Search NASA⌕ Search

SEARCH · Search NASA

Results for “Control Account Manager”

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.

Quote a phrase for an exact phrase match. Source license links do not imply unrestricted reuse.

At least 19 records
All sourcesNASA NTRSDOE OSTI
NASA NTRS2015

Earned Value Management (EVM): Reference Guide for Project-Control Account Managers

The purpose of this guide is intended to be a quick reference for a Project-Control Account Manager (P CAM) or technical manager empowered with a project’s cost, schedule, and technical responsibilities of a control account(s) when Earned Value Management (EVM) is required. The overall objective is to support the P CAM in performing their responsibilities as they relate to EVM. In addition, the reference guide describes at a summary level how the scope, schedule, and budget of a project integrate for optimal planning and control of prime contracts and in-house projects.

Control Account Manager↗
NASA NTRS2021

Reference Guide for Project-Control Account Managers

The purpose of this guide is intended to be a quick reference for a Project-Control Account Manager (P-CAM) or technical manager empowered with a project’s cost, schedule, and technical responsibilities of a control account(s) when Earned Value Management (EVM) is required. The overall objective is to support the P-CAM in performing their responsibilities as they relate to EVM. In addition, the reference guide describes at a summary level how the scope, schedule, and budget of a project integrate for optimal planning and control of prime contracts and in-house projects. Because NASA implements a diverse and unique portfolio of projects, those projects have traditionally created project-specific systems to manage planning and performance analysis. However, establishment and implementation of a project management system that is common across all centers and mission directorates will facilitate the adoption of best business practices. In addition, the application of timely and predictive analysis, as well as, providing all stakeholders with greater insight into project performance will enhance opportunities for project success. For more detailed information, refer to the NASA EVM System Description; Integrated Baseline Review (IBR) Handbook; EVM Implementation Handbook; Schedule Management Handbook; Work Breakdown Structure (WBS) Handbook; and other agency/industry documentation. In addition, you may contact your local center’s EVM Focal Points. All this information and more can be found at and/or the NASA Engineering Network located at https://nen.nasa.gov/web/pm.

Christopher Lewis Sadler↗
DOE OSTI2013

World Record Earned Value Management System Certification for Cleanup of the East Tennessee Technology Park, Oak Ridge, Tennessee, USA - 13181

On projects that require Earned Value Management (EVMS) Certification, it is critical to quickly prepare for and then successfully obtain certification. This is especially true for government contracts. Projects that do poorly during the review are subject to financial penalties to their company and they lose creditability with their customer creating problems with the project at the outset. At East Tennessee Technology Park (ETTP), we began preparing for Department of Energy (DOE) certification early during proposal development. Once the contract was awarded, while still in transition phase from the previous contractor to our new company, we immediately began reviewing the project controls systems that were in place on the project and determined if any replacements needed to be made immediately. The ETTP contract required the scheduling software to be upgraded to Primavera P6 and we determined that no other software changes would be done prior to certification. Next, preparation of the Project Controls System Description (PCSD) and associated procedures began using corporate standards as related to the project controls systems. During the transition phase, development was started on the Performance Measurement Baseline which is the resource loaded schedule used to measure our performance on the project and which is critical to good Earned Value Management of the project. Early on, and throughout the baseline review, there was positive feedback from the Department of Energy that the quality of the new baseline was good. Having this superior baseline also contributed to our success in EVMS certification. The combined companies of URS and CH2M Hill had recent experience with certifications at other Department of Energy sites and we were able to capitalize on that knowledge and experience. Generic PCSD and procedures consistent with our co-operations approach to Earned Value Management were available to us and were easily tailorable to the specifics of our contract and site. We also had corporate EVMS experts available to us so as to draw upon their recent certification experiences with lessons learned. This knowledge was especially helpful for training of personnel that were involved in the certification which included Project Controls, Project Management and Control Account Managers. We were also able to bring in these corporate experts to assist with our training efforts. To assure our readiness for the review, we conducted a 'White Hat' review. The 'White Hat' team consisted of corporate experts in EVMS along with an industry expert in EVMS from Humphrey and Associates. This review identified early any weaknesses that we had so corrections could be enacted prior to the EVMS Certification Readiness Review. It also helped give the evaluators confidence that we had done proper due diligence prior to their arrival. Also critical to our success, was early communication with our evaluators. It is important to start the communications early to ensure you understand the expectations of the certification team and the process that will be used during the certification. Communication through the entire process is critical to understand expectations and issues along the way. Very important to the overall process was management commitment, support and reinforcement. Management made sure that all personnel involved knew the importance and made preparations a priority. This was noted as a key strength by the evaluators during the out-brief. As a result of our preparation, our review yielded one Corrective Action Report (CAR) and two Continuous Improvement Opportunities (CIOs). The Certification team in their out-brief explained that this was the lowest number of CARs and CIOs in the history of EVMS certifications in the DOE Complex. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗
NASA NTRS2009

