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Space Research Project Management Can Benefit from Engineering Technology Selection Methods
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Project Management Overview
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Fracture Control 101: A Primer for Spaceflight Project Managers
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Logistics Reduction: RFID Enabled Autonomous Logistics Management Project Introduction
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Application of Agile for Systems Engineering, Project Management and Modeling Lessons Learned
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Reaching for the APEX at Ames
The multidimensional design of the APEX program is the result of an extensive research and development effort dating back nearly a decade. "In the late 1990s and early 2000, we were pretty successful at getting new research and technology projects here at the center," Johnson says, "and we had a lack of critical mass of project managers. We were taking people who were primarily researchers and putting them in the position of managing projects." Smith and Johnson held a series of workshops across the center during 2000 and 2001 to gather feedback about how to address this issue. When they briefed the center's senior management on their findings, one of the top recommendations was to establish a project manager development program at Ames. At that point, they cast a wide net for ideas and information. "We did centerwide needs assessment, we did focus groups, we did surveys," Smith says. "We came up with a proposal for what a program would look like, tying in what we knew about the Academy of Program1 Project Leadership (now the Academy for Program/Project and Engineering Leadership, or APPEL), what we've seen at other centers, what other centers have tried. We were always checking to make sure our program mapped to APPEL. We also looked at the PMI [Project Management Institute] model, INCOSE [International Council on Systems Engineering], CMMI [Capability Maturity Model Integration], you name it." "We had a lot of conversations with the Jet Propulsion Lab and Goddard," Johnson adds. "We saw those centers as models for what Ames was aspiring to be in terms of a center for managing space flight missions." Their research confirmed what they already knew-that strong practitioner involvement would be critical to their program design process. 'XPEX is for the practitioner by the practitioner," Smith says. "They have to be a part of designing it. Otherwise there's no way we could design a program that meets their needs." At the same time that they worked at the grassroots level, they also solicited feedback from the center's senior management. "We recognized that in order for anything to succeed here, we needed to have a champion at the center management level," Johnson said. "You have to have champions, and you have to listen to what the senior managers are saying. They have their own ideas." In the case of APEX, one of those ideas fundamentally reshaped the program. "When we originally started, it was a project management development program," Johnson says, "but in our meeting with our center director, he said, 'Project management is important, but we also need to strengthen our systems engineering.' So we basically added that component to the program based on what he wanted."
Future ATM Concepts Evaluation Tool (FACET) Interface Control Document
This Interface Control Document (ICD) documents the airspace adaptation and air traffic inputs of NASA's Future ATM Concepts and Evaluation Tool (FACET). Its intended audience is the project manager, project team, development team, and stakeholders interested in interfacing with the system. FACET equips Air Traffic Management (ATM) researchers and service providers with a way to explore, develop and evaluate advanced air transportation concepts before they are field-tested and eventually deployed. FACET is a flexible software tool that is capable of quickly generating and analyzing thousands of aircraft trajectories. It provides researchers with a simulation environment for preliminary testing of advanced ATM concepts. Using aircraft performance profiles, airspace models, weather data, and flight schedules, the tool models trajectories for the climb, cruise, and descent phases of flight for each type of aircraft. An advanced graphical interface displays traffic patterns in two and three dimensions, under various current and projected conditions for specific airspace regions or over the entire continental United States. The system is able to simulate a full day's dynamic national airspace system (NAS) operations, model system uncertainty, measure the impact of different decision-makers in the NAS, and provide analysis of the results in graphical form, including sector, airport, fix, and airway usage statistics. NASA researchers test and analyze the system-wide impact of new traffic flow management algorithms under anticipated air traffic growth projections on the nation's air traffic system. In addition to modeling the airspace system for NASA research, FACET has also successfully transitioned into a valuable tool for operational use. Federal Aviation Administration (FAA) traffic flow managers and commercial airline dispatchers have used FACET technology for real-time operations planning. FACET integrates live air traffic data from FAA radar systems and weather data from the National Weather Service to summarize NAS performance. This information allows system operators to reroute flights around congested airspace and severe weather to maintain safety and minimize delay. FACET also supports the planning and post-operational evaluation of reroute strategies at the national level to maximize system efficiency. For the commercial airline passenger, strategic planning with FACET can result in fewer flight delays and cancellations. The performance capabilities of FACET are largely due to its architecture, which strikes a balance between flexibility and fidelity. FACET is capable of modeling the airspace operations for the continental United States, processing thousands of aircraft on a single computer. FACET was written in Java and C, enabling the portability of its software to a variety of operating systems. In addition, FACET was designed with a modular software architecture to facilitate rapid prototyping of diverse ATM concepts. Several advanced ATM concepts have already been implemented in FACET, including aircraft self-separation, prediction of aircraft demand and sector congestion, system-wide impact assessment of traffic flow management constraints, and wind-optimal routing.
