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  • Everything based on the same Resource loaded IMS and Threat Database. Updates to the IMS generated by other functions/processes automatically available for use in JCL, PPBE, etc. Updates to threat database easily reflected in reserves liens through a simple report of cost impacts. Changes to schedule can be used to mitigate threats/risks. JCL capability-if kept current- can provide reports identifying highest cost or schedule items, and can be fed back to mitigations.
  • Struture, graphic of general observatoryMission description for “why SOFIA”We were a program in transition and trying to implement restructured program at the same time….making it up as we go. Initial condition did not include steady state operations OR pre-development formulation. Reverse engineering of design, phased approach to get to early science, including ongoing requirements review. Classical SE&I tasks/requirements. If Ron & Laura presenting after, give a pitch.Category 1 Project, on GAO Large Scale Projects List (9 of 15 that experienced significant delays)….subject to a lot of external scrutiny smaller projects may not normally face.

Transcript

  • 1. Juggling Act:
    Re-planning & Building an Observatory….
    Simultaneously!!!!
    Eddie Zavala – SOFIA Deputy Program Manager
    Patricia Daws – SOFIA Program Business Manager
    February 10, 2011
    Used with permission
  • 2. Purpose
    This presentation discusses how the SOFIA Program, in the midst of a re-plan and system development phase, executed multiple simultaneous planning and business initiatives/requirements and integrated them into improved project management processes without impacting technical progress.
    Feb 10, 2011
    2
    2011 PM Challenge
  • 3. Overview
    The SOFIA Mission
    Before the Re-plan
    The Juggling Act
    Managing the Chaos
    Engage Existing and New Jugglers
    The Results
    KEY BREAKTHROUGHS
    Conclusion
    Feb 10, 2011
    3
    2011 PM Challenge
  • 4. The SOFIA Mission…
    Feb 10, 2011
    4
    2011 PM Challenge
  • 5. Stratospheric Observatory For Infrared Astronomy (SOFIA)
    Feb 10, 2011
    5
    2011 PM Challenge
  • 6. Feb 10, 2011
    6
    2011 PM Challenge
  • 7. Why SOFIA?
    • Infrared information is important to gather astronomy science data
    • 8. IR can see through dust
    • 9. IR can detect cold gases and dust, other cool stars, and planetary objects
    • 10. Forming stars have their light intensity peaks in the IR
    • 11. IR can detect the content of the early universe through red shift of distant objects
    • 12. Infrared is filtered by moisture in atmosphere
    • 13. At 41,000 ft, above more than 99% of the water vapor
    • 14. Spacecraft consume infrared required cryogens' in 3 to 4 years
    • 15. Mobility: anywhere, anytime
    • 16. Long lifetime
    • 17. A near-space observatory that comes home after every flight
    Feb 10, 2011
    7
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  • 18. The Orion Constellation
    In Infrared Light
    In Visible Light
    Feb 10, 2011
    8
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  • 19. Before the re-plan…
    Feb 10, 2011
    9
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  • 20. Program Background
    The predecessor to SOFIA, the Kupier Airborne Observatory (KAO), was decommissioned in 1995 to start SOFIA
    SOFIA established as a 80/20 partnership between US and Germany (NASA and DLR)
    NASA receives 80% of available science time, DLR 20%
    Initial program model, was contractor led with NASA oversight (privatized)
    Program slated for cancellation in the spring of 2006
    Agency approves program for continued funding in the fall of 2006
    Program restructured
    Government led contractor supported
    Two projects, Science and Platform
    Science at Ames Research Center
    Platform at Dryden Flight Research Center
    Feb 10, 2011
    10
    2011 PM Challenge
  • 21. Program Restructure
    Feb 10, 2011
    11
    2011 PM Challenge
  • 22. Incremental / Phased Development Approach
    Status - Sept 2007
    Complete
    Status of 7 Science Instruments Varies Dependent on the Instrument
    Remaining
