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Mars Perseverance Rover: Presentation to the National Contract Management Association World Congress
No abstract provided
The management of Department of Defense laser research contracts
DOD laser research and development contracts management
Expanded Guidance for NASA Systems Engineering. Volume 2: Crosscutting Topics, Special Topics, and Appendices
Historically, most successful NASA projects have depended on effectively blending project management, systems engineering, and technical expertise among NASA, contractors, and third parties. Underlying these successes are a variety of agreements (e.g., contract, memorandum of understanding, grant, cooperative agreement) between NASA organizations or between NASA and other Government agencies, Government organizations, companies, universities, research laboratories, and so on. To simplify the discussions, the term "contract" is used to encompass these agreements. This section focuses on the NASA systems engineering activities pertinent to awarding a contract, managing contract performance, and completing a contract. In particular, NASA systems engineering interfaces to the procurement process are covered, since the NASA engineering technical team plays a key role in the development and evaluation of contract documentation. Contractors and third parties perform activities that supplement (or substitute for) the NASA project technical team accomplishment of the NASA common systems engineering technical process activities and requirements outlined in this guide. Since contractors might be involved in any part of the systems engineering life cycle, the NASA project technical team needs to know how to prepare for, allocate or perform, and implement surveillance of technical activities that are allocated to contractors.
Applicability of NASA contract quality management and failure mode effect analysis procedures to the USGS Outer Continental Shelf oil and gas lease management program
An approach that might be used for determining the applicability of NASA management techniques to benefit almost any type of down-to-earth enterprise is presented. A study was made to determine the following: (1) the practicality of adopting NASA contractual quality management techniques to the U.S. Geological Survey Outer Continental Shelf lease management function; (2) the applicability of failure mode effects analysis to the drilling, production, and delivery systems in use offshore; (3) the impact on industrial offshore operations and onshore management operations required to apply recommended NASA techniques; and (4) the probable changes required in laws or regulations in order to implement recommendations. Several management activities that have been applied to space programs are identified, and their institution for improved management of offshore and onshore oil and gas operations is recommended.
Government conceptual estimating for contracting and management
The use of the Aerospace Price Book, a cost index, and conceptual cost estimating for cost-effective design and construction of space facilities is discussed. The price book consists of over 200 commonly used conceptual elements and 100 systems summaries of projects such as launch pads, processing facilities, and air locks. The cost index is composed of three divisions: (1) bid summaries of major Shuttle projects, (2) budget cost data sheets, and (3) cost management summaries; each of these divisions is described. Conceptual estimates of facilities and ground support equipment are required to provide the most probable project cost for budget, funding, and project approval purposes. Similar buildings, systems, and elements already designed are located in the cost index in order to make the best rough order of magnitude conceptual estimates for development of Space Shuttle facilities. An example displaying the applicability of the conceptual cost estimating procedure for the development of the KSC facilities is presented.
Teamwork for Oversight of Processes and Systems (TOPS). Implementation guide for TOPS version 2.0, 10 August 1992
As the nation redefines priorities to deal with a rapidly changing world order, both government and industry require new approaches for oversight of management systems, particularly for high technology products. Declining defense budgets will lead to significant reductions in government contract management personnel. Concurrently, defense contractors are reducing administrative and overhead staffing to control costs. These combined pressures require bold approaches for the oversight of management systems. In the Spring of 1991, the DPRO and TRW created a Process Action Team (PAT) to jointly prepare a Performance Based Management (PBM) system titled Teamwork for Oversight of Processes and Systems (TOPS). The primary goal is implementation of a performance based management system based on objective data to review critical TRW processes with an emphasis on continuous improvement. The processes are: Finance and Business Systems, Engineering and Manufacturing Systems, Quality Assurance, and Software Systems. The team established a number of goals: delivery of quality products to contractual terms and conditions; ensure that TRW management systems meet government guidance and good business practices; use of objective data to measure critical processes; elimination of wasteful/duplicative reviews and audits; emphasis on teamwork--all efforts must be perceived to add value by both sides and decisions are made by consensus; and synergy and the creation of a strong working trust between TRW and the DPRO. TOPS permits the adjustment of oversight resources when conditions change or when TRW systems performance indicate either an increase or decrease in surveillance is appropriate. Monthly Contractor Performance Assessments (CPA) are derived from a summary of supporting system level and process-level ratings obtained from objective process-level data. Tiered, objective, data-driven metrics are highly successful in achieving a cooperative and effective method of measuring performance. The teamwork-based culture developed by TOPS proved an unequaled success in removing adversarial relationships and creating an atmosphere of continuous improvement in quality processes at TRW. The new working relationship does not decrease the responsibility or authority of the DPRO to ensure contract compliance and it permits both parties to work more effectively to improve total quality and reduce cost. By emphasizing teamwork in developing a stronger approach to efficient management of the defense industrial base TOPS is a singular success.
