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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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Papers address the following topics: NASA's project management development process; Better decisions through structural analysis; NASA's commercial technology management system; Today's management techniques and tools; Program control in NASA - needs and opportunities; and Resources for NASA managers.
Oak Ridge National Laboratory staff are performing risk assessments for the Department of Energy Office of Nuclear Materials Integration for use in project management. The goal was to provide tools to help manage Department of Energy projects that require cross-functional teams to implement a project with a variety of drivers or constraints. The methodology is flexible and can be adapted for the level of rigor needed for the project. This paper focuses on risk assessments and risk mitigation planning for projects in their early stage of development when only preliminary project information is likely to be available. The methodology has been successfully used during the planning phases of projects to guide selection of tasks to be performed to reduce risk, lower costs, and improve chances of success.
Currently, the most common approach used in project planning tools is the Critical Path Method (CPM). While this method was a great improvement over the basic Gantt chart technique being used at the time, it now suffers from three primary flaws: (1) task duration is an input, (2) productivity impacts are not considered , and (3) management corrective actions are not included. Today, computers have exceptional computational power to handle complex simulations of task e)(eculion and project management activities (e.g ., dynamically changing the number of resources assigned to a task when it is behind schedule). Through research under a Department of Defense contract, the author and the ViaSim team have developed a project simulation tool that enables more realistic cost and schedule estimates by using a resource-based model that literally turns the current duration-based CPM approach "on its head." The approach represents a fundamental paradigm shift in estimating projects, managing schedules, and reducing risk through innovative predictive techniques.
Bibliographical listing of recent works on program and project management and techniques
This volume is the sixth in an ongoing series on aerospace project management at NASA. Articles in this volume cover evolution of NASA cost estimating; SAM 2; National Space Science Program: strategies to maximize science return; and human needs, motivation, and results of the NASA culture surveys. A section on resources for NASA managers rounds out the publication.
This volume is the ninth in an ongoing series on aerospace project management at NASA. Articles in this volume cover evolution of NASA cost estimating; SAM 2; National Space Science Program: strategies to maximize science return; and human needs, motivation, and results of the NASA culture surveys. A section on resources for NASA managers rounds out the publication.
This new collection of papers on aerospace management issues contains a history of NASA program and project management, some lessons learned in the areas of management and budget from the Space Shuttle Program, an analysis of tools needed to keep large multilayer programs organized and on track, and an update of resources for NASA managers. A wide variety of opinions and techniques are presented.
The Salt Waste Processing Facility (SWPF), located at the Savannah River Site (SRS) in Aiken, South Carolina, is a multi-billion dollar LRW processing facility that represents the keystone for the U.S. Department of Energy (DOE)-EM clean-up mission at SRS. In June 2013, DOE and Parsons agreed to Contract Modification 0116 that definitized the remaining work to achieve Construction Complete with a target schedule and a cost cap contract structure. The SWPF project is currently 85 percent complete with construction, and approximately 10 percent complete with commissioning. To date there have been numerous lessons learned with regard to contract and project management, procurement, construction, safety and quality assurance approaches (both good practices and mistakes). These lessons learned are considered to be of significant value in improving the state of major project execution within the DOE-EM clean-up program as well as to the wider DOE complex. An overview of the current SWPF project status is provided, along with challenges associated with operating under a cost cap environment within a cost-plus contract structure. Key lessons learned will be discussed including contract management, baseline development and acceptance under DOE O 413.3, Program and Project Management for the Acquisition of Capital Assets requirements, cost and schedule control, change management and risk strategies. (authors)
The graded and integrated application of Systems Engineering (SE), Project Management (PM), and engineering quality and rigor (QA) ensures that we deliver quality products and services to our customers, on schedule and within budget, to achieve mission success.
Establishing an Early CO2 Storage Complex in Kemper County, Mississippi (ECO2S): Project Management Plan (Milestone 2)
This talk discusses the advantages formal modeling and architecture brings to project management. These emerging technologies have both great potential and challenges for improving information available for decision-making. The presentation covers standards, tools and cultural issues needing consideration, and includes lessons learned from projects the presenters have worked on.
This slide presentation discusses the purpose and composition of the International Project Management Committee (IMPC). The IMPC was established by members of 15 space agencies, companies and professional organizations. The goal of the committee is to establish a means to share experiences and best practices with space project/program management practitioners at the global level. The space agencies that are involved are: AEB, DLR, ESA, ISRO, JAXA, KARI, and NASA. The industrial and professional organizational members are Comau, COSPAR, PMI, and Thales Alenia Space.
16th Official Meeting of the Generation IV International Forum Very High Temperature Reactor Fuel and Fuel Cycle Project Management Board September 29-30, 2020
This slide presentation reviews the Knowledge Management (KM) project of the Propulsion Systems Department at Marshall Space Flight Center. KM is needed to support knowledge capture, preservation and to support an information sharing culture. The presentation includes the strategic plan for the KM initiative, the system requirements, the technology description, the User Interface and custom features, and a search demonstration.
A management study was initiated by ARC (Ames Research Center) to specify Spacelab Mission Development Test 3 activities and problems. This report documents the problems encountered and provides conclusions and recommendations to project management for current and future ARC life sciences projects. An executive summary of the conclusions and recommendations is provided. The report also addresses broader issues relevant to the conduct of future scientific missions under the constraints imposed by the space environment.
This viewgraph presentation describes a case study as a model for integrated project management. The ISS Program Office (ISSPO) developed replacement fluid filtration cartridges in house for the International Space Station (ISS). The presentation includes a step-by-step procedure and organizational charts for how the fluid filtration problem was approached.
Types and frequencies of problems encountered by project and laboratory managers working on 32 government-supported projects in aerospace and electronics industries
Technical knowledge is essential to the work done by NASA practitioners. So it may be surprising to learn that the most ingenious and elegant solutions to project challenges often arise not from a specific technical discipline perspective, but from a systems-focused mindset. While technical discipline expertise is a critical component of project success, sometimes the simplest resolution to a problem involves a systems-wide solution. Because of this, encouraging a systems mentality among project team members can be a powerful tool in mitigating risk and eliminating threats. Join us for an exploration of the critical ways in which a systems engineering and integration perspective can enhance project management efforts. Presenter Bo Bejmuk is the former Space Shuttle Orbiter Program Director and manager of Sea Launch Program operations and development for Boeing. He recently served as Chairman of the Standing Review Board for the NASA Constellation Program. Moderator Ramien Pierre is from NASA's Academy for Program/Project and Engineering Leadership (APPEL).