Implementing Earned Value Management in the CxP EVA Systems Project Office

Earned Value Management (EVM), like project management, is as much art as it is science to develop an implementation plan for a project. This presentation will cover issues that were overcome and the implementation strategy to deploy Earned Value Management (EVM) within the Constellation Program (CxP), EVA Systems Project Office (ESPO), as well as discuss additional hurdles that currently prevent the organization from optimizing EVM. Each organization and each project within an organization needs to mold an EVM implementation plan around existing processes and tools, while at the same time revising those existing processes and tools as necessary to make them compatible with EVM. The ESPO EVM implementation covers work breakdown structure, organizational breakdown structure, control account, work/planning package development; integrated master schedule development using an integrated master plan; incorporating reporting requirements for existing funding process such as Planning, Programming, Budgeting, and Execution (PPBE) and JSC Internal Task Agreements (ITA); and interfacing with other software tools such as the Systems Applications and Products (SAP) accounting system and the CxP wInsight EVM analysis tool. However, there are always areas for improvement and EVM is no exception. As EVM continues to mature within the NASA CxP, these areas will continue to be worked to resolution to provide the Program Managers, Project Managers, and Control Account Managers the best EVM data possible to make informed decisions.

Sorge, Les L.↗
NASA NTRS1995

Storage Information Management System (SIMS) Spaceflight Hardware Warehousing at Goddard Space Flight Center

Goddard Space Flight Center (GSFC) on site and leased warehouses contain thousands of items of ground support equipment (GSE) and flight hardware including spacecraft, scaffolding, computer racks, stands, holding fixtures, test equipment, spares, etc. The control of these warehouses, and the management, accountability, and control of the items within them, is accomplished by the Logistics Management Division. To facilitate this management and tracking effort, the Logistics and Transportation Management Branch, is developing a system to provide warehouse personnel, property owners, and managers with storage and inventory information. This paper will describe that PC-based system and address how it will improve GSFC warehouse and storage management.

Kubicko, Richard M.↗
NASA NTRS2016

Integrated Baseline Review (IBR) Handbook

The purpose of this handbook is intended to be a how-to guide to prepare for, conduct, and close-out an Integrated Baseline Review (IBR). It discusses the steps that should be considered, describes roles and responsibilities, tips for tailoring the IBR based on risk, cost, and need for management insight, and provides lessons learned from past IBRs. Appendices contain example documentation typically used in connection with an IBR. Note that these appendices are examples only, and should be tailored to meet the needs of individual projects and contracts. Following the guidance in this handbook will help customers and suppliers preparing for an IBR understand the expectations of the IBR, and ensure that the IBR meets the requirements for both in-house and contract efforts.

IBR↗
NASA NTRS2018

Integrated Baseline Review (IBR) Handbook

The purpose of this handbook is intended to be a how-to guide to prepare for, conduct, and close-out an Integrated Baseline Review (IBR). It discusses the steps that should be considered, describes roles and responsibilities, tips for tailoring the IBR based on risk, cost, and need for management insight, and provides lessons learned from past IBRs. Appendices contain example documentation typically used in connection with an IBR. Note that these appendices are examples only, and should be tailored to meet the needs of individual projects and contracts.

Project↗
DOE OSTI2019

Chemical Security Principles of Material Control and Accountability (MC&A) using a Chemical Inventory Management System.

Chemical Risk Management is a system or process to control safety and security risks associated with hazardous or toxic chemicals. Chemical Risk Management includes the management of both chemical safety and chemical security. There are five pillars that make up chemical security management10 (Figure 1). Each of the five pillars are key components to the implementation of a chemical security risk management system. In this paper, we will review the "Material Control and Accountability" pillar and how an academic institution can implement this principle using a chemical inventory management system.

