SEARCH · Search NASA

Results for “Project Management Tool”

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.

SourceResearch connectionFrom yearThrough year

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

At least 19 records

All sources NASA NTRS DOE OSTI

NASA NTRS2009

Project management tool

Maluf, David A.↗

NASA NTRS2012

Enhanced project management tool

A system for managing a project that includes multiple tasks and a plurality of workers. Input information includes characterizations based upon a human model, a team model and a product model. Periodic reports, such as one or more of a monthly report, a task plan report, a schedule report, a budget report and a risk management report, are generated and made available for display or further analysis or collection into a customized report template. An extensible database allows searching for information based upon context and upon content. Seven different types of project risks are addressed, including non-availability of required skill mix of workers. The system can be configured to exchange data and results with corresponding portions of similar project analyses, and to provide user-specific access to specified information.

Maluf, David A.↗

NASA NTRS2003

The Project Manager's Tool Kit

Project managers are rarely described as being funny. Moreover, a good sense of humor rarely seems to be one of the deciding factors in choosing someone to be a project manager, or something that pops up as a major discussion point at an annual performance review. Perhaps this is because people think you aren't serious about your work if you laugh. I disagree with this assessment, but that's not really my point. As I talk to people either pursuing a career in project management, or broadening their assignment to include project management, I encourage them to consider what tools they need to be successful. I suggest that they consider any strength they have to be part of their Project Management (PM) Tool Kit, and being funny could be one of the tools they need.

Cameron, W. Scott↗

NASA NTRS2009

Software Tools Streamline Project Management

Three innovative software inventions from Ames Research Center (NETMARK, Program Management Tool, and Query-Based Document Management) are finding their way into NASA missions as well as industry applications. The first, NETMARK, is a program that enables integrated searching of data stored in a variety of databases and documents, meaning that users no longer have to look in several places for related information. NETMARK allows users to search and query information across all of these sources in one step. This cross-cutting capability in information analysis has exponentially reduced the amount of time needed to mine data from days or weeks to mere seconds. NETMARK has been used widely throughout NASA, enabling this automatic integration of information across many documents and databases. NASA projects that use NETMARK include the internal reporting system and project performance dashboard, Erasmus, NASA s enterprise management tool, which enhances organizational collaboration and information sharing through document routing and review; the Integrated Financial Management Program; International Space Station Knowledge Management; Mishap and Anomaly Information Reporting System; and management of the Mars Exploration Rovers. Approximately $1 billion worth of NASA s projects are currently managed using Program Management Tool (PMT), which is based on NETMARK. PMT is a comprehensive, Web-enabled application tool used to assist program and project managers within NASA enterprises in monitoring, disseminating, and tracking the progress of program and project milestones and other relevant resources. The PMT consists of an integrated knowledge repository built upon advanced enterprise-wide database integration techniques and the latest Web-enabled technologies. The current system is in a pilot operational mode allowing users to automatically manage, track, define, update, and view customizable milestone objectives and goals. The third software invention, Query-Based Document Management (QBDM) is a tool that enables content or context searches, either simple or hierarchical, across a variety of databases. The system enables users to specify notification subscriptions where they associate "contexts of interest" and "events of interest" to one or more documents or collection(s) of documents. Based on these subscriptions, users receive notification when the events of interest occur within the contexts of interest for associated document or collection(s) of documents. Users can also associate at least one notification time as part of the notification subscription, with at least one option for the time period of notifications.

Source record↗

NASA NTRS1990

PC tools for project management: Programs and the state-of-the-practice

The use of microcomputer tools for NASA project management; which features are the most useful; the impact of these tools on job performance and individual style; and the prospects for new features in project management tools and related tools are addressed. High, mid, and low end PM tools are examined. The pro's and con's of the tools are assessed relative to various tasks. The strengths and weaknesses of the tools are presented through cases and demonstrations.

Bishop, Peter C.↗

NASA NTRS2001

A Statistical Project Control Tool for Engineering Managers

This slide presentation reviews the use of a Statistical Project Control Tool (SPCT) for managing engineering projects. A literature review pointed to a definition of project success, (i.e., A project is successful when the cost, schedule, technical performance, and quality satisfy the customer.) The literature review also pointed to project success factors, and traditional project control tools, and performance measures that are detailed in the report. The essential problem is that with resources becoming more limited, and an increasing number or projects, project failure is increasing, there is a limitation of existing methods and systematic methods are required. The objective of the work is to provide a new statistical project control tool for project managers. Graphs using the SPCT method plotting results of 3 successful projects and 3 failed projects are reviewed, with success and failure being defined by the owner.

