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    Cx p plan-panel Cx p plan-panel Presentation Transcript

    • Constellation Program Planning & Control Project Management Challenge Charlie StegemoellerDirector, Constellation Program Planning and Control Wayne Thomas Chief, Constellation Contracts Integration
    • Constellation Program Planning and ControlObjective:• Share the perspectives and lessons from standing up the Constellation Program within today’s Agency policiesTopics:• Overview of the Constellation Program – Organizational Relationships – Lessons Learned• Program Contracts Integration• Implementation of 7120.5D 2
    • Overview of Constellation ProgramTimeline of Program:• Vision for Space Exploration – Issued January 2004• Precursors for Orion and Ares Projects initiated (kickoff of RFPs) – Spring of 2004• Exploration Systems Architecture Study – conducted Spring/Summer 2005• Constellation Program Manager named October 2005• First Cx Control Board – January 2006• Cx Formulation Authorization Document - August 2006• Contracts for Orion and Ares systems start – Summer 2006• Cx Program Systems Requirements Review – Fall 2006• Cx Program Systems Definition Review – March 2008• Project PDRs underway• Program PAR planned for Summer 2009 3
    • Building on Proven Technologies120 Launch Vehicle Comparisons Crew Lunar Lander Lander Earth Departure Overall Vehicle Height in Meters90 Stage (EDS) (1 J-2X) 253 tons LOx/LH2 S-IVB Upper Stage (1 J-2 engine) (1 J-2X) 110 t Lox/LH2 127 tons LOx/LH260 S-II (5 J-2 engines) 450 t LOx/LH2 Core Stage (6 RS-68B engines) 1590 tons LOx/LH2 5 - segment shuttle derived S-IC30 solid rocket (5 F-1) booster 5.5 segment 1770 t LOx/RP 2 RSRBs Space Shuttle Ares I Ares V Saturn V Height: 56m Height: 98m Height: 109m Height: 111m Gross Liftoff Mass: 2040 tons Gross Liftoff Mass: 910 tons Gross Liftoff Mass: 3310t Gross Liftoff Mass: 2950 tons 55 tons cargo to moon 45 tons to moon 25 tons to LEO 22 tons to LEO 66 tons to moon in dual- 119 tons to LEO launch mode with Ares 1 150 tons to LEO 4
    • NASA’s Exploration Roadmap05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25… Initial Capability Lunar Capability Lunar Robotic Missions Lunar Outpost BuildupR&T Development on ISS for Risk Reduction Commercial Orbital Transportation for ISSSpace Shuttle OperationsAres and Orion DevelopmentOperations Capability Development(EVA Systems, Ground Ops, Mission Ops) Ares & Orion Production and Operations Altair Lunar Lander Development Ares V & Earth Departure Stage Lunar Surface Systems Development 5
    • Systems of the Constellation Program Initial Capability Lunar Capability Orion Ares I Altair EVA EVA Ares VGround Operations Mission Operations Lunar Surface 6
    • Agency/Constellation OrganizationLevel 1 NASA Exploration Systems Space Operations Science Mission Aeronautics Research Mission Directorate Mission Directorate Directorate Mission Directorate Constellation ProgramLevel 2 Program Manager Safety, Program Operations, Systems Reliability & Information Planning & Testing & Engineering Quality Systems Control Integration & Integration AssuranceLevel 3 Extravehicular Ground Mission Lunar Surface Ares Project Orion Project Activities Operations Operations Altair Project Systems Project Project Project Project 7
    • Program Management Relationships NASA Administrator Deputy NASA Associate Administrator (AA) Program Commitment Agreement (PCA)Space Operations Mission Exploration Systems Mission Directorate Associate Directorate Associate Center DirectorsAdministrator (SOMD AA) Administrator (ESMD AA) Formulation Authorization Level 1 Program Document (FAD) Requirements & Constellation Systems Funding Division NASA Program Headquarters Planning & Reporting Constellation Program Project insight and Manager information flow Project Level 2 Project Plans & Reporting Requirements & Funding Coordinates Constellation Project Supports Managers 8
    • CONSTELLATION’S WORKFORCE - CENTERS 9As of 11/11/08
    • CONSTELLATION’S WORKFORCE - CONTRACTORS 10As of 11/11/08