Proposal Improvements That Work
Rocketdyne Propulsion and Power, an operating location of Boeing in Canoga Park, California is under contract with NASA's Marshall Space Flight Center (MSFC) in Huntsville, Alabama for design, development, production, and mission support of Space Shuttle Main Engines (SSMEs). The contract was restructured in 1996 to emphasize a mission contracting environment under which Rocketdyne supports the Space Transportation System launch manifest of seven flights a year without the need for a detailed list of contract deliverables such as nozzles, turbopumps, and combustion devices. This contract structure is in line with the overall Space Shuttle program goals established by the NASA to fly safely, meet the flight manifest, and reduce cost. Rocketdyne's Contracts, Pricing, and Estimating team has worked for the past several years with representatives from MSFC, the local Defense Contract Management Command, and the DCAA to improve the quality of cost proposals to MSFC for contract changes on the SSME. The contract changes on the program result primarily from engineering change proposals for product enhancements to improve safety, maintainability, or operability in the space environment. This continuous improvement team effort has been successful in improving proposal quality, reducing cycle time, and reducing cost. Some of the principal lessons learned are highlighted here to show how proposal improvements can be implemented to enhance customer satisfaction and ensure cost proposals can be evaluated easily by external customers.
Government - contractor interaction
The development of the Administrative Contracting Officer represents an advance in the Government system of contract management because it provides an individual with knowledge, time, and a specialized function to insure performance of Government contracts. However, the development has created a dichotomy between the award and the post-award function which increases the adversary relationship with Government contractors. This paper advocates that this adversary relationship can be decreased if PCOs and ACOs are provided with opportunities to serve in the assignments of the other.
GSFC Supplier Surveillance
Topics covered include: Develop Program/Project Quality Assurance Surveillance Plans The work activities performed by the developer and/or his suppliers are subject to evaluation and audit by government-designated representatives. CSO supports project by selecting on-site supplier representative s by one of several methods: (1) a Defense Contract Management Agency (DCMA) person via a Letter Of Delegation (LOD), (2) an independent assurance contractor (IAC) via a contract Audits, Assessments, and Assurance (A3) Contract Code 300 Mission Assurance Support Contract (MASC)
Jet Propulsion Laboratory: Annual Report 2002
The year 2002 brought advances on many fronts in our space exploration ventures. A new orbiter settled in at Mars and delivered tantalizing science results suggesting a vast store of water ice under the planet's surface, a discovery that may have profound consequences for exploring Mars. A long-lived spacecraft made its final fly-bys of Jupiter's moons, while another started its final approach toward Saturn and yet another flew by an asteroid on its way to a comet. A new ocean satellite began science observations, joined in Earth orbit by a pair of spacecraft measuring our home planets gravity field, as well as JPL instruments on NASA and Japanese satellites. A major new infrared observatory and a pair of Mars rovers were readied for launch. All told, JPL is now communicating with 14 spacecraft cast like gems across the velvet expanses of the solar system. It is a far cry from the early 1960's, when JPL engineers made prodigious efforts to get the first planetary explorers off the ground and into space - an achievement of which we were especially mindful this year, as 2002 marked the 40th anniversary of the first successful planetary mission, Mariner 2, which barely reached our closest planetary neighbor, Venus. Added to this anniversary were celebrations surrounding the 25th anniversaries of the launches of Voyagers 1 and 2, two remarkable spacecraft that are still flying and are actively probing the outer realms of the solar system. These events of the past and present provide an occasion for reflection on the remarkable era of exploration that we at the Jet Propulsion Laboratory are privileged to be a part of. As 2002 neared its end, the Laboratory had yet another reason for celebration, as a new five-year management contract between NASA and the California Institute of Technology was signed that calls for a closer working relationship with NASA and other NASA centers as a member of the 'One NASA' team. There is a strong emphasis on cost control and management, areas in which we can improve, enabling us to become more competitive. This new agreement again confirms NASA's trust and faith in Caltech and JPL, in which we should all take great pride. If the history of JPL were a book, we are on the verge of turning the page to one that promises to be one of the most exciting and busiest chapters in JPL's history. In 2003 and 2004, we will launch 11 spacecraft or major payloads. We will land two rovers on Mars; put a spacecraft in orbit around Saturn, deliver a probe to the surface of its largest moon, Titan, and map Titan's surface withimaging radar; send a spacecraft past a comet collecting samples from its tail, while another one is launched toward a comet impact; bring a capsule back to Earth with the first samples ever collected beyond the orbit of the Moon; map the skies in the ultraviolet as well as the infrared spectrum to unprecedented accuracy; and continue the mapping of ocean topography and winds on our home planet, Earth.