Bauch, Garland T.↗

NASA NTRS2009

Employing Earned Value Management in Government Research and Design - Lessons Learned from the Trenches

To effectively manage a project, the project manager must have a plan, understand the current conditions, and be able to take action to correct the course when challenges arise. Research and design projects face technical, schedule, and budget challenges that make it difficult to utilize project management tools developed for projects based on previously demonstrated technologies. Projects developing new technologies by their inherent nature are trying something new and thus have little to no data to support estimates for schedule and cost, let alone the technical outcome. Projects with a vision for the outcome but little confidence in the exact tasks to accomplish in order to achieve the vision incur cost and schedule penalties when conceptual solutions require unexpected iterations or even a reinvention of the plan. This presentation will share the project management methodology and tools developed through trial and error for a NASA research and design project combining industry, academia, and NASA inhouse work in which Earned Value Management principles were employed but adapted for the reality of the government financial system and the reality of challenging technology development. The priorities of the presented methodology are flexibility, accountability, and simplicity to give the manager tools to help deliver to the customer while not using up valuable time and resources on extensive planning and analysis. This presentation will share the methodology, tools, and work through failed and successful examples from the three years of process evolution.

Simon, Tom↗

NASA NTRS2014

Novel Problem Solving - The NASA Solution Mechanism Guide

Over the past five years, the Human Health and Performance (HH&P) Directorate at the NASA Johnson Space Center (JSC) has conducted a number of pilot and ongoing projects in collaboration and open innovation. These projects involved the use of novel open innovation competitions that sought solutions from "the crowd", non-traditional problem solvers. The projects expanded to include virtual collaboration centers such as the NASA Human Health and Performance Center (NHHPC) and more recently a collaborative research project between NASA and the National Science Foundation (NSF). These novel problem-solving tools produced effective results and the HH&P wanted to capture the knowledge from these new tools, to teach the results to the directorate, and to implement new project management tools and coursework. The need to capture and teach the results of these novel problem solving tools, the HH&P decided to create a web-based tool to capture best practices and case studies, to teach novice users how to use new problem solving tools and to change project management training/. This web-based tool was developed with a small, multi-disciplinary group and named the Solution Mechanism Guide (SMG). An alpha version was developed that was tested against several sessions of user groups to get feedback on the SMG and determine a future course for development. The feedback was very positive and the HH&P decided to move to the beta-phase of development. To develop the web-based tool, the HH&P utilized the NASA Tournament Lab (NTL) to develop the software with TopCoder under an existing contract. In this way, the HH&P is using one new tool (the NTL and TopCoder) to develop the next generation tool, the SMG. The beta-phase of the SMG is planed for release in the spring of 2014 and results of the beta-phase testing will be available for the IAC meeting in September. The SMG is intended to disrupt the way problem solvers and project managers approach problem solving and to increase the use of novel and more cost and time effective problem solving tools such as open innovation, collaborative research, and virtual collaborative project centers. The HH&P envisions changing project management coursework by including the SMG in the teaching of project management problem solving tools.

Keeton, Kathryn E.↗

NASA NTRS1984

DBMS as a Tool for Project Management

Scientific objectives of crustal dynamics are listed as well as the contents of the centralized data information system for the crustal dynamics project. The system provides for project observation schedules, gives project configuration control information and project site information.

Linder, H.↗

NASA NTRS2002

Program and Project Management Framework

The primary objective of this project was to develop a framework and system architecture for integrating program and project management tools that may be applied consistently throughout Kennedy Space Center (KSC) to optimize planning, cost estimating, risk management, and project control. Project management methodology used in building interactive systems to accommodate the needs of the project managers is applied as a key component in assessing the usefulness and applicability of the framework and tools developed. Research for the project included investigation and analysis of industrial practices, KSC standards, policies, and techniques, Systems Management Office (SMO) personnel, and other documented experiences of project management experts. In addition, this project documents best practices derived from the literature as well as new or developing project management models, practices, and techniques.

Butler, Cassandra D.↗

NASA NTRS2003

The Storyboard's Big Picture

At Science Applications International Corporation (SAIC), Cape Canaveral Office, we're using a project management tool that facilitates team communication, keeps our project team focused, streamlines work and identifies potential issues. What did it cost us to install the tool? Almost nothing.

