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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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All sourcesNASA NTRSDOE OSTI
NASA NTRS2016

NASA Work Breakdown Structure (WBS) Handbook

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 WBS and WBS dictionary are effective management processes for planning, organizing, and administering NASA programs and projects. The guidance contained in this document is applicable to both in-house, NASA-led effort and contracted effort. It assists management teams from both entities in fulfilling necessary responsibilities for successful accomplishment of project cost, schedule, and technical goals. Benefits resulting from the use of an effective WBS include, but are not limited to: providing a basis for assigned project responsibilities, providing a basis for project schedule and budget development, simplifying a project by dividing the total work scope into manageable units, and providing a common reference for all project communication.

Planning↗
NASA NTRS2015

Stratospheric Aerosol and Gas Experiment, SAGE III on ISS, An Earth Science Mission on the International Space Station, Schedule Risk Analysis, A Project Perspective

The presentation provides insight into the schedule risk analysis process used by the Stratospheric Aerosol and Gas Experiment III on the International Space Station Project. The presentation focuses on the schedule risk analysis process highlighting the methods for identification of risk inputs, the inclusion of generic risks identified outside the traditional continuous risk management process, and the development of tailored analysis products used to improve risk informed decision making.

Bonine, Lauren↗
NASA NTRS2010

Work Breakdown Structure (WBS) Handbook

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 WBS and WBS dictionary are effective management processes for planning, organizing, and administering NASA programs and projects. The guidance contained in this document is applicable to both in-house, NASA-led effort and contracted effort. It assists management teams from both entities in fulfilling necessary responsibilities for successful accomplishment of project cost, schedule, and technical goals. Benefits resulting from the use of an effective WBS include, but are not limited to: providing a basis for assigned project responsibilities, providing a basis for project schedule development, simplifying a project by dividing the total work scope into manageable units, and providing a common reference for all project communication.

Source record↗
NASA NTRS2021

NASA Work Breakdown Structure (WBS) Handbook

The purpose of this document is to provide program/project teams necessary instruction and guidance in the best practices for 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 WBS and WBS dictionary are effective management processes for planning, organizing, and administering NASA programs and projects. The guidance contained in this document is applicable to both in-house, NASA-led effort and contracted effort. It assists management teams from both entities in fulfilling necessary responsibilities for successful accomplishment of project cost, schedule, and technical goals. Benefits resulting from the use of an effective WBS include, but are not limited to: providing a basis for assigned project responsibilities, providing a basis for project schedule and budget development, simplifying a project by dividing the total work scope into manageable units, and providing a common reference for all project communication.

Christopher Lewis Sadler↗
NASA NTRS1997

Integration of CELSS Simulation with Long-Term Crop Scheduling

This project presents guidelines for the integration of the Intelligent Crop Scheduler (ICS) developed by Leon (1995) with a version of the Biological Life Support System (BLSS) simulation based on the work by Volk and Rummel (1987). These guidelines will also aid in defining the appropriate model detail of simulation-based schedulers. ICS determines what, when and how much to plant of different crops. These decisions are made such that the critical reservoir levels are maintained close to their nominal or desired settings during the duration of the mission. Initial feasibility of the approach has been demonstrated using simplified implementations of the scheduling approach and CELSS 'world' model developed by the investigator at JSC in the Summer of 1995. The BLSS model incorporates more detail. The increased fidelity is in terms of added mass-regeneration formalism (biochemical stoichiometry), more plants, and more accurate modeling of the mechanical system. This report describes the main features of the Crop scheduler and CELSS simulator, discusses integration issues, and provides with detailed guidelines for the integration of these two applications.

Leon, V. Jorge↗
NASA NTRS2015

Schedule Analysis Software Saves Time for Project Planners

Since the early 2000s, a resource management team at Marshall Space Flight Center has developed and improved the Schedule Test and Assessment Tool, a software add-on capable of analyzing, summarizing, and finding logic gaps in project schedules. Companies like Lanham, Maryland-based Vantage Systems Inc. use the tool to manage NASA projects, but it has also been released for free to more than 200 US companies, agencies, and other entities.