    Decomposition & Definition
    Integration & Verification
    Decomposition & Definition
    Integration & Verification
    Partially
    Complete
    Integration & Verification
    Decomposition & Definition
    Fab. & Assemble
    Fab. & Assemble
    Decomposition & Definition
    Mission Control &
    Communications
    System (MCCS)
    Cavity Door Drive
    System (CDDS)
    Integration & Verification
    Decomposition & Definition
    Integration & Verification
    Decomposition & Definition
    Integration & Verification
    Rework Required
    Fab. & Assemble
    Fab. & Assemble
    Fab. & Assemble
    Fab. & Assemble
    Cavity Environmental Control
    System (CECS)
    A/C Modification
    Telescope Assembly
    Science Instruments (SI)
    Cavity Door System (CDS)
    Full Operational
    Capability
    TA Characterization &
    Shared Purpose
    Closed Door
    Open Door
    Early Science
    Functional/Ferry
    User Need
    ΔSAR
    ΔSAR
    ΔSAR
    ΔSAR
    ΔSAR
    Original
    Requirements
    Baseline
    Data Review
    Data
    Review
    Data
    Review
    Data Review
    Data Review
    Requirements
    Re-Baseline
    SAR
    Flt Test
    Flt Test
    Flt Test
    ORD
    Flt Test
    Flt Test
    SRR
    FRR
    ΔSRR
    ΔSRR
    ΔSRR
    FRR
    FRR
    FRR
    ORR
    ΔSRR
    Data
    Review
    Ground
    Test
    ΔORD
    Ground
    Test
    Ground
    Test
    Ground
    Test
    Flt Test
    Ground
    Test
    ΔPDR
    PDR
    FRR
    ΔPDR
    Ground
    Test
    ΔCDR
    ΔCDR
    ΔCDR
    ΔCDR
    CDR
    CDS/CDDS/CECS
    MCCS Build #1
    A/C Modification
    TA/CECS
    Instrumentation
    CECS Improvements
    Final MCCS/CECS-LN2
    Science Instruments
    MCCS for Early Science
    Early Science Instruments
    Final Upgrades
    12
    Segment 0
    Segment 1
    Segment 2
    Segment 3
    Segment 4
  • 23. Approximate Aircraft Configuration at Program Restructure, 2006
    Feb 10, 2011
    13
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  • 24. The Juggling…
    Feb 10, 2011
    14
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  • 25. Introducing the Juggler…
    Program Restructure
    Incremental Observatory Development
    System Engineering & Integration
    The SOFIA Program Office
    Feb 10, 2011
    15
    2011 PM Challenge
  • 26. Build a World-Class Observatory
    Inter-leaving Development and Early Science
    (phased development approach)
    Implementing the New Program Structure
    Science Community Expectations
    Integrating the New Team
    Systems Engineering & Integration
    Deploy working observatory capabilities and services
    Feb 10, 2011
    16
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  • 27. New Challenges
    Can you handle a few more balls in the air?
    Subsystem development schedule delays
    MCCS Development for Early Science
    CDDS Technology Development Issues
    Feb 10, 2011
    17
    2011 PM Challenge
  • 28. Working harder, but it’s all under control
    Feb 10, 2011
    18
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  • 29. The Impossible Act…
    Feb 10, 2011
    19
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  • 30. The “fun” begins…
    Get to the Initiation of Science Flights
    Technical Re-plan
    Clear the flight envelope
    GAO Large Program Assessment/Audit
    Standing Review Board (SRB)
    (but don’t drop any of the other balls!!)
    Feb 10, 2011
    20
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  • 31. And the fun keeps coming….
    Joint Cost & Schedule Confidence Level (JCL)
    Earned Value Implementation
    IG Pre Audit, Formal Audit, Recommendations
    (but don’t drop any of the other balls!!)
    Feb 10, 2011
    21
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  • 32. Something’s gotta give!!!!
    Feb 10, 2011
    22
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  • 33. Managing the Chaos…
    Feb 10, 2011
    23
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  • 34. Take a timeout….
    What added value can we get from these new requirements?
    What’s
    feasible?
    What’s
    urgent?
    What
    don’t we know?
    What’s
    important?
    How are we going
    to get this done ?!