37 INORGANIC, ORGANIC, PHYSICAL, AND ANALYTICAL CH↗
NASA NTRS2011

Shuttle Propulsion System Major Events and the Final 22 Flights

Numerous lessons have been documented from the Space Shuttle Propulsion elements. Major events include loss of the Solid Rocket Boosters (SRB's) on STS-4 and shutdown of a Space Shuttle Main Engine (SSME) during ascent on STS-51F. On STS-112 only half the pyrotechnics fired during release of the vehicle from the launch pad, a testament for redundancy. STS-91 exhibited freezing of a main combustion chamber pressure measurement and on STS-93 nozzle tube ruptures necessitated a low liquid level oxygen cut off of the main engines. A number of on pad aborts were experienced during the early program resulting in delays. And the two accidents, STS-51L and STS-107, had unique heritage in history from early program decisions and vehicle configuration. Following STS-51L significant resources were invested in developing fundamental physical understanding of solid rocket motor environments and material system behavior. And following STS-107, the risk of ascent debris was better characterized and controlled. Situational awareness during all mission phases improved, and the management team instituted effective risk assessment practices. The last 22 flights of the Space Shuttle, following the Columbia accident, were characterized by remarkable improvement in safety and reliability. Numerous problems were solved in addition to reduction of the ascent debris hazard. The Shuttle system, though not as operable as envisioned in the 1970's, successfully assembled the International Space Station (ISS). By the end of the program, the remarkable Space Shuttle Propulsion system achieved very high performance, was largely reusable, exhibited high reliability, and was a heavy lift earth to orbit propulsion system. During the program a number of project management and engineering processes were implemented and improved. Technical performance, schedule accountability, cost control, and risk management were effectively managed and implemented. Award fee contracting was implemented to provide performance incentives. The Certification of Flight Readiness and Mission Management processes became very effective. A key to the success of the propulsion element projects was related to relationships between the MSFC project office and support organizations with their counterpart contractor organizations. The teams worked diligently to understand and satisfy requirements and achieve mission success.

Owen, James W.↗
DOE OSTI2020

Workshop on Improving Holdup Monitoring in the US

The characterization and quantification of nuclear deposits, or residual nuclear material retained in process equipment, generally referred to as holdup, continues to challenge nuclear processing facilities in DOE program areas such as nuclear criticality safety, material control and accountability, environmental management. The efficiency and effectiveness of nuclear operations in these facilities depends heavily on the results from nondestructive techniques designed to measure nuclear materials in situ. The traditional methods used to measure holdup were established more than 30 years ago and assume unrealistic conditions for most measurement cases. These blind, in situ measurements present unique challenges due to the following attributes: unique, non-ideal geometries; unknown deposit thicknesses; lack of representative calibration standards; large number of holdup deposit locations; and poor accessibility for many measurement locations. These difficulties and the poor assumptions made to handle them have resulted in measurement uncertainties that are often too large for many programs to effectively utilize. In an effort to address and identify solutions to the current holdup challenges facing the US nuclear industry, Oak Ridge National Laboratory hosted the Technical Workshop on Improving Holdup Monitoring in the US. The two-day workshop held August 21–22, 2019, was attended by 35 holdup measurement practitioners, program managers, stakeholders from US Department of Energy sites, the Nuclear Regulatory Commission, and representatives from commercial industry. The primary objectives were to identify critical elements of a successful and defensible holdup measurement program; identify technical challenges, needs, and potential improvements associated with measurement of holdup; and share best practices and lessons learned from recent accumulation events. Fourteen presentations were delivered on holdup topics including necessary elements for effective program management, measurement needs, emerging technologies and other measurement solutions, and lessons learned from recent events. These presentations highlighted best practices related to accumulation monitoring, considerations and proactive steps to facilitate holdup in new facility designs, imaging solutions to improve holdup assumptions, and new software developed in support of holdup measurements. Breakout sessions were also employed to determine additional needs and identify potential solutions to common holdup challenges. The primary discussions focused on causes and prevention of material accumulations, needs for uranium and plutonium measurements, and reduction of measurement uncertainty, all of which were explicitly identified as critical needs during the 2018 Workshop on Technical and Programmatic Needs for a Sustainable NDA Program for the US DOE.

11 NUCLEAR FUEL CYCLE AND FUEL MATERIALS↗
NASA NTRS1972

Carrier account utilization at the Goddard Space Flight Center

The system in use at Goddard Space Flight Center for the utilization of the Common Use Service Carrier Account and the R&D Inventory Carrier Account technique for budgeting, accounting, financial control, and management reporting, both for the individual functional area and on a Center-wide basis, is documented.

Mathis, W. E.↗
DOE OSTI2018

Programmatic Value Determination and Termination of Safeguards Process for Accountable Nuclear Materials at the Nevada National Security Site

The Nuclear Material Management & Storage (MNN&S) and the Material Control and Accountability (MC&A) programs at the Nevada National Security Site (NNSS) have the responsibility to ensure accountable nuclear material (NM) no longer need by programs/projects is managed, coordinated, and dispositioned in accordance with DOE Orders 410.2, “Management of Nuclear Materials, and 474.2, “Nuclear Material Control and Accountability”. CD-NMM.007, “Programmatic Value Determination of Nuclear Material and Termination of Safeguards” is the document which lays out the process to fulfill these requirements. This paper defines the roles and responsibilities for all the organizations involved, the programmatic value determination (PVD), disposition planning, and termination of safeguards (ToS)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗
NASA NTRS1994

MODIS. Volume 1: MODIS level 1A software baseline requirements

This document describes the level 1A software requirements for the moderate resolution imaging spectroradiometer (MODIS) instrument. This includes internal and external requirements. Internal requirements include functional, operational, and data processing as well as performance, quality, safety, and security engineering requirements. External requirements include those imposed by data archive and distribution systems (DADS); scheduling, control, monitoring, and accounting (SCMA); product management (PM) system; MODIS log; and product generation system (PGS). Implementation constraints and requirements for adapting the software to the physical environment are also included.

