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At least 19 records
All sourcesNASA NTRSDOE OSTI
NASA NTRS1994

Work Breakdown Structure (WBS) and WBS dictionary

This document is intended to provide the framework for defining all work to be accomplished under the proposed contract for the mission support program as defined by Section J-1 Statement of Work (SOW) of the RFP No.8-1-3-TA-50030 dated 11/2/93. The time period of performance of this contract will be from 3/1/94 through to the end of fiscal 1999. In addition to providing the framework for the integration of the cost, schedule, and manpower planning necessary to accomplish this work it establishes the association among the WBS elements, the SOW, and the Technical Proposal.

Cocuzzo, F.↗
NASA NTRS2016

NASA Work Breakdown Structure (WBS) Handbook

The purpose of this document is to provide program/project teams necessary instruction and guidance in the best practices for Work Breakdown Structure (WBS) and WBS dictionary development and use for project implementation and management control. This handbook can be used for all types of NASA projects and work activities including research, development, construction, test and evaluation, and operations. The products of these work efforts may be hardware, software, data, or service elements (alone or in combination). The aim of this document is to assist project teams in the development of effective work breakdown structures that provide a framework of common reference for all project elements. The WBS and WBS dictionary are effective management processes for planning, organizing, and administering NASA programs and projects. The guidance contained in this document is applicable to both in-house, NASA-led effort and contracted effort. It assists management teams from both entities in fulfilling necessary responsibilities for successful accomplishment of project cost, schedule, and technical goals. Benefits resulting from the use of an effective WBS include, but are not limited to: providing a basis for assigned project responsibilities, providing a basis for project schedule and budget development, simplifying a project by dividing the total work scope into manageable units, and providing a common reference for all project communication.

Planning↗
NASA NTRS2010

Work Breakdown Structure (WBS) Handbook

The purpose of this document is to provide program/project teams necessary instruction and guidance in the best practices for Work Breakdown Structure (WBS) and WBS dictionary development and use for project implementation and management control. This handbook can be used for all types of NASA projects and work activities including research, development, construction, test and evaluation, and operations. The products of these work efforts may be hardware, software, data, or service elements (alone or in combination). The aim of this document is to assist project teams in the development of effective work breakdown structures that provide a framework of common reference for all project elements. The WBS and WBS dictionary are effective management processes for planning, organizing, and administering NASA programs and projects. The guidance contained in this document is applicable to both in-house, NASA-led effort and contracted effort. It assists management teams from both entities in fulfilling necessary responsibilities for successful accomplishment of project cost, schedule, and technical goals. Benefits resulting from the use of an effective WBS include, but are not limited to: providing a basis for assigned project responsibilities, providing a basis for project schedule development, simplifying a project by dividing the total work scope into manageable units, and providing a common reference for all project communication.

Source record↗
NASA NTRS2021

NASA Work Breakdown Structure (WBS) Handbook

The purpose of this document is to provide program/project teams necessary instruction and guidance in the best practices for WBS and WBS dictionary development and use for project implementation and management control. This handbook can be used for all types of NASA projects and work activities including research, development, construction, test and evaluation, and operations. The products of these work efforts may be hardware, software, data, or service elements (alone or in combination). The aim of this document is to assist project teams in the development of effective work breakdown structures that provide a framework of common reference for all project elements. The WBS and WBS dictionary are effective management processes for planning, organizing, and administering NASA programs and projects. The guidance contained in this document is applicable to both in-house, NASA-led effort and contracted effort. It assists management teams from both entities in fulfilling necessary responsibilities for successful accomplishment of project cost, schedule, and technical goals. Benefits resulting from the use of an effective WBS include, but are not limited to: providing a basis for assigned project responsibilities, providing a basis for project schedule and budget development, simplifying a project by dividing the total work scope into manageable units, and providing a common reference for all project communication.

Christopher Lewis Sadler↗
NASA NTRS2018

NASA Work Breakdown Structure (WBS) Handbook

The purpose of this document is to provide program/project teams necessary instruction and guidance in the best practices for Work Breakdown Structure (WBS) and WBS dictionary development and use for project implementation and management control. This handbook can be used for all types of NASA projects and work activities including research, development, construction, test and evaluation, and operations. The products of these work efforts may be hardware, software, data, or service elements (alone or in combination). The aim of this document is to assist project teams in the development of effective work breakdown structures that provide a framework of common reference for all project elements.

