This document provides an overview of project management for a satellite mission. It discusses that project management involves planning, directing, scheduling, and controlling a project. It describes characteristics of projects and highlights that they are unique, temporary efforts to achieve specific goals. The document also discusses key aspects of project management like the triple constraints of scope, time and cost. It provides examples of scheduling tools like Gantt charts and PERT charts. It outlines the typical phases and milestones of a satellite project life cycle. Finally, it discusses techniques for monitoring and controlling projects, like critical path method and critical chain project management.

1. PROJECT MANAGEMENT
– A SATELLITE MISSION
M.V.Kannan Planet Aerospace
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M. V. Kannan (Former ISRO Scientist)
Director, Business Adviser
Email: indukan@yahoo.com
Contact:+91 9740317133 / 9886029133
14th October 2017

2. PROJECT MANAGEMENT
– AN INSIGHT
M.V.Kannan Planet Aerospace
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“Project” is an Unique, well defined effort to accomplish a
specified task with certain specified result at a particular
point of time.

3. PROJECT MANAGEMENT
– AN INSIGHT
M.V.Kannan Planet Aerospace
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Characteristics of a Project !
 Projects are unique
 Projects are temporary in nature and have a definite
beginning and end date
 Projects are completed when project goals are
achieved
 A successful project is one that meets or exceeds the
expectations of stake holders

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Project Management is defined as a set of
• Principles
• Practices and Methods
• Procedures and techniques
needed for planning and execution of an object oriented
task, for establishing a sound basis for organising ,
scheduling, controlling and managing the project.
PROJECT MANAGEMENT
– AN INSIGHT

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PROJECTS TRIPLE CONSRAINTS

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Planning – “What” - What does this involve?
Mission objective , Payload definition, Subsystem Design,
Technology developments, Budget planning, Resource
planning - project report
Directing - “ Who” - Who should direct the project
tasks and activities?
Identification of project team, Budget & resource allocation ,
special Review committees
PROJECT MANAGEMENT APPROACH

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Scheduling – “ When ” - When the work activities/tasks
need to be done?
Project duration, Work breakdown structure,, subsystem level
schedules, Project level schedules
Controlling - “How” - How to monitor and measure the
performance of the project?
Review mechanisms, status reviews, special reviews, Review
by Top Management
SATELLITE PROJECT MANAGEMENT APPROACH

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MATRIX MANAGEMENT – SIMPLE EXAMPLE
Organisation Structure
Team-
Typical

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MAIN FRAME
AIT
QA
MISSION
PAYLOAD
POWER
TTC - BB
TTC - RF
STRUCTURE
THERMAL
MECHANISM
AOCS
AOCE SENSORS ACTUATORS
PROPULSION WHEELS / TORQUERS
SPACECRAFT
COMMUNICATION
REMOTE SENSING
SCIENTIFIC
MANNED MISSION
NAVIGATION
SPACECRAFT ELEMENTS

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PLANNING EXECUTION COMPLETION
Concept &
Design
Fabrication
& Testing
Assembly
& Testing
Pre & Post
Launch
20% 30% 40% 10%
BDR
PSR
PDR
DDR
CDR
MAJOR MILE STONES
BDR : Baseline Design Review
PDR : Preliminary Design Review
DDR : Detailed Design Review
CDR : Critical Design Review
PSR : Pre-shipment Review
T1
Months
T2
Months
T3
Months
T4
Months
SATELLITE PROJECT LIFE CYCLE – TYPICAL

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 DETAILED ASPECT OF PLANNING
 ITERATIVE PROCESS TO ENHANCE THE PLAN
 STEPS INVOLVED:
 Time Estimates
 Identifying dependencies
 Constructing dependence network
 Assigning responsibilities
 Allocating Resources
 GANTT CHART – PERT/ CPM
 Schedule Plans– Various Levels
SCHEDULING

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GANTT CHART (Bar Chart)
NETWORK DIAGRAMS
Task Date
Activity-1 4/25
Activity-2 5/15
PROJECT SCHEDULING PLANNING TOOLS

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GANTT CHART-TYPICAL

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GANTT CHART-TYPICAL

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Activity networks – Diagram Symbols
12
6
21
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Event No
Slack
Latest TimeEarliest Time
X Y
X
Y
Z
X
Y Z
Event ( Situation which occurs on completion
of a Job or Jobs )
Job X must be completed before Job Y can start
Job X & Y must be completed before Job Z can
start
Z is a dummy activity, it is represented by
dotted line. It does not require resources or
completion time.