    • CxP Integration Roadmap – Path Forward Fiscal Year 2008 Fiscal Year 2009 Fiscal Year 2010 Fiscal Year 2011 Fiscal Year 2012 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 ARES I-X VM-2 AA-1 AA-3 Flight TestsPA & Simulations PA-1 VM-1RPOPGR QPMR QPMR QPMR QPMR QPMR QPMR QPMR QPMR QPMR QPMR QPMR QPMR QPMR QPMR QPMR QPMR QPMR ESMDROAV TRR TRR TRR TRRMA Program 4/17-18 8/6-7 10/28-29 12/9-10r L SRR/PPAR SDR/PAR PDR PDR Synchronization CDR SIR Initial Capability APMC 6/10 APMC SDR APMC u/r APMC CDR Projects 10/11/07 Synchronization Synchronization KDP 1 KDP 2 6/16-17 • Orion IC Formulation Phase IC Implementation Phase • Ares • Ground Ops KDP C KDP D KDP B • Mission Ops Project PDRs/NARs SIR • EVA Systems Project SDRs/PNARs Project CDRs/PRRs Ares Orion MO GO EVA u/r Design & Analysis IDAC 3 IDAC-4A & B IDAC 5 IDAC 6 IDAC 7EX HLR LunarE Program LCCR Checkpoint 6/18-20 SRR 6/10 Lunar CapabilityC LC Formulation Phase Human LunarU ReturnT • Ares V MCR APMC KDP A Lunar Projects SRR Pre-Project 6/18-20I • Altair Formulation Project Formulation u/rO Core LunarN Infrastructure • Lunar Surface LSS Review Systems Pre-Project FormulationR OMB Passback 2009 President Budget Submit 2009 PBSE to Congress OMB 2010 PresidentS 2010 PBS PMR ’08/PPBE ‘10 Passback Budget Submit to CongressO OMB 2011 President 2011 PBS PMR ’09/PPBE ‘11 Passback Budget SubmitU to Congress OMB 2012 President You are here.R 2012 PBS PMR ’10/PPBE ‘12 Passback Budget Submit to Congress OMBC 2013 PBS Passback 2013 President Budget Submit PMR ’11/PPBE ‘13E to Congress 2014 PBSS PMR ’12/PPBE ‘14 11Ares Test Flight Quarterly Program Management Review PSRR / PPAR – Program System Requirements Review / Preliminary Program Approval Review LSCR – Lunar Surface Concept Review Constellation Program Planning &Control PSDR / PAR – Program System Definition Review / Program Approval Review HLR / SRR – Human Lunar Return / System Readiness ReviewPad Abort (PA)/Ascent Abort (AA) Top Risk Review PDR / NAR – Preliminary Design Review / Non-advocate Review Draft Version 33Virtual Mission Agency Program Management Council CDR / PRR - Critical Design Review / Production Readiness Review Updated: December 15, 2008
    • StakeholdersWhite House •OSTP Congress •OMB •Members Administrator OCE •OIG • Staffers •GAO PAO PA&E Office NASA HQ of Mission Procure- S&MA ment Directorates •Programs OLA OGC JSC & •Shuttle KSC WSTF ARC •ISSGSFC GRC External NASA Centers Review Committees Private IndustryLaRC Dryden SSC MSFC JPL & MAF 12
    • PP&C Lessons Learned• Start-up is hard• Concurrent initiation AND accomplishment of work takes time and talent – Best practice – develop a plan and enact the plan• Staffing is always key• Develop requirements first – then review for accuracy• Don’t underestimate the time it takes to coordinate among stakeholders• Don’t underestimate the number of stakeholders• Solicit feedback from external parties and greybeards• Policy enactment is more complicated than policy development• Open communication is a force multiplier 13
    • Program Contracts IntegrationProject Management Challenge Wayne Thomas Chief, Contracts Integration Office
    • Acquisition Management Challenge• Programs supported by multiple NASA Centers have an integration challenge to maintain a strategic program focus in contracts• Contracts are typically awarded and managed at the project level by center procurement offices supporting the individual projects• Need to ensure that Program and Agency objectives are supported by the Program’s contracts• Need to ensure that contracts operate together in an efficient and cohesive fashion to successfully execute the Program 15
    • Major Constellation Prime Contracts FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 Ares I-X Ares I-Y Or-1 Or-2 Or-3 Or-4 Or-5 Or-6 Or-7 Or-8Cx Milestones IOC FOC PMR 08 Rev 1 Ground Operations SPOC JOFOC for Cx Tasks GO ‘EGLS’ Cx Processing contract Mission Operations Facilities Development and Ops (FDOC) Mission Support Ops (MSOC) Integrated Mission Ops Contract (IMOC) NBL/SVMF Ops Contract (NSOC) Orion Sched A DDT&E for Orion *Sched B Production * Sched C Sustaining Eng *Options EVA DDT&E/Prod for 1 flt, Conf 1 st Option 2 Config 1 Prod and Sustaining Option 1 DDT&E/Prod for 1st flt, Conf. 2 Ares 1 First Stage DDT&E First Stage Production/Sustaining Eng Plan in Development J-2X DDT&E J2-X Production/Sustaining Eng. Plan in Development Upper Stage Production 16 US Instrument Unit Avionics Production
    • Program Level Contract Integration• CxP maintains a Program-level interface for acquisitions across NASA with a dedicated contracts integration function• Staff function within PP&C office – Provides single point for acquisition related matters at the Program level – Program level acquisition interface with Level 3 projects and with HQ Mission Directorates and Office of Procurement 17
