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James.lewis

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  • 1. GFE Project Management: Meeting the Challenge! Low Impact Docking System (LIDS) Johnson Space Center, Houston, Texas James L. Lewis, Senior Project Manager, LIDS james.l.lewis@nasa.gov 1
  • 2. The LIDS Management TeamMy Acknowledgement to the whole LIDS Project Management Team andDiscipline Leads and my personal gratitude for their Support!♦Monty Carroll, Chief Engineer♦Landon Moore, Deputy Project Manager♦Brandon Burns, ESCG Project Manager♦Ray Morales, Senior Electrical Engineer♦Thang Le, Senior Mechanical Engineer♦Benjamin Quasius, Structural & Stress Analysis Lead♦Stephen Porter, JSC/EA Project Executive♦Timothy Trueblood, Project Management Consultant
  • 3. Project Management ♦ The Art of Project Management is like a Circus Act in many ways ♦ Many cite or use the “Juggling” analogy but I prefer that of the “Plate Spinner” ♦ A good “spin” allows a plate to be left alone briefly while other or new activities are attended too. ♦ Individual plates have individual needs; some need more attention than others ♦ The plate “wobble” is usually indicative of the need for attention well before a crash ♦ Sometimes others can help keep a plate spinningphoto courtesy of www.platespinning.com”
  • 4. A Quick Look at a GFE Project, from a Project Manager’s Point of View• The Low Impact Docking System (LIDS)• Government Furnished Equipment (GFE)• The LIDS and the Project Lifecycle Overview• Planning, Planning, Planning….POP• Initial Project Planning  & Process Development (Schedule & Budget), Team  Structure  and Project Profile, Defining Project Management Practices,  Methodologies and Tools Requirements• Detailed Planning & Schedule Development – at the Work Package Level• Integrating  EVM Practices and Processes into the Project 5
  • 5. What this presentation is about :Because of time limitations, this presentation will only be a cursory  look at how we plan, design, and use project management in the  development of space exploration hardware; This presentation will show how we use both a top‐down and a bottom‐up approach in project management; using well established  project management practices, processes, and methodologies; We’ll also discuss some of the barriers, the technical challenges in the product design, as well as project management challenges with  schedule and budget resources. 6
  • 6. And, what this presentation is not about: One size does not fits all; We have developed a project management strategy that works  for the LIDS project; some of what we do is common in most GFE projects, in one  form or another;  Finding the project management solutions for your project is often as important as the technological advancement we strive  for in space flight engineering. 7
  • 7. The Low Impact Docking System (LIDS) LIDS on CEV/LSAM at MoonLIDS on CEV LIDS on CEV/ISS LIDS 8
  • 8. Program Organizational Chart Constellation ProgramL2 Crew Exploration Vehicle - ORION L3 ARES Lander CEV Crew EDS Module Office … L4 SM Gov’t Furnished LAS Equip. - GFE ECLS Mech L5 … TPS Power C&DH Structures Prop … LIDS (L5) ATLAS CPAS … 9
  • 9. JSC Organizational Chart JSC GRC Engineering GSFC Directorate Mission Ops Directorate Flight Crew Ops Directorate Center Ops …Sys Architecture & Program Eng Eng Services & Crew Sys Div Aero Sci Div Int Office Int Office Mgt Int Office Avionics Sys Div Robotics/Sim Div Structural Eng Div Energy Sys Div LIDS GFE PO ATLAS GFE PO CPAS GFE PO … 10
  • 10. GFE Engineering Practices – Engineering DirectorateWithin the JSC Engineering Directorate, there are Work Instructions to guide flight development:• EA-WI-023, “Project Management of Government Furnished Equipment (GFE) Flight Projects”• EA-WI-025,”GFE Flight Project Software and Firmware Development”These WI are derived from higher leveldocuments (e.g. NASA NPR’s) and defineroles and responsibilities and the minimumset of requirements and products forconducting:• Systems Requirements Review (SRR);• Preliminary Design Reviews (PDR);• Critical Design Review (CDR); and ,• System Acceptance Review (SAR).However, traditionally, these WI’s werewritten for small projects with small teamsand not large complex GFE activities. Assuch, as a Project, we have/are developingadditional process instructions to bridge thegaps. 11