Schedule↗
NASA NTRS2019

NASA Work Breakdown Structure (WBS) Handbook

The purpose of this document is to provide program/project teams necessary instruction and guidance in the best practices for Work Breakdown Structure (WBS) and WBS dictionary development and use for project implementation and management control. This handbook can be used for all types of NASA projects and work activities including research, development, construction, test and evaluation, and operations. The products of these work efforts may be hardware, software, data, or service elements (alone or in combination). The aim of this document is to assist project teams in the development of effective work breakdown structures that provide a framework of common reference for all project elements.

Formulation↗
NASA NTRS1991

Space transfer vehicle concepts and requirements study. Volume 3: Program cost estimates. Book 2: WBS and dictionary

This document describes the products and services to be developed, tested, produced, and operated for the Space Transfer Vehicle (STV) Program. The Work Breakdown Structure (WBS) and WBS Dictionary are program management tools used to catalog, account by task, and summarize work packages of a space system program. The products or services to be delivered or accomplished during the STV C/D phase are the primary focus of this work breakdown structure document.

Peffley, A. F.↗
NASA NTRS1974

Earth Observatory Satellite system definition study. Report no. 3: Design/cost tradeoff studies. Appendix A: EOS program WBS dictionary. Appendix B: EOS mission functional analysis

The work breakdown structure (WBS) dictionary for the Earth Observatory Satellite (EOS) is defined. The various elements of the EOS program are examined to include the aggregate of hardware, computer software, services, and data required to develop, produce, test, support, and operate the space vehicle and the companion ground data management system. A functional analysis of the EOS mission is developed. The operations for three typical EOS missions, Delta, Titan, and Shuttle launched are considered. The functions were determined for the top program elements, and the mission operations, function 2.0, was expanded to level one functions. Selection of ten level one functions for further analysis to level two and three functions were based on concern for the EOS operations and associated interfaces.

Source record↗
NASA NTRS1979

The 25 kW power module evolution study. Part 3: Conceptual design for power module evolution. Volume 6: WBS and dictionary

Program elements of the power module (PM) system, are identified, structured, and defined according to the planned work breakdown structure. Efforts required to design, develop, manufacture, test, checkout, launch and operate a protoflight assembled 25 kW, 50 kW and 100 kW PM include the preparation and delivery of related software, government furnished equipment, space support equipment, ground support equipment, launch site verification software, orbital verification software, and all related data items.

Source record↗
NASA NTRS1989

Space Transportation Booster Engine Configuration Study. Volume 3: Program Cost estimates and work breakdown structure and WBS dictionary

The objective of the Space Transportation Booster Engine Configuration Study is to contribute to the ALS development effort by providing highly reliable, low cost booster engine concepts for both expendable and reusable rocket engines. The objectives of the Space Transportation Booster Engine (STBE) Configuration Study were: (1) to identify engine development configurations which enhance vehicle performance and provide operational flexibility at low cost; and (2) to explore innovative approaches to the follow-on Full-Scale Development (FSD) phase for the STBE.

Source record↗
NASA NTRS1994

Materials processing in space tasks. WBS task 5.4: Generic tasks

This task encompassed a wide range of activities related to materials processing in space. For example, all aspects of the space station's flight and ground based systems design were assessed for the Office of Advanced Concepts and Technology (OACT) Space Processing Division Office. Activities for that organization also included the consolidation of space processing payload requirements for the space station and the development of an OACT payload operations plan. Similar duties were performed for the MSFC Payload Project Office. The SPACECOM database was used to conduct preliminary design studies for microgravity payload carriers and to conduct assessments of materials processing technology. Concepts for the Advanced Protein Crystal Growth Facility (APCGF) were developed. Materials processing vent products were analyzed and a furnace facility filter concept was developed using those studies. A preliminary design for a space station aluminum payload rack was developed. Analysis was conducted to characterize the acceleration environment onboard the space shuttle. Equipment for two fluid experiment apparatus was designed and manufactured for the Space Science Laboratory. The Fluids and Materials Experiments (FAME) data base was expanded. Also, Mir payload integration, technology transfer, and spacelab-to-space station transition studies were conducted.