    • Contracts Integration office• Contracts Integration – Primary role is interface with CxP contracting offices at the various centers – Facilitate Program-level understanding of and consistency in strategic contract features and processes – Facilitate Program-level approvals – Integrate relevant Program procurement information – Support Agency-level acquisition planning for the Program• Does not perform Contracting Office functions: – Execute or manage contracts – Focus is on programmatic issues not on procurement processes and regs 18
    • Agency Strategic Acquisition Planning• Program acquisition strategy must consider the broader agency impacts of the planned acquisitions• Outcomes of a good strategy – Cost effective execution of projects and programs – Facilitate workforce transitions – Maintain key NASA in-house capabilities – Support NASA procurement tenets – Help support Agency goal of ten healthy centers• Agency-level reviews ensure broader aspects are considered – ESMD/SOMD Joint Integration Control Board (JICB) acquisition reviews – Acquisition Strategy Meeting (ASM) - 7120.5D milestone 19
    • Lessons Learned• Understand the difference between the contracts integration role and the procurement office role – they should be complimentary• Key to success is communication – – Resist creating new Level 2 reporting or approval of requirements – Use existing communication forums and data sources to the maximum extent• There are many stakeholders and they can have different interests and priorities for acquisition strategies – Expect acquisition strategy to evolve and mature to meet the broad range of project, program, and agency needs – Pre-briefs are useful to frame issues and develop the acquisition strategy 20
    • Implementing 7120.5D Project Management Challenge Charlie StegemoellerDirector, Constellation Program Planning and Control
    • Constellation PP&C Organization Director Deputy Director Associate Director Asst. for Security Mgmt. ZB111 Schedules, Cost Management Contracts Integration Estimating, and ResourcesSystems Office Assessments (SCEA) Management Office ZB2 ZB ZB/LW ZB/LZ Exploration Systems Assessment Team CxP Level II / Projects Level III Configuration Assessment Team Procurement Office Management Cost Estimating Team Level 2 Integration and Analysis Information Systems Ground Operations Project Procurement Program Integration IMS/EVM Team Program Integration IMS/EVM Team Project Project Ares Project Analysis Integration Other Projects Procurement Office Analysis Integration Lunar Lander-Surf. Sys. etc Orion Project Orion ProjectPP&C Office is responsible for tracking theimplementation of NPD 7120.5 – policies,processes, tools, and records 22
    • Program Life Cycle 23 23
    • NPR 7120.5D Lessons Learned• Thoroughly study the NPR 7120.5D requirements and associated documentation• Your customers are the Convening Authorities – – Know what they want• Document your internal and independent review processes, – Identify implementation of requirements• Do not hold the SRB Site Review before you have a validated, integrated technical, cost and schedule baseline• Proactively set the agenda for the SRB Site Review – Set the stage, boundaries, objectives• Although NPR 7120.5D requirements can be “document centric,” the SRB is not all that interested in your documents• Find a way to minimize the overhead of providing data to the SRB• Understand the capabilities and limitations of the confidence level tools you are using 24
    • Standard Engagement Approach Nominal Timeline Road to KDP KDPProject Internal Review cycle Project & SRB Site Review Findings and APMC(2-4 months) Prep for KDP (5-10 days) Response (1/2 day) (30-120 days) (<30 days)• SRB (& others) participate as • Respond to IR • Project presents • Quick report on major • Site Review + 30 observers during review actions summary of T, C, findings to Project, days• Project includes T, C, S, R • Respond to RFAs S, R of Project Center, etc. Site • Final statement of entry/exit criteria as part of • Complete actions (presents Deltas review <24 hours) findings and Internal Board Event for KDP since IR) • Briefings to Project – recommendations• At conclusion of IR, map path • A: reconcile all • Respond to RFAs Program – ESMD on KDP to KDP related • Identify Open Work • Prep for APMC• SRB submits RFAs post- cost/schedule • TA’s + Centers • Include Center’s POC conclusion of board and states products with report as part of as needed opinion of Project readiness to SRB team site review • Develop proceed to KDP • SRB reports recommendations for• A: Projects develop findings of APMC cost/schedule products as cost/schedule • Conduct DPMC required reconciliation• Project submits Quick Look report up the chain at IR = Internal Review conclusion of Board & A: Action to Develop Process/Timeline R+R for ICE; Conf Level Products recommendation to proceed. 25