Space Station Program Plans
Project and contract management in NASA orbital space station program
Evaluation of human engineering design standard (MSFC-STD-267A) in the design of manned space vehicles
The major conclusion of the detailed examination of the human factors engineering design standard is that it is unsuitable for future spacecraft design. The standard, published in 1966, was not intended to be a zero or reduced gravity standard and was directed primarily toward ground support equipment and technology. Futhermore, ambiguities, conflicts, and unenforceable requirements contribute to the difficulty. The role of man in future space missions and its impact on human engineering standards are also discussed, and it is concluded that greater standardization is vital to the success of future missions. A survey of NASA/MSFC contractors was made, and it was found that MSFC-STD-267A is largely ignored and the most significant problems are inaccessibility and nonspecificity of the data. The resistance of contract management and designer and of program managers is a primary reason for poor human engineering design. Specific recommendations for improvement of format and organization, including an interim solution, are given.
An evaluation of contractor projected and actual costs
GSFC contractors with cost-plus contracts provide cost estimates for each of the next four quarters on a quarterly basis. Actual expenditures over a two-year period were compared to the estimates, and the data were sorted in different ways to answer several questions and give quantification to observations, such as how much does the accuracy of estimates degrade as they are made further into the future? Are estimates made for small dollar amounts more accurate than for large dollar estimates? Other government agencies and private companies with cost-plus contracts may be interested in this analysis as potential methods of contract management for their organizations. It provides them with the different methods one organization is beginning to use to control costs.
Standardization and program effect analysis (Study 2.4). Volume 3: Design-to-cost analysis
The program procedures that were incorporated into an on-going "design-to-cost" spacecraft program are examined. Program procedures are the activities that support the development and operations of the flight unit: contract management, documents, integration meetings, engineering, and testing. This report is limited to the program procedures that were implemented, with emphasis on areas that may depart from normal satellite development practices.
Bibliography of Lewis Research Center technical contributions announced in 1976
Abstracts of Lewis authored publications and publications resulting from Lewis managed contracts which were announced in the 1976 issues of STAR (Scientific and Technical Aerospace Reports) and IAA (International Aerospace Abstracts) are presented. Research reports, journal articles, conference presentations, patents and patent applications, and these are included. The arrangement is by NASA subject category. Citations indicate report literature (identified by their N-numbers) and the journal and conference presentations (identified by their A-numbers). A grouping of indexes helps locate specific publications by author (including contractor authors), contractor organization, contract number, and report number.
Prototype thin-film thermocouple/heat-flux sensor for a ceramic-insulated diesel engine
A platinum versus platinum-13 percent rhodium thin-film thermocouple/heat-flux sensor was devised and tested in the harsh, high-temperature environment of a ceramic-insulated, low-heat-rejection diesel engine. The sensor probe assembly was developed to provide experimental validation of heat transfer and thermal analysis methodologies applicable to the insulated diesel engine concept. The thin-film thermocouple configuration was chosen to approximate an uninterrupted chamber surface and provide a 1-D heat-flux path through the probe body. The engine test was conducted by Purdue University for Integral Technologies, Inc., under a DOE-funded contract managed by NASA Lewis Research Center. The thin-film sensor performed reliably during 6 to 10 hr of repeated engine runs at indicated mean surface temperatures up to 950 K. However, the sensor suffered partial loss of adhesion in the thin-film thermocouple junction area following maximum cyclic temperature excursions to greater than 1150 K.
Process assessments in NASA
A software process assessment procedure, refined by the Software Engineering Institute (SEI), has been introduced into NASA. The techniques were extended to cover contract management and especially software quality assurance organizations. A preliminary assessment questionnaire consisting of 98 items was introduced and found to be a useful tool at a series of on-site surveys.