Source record↗
NASA NTRS2010

Managing Complex Space Missions Like the James Webb Space Telescope

Program Management Summary; Organizational structure is established. Roles and responsibilities are well defined: a) All major contracts are in place. b) All foreign partners are in place, operating under signed Memoranda of Understanding (MOUs). c) Partners include GSFC, NGST, Ball, ITT, ATK, STScI, ESA, CSA, UAz, LM, JPL, MSFC, ARC, JSC, etc. All enabling technologies are at Technical Readiness Level-6. Earned Value Management is being applied to all major contracts consistent with Agency guidance. Schedules are baselined and the project critical path is understood/managed. Budget with reserves established. Liens and threats system in use. Formal Configuration Management (CM) processes are in place. Project-level schedules are maintained within the CM system. Formal Risk Management processes are in place. Requirements are stable and flowed down. Project metrics are established and tracked monthly: a) Includes technical as well as cost and schedule metrics. b) Changes as well as trends are reported each month.

Sabelhaus, Phil↗
NASA NTRS1999

One for All: Maintaining a Single Schedule Database for Large Development Projects

Efficiently maintaining and controlling a single schedule database in an Integrated Product Team environment is a significant challenge. It's accomplished effectively with the right combination of tools, skills, strategy, creativity, and teamwork. We'll share our lessons learned maintaining a 20,000 plus task network on a 36 month project.

Hilscher, R.↗
NASA NTRS1981

Materials experiment carrier concepts definition study. Volume 3: Programmatics, part 2

Project logic, schedule and funding information was derived to enable decisions to be made regarding implementation of MEC system development. A master schedule and cost and price estimates (ROM) were developed for a project that consists of development of an all-up MEC, its integration with payloads and its flight on one 90 day mission. In Part 2 of the study a simple initial MEC was defined to accommodate three MPS baseline payloads. The design of this initial MEC is illustrated. The project logic, detailed schedules, and ROM cost estimate relate to a project in which this initial MEC is developed, integrated with payloads and flown once for 180 days.

Source record↗
NASA NTRS2005

Putting EVM to the Test

IN MANY INSTANCES THERE IS NO FOREWARNING; SCHEDULES slip, costs soar, and the project manager is faced with the near impossible task of explaining why each impact occurred. With contractors performing the majority of the work, the management job can become even more obscure. The simple lack of proximity to the contractor can limit effective communication. Add to that a mixture of cultural differences and a desire for the contractor to portray the most optimistic view of their performance, and you create an even more difficult task for the project manager. This was the scenario when the Habitat Holding Rack (HHR) manager at Marshall Space Flight Center (MSFC), Stacy Counts, was introduced to the overall concept of Earned Value Management (EVM). Faced with increased costs (which eventually resulted in decreased scope of the project), continued schedule slides, and several technical anomalies, she was looking for a way to gain a better handle on the project performance. As a component of the Space Station Biological Research Program (SSBRP), the HHR project is an integral piece of the Program content. The HHR is the first rack hardware to be delivered for the Program and has therefore been the first rack to move through the trials of test and verification-documenting anomalies and technical difficulties that will benefit the other SSBRP rack projects. For these reasons, the HHR maintained high visibility throughout the manufacturing and assembly process, continuing through test and verification activities. Needless to say, the higher visibility emphasized the need for improved performance on this project. And to improve project performance, Stacy first had to figure out how to measure the cost, schedule and technical objectives effectively.

Kerby, Jerald↗
NASA NTRS2008

The Project Manager Who Saved His Country

George Meade defeated Robert E. Lee, one of the greatest military leaders of all time. How did he do it? By using the skills he had learned as a project manager and outperforming Lee in all aspects of project management. Most project managers are familiar with the Project Management Institute's "Guide to the Project Management Body of Knowledge" (PMBOK), which identifies the skills and knowledge crucial to successful project management. Project managers need to make sure that all the elements of a project work together. They must develop and execute plans and coordinate changes to those plans. A project manager must define the scope of the work, break it into manageable pieces, verify and control what work is being done, and make sure that the work being done is essential to the project. Every project manager knows the challenges of schedule and the value of schedule slack. Project managers must get the resources they need and use them effectively. Project managers get the people they need and use their talents to achieve mission success. Projects generate huge amounts of information. A key to project success is getting sufficient and accurate information to the people who need it when they need it. Project managers must identify and quantify the risks that jeopardize project success and make plans for dealing with them. Studying Meade and Lee's performances at Gettysburg can help modern project managers appreciate, develop, and use the skills they need to be good project managers. The circumstances may be different, but the basic principles are the same. This dramatic event in American history shows how the skills of project management can be used in almost any situation. Former project manager George Meade used those skills to change the tide of the Civil War.