  • 11. Other Procedures & GuidelinesNASA Procedural Requirements 7120.5DNASA Space Flight Program and Project Management RequirementsResponsible Office: Office of the Chief EngineerThis document establishes the process by which NASA will formulate and implementspace flight programs and projects consistent with the governance model contained inNPD1000.0, NASA Strategic Management and Governance Handbook.This document is intended to establish a standard of uniformity in the management ofsuch programs and projects.Project Management Institute - Project Management Body of Knowledge v3 (PMBOK)• Earned Value Management - Global Standard• Practice Standard for Scheduling - Global Standard• Practice Standard for Work Breakdown Structures - Global Standard• Government Extension to the PMBOK• Program Management - Global Standard• Portfolio Management - Global Standard• Organizational Project Management Maturity Model 12
  • 12. Orion Master Schedule (Dec 07) FY-2006 FY-2007 FY-2008 FY-2009 FY-2010 FY-2011 FY-2012 FY-2013 FY-14J F M AM J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O ND J F M AM J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J Major Re-Alignment Requirements PA 1 AA 1 PA 2 AA 2 AA 3 ARES 1-YOrion-1 Re-Alignment Milestones SDR 9/23 9/10 5/27 11/18 5/26 9/1 3/1 ATP SRR IBR PDR CDR Block 1 DCR 1/18 Orion-2 IOC SSDR ss SSDR ss 9/26 10/3 9/1 OVEIWG 0Reqs/Design/ DAC 2 DAC 3 DAC 4 VAC 1 VAC 2 VAC 3 VAC 4 VAC 5 VAC 6 VAC 7 VAC 8 VAC 9Analysis RAC 3 DAC 1 Long Lead ProcurementsInitial Subsystem Qual Orion-2Deliveries PA 1 AA 1 PA 2 AA 2 AA 3 ARES-1Y Orion-1Flight Test PA 1 PA1 Mech & Avionics PTRs CM SR / SA Instr LOPA-1 Pad Abort PA-1 SW PA1 LAS AA1 PTRs AA-1 SWAA-1 Trans-Qual AA1 Mech & Avionics CM SR / SA Instr Test LO AA1 LAS O&C Facilitie PRR IOC PA2 LAS s Activation PA2/AA2/AA3 PTRs PA2 CMPA-2 Pad Abort CM AI&P ATP LO AA2 CM AA2 CM AI&P ATP LOAA-2 Ascent Abort LAS AA3 CM AA3 LAS ATPAA-3 Ascent Abort CM AI&P LO V-1 Ares 1Y (I) V-2 Ares 1YV-3 Ares 1Y V-4 Orion 1 V-5 Orion 1 V-6 Orion 2 V-7 Orion 2 Flight Spiral 1 Spiral 2 Spiral 3 Spiral 4 Spiral 5 Spiral 6 Spiral 7 Spiral 8 Spiral 9 Spiral 10 Spiral 11 Software CAIL B/U & Test CAIL DD250 GTA PTRs EEST B/U & Test EEST DD250 Ground Test CM AI&T Test DelivGround Test Article (GTA) SM / SA AI&T Test GTA GVT GTA LAS Del CM AI&TStructural Test Article (STA) SM / SA for GVT AI&T TestComponent Qualification Component Qual Testing QV1 LAS CM AI&P 1 Flt Qualification Life QualSystems Qualification SM / SA AI&P Ares 1-Y LAS CM AI&P ATP LS OpsARES 1-Y Sub- Orbital Flight Test SMMS / SA AI&P Orion 1 LASOrion-1 Orbital Flight Test CM AI&P ATP MEIT LS Ops SM / SA AI&P Orion 2 LASOrion-2 Human Mission CM SM / SA AI&P AI&P ATP LS Ops 13
  • 13. LIDS Master Schedule w/ Orion Overlay (Dec 07)
  • 14. LIDS Project Budget Lifecycle 15
  • 15. Initial Project Planning for Schedule & Budget Planning, Programming, Budget, and Execution (aka, PPBE or formerly POP)What is PPBE? -- A More Strategic Approach to Budgeting…Fundamentally a shift from budgetingfor discrete projects to an integrated architecture of programs and projects aligned with NASA’sMission and Vision for Space Exploration.• The Planning process begins about sixteen months in advance of the fiscal year for which thebudget authority is requested. The President’s goals for the Agency guide the Planning phase.• A unique aspect of PPBE is the emphasis on Programming, this phase involves high-level, multi-year, strategic analyses of Agency capabilities and capacities. During this phase, NASA analyzesthe potential long-term impact of programs to answer the question, “Will the proposed programshelp NASA achieve the Agency’s strategic goals?” It is also when planning decisions,programming and congressional guidance is converted into a detailed allocation of resources.• The Budgeting phase (formulation and justification) provides a platform for a detailed review of aprogram’s pricing, phasing, and overall capability to be executed on time and within budget.•Current year budget Execution begins on October 1. During execution, funds are allocated,obligated, and expended to accomplish Agency plans. In addition, execution entails the monitoringand reporting of actual results to budgeted, anticipated results, along with causes of variances andplanned corrective actions, if necessary.www.nasa.gov/pdf/155904main_MASTER%20FMR%20V4%20071806%20FINAL%20508%20compliant%208-11-2006.pdf 16