    Feb 10, 2011
    24
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  • 35. Managing the Chaos…
    Strategize….before you add more jugglers to the team, or even accept the balls
    Sequence the balls…don’t try to accept them all at once
    Leverage skill and experience of existing jugglers…
    Learn new “juggling skills”
    “Jugglers” and “juggling skills” equate to process improvement, functional groups, NOT additional staff
    Feb 10, 2011
    25
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  • 36. Sequence the Balls
    The timing of when new balls get thrown in the mix is critical to keeping everything in the air
    Technical Re-plan
    Standing Review Board (SRB)
    Flight Test
    • Technical re-plan required
    • 37. Same team preparing for initial flight test of the observatory
    • 38. SRB required…but urgent?
    Feb 10, 2011
    26
    2011 PM Challenge
  • 39. Sequence the Balls
    • KEY DECISION: Prioritize Flight Test over the SRB
    • 40. Provided a pre-brief to the SRB to give them time to get familiar with the program, but minimize impact to the project teams
    • 41. Top priority – Conduct Flight Test so that we can start science missions
    • 42. Rescheduleformal SRB after initial flight test phase complete
    Technical Re-plan
    Flight Test
    Standing Review Board
    (SRB)
    Interim
    baseline
    • KEY DECISION: Index the program to an interim baseline pending SRB recommendations
    Feb 10, 2011
    27
    2011 PM Challenge
  • 43. Engage Existing / New Jugglers…
    Feb 10, 2011
    28
    2011 PM Challenge
  • 44. Engage Existing Jugglers…
    Leverage existing team members and groups instead of adding to the confusion with new players
    • Introducing…
    Feb 10, 2011
    29
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  • 45. Juggler #2
    The Observatory IPT
    Owns the key skills to keep the act going…developing the observatory
    Technical Coordination
    Requirements Management
    System Engineering & Integration
    Mission Preparedness & Execution
    Technical Risk Management
    Feb 10, 2011
    30
    2011 PM Challenge
  • 46. Juggler #3
    CRM has a new key skill…the THREAT DATABASE
    Makes it easier for team to identify threats “on the fly”
    “any issue that keeps you up at night”
    Threats linked to milestones with quantified cost / schedule impacts
    Improved Program risk identification
    Continuous Risk Management
    Feb 10, 2011
    31
    2011 PM Challenge
  • 47. The Threat Database…
    Feb 10, 2011
    32
    2011 PM Challenge
  • 48. Communication of Concerns
    “Significant” Risks tracked at Program Level
    Program
    Science
    Platform
    Traceability of concerns maintained from top to bottom
    Threats “roll up” into formal Risks
    Threats
    Concerns are collected at the team level…
    SOFIA Team Concerns
    Feb 10, 2011
    33
    2011 PM Challenge
  • 49. Risks, Threats, and the JCL
    Concerns from SOFIA Team
    The threat database proved to be a good predictor of likely schedule impacts and helped focus mitigations
    The threat database is used to populate the JCL risk register and the Risk Action Matrix at the Project and Program Level
    Feb 10, 2011
    34
    2011 PM Challenge
  • 50. Two Coordinated Jugglers
    Threat
    DB
    Synchronized by tossing the Threat Database ball back and forth
    Continuous Risk
    Management
    Observatory
    IPT
    Feb 10, 2011
    35
    2011 PM Challenge
  • 51. Juggler #4
    Tune up key juggling skills to manage more balls in the air at one time
    By teaming with other Jugglers, tossing balls back and forth, sharing the load…
    Leverage threat database for cost/risk integration (toss ball back and forth with CRM &Observatory IPT)
    Leverage existing budget data for schedule/cost integration (coordinating with SPO)
    Acquiring JCL implementation knowledge
    Integrated technical and reserve management strategy
    Integrated Schedule & Budget
    Feb 10, 2011
    36
    2011 PM Challenge
  • 52. Unapproved
    Unencumbered
    Distributed
    Approved
    Threats
    Unknowns
    Reserves Management Strategy
    Feb 10, 2011
    37
    2011 PM Challenge
  • 53. Three Coordinated Jugglers
    Threat
    DB
    Schedule
    Synchronized by tossing the Threat Database and Schedule balls back and forth
    Continuous Risk
    Management
    Observatory
    IPT
    Integrated Schedule / Budget
    Feb 10, 2011
    38
    2011 PM Challenge
  • 54. Bring the New Juggler#5….