Malloy, Cheryl A.↗

NASA NTRS2014

America's Next Great Ship: Space Launch System Core Stage Transitioning from Design to Manufacturing

The Space Launch System (SLS) Program is essential to achieving the Nation's and NASA's goal of human exploration and scientific investigation of the solar system. As a multi-element program with emphasis on safety, affordability, and sustainability, SLS is becoming America's next great ship of exploration. The SLS Core Stage includes avionics, main propulsion system, pressure vessels, thrust vector control, and structures. Boeing manufactures and assembles the SLS core stage at the Michoud Assembly Facility (MAF) in New Orleans, LA, a historical production center for Saturn V and Space Shuttle programs. As the transition from design to manufacturing progresses, the importance of a well-executed manufacturing, assembly, and operation (MA&O) plan is crucial to meeting performance objectives. Boeing employs classic techniques such as critical path analysis and facility requirements definition as well as innovative approaches such as Constraint Based Scheduling (CBS) and Cirtical Chain Project Management (CCPM) theory to provide a comprehensive suite of project management tools to manage the health of the baseline plan on both a macro (overall project) and micro level (factory areas). These tools coordinate data from multiple business systems and provide a robust network to support Material & Capacity Requirements Planning (MRP/CRP) and priorities. Coupled with these tools and a highly skilled workforce, Boeing is orchestrating the parallel buildup of five major sub assemblies throughout the factory. Boeing and NASA are transforming MAF to host state of the art processes, equipment and tooling, the most prominent of which is the Vertical Assembly Center (VAC), the largest weld tool in the world. In concert, a global supply chain is delivering a range of structural elements and component parts necessary to enable an on-time delivery of the integrated Core Stage. SLS is on plan to launch humanity into the next phase of space exploration.

Birkenstock, Benjamin↗

NASA NTRS2018

Validation & Verification of Electrical Components B2 Test Facility

The research focus of this project is to assist in the closure of Measurement, Monitoring and Control System (MMCS) and other electrical requirements in support of the B2 Space Launch System (SLS) Core Stage Green Run Test Project. Alongside this goal I am to understand project management tools to analyze and control activities/tasks associated with those items. The project I am working on will assist electrical engineers in developing and or identifying closure rationale for the MMCS and electrical requirements. Also as serving the role of a training project manager, I am to develop and maintain a method for tracking progress with estimate completion dates specifically identifying those items during this performance window. The methods I used in order to perform the research consisted of worddocuments, excel sheets, and pdf documents needed for review. For example, documents consisted of: a SLS Core Stage Green Run Facility Requirement Document (FRD) identifying the SSC MMCS and electrical requirements, a Stage Controller to SSC Interface Control Document (ICD) identifying the SSC requirements, and the B2 SLS Core Stage Green Run Test project System Requirements Document (SRD) which identifies the MMCS and electrical requirements. The files were sent to me by both mentors, Mr. Barry Robinson and Ms. Dawn Davis. Overall, the review process for the word documents and excel spreadsheets proved to be successful. The data for the electrical components were accurate and were consistent with the original recorded data. However, the consistency with the pdf documents did not follow up all the way. Attention to this mistake was made and further revisions were done in order for the data to agree with each other. Furthermore, an itinerary was designed using Microsoft Outlook in order to track progress with estimated completion dates. This project contributes to NASA/Center Missions and Goals through the Waterfall Model. The Waterfall Model is a linear system used for engineering design. In the Waterfall Model, the fourth step is Verification and Validation. This involves installation, testing, and debugging of the B2 SLS Core Stage electrical components. For the SLS Core Stage Green Run Test Project, each requirement contained in this approved requirements set will have at least one Verification Item (VI) assigned to it. During the design phase, VIs will mostly consist of Analysis or Inspection types. Design phase VIs and closure information will be documented in Dynamics Data Management System (DDMS) in the form of analysis reports and design documentation.

Bastian, Tyler↗

NASA NTRS2010

A Collaborative Web-Based Approach to Planning Research, Integration, and Testing Using a Wiki

The National Aeronautics and Space Administration Integrated Vehicle Health Management program touches on many different research areas while striving to enable the automated detection, diagnosis, prognosis, and mitigation of adverse events at the aircraft and system level. At the system level, the research focus is on the evaluation of multidisciplinary integrated methods, tools, and technologies for achieving the program goal. The participating program members form a diverse group of government, industry, and academic researchers. The program team developed the Research and Test Integration Plan in order to track significant test and evaluation activities, which are important for understanding, demonstrating, and communicating the overall project state and project direction. The Plan is a living document, which allows the project team the flexibility to construct conceptual test scenarios and to track project resources. The Plan also incorporates several desirable feature requirements for Plan users and maintainers. A wiki has proven to be the most efficient and effective means of implementing the feature requirements for the Plan. The wiki has proven very valuable as a research project management tool, and there are plans to expand its scope.

