production should be left to the private sector; (4) the 500-MW annual output goal should be shifted to Program Headquarters.
Despite the critical importance of project completion timeliness, management practices in place today remain inadequate for addressing the persistent problem of project completion tardiness. A major culprit in late projects is uncertainty, which most, if not all, projects are inherently subject to. This uncertainty resides in the estimates for activity durations, the occurrence of unplanned and unforeseen events, and the availability of critical resources. In response to this problem, this research developed a comprehensive simulation based methodology for conducting quantitative project completion time risk analysis. It is called the Project Assessment by Simulation Technique (PAST). This new tool enables project stakeholders to visualize uncertainty or risk, i.e. the likelihood of their project completing late and the magnitude of the lateness, by providing them with a completion time distribution function of their projects. Discrete event simulation is used within PAST to determine the completion distribution function for the project of interest. The simulation is populated with both deterministic and stochastic elements. The deterministic inputs include planned project activities, precedence requirements, and resource requirements. The stochastic inputs include activity duration growth distributions, probabilities for events that can impact the project, and other dynamic constraints that may be placed upon project activities and milestones. These stochastic inputs are based upon past data from similar projects. The time for an entity to complete the simulation network, subject to both the deterministic and stochastic factors, represents the time to complete the project. Repeating the simulation hundreds or thousands of times allows one to create the project completion distribution function. The Project Assessment by Simulation Technique was demonstrated to be effective for the on-going NASA project to assemble the International Space Station. Approximately $500 million per month is being spent on this project, which is scheduled to complete by 2010. NASA project stakeholders participated in determining and managing completion distribution functions produced from PAST. The first result was that project stakeholders improved project completion risk awareness. Secondly, using PAST, mitigation options were analyzed to improve project completion performance and reduce total project cost.