    • Standard Review Board Engagement Timeline SRB observer role “One pager” by Project, includes plan to KDP S/S Reviews Internal Project PDR RFAs Findings SRB assessment of entry criteria to SRB Site “One pager” + 1 day (joint activity) Project/Program Review • Quick status • Only big issues, not concerns/observations Integrated • Initial ICE SRB PDR/NAR KDP 1–6 months 5 – 10 days 30 days •Technical •Cost “Pre-work” •Schedule •Risk Briefings: P/p, CMC, DPMC, APMCModel Development Jointwith IPAO/ProjectICA/ICE/ISA reconciliations Independent Life Cycle Review (ILCR) 26
    • Driving Conditions for Constellation• Program stood-up after Ares and Orion projects• Agency re-alignment of policies and assignments – Concurrent with Program start-up – Ten healthy centers – 7120.5 Rev D issuance• Performance measurement tools actively in design and development – EVMS – Confidence levels – Standing review boards• Shuttle Program definition of retirement evolving – Resultant transfer of fixed costsFortunately . . . . . political support remained strong 27
    • PP&C Lessons Learned - Recap• Start-up is hard• Concurrent initiation AND accomplishment of work takes time and talent – Best practice – develop a plan and enact the plan• Develop requirements first – then review for accuracy• Staffing is always key• Don’t underestimate the time it takes to coordinate among stakeholders• Don’t underestimate the number of stakeholders• Open communication is a force multiplier• Policy enactment is more complicated than policy development• Solicit feedback from external parties and greybeards 28
    • Questions? Constellation main page:http://www.nasa.gov/mission_pages/const ellation/main/index.htmlExploration Systems Mission Directorate:http://www.nasa.gov/directorates/esmd/ho me/index.html
    • Back up 30
    • Project Roles Host Project Requirements Project Project Systems Center Documentation • Ascent Module • CxP 70000 ConstellationAltair JSC • Descent Module Architecture Requirements • Airlock Document (CARD) • First Stage Element • CxP 70057 Ares Projects • Upper Stage Element PlanAres I MSFC • Upper Stage Engine • CxP 72034 Ares SRD • Orion/Ares vehicle integration • Earth Departure Stage • CxP 70000 Constellation • Loiter Skirt Architecture RequirementsAres V MSFC • Interstage Document (CARD) • Solid Rocket Boosters • Core Stage • Suit Systems (Configurations 1 and 2) • CxP 72179 EVA SystemsExtravehicular • Vehicle Interface Systems Project PlanActivities (EVA) JSC • Tool and Equipment Systems • CxP 72002 EVA SystemsSystems SRD 31
    • Project Roles continued Host Project Requirements Project Project Systems Center Documentation Spacecraft Processing Element (SPE) CxP 72120 Ground Solid Rocket Processing Element (SRPE) Operations Project (GOP) Vertical Integration Element (VIE) Project Plan Mobil Launch Element (MLE) CxP 72006 GOP SRDGround Launch Pad Element (LPE) KSC Spacecraft Recover and Retrieval ElementOperations (GO) (SRRE) Command, Control & Communications Element (CCCE) Operations Support Element (OSE) Elements (includes habitable volumes) CxP 70000 ConstellationLunar Surface JSC Surface Mobility Systems Architecture RequirementsSystems In-situ Resource Development Systems Document (CARD) Mission Control Center System (MCCS) CxP 72165 MissionMission Mission Operations Reconfiguration System Operations (MO) Project JSCOperations (MO) (MORS) Plan Constellation Training Element CxP 72136 MO SRDOrion – Launch Abort System (LAS) CxP 72008 CEV Project(Crew Crew Module (CM) Plan JSCExploration Service Module (SM) CxP 72000 CEV SRDVehicle (CEV)) Spacecraft Adapter (SA) 32
    • Flow of Agency and ESMD Requirements U.S. Space Exploration Policy (NP-2004-01-334-HQ) NASA Authorization Act of 2005 (P.L.109-155) Exploration Needs, Goals, and Objectives (ESMD-ENGO-01.08 Rev. A) Exploration Architecture Requirements Document (EARD) (ESMD-EARD-08.07 Rev. A) Constellation Program Plan (CxP 70003) Constellation Architecture Requirements Document (CARD) 33 (CxP 70000)
    • Program Authorization• ESMD Formulation Authorization Document (FAD), July 31, 2006 – Authorized formulation of Orion, Ares I, Ground Operations, Mission Operations and Extravehicular Activity Projects• ESMD Lunar Capability FAD, August 25, 2008 – Authorized formulation of Ares V and Altair Projects• CxP Program Plan approved by ESMD AA, October 17, 2008• Program Commitment Agreement to be authorized at completion of CxP Program Approval Review (key decision point 1) 34