Delaney, Michael M.↗

NASA NTRS2000

Atmosphere of Freedom: Sixty Years at the NASA Ames Research Center

Throughout Ames History, four themes prevail: a commitment to hiring the best people; cutting-edge research tools; project management that gets things done faster, better and cheaper; and outstanding research efforts that serve the scientific professions and the nation. More than any other NASA Center, Ames remains shaped by its origins in the NACA (National Advisory Committee for Aeronautics). Not that its missions remain the same. Sure, Ames still houses the world's greatest collection of wind tunnels and simulation facilities, its aerodynamicists remain among the best in the world, and pilots and engineers still come for advice on how to build better aircraft. But that is increasingly part of Ames' past. Ames people have embraced two other missions for its future. First, intelligent systems and information science will help NASA use new tools in supercomputing, networking, telepresence and robotics. Second, astrobiology will explore lore the prospects for life on Earth and beyond. Both new missions leverage Ames long-standing expertise in computation and in the life sciences, as well as its relations with the computing and biotechnology firms working in the Silicon Valley community that has sprung up around the Center. Rather than the NACA missions, it is the NACA culture that still permeates Ames. The Ames way of research management privileges the scientists and engineers working in the laboratories. They work in an atmosphere of freedom, laced with the expectation of integrity and responsibility. Ames researchers are free to define their research goals and define how they contribute to the national good. They are expected to keep their fingers on the pulse of their disciplines, to be ambitious yet frugal in organizing their efforts, and to always test their theories in the laboratory or in the field. Ames' leadership ranks, traditionally, are cultivated within this scientific community. Rather than manage and supervise these researchers, Ames leadership merely guided them, represents them to NASA headquarters and the world outside, then steps out of the way before they get run over.

Bugos, Glenn E.↗

NASA NTRS1991

Transportation technology program: Strategic plan

The purpose of this report is to define the technology program required to meet the transportation technology needs for current and future civil space missions. It is a part of an integrated plan, prepared by NASA in part in response to the Augustine Committee recommendations, to describe and advocate expanded and more aggressive efforts in the development of advanced space technologies. This expanded program will provide a technology basis for future space missions to which the U.S. aspires, and will help to regain technology leadership for the U.S. on a broader front. The six aspects of this integrated program/plan deal with focused technologies to support space sciences, exploration, transportation, platforms, and operations as well as provide a Research and Technology Base Program. This volume describes the technologies needed to support transportation systems, e.g., technologies needed for upgrades to current transportation systems and to provide reliable and efficient transportation for future space missions. The Office of Aeronautics, Exploration, and Technology (OAET) solicited technology needs from the major agency technology users and the aerospace industry community and formed a transportation technology team (appendix A) to develop a technology program to respond to those needs related to transportation technologies. This report addresses the results of that team activity. It is a strategic plan intended for use as a planning document rather than as a project management tool. It is anticipated that this document will be primarily utilized by research & technology (R&T) management at the various NASA Centers as well as by officials at NASA Headquarters and by industry in planning their corporate Independent Research and Development (IR&D) investments.

Source record↗

NASA NTRS2008

The Realities of Managing Complex Space Missions like the James Webb Space Telescope

An overview of the James Webb Space Telescope (JWST) project and its status are presented. The JWST is a deployable infrared telescope with a 6.5 meter diameter segmented, adjustable primary mirror. It has a cryogenic temperature telescope and instruments suited for infrared performance. It will be launched in 2013 on an European Space Agency-supplied Ariane 5 rocket 20 Sun-Earth L2 for a 5-year mission. Compared to other telescopes the JWST: has a 2.7 time longer diameter and 2.7 time longer wavelength capability than the Hubble Space Telescope (HST), 38 times increased sensitivity at K band and 8 times increased sensitivity at H band than the HST NICMOS; and, 8-24 times better angular resolution than the Spitzer. An instrument overview and integration and test flow overview are provided. The JWST project management approach, including organizational chart, program phases, technology status, and project critical path summary, are included. Additionally, project management tools and guidelines are are outlined.

Sabelhaus, Phil↗

NASA NTRS2010

Integrated Hybrid System Architecture for Risk Analysis

A conceptual design has been announced of an expert-system computer program, and the development of a prototype of the program, intended for use as a project-management tool. The program integrates schedule and risk data for the purpose of determining the schedule applications of safety risks and, somewhat conversely, the effects of changes in schedules on changes on safety. It is noted that the design has been delivered to a NASA client and that it is planned to disclose the design in a conference presentation.

Moynihan, Gary P.↗