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STEPS in CPM & PERT Project Planning
1. Identify the specific activities
2. Determine the proper sequence of activities
3. Construct /Draw the network diagram
4. Estimate the time required for each activity
5. Identify the critical path ( Longest path through the
network)
6. Update CPM/PERT Chart as the project in progress

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PERT - ACTIVITY TIME ESTIMATE
For each activity – Three time estimates
Optimistic time : Generally the shortest time in which the
activity can be completed
Most likely time : The completion time having the highest
probability
Pessimistic time : The longest time that an activity may require
Expected time of each activity =(optimistic+4 x most
likely +Pessimistic)/6

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ACTIVITY NET WORK - PERT CHART-TYPICAL

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M.V.Kannan Planet Aerospace
CRITICAL PATH (Activity oriented)
• The Critical Path method is used to determine what the
shortest time is to complete the project, or a phase of the
project.
• The method analyzes every possible sequence of tasks
based upon the network diagram to determine which
sequence is the longest.
• This sequence is called the critical path because it sets the
minimum time in which the project can be completed.

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IDENTIFICATION OF CRITICAL PATH
Determine the four parameters for each activity
ES: Earliest start time:
EF : Earliest Finish time:
LS : Latest start time
LF: Latest Finish time:
Slack= (ES-LS) or (EF-LF) .
The critical path then is the path through the network in which
none of the activities have slack

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TYPICAL NET WORK - MODEL
1
2
3 4
5 6
E [14, 17]
3 [22 , 25]A [ 0, 3]
3 [19, 22] G [ 25, 35]
[25, 35]
B [ 0, 14]
14 [0 , 14]
D [ 14, 21]
7 [ 14, 21]
F [ 21, 25]
4 [ 21, 25]
CRITICAL PATH
JOB NAME [ ES , EF ]
DURATION [ LS , LF ]
KEY
C [ 14, 14]
0 [ 22, 22]

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PROJECT COSTING
Direct Costs Indirect Costs
Which are directly associated
with project activities (Bill of
materials, equipment / tools,
Fabrication, salaries ,travel,
outsourcing of jobs etc. )
Overhead costs (not directly
associated with specific project
activities – like office space,
administrative expenses, taxes
etc.)

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PROJECT SCHEDULE ANALYSIS TECHNIQUES
 CRITICAL PATH
 PERT
 CRITICAL CHAIN
Details-CC

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Integrated monitoring of schedule and cost
SV = (EV-PV)
-ve: behind schedule
+ve : Ahead of schedule
SV % = 100* (SV/PV)
CV= (EV-AC)
-ve: over budget
+ve : und budget
CV % = 100* (CV/EV)
EAC – Estimation cost
at completion (Revision)
EAC= AC/PC where PC is
Percentage completion

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PROJECT MANAGEMENT SOFTWARE
Microsoft Project is a project management software program
developed and sold by Microsoft
Designed to assist project managers in developing plans,
assigning resources to tasks, tracking progress, managing
budgets and analyzing workloads
The application creates critical path schedules, and critical
chain which can be visualized in a Gantt chart.

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“Planning without action is futile, action without planning is
fatal.” — Cornelius Fitchner PMP

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Project Lead
Project Managers
Mechanical
Systems
POWER
SYSTEMS
TTC
(BB & RF)
Communication
Systems
Controls
Systems
Sensors
systems
Payload
systems
AIT
QA
Mission
Project Management Office
Review Board
Matrix
Management

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CRITICAL CHAIN : (1997 Eliyahu.M.Goldartt)
Longest Chain of the tasks that consider both task
dependencies and resource dependencies . Critical chain
recognises that a delay in resource availability can delay a
schedule just as a delay in dependent tasks
Theory of constraints based “ Any system must have
constraint .Otherwise its output would increase without
bound or go to zero”
Relay race approach : As fast as possible
Buffer Management aproach
Example

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CRITICAL CHAIN : (1997 Eliyahu.M.Goldartt)
The resource for each activity placed by the side of each activity
In CPM- RED color indicates critical path (project takes 65 days for completion)
In Critical Chain ,each task duration reduced by 50%. Feeding buffer seen introduced
where non critical chain activities intersect critical chain path. Project buffer
introduced at the end of project. Project duration has come down by 10 days (15%)
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