Crull, Robert↗
NASA NTRS2022

Bayesian Rules of Thumb: Robust Uncertainty Quantification in Early Project Cost Estimation

Systems engineers often make use of cost Rules ofThumb in order to estimate cost during early phases of projectformulation. These Rules of Thumb typically take the form ofa sequence of percentages over which a total cost is allocatedacross NASA WBS elements. Rules of Thumb can then be usedto extrapolate cost from one or more known WBS elements tothe remaining unknown WBS elements, assisting early projectformulation architecture studies (such as those in JPL’s Team Xand A Team).A number of issues can arise when generating and using costRules of Thumb. For example, many records of project costsconsist of incomplete data. Typical methods of dealing withincomplete cost allocation data include (a) ignoring missionswith incomplete data, or (b) taking averages of the non-zero percentagesacross missions, but both of these methods can result inbiased estimates if the existence of incomplete data correlateswith total mission cost or any particular WBS element. Anothercommon example is cost reported in one or more incorrect WBSelements. This is especially prevalent in smaller missions whereit is more common for engineers to perform tasks that fall underthe purview of multiple WBS elements.Furthermore, a Rule of Thumb estimate is typically reported asa point estimate; there is no reported uncertainty around thepercentages used to generate an allocation. Even in the rarecase in which confidence intervals around mean percentages areprovided, there may be positive or negative correlations betweenWBS elements which can skew estimates.Here we attempt to address these problems by formulatingprobabilistic Rules of Thumb in which a distribution of allocationschemes, rather than a single allocation scheme, is generated.We use a bootstrap imputation method to simultaneouslyaccount for uncertainty in the missing data while using allavailable information contained in the dataset. The imputeddatasets are then input into a multivariate Bayesian modelwhich accounts for correlations between WBS elements andproperly accounts for uncertainty in the final Rule of Thumbpercentages and predictions. We describe the mathematicalmodel and provides snippets of R code utilizing the brms(Bayesian Regression Models using Stan) package. To illustratethis model, we generate a Bayesian Level 2 WBS Cost Rule ofThumb for MIDEX (Medium-Class Explorers) missions withdata extracted from NASA’s CADRe. We then compare thismethod’s performance with the classical Rule of Thumb method.

Hooke, Melissa A↗
NASA NTRS1984

Space platform expendables resupply concept definition study. Volume 3: Work breakdown structure and work breakdown structure dictionary

The work breakdown structure (WBS) for the Space Platform Expendables Resupply Concept Definition Study is described. The WBS consists of a list of WBS elements, a dictionary of element definitions, and an element logic diagram. The list and logic diagram identify the interrelationships of the elements. The dictionary defines the types of work that may be represented by or be classified under each specific element. The Space Platform Expendable Resupply WBS was selected mainly to support the program planning, scheduling, and costing performed in the programmatics task (task 3). The WBS is neither a statement-of-work nor a work authorization document. Rather, it is a framework around which to define requirements, plan effort, assign responsibilities, allocate and control resources, and report progress, expenditures, technical performance, and schedule performance. The WBS element definitions are independent of make-or-buy decisions, organizational structure, and activity locations unless exceptions are specifically stated.

Source record↗
NASA NTRS1988

Comparative morphometry of fibers and capillaries in soleus following weightlessness (SL-3) and suspension

This work is a continuation of efforts to assess responses of rat skeletal muscle to weightlessness (W) and earthside laboratory experiments with unloading of hind limbs. The soleus is a slow-twitch, load-bearing (antigravity) muscle. Both exposure to W and to the hypokinesia/hypodynamia of whole-body suspension (WBS) results in soleus atrophy. Cross-sectional areas of both slow- and fast-twitch fibers decrease during 7 days of W or 7 or 14 days of WBS. Density and area changes tended to reverse to control levels during 7 days of recovery (R) following WBS. Capillary density was increased with 7 days of W or 7 or 14 days of WBS. During 7 days of R the capillary density returned toward control levels. In summary, the reduction in fiber cross-sectional areas and the increase in fiber and capillary densities support the hypothesis that in both W and WBS there is a loss in soleus muscle cell mass and not in fiber numbers.

Musacchia, X. J.↗
NASA NTRS1976

Payload specialist station study. Volume 3: Program study cost estimates. Part 1: Work breakdown structure

The work breakdown structure (WBS) for the Payload Specialist Station (PSS) is presented. The WBS is divided into two elements--PSS contractor and mission unique requirements. In accordance with the study ground rules, it is assumed that a single contractor, hereafter referred to as PSS Contractor will perform the following: (1) provide C and D hardware (MFDS and elements of MMSE), except for GFE; (2) identify software requirements; (3) provide GSE and ground test software; and (4) perform systems engineering and integration in support of the Aft Flight Deck (AFD) C and D concept. The PSS Contractor WBS element encompasses a core or standardized PSS concept. Payload peculiar C and D requirements identified by users will originate as a part of the WBS element mission unique requirements; these requirements will be provided to the PSS Contractor for implementation.

Source record↗