Baniszewski, John↗
NASA NTRS2013

Manager's Role in Electromagnetic Interference (EMI) Control

This presentation captures the essence of electromagnetic compatibility (EMC) engineering from a project manager's perspective. It explains the basics of EMC and the benefits to the project of early incorporation of EMC best practices. The EMC requirement products during a project life cycle are identified, along with the requirement verification methods that should be utilized. The goal of the presentation is to raise awareness and simplify the mystique surrounding electromagnetic compatibility for managers that have little or no electromagnetics background

Safety↗
NASA NTRS2018

NASA Work Breakdown Structure (WBS) Handbook

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.

Schedule↗
NASA NTRS2005

A Strategy for Autogeneration of Space Shuttle Ground Processing Simulation Models for Project Makespan Estimations

Space Shuttle Processing is a complicated and highly variable project. The planning and scheduling problem, categorized as a Resource Constrained - Stochastic Project Scheduling Problem (RC-SPSP), has a great deal of variability in the Orbiter Processing Facility (OPF) process flow from one flight to the next. Simulation Modeling is a useful tool in estimation of the makespan of the overall process. However, simulation requires a model to be developed, which itself is a labor and time consuming effort. With such a dynamic process, often the model would potentially be out of synchronization with the actual process, limiting the applicability of the simulation answers in solving the actual estimation problem. Integration of TEAMS model enabling software with our existing schedule program software is the basis of our solution. This paper explains the approach used to develop an auto-generated simulation model from planning and schedule efforts and available data.

Madden, Michael G.↗
NASA NTRS2007

Collaborative Resource Allocation

Collaborative Resource Allocation Networking Environment (CRANE) Version 0.5 is a prototype created to prove the newest concept of using a distributed environment to schedule Deep Space Network (DSN) antenna times in a collaborative fashion. This program is for all space-flight and terrestrial science project users and DSN schedulers to perform scheduling activities and conflict resolution, both synchronously and asynchronously. Project schedulers can, for the first time, participate directly in scheduling their tracking times into the official DSN schedule, and negotiate directly with other projects in an integrated scheduling system. A master schedule covers long-range, mid-range, near-real-time, and real-time scheduling time frames all in one, rather than the current method of separate functions that are supported by different processes and tools. CRANE also provides private workspaces (both dynamic and static), data sharing, scenario management, user control, rapid messaging (based on Java Message Service), data/time synchronization, workflow management, notification (including emails), conflict checking, and a linkage to a schedule generation engine. The data structure with corresponding database design combines object trees with multiple associated mortal instances and relational database to provide unprecedented traceability and simplify the existing DSN XML schedule representation. These technologies are used to provide traceability, schedule negotiation, conflict resolution, and load forecasting from real-time operations to long-range loading analysis up to 20 years in the future. CRANE includes a database, a stored procedure layer, an agent-based middle tier, a Web service wrapper, a Windows Integrated Analysis Environment (IAE), a Java application, and a Web page interface.

Wang, Yeou-Fang↗
NASA NTRS1989

The integrated scheduling system: A case study in project management

A prototype project management system was developed for the Level III Project Office for the Space Station Freedom. The main goal was to establish a framework for the Space Station Project Office whereby Project and Office Managers can jointly establish and review scheduled milestones and activities. The objective was to assist office managers in communicating their objectives, milestones, schedules, and other project information more effectively and efficiently. Consideration of sophisticated project management systems was included, but each of the systems had limitations in meeting the stated objectives.

Bishop, Peter C.↗
NASA NTRS2004

The Mars Exploration Rover Project

The twin rovers of the Mars Exploration Rover Project successfully landed on the surface of Mars in January 2004, and initiated a highly successful science and exploration campaign. This marked the culmination of an unprecedented four-year effort to design, build, launch, and operate two of the most complex planetary spacecraft ever built. The project was started in the aftermath of the 1999 Mars mission failures, and was commissioned to take advantage of the highly advantageous 2003 opportunity. The development schedule from project start to launch was only 35 months, so schedule management was the most significant challenge facing the project. This problem was compounded when early assumptions about the extent of design heritage from Mars Pathfinder proved to be flawed. The project derived a number of useful lessons learned in solving these challenges that can be applied to future missions.

Mars↗