Integration and Test of Shuttle Small Payloads
Recommended approaches for space shuttle small payload integration and test (I&T) are presented. The paper is intended for consideration by developers of shuttle small payloads, including I&T managers, project managers, and system engineers. Examples and lessons learned are presented based on the extensive history of NASA's Hitchhiker project. All aspects of I&T are presented, including: (1) I&T team responsibilities, coordination, and communication; (2) Flight hardware handling practices; (3) Documentation and configuration management; (4) I&T considerations for payload development; (5) I&T at the development facility; (6) Prelaunch operations, transfer, orbiter integration and interface testing; (7) Postflight operations. This paper is of special interest to those payload projects that have small budgets and few resources: that is, the truly faster, cheaper, better projects. All shuttle small payload developers are strongly encouraged to apply these guidelines during I&T planning and ground operations to take full advantage of today's limited resources and to help ensure mission success.
Integration and Test for Small Shuttle Payloads
Recommended approaches for shuttle small payload integration and test (I&T) are presented. The paper is intended for consideration by developers of small shuttle payloads, including I&T managers, project managers, and system engineers. Examples and lessons learned are presented based on the extensive history of the NASA's Hitchhiker project. All aspects of I&T are presented, including: (1) I&T team responsibilities, coordination, and communication; (2) Flight hardware handling practices; (3) Documentation and configuration management; (4) I&T considerations for payload development; (5) I&T at the development facility; (6) Prelaunch operations, transfer, orbiter integration, and interface testing; and (7) Postflight operations. This paper is of special interest to those payload projects which have small budgets and few resources: That is, the truly 'faster, cheaper, better' projects. All shuttle small payload developers are strongly encouraged to apply these guidelines during I&T planning and ground operations to take full advantage of today's limited resources and to help ensure mission success.
How Configuration Management (CM) Can Help Project Teams To Innovate and Communicate
Traditionally, CM is relegated to a support role in project management activities. CM s traditional functions of identification, change control, status accounting, and audits/verification are still necessary and play a vital role. However, this presentation proposes CM s role in a new and innovative manner that will significantly improve communication throughout the organization and, in turn, augment the project s success. CM s new role is elevated to the project management level, above the engineering or sub-project level in the Work Breakdown Structure (WBS), where it can more effectively accommodate changes, reduce corrective actions, and ensure that requirements are clear, concise, and valid, and that results conform to the requirements. By elevating CM s role in project management and orchestrating new measures, a new communication will emerge that will improve information integrity, structured baselines, interchangeability/traceability, metrics, conformance to standards, and standardize the best practices in the organization. Overall project performance (schedule, quality, and cost) can be no better than the ability to communicate requirements which, in turn, is no better than the CM process to communicate project decisions and the correct requirements.
Reliability measurement during software development
During the development of data base software for a multi-sensor tracking system, reliability was measured. The failure ratio and failure rate were found to be consistent measures. Trend lines were established from these measurements that provided good visualization of the progress on the job as a whole as well as on individual modules. Over one-half of the observed failures were due to factors associated with the individual run submission rather than with the code proper. Possible application of these findings for line management, project managers, functional management, and regulatory agencies is discussed. Steps for simplifying the measurement process and for use of these data in predicting operational software reliability are outlined.
The determination of measures of software reliability
Measurement of software reliability was carried out during the development of data base software for a multi-sensor tracking system. The failure ratio and failure rate were found to be consistent measures. Trend lines could be established from these measurements that provide good visualization of the progress on the job as a whole as well as on individual modules. Over one-half of the observed failures were due to factors associated with the individual run submission rather than with the code proper. Possible application of these findings for line management, project managers, functional management, and regulatory agencies is discussed. Steps for simplifying the measurement process and for use of these data in predicting operational software reliability are outlined.
Concurrent engineering design and management knowledge capture
The topics are presented in viewgraph form and include the following: real-time management, personnel management, project management, conceptual design and decision making; the SITRF design problem; and the electronic-design notebook.
The NPG 7120.5A Electronic Review Process
The use of electronics to review a document is well within the technical realm of today's state-of-the-art workplace. File servers and web site interaction are common tools for many NASA employees. The electronic comment processing described here was developed for the NPG 7120.5A review to augment the existing NASA Online Directives Information System (NODIS). The NODIS system is NASA's official system for formal review, approval and storage of NASA Directives. The electronic review process worked so well that NASA and other agencies may want to consider it as one of our "best practices." It was participatory decision making at its very best, a process that attracted dozens of very good ideas to improve the document as well as the way we can be managing projects far more effectively. The revision of NPG 7120.5A has significant implications for the way all elements of the Agency accomplish program and project management. Therefore, the review of NPG 7120.5A was an Agencywide effort with high visibility, heavy participation and a short schedule. The level of involvement created interest in supplementing the formal NODIS system with a system to collect comments efficiently and to allow the Centers and Codes to review and consolidate their comments into the official system in a short period of time. In addition, the Program Management Council Working Group (PMCWG), responsible for the revision of the document and the disposition of official comments, needed an electronic system to manage the disposition of comments, obtain PMCWG consensus on each disposition, and coordinate the disposition with the appropriate Headquarters Code that had submitted the official comment. The combined NASA and contractor talents and resources provided a system that supplemented the NODIS system and its operating personnel to produce a thorough review and approval of NPG 7120.5A on April 3, 1998, 7.5 months from the start of the process. The original six-month schedule is indicated. All milestones occurred on time, except for completion of comment disposition, which required an additional 30 days. Approval of the document occurred sixteen days after completion of the "Purple Package."