Managing a subsystem, even a science instrument as part of a project) does not prepare one for the realities of managing an independent project
Start with the team, because ripple effects affect all other issues Inexperience: e.g., FM experience from large mission not necessarily transferable to C/D mission, leading to cost/schedule problems
Mission Managers, PEs, PSs, Prog. Mgmt, Proj. Mgmt have the same number of reviews, meetings, tag-ups to attend Required NASA reviews and key decision points (KDPs) apply to all missions Size of the “book” may shrink, but so does the team developing the book Preparation for a review is driven by the need for review and iteration Reviews may increase depending on customer requirements (e.g., ESA reviews) and project complexity (layers requiring independent reviews) Weekly and monthly reporting may increase: e.g., Strofio (reports as independent instrument, and as part of SERENA to customer) Review board members are more accustomed to full mission reviews (size of tasks, risk tolerance, reserve posture)
Don’t fall into the trap of relying on informal communications: - too many factors can interrupt/intercept - easy to lose track of how many weekly tag-ups have been missed due to “emergencies” - turnover causes loss of expert knowledge, decision basis - written decisions help mitigate against language barriers
Common perception that there “is no time” on a small project to build a schedule Common critical path drivers may not apply…but the critical path still exists and is…critical
Managers: if we are reporting EVM, does it really cost less? EVM is not required for the smallest NASA projects
Just saying “class C” or “class D” is not enough… What about heritage? Heritage FSW from a class A mission, but not be at all appropriate for a class D mission… Use GRAIL, LADEE as examples for these
It is human nature to avoid conflict; don’t Start the discussion early; don’t stop until you have agreement (not necessarily consensus) The first question in any discussion might be..what is the risk? You don’t want to be cancelled because cost overruns result from implicit, undocumented, and unacceptable risk assumptions
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