Masuoka, Edward↗
NASA NTRSDate not supplied

A Comparison of Model Predictive Control Architectures for Application to Electrified Aircraft Propulsion Systems

As electrified aircraft propulsion (EAP) systems continue to mature, more sophisticated hardware and software are being developed to balance operations among electric machines and gas-turbine engines. In hybrid-electric propulsion systems, the increased complexity resulting from integrating turbine-engine shafts with electric machines necessitates control methodologies to account for various physical domains. Ideal controllers for hybrid-electric engines manage systems, subsystems, and their interactions in a coordinated fashion, able to account for safety and performance goals while being computationally efficient. In a previous work, linear model predictive control (MPC) schemes were implemented in centralized and distributed frameworks on a nonlinear turbofan engine model as a proof of concept. However, these schemes were not evaluated for computational complexity, prompting further study. The research presented here develops hierarchical MPC schemes to reduce the computational burden of the previous MPC schemes. A two-tier framework is implemented, where a slower sampling MPC controls electric machines and determines fan-speed tracking goals for a faster sampling controller, which is either a MPC or a proportional-integral (PI) controller. The proposed designs are compared to the centralized MPC investigated previously, and performance is measured via fan speed tracking error, energy storage state-of-charge, and computation time. Results reveal that the hierarchical MPC scheme employing a lower-level PI controller improves computation time while maintaining comparable tracking and state-of-charge regulation to the centralized scheme.

model predictive control↗
NASA NTRSDate not supplied

A Comparison of Model Predictive Control Architectures for Application to Electrified Aircraft Propulsion Systems

As electrified aircraft propulsion (EAP) systems continue to mature, more sophisticated hardware and software are being developed to balance operations among electric machines and gas-turbine engines. In hybrid-electric propulsion systems, the increased complexity resulting from integrating turbine-engine shafts with electric machines necessitates control methodologies to account for various physical domains. Ideal controllers for hybrid-electric engines manage systems, subsystems, and their interactions in a coordinated fashion, able to account for safety and performance goals while being computationally efficient. In a previous work, linear model predictive control (MPC) schemes were implemented in centralized and distributed frameworks on a nonlinear turbofan engine model as a proof of concept. However, these schemes were not evaluated for computational complexity, prompting further study. The research presented here develops hierarchical MPC schemes to reduce the computational burden of the previous MPC schemes. A two-tier framework is implemented, where a slower sampling MPC controls electric machines and determines fan-speed tracking goals for a faster sampling controller, which is either a MPC or a proportional-integral (PI) controller. The proposed designs are compared to the centralized MPC investigated previously, and performance is measured via fan speed tracking error, energy storage state-of-charge, and computation time. Results reveal that the hierarchical MPC scheme employing a lower-level PI controller improves computation time while maintaining comparable tracking and state-of-charge regulation to the centralized scheme.

model predictive control↗
NASA NTRS1975

Detailed requirements document for the Interactive Financial Management System (IFMS), volume 1

The detailed requirements for phase 1 (online fund control, subauthorization accounting, and accounts receivable functional capabilities) of the Interactive Financial Management System (IFMS) are described. This includes information on the following: systems requirements, performance requirements, test requirements, and production implementation. Most of the work is centered on systems requirements, and includes discussions on the following processes: resources authority, allotment, primary work authorization, reimbursable order acceptance, purchase request, obligation, cost accrual, cost distribution, disbursement, subauthorization performance, travel, accounts receivable, payroll, property, edit table maintenance, end-of-year, backup input. Other subjects covered include: external systems interfaces, general inquiries, general report requirements, communication requirements, and miscellaneous. Subjects covered under performance requirements include: response time, processing volumes, system reliability, and accuracy. Under test requirements come test data sources, general test approach, and acceptance criteria. Under production implementation come data base establishment, operational stages, and operational requirements.

Dodson, D. B.↗
NASA NTRS2019

Integrated Baseline Review (IBR) Handbook

The purpose of this handbook is intended to be a how-to guide to prepare for, conduct, and close-out an Integrated Baseline Review (IBR). It discusses the steps that should be considered, describes roles and responsibilities, tips for tailoring the IBR based on risk, cost, and need for management insight, and provides lessons learned from past IBRs. Appendices contain example documentation typically used in connection with an IBR. Note that these appendices are examples only, and should be tailored to meet the needs of individual projects and contracts. Following the guidance in this handbook will help customers and suppliers preparing for an IBR understand the expectations of the IBR, and ensure that the IBR meets the requirements for both in-house and contract efforts.

Project↗