    Integrates cross-functional knowledge to create a new skill
    Integrated Master Schedule with:
    Tie to Threat Database via JCL Risk Registry
    Resource Loaded Tasks
    JCL plug-in
    Leverage JCL for EVM Implementation
    Institutionalize value-added processes and analyses
    Ensure continual improvement and sustaining processes through coordination with other jugglers
    Schedule IPT
    Feb 10, 2011
    39
    2011 PM Challenge
  • 55. Program-wide Coordination
    Threat
    DB
    IMS
    Continuous Risk
    Management
    Observatory
    IPT
    Integrated Schedule / Budget
    Schedule
    IPT
    SOFIA Program Office
    Feb 10, 2011
    40
    2011 PM Challenge
  • 56. Results
    Feb 10, 2011
    41
    2011 PM Challenge
  • 57. Accomplishments
    Can really work together and perform tricks!!!
    • Completed technical re-plan
    • 58. Successful First Flight with 100% open door
    • 59. Successful First Light through telescope in the air
    • 60. Completed Envelope Expansion
    • 61. Completed JCL
    • 62. Successful SRB
    • 63. Completed Re-plan with APMC
    • 64. Completed EVM Implementation
    • 65. Completed Observatory testing with Integrated MCCS/CDDS for Early Science.
    • 66. Initiation of Science Flights on Nov 30 / Dec 1, 2010!!!
    Feb 10, 2011
    42
    2011 PM Challenge
  • 67. Key Breakthroughs
    Key decisions made to set down balls…not drop them
    Leveraged the results of technical re-plan
    Re-sequenced SRB appropriately
    Program indexed with an interim baseline
    Enhanced CRM processes
    Threat database construct
    Linking threats to specific activities, identify cost and schedule impact
    Use threat database as primary source for JCL inputs
    Feeder to traditional risk management – augment, don’t replace
    Integrated Master Schedule
    Resources, threats, JCL/EVM enabled
    Finding a way to dissolve traditional stovepipes
    Key relationships (Business Manager, CE, SPO, PMs…)
    Integrated products that allow for cross-functional use and enabled new teams to implement new requirements
    Feb 10, 2011
    43
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  • 68. Conclusion
    Feb 10, 2011
    44
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  • 69. Conclusion
    • The SOFIA Program found ways to leverage existing roles in new ways to meet the requirements without creating unmanageable overhead. The team developed strategies and value added processes - such as improved risk identification, structured reserves management, cost/risk integration - so that the effort expended resulted in a positive return to the program.
    Feb 10, 2011
    45
    2011 PM Challenge
  • 70. The Improved Operating Model
    JCL
    Program Risks / RAM
    EVM
    Schedule
    IPT
    CRM
    Threat Database
    Resource Loaded IMS
    Observatory IPT
    PPBE
    SPO
    Integrated Budget
    Reserves Mgt
    Obsv Capabilities
    FOC
    ISF
    GAO Audits
    SE&I
    SRB
    Feb 10, 2011
    46
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  • 71. Questions?
    Feb 10, 2011
    47
    2011 PM Challenge
  • 72. SOFIA First Flight at Waco, April 26, 2007
    Feb 10, 2011
    48
    2011 PM Challenge
  • 73. SOFIA Door Fully Open In-Flight, Dec 18, 2009
    Feb 10, 2011
    49
    2011 PM Challenge
  • 74. Successful 100% Door Open Landing; April 14, 2010
    Feb 10, 2011
    50
    2011 PM Challenge
  • 75. Telescope in Aft Cavity
    Feb 10, 2011
    51
    2011 PM Challenge
  • 76. SOFIA First Light Image – JupiterMay 26, 2010
    SOFIA infrared image
    (5.4, 24.2, and 37.1 m)
    Feb 10, 2011
    52
    2011 PM Challenge
  • 77. SOFIA First Light Image – M82
    SOFIA infrared image (19.7, 31.5, and 37.1 m)
    Feb 10, 2011
    53
    2011 PM Challenge
  • 78. Initiation of Science FlightsNov 1 – Dec 1, 2010
    Feb 10, 2011
    54
    2011 PM Challenge