  • 16. Team Structure and Project ProfileRESPONSIBILITY ASSIGNMENT MATRIX (RAM) OBS Technical WBS 17
  • 17. Project Management Systems and Workflow Model 18
  • 18. Scheduling Tools – LIDS Manufacturing Schedule  Tool - Microsoft Project 2007 19
  • 19. Detailed Planning & Schedule Development – at the  Work Package Level Sub-Project DO80-M0 20
  • 20. Scheduling Tools  ‐ Project Web Access (PWA) Sub-Project DO80-M1 21
  • 21. Project Management Tools; COTS and Custom Tools LIDS Developed Excel EVM Tool 22
  • 22. EVM Tools ‐ Continue 23
  • 23. EVM Tools ‐ ContinueESCG - Support Contract DO80-R7 24
  • 24. EVM Tools Report DO80-M1 25
  • 25. EVM Tools Report  26
  • 26. EVM Tools Report  27
  • 27. SCHEDULE ANALYSIS AND FORECASTING 28
  • 28. Integrating  EVM Process Standards Model Source – ANSI/EIA748 29
  • 29. Integrating  EVM Processes into the Project Model Source – DoD EVMS Implementation Guide - 2006 30
  • 30. Standard EVM Analysis 31
  • 31. Advanced EVM Analysis Complex EVM AnalysisEstimate At Complete1 ‐ EAC=AC+[(BAC‐EV) / CPI]=BAC/CPIEstimate At Complete2 ‐ EAC=AC+[(BAC‐EV) / ((EVi+EVj+EVk) / (ACi+ACj+ACk))]Estimate At Complete3 ‐ EAC=AC+[(BAC‐EV) / (CPIxSPI)]Estimate At Complete4 ‐ EAC=AC+[(BAC‐EV) / (.8 CPI+.2 SPI)]Time‐Based Schedule Measures ‐ SV(t) = PT‐ATTime‐Based Schedule Measures ‐ SPI(t)=PT/ATTime‐Based Schedule Measures ‐ SV($)=EV‐PVTime‐Based Schedule Measures ‐ SPI($)=EV/PVTCPI = BAC‐BCWP/EAC‐ACWPTCPI = Remaining Budget/Current Estimate To Complete Over 1.0 = Projected Favorable Cost Performance Under 1.0 = Projected Unfavorable Cost PerformancePT = Planned TimeAT = Actual TimeNote 1. Future cost performance will be the same as all past cost performanceNote 2. Future cost performance will be the same as the last three measurements period (I,j,k)Note 3. Future cost performance will be influenced additionally by past schedule performanceNote 4. Future cost performance will be influenced jointly in some proportion by both indices 32
  • 32. Lessons Learned --- What we have learned, so far…..The three things we did right; • We honestly assessed where we were from the start, and we defined our objectives - both short-term and long-term forbetter project management and EVM Practices & Processesintegration • We planned a detailed solution; considered the barriers andopportunities…and based it on how we get work done at JSC • We dedicated the right resources; with a constant eye on improvement in project and process maturity and the collaboration withother GFE project managersAnd, the three things we did wrong; • At first, we bought into the one-size fits all • We underestimated the required project level commitment - EVM solution, detailed project management knowledge,and the resources needed for a meaningful EVM solution • We should have got started much sooner…. Questions? 33
  • 33. More LIDS Product Stuff – Backup Slides 34
  • 34. LIDS – Background - What is it? Why is it different? 35
  • 35. Background: LIDS Capture Video - How’s it work?LIDS Docking Operation LIDS 6DOF Testing 36
  • 36. LIDS – Background - Where are we now?Summary of recent development periods♦ Fall 2006 LIDS became active GFE project • Level 2 delegated project oversight authority to CEV • Conducted SRR in May ‘07♦ CEV Weight Lien Scrub Conducted Summer/Fall ‘07 • Significant modification to requirements and design Passive LSAM Version • PDR Currently Planned for March ‘08 LIDS Original Generic Configuration LIDS Simplified CEV Version (Structural Elements Only Shown) 37
  • 37. Identified LIDS users♦ Crew Exploration Vehicle (CEV)♦ Lunar Surface Access Module (LSAM)♦ LIDS APAS Adapter to ISS♦ LIDS Hubble Passive Interface (LIDS HST) 38
  • 38. LIDS on CEV & LSAM 39
  • 39. LIDS Adapter Delivery to ISS (“Party Hat”) LAS Cutaway LIDS/APAS Adapter ISS PMA 2 CEV Launch Abort System (LAS) LIDS/APAS Adapter 40
  • 40. LIDS on Hubble 41
  • 41. LIDS – Hardware Deliverables♦ Engineering Dev Units • 1 LIDS • 1 Passive LIDS♦ Flight Qual Units • 2 LIDS • 1 Adapter ⎯ 1 Passive LIDS♦ Flight Units • 4 LIDS • 2 Adapter ⎯ 2 Passive LIDS♦ Other • 2 LIDS Master Tools (1 active + 1 passive) • Simulators • 1 Avionics set for an iron bird including LIDS emulator • Handling fixtures for adapter and LIDS (as reqd) • 1 set of spare active components 42