Global Precipitation Measurement    (GPM) Project Management     Perspectives on In-House           DevelopmentPM Challeng...
Global Precipitation Measurement OverviewMission Objective:•   Improve scientific understanding of the global water    cyc...
GPM Core Observatory• Orbit: 407 km; 65 degree inclination                Solar Array                                     ...
Project Management Approach• GPM Project Management consistent with NPR 7120.5D/NM 7120-81   – Prescribes management pract...
Management of In-House Activities• Formal Peer Reviews on each subsystem before major milestones  – GPM Peer Review Plan b...
DPR Instrument Insight & Interface Management• JAXA is an international partner    – Signed Memorandum of Understanding (M...
Schedule Implementation Overview• Single Integrated Master Schedule used to manage the project• Integrated Master Schedule...
Example Subsystem Detailed Schedule                                         G O D D A R D   S P A C E   F L I G H T   C E ...
Example Subsystem Intermediate Schedule                                         G O D D A R D   S P A C E   F L I G H T   ...
Core Observatory Master Schedule    12/09 MCDR BL Rev: - (PPBE 2011 - Core LRD 7/21/2013)       Status as of: 9/30/10     ...
Earned Value Management                                (EVM)                    Implementation/Management on              ...
EVM Implementation Approach• GPM uses integrated EVM for the entire project• Out of house contracts over $25M, EVM started...
Earned Value Management• Subsystem Implementation Plans (SIPs) used to control cost and  schedule   – SIPs include baselin...
Subsystem Implementation Plan (SIP) Budget Baseline                                         G O D D A R D   S P A C E   F ...
Example SIP Budget, Staffing FY11 by Month                                            G O D D A R D   S P A C E   F L I G ...
Example SIP Budget, Staffing FY12 – FY14                                               G O D D A R D   S P A C E   F L I G...
Joint Confidence Level                               (JCL)Cost and Schedule                                 Estimation for...
GPM JCL Approach• GPM uses the CEPA tool   – NASA HQ provided VAI as consultants to assist GPM with JCL• GPM JCL is top do...
5x5 set up• WBS cost have two parts: Fixed and Variable cost   – Fixed cost covers the core team that will carried to the ...
Example Subsystem– PDR to March 2010 Look (18 Mos Window)                                    FY09                         ...
Output from 1000 Monte Carlo Cases                                            G O D D A R D   S P A C E   F L I G H T   C ...
Project Management Perspectives• AETD (Engineering) Champion team is very successful in  assisting with keeping the projec...
Core Observatory Alignment Test        Flight Structure assembled                    DPR alignment test completed         ...
GPM Lower Bus Structure in Clean Room                                         G O D D A R D   S P A C E   F L I G H T   C ...
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  1. 1. Global Precipitation Measurement (GPM) Project Management Perspectives on In-House DevelopmentPM ChallengeFebruary 2011 Art Azarbarzin Project Manager Candace Carlisle Deputy Project Manager Jackie Fiora Deputy Project Manager/Resources G O D D A R D S P A C E F L I G H T C E N T E R 1
  2. 2. Global Precipitation Measurement OverviewMission Objective:• Improve scientific understanding of the global water cycle and fresh water availability• Improve the accuracy of precipitation forecasts• Provide frequent and complete sampling of the Earth’s precipitationMission Description (Class B, Category I):• Constellation of spacecraft provide global precipitation measurement coverage – NASA/JAXA Core spacecraft: Provides a microwave radiometer (GMI) and dual-frequency precipitation radar (DPR) to cross-calibrate entire constellation • 65o inclination, 400 km altitude • Launch July 2013 on HII-A • 3 year mission (5 year propellant) – Second GMI instrument to be accommodated on a TBD partner-provided Low-Inclination spacecraft: • Partners Complements Core spacecraft and partner assets – Japanese Aerospace and Exploration (JAXA) • ~40o inclination, ~600 km altitude • DPR instruments for Core spacecraft • Launch late 2014 (TBR) • Launch service for Core spacecraft – Partner constellation spacecraft: Provided by – TBD, LIO Spacecraft and Launch Vehicle JAXA, DoD, NOAA, other space agencies – Other U.S. and international agencies• Ground assets • Data from radiometers (e.g. IPO NPP, DOD – Precipitation Processing System: Data DMSP, JAXA GCOM-W, Megha-Tropiques) processing, archive, distribution for the entire • Ground validation partnerships constellation of spacecraft – Universities – Ground validation system: Uses world-wide network of • Ground validation partnerships ground-based measurements to validate space measurements and algorithms • Science team participation – Mission Operations Center for Core Spacecraft – Instrument Operation Center for GMI #2 G O D D A R D S P A C E F L I G H T C E N T E R 2 GPM PM Perspectives, PM Challenge 2011
  3. 3. GPM Core Observatory• Orbit: 407 km; 65 degree inclination Solar Array HGA Avionics• 3 year design life with 5 years propellant• Controlled re-entry at end of operational life• GPM Microwave Imager (GMI) : Conically Scanned Radiometer (Ball Aerospace) – 10.6, 18.7, 23.8, 36.5, 89, 166, 183 GHz• Dual-Frequency Precipitation Radar (DPR = KuPR + KaPR): JAXA – 13.6, 35.5 GHz• Spacecraft bus: GSFC in-house GMI design – Aluminum and Composite – Modular, fully-redundant avionics 6.5 m – Steerable high-gain antenna on dual-hinged boom – Solar arrays track the sun – 12 thrusters (4 forward, 8 aft) – 240 Amp-hour Lithium Ion Battery – Size: 13.0m x 6.5m x 5.0m KuPR – Mass: 3850 kg KaPR – Power: ~1950W 5.0 m – Data Rate:~ 300 Kbs (with onboard storage) G O D D A R D S P A C E F L I G H T C E N T E R 3GPM PM Perspectives, PM Challenge 2011
  4. 4. Project Management Approach• GPM Project Management consistent with NPR 7120.5D/NM 7120-81 – Prescribes management practices, milestones, independent project-level reviews, etc. – Project Plan approved – GPM Project roles and responsibilities are clearly defined in the GPM Project Plan• Project Manager responsible for technical, cost and schedule management – Strong systems oversight of all technical issues – Project staff monitors and controls cost and schedule• Project is fully responsible and accountable for management and performance of all GPM activities for both in-house and out of house – Similar management approach and processes for both in-house and out-of-house work – Project approves key technical and programmatic documents such as specifications, schedules and budget, etc.• Monitor and report status of development activities – Written weekly reports to GSFC and HQ management – GSFC Center Management Council, Flight Projects and Program Office Monthly reviews – Weekly tag-up with Program Office – Annual budget reviews with Program Office, Flight Projects, GSFC and Headquarters G O D D A R D S P A C E F L I G H T C E N T E R 4GPM PM Perspectives, PM Challenge 2011
  5. 5. Management of In-House Activities• Formal Peer Reviews on each subsystem before major milestones – GPM Peer Review Plan baselined – Independent technical review of products and processes with project and Standing Review Board member participation – All subsystems and systems formally peer reviewed before major milestones (e.g. PDR, CDR) – Table-top review of all drawings, manufacturing plans prior to fabrication• Milestone reviews (PDR, CDR) conducted with Standing Review Board – Gate products tracked via spreadsheet and provided to SRB via NASA “Process Based Mission Assurance” website – Periodic telecons with SRB to follow up on review actions/concerns• Status of development activities monitored each week/month – Weekly Systems and Observatory Staff meetings – Monthly Earned Value Management (EVM) cost/schedule reviews for each subsystem – Joint Project - engineering monthly technical review (Champion Team Review) • One manager from each engineering division will follow that division’s GPM flight hardware/software and assist in problem-solving • Monthly “Champion Team” reporting to engineering senior management – Engineering Division internal monthly technical status reviews G O D D A R D S P A C E F L I G H T C E N T E R 5 GPM PM Perspectives, PM Challenge 2011
  6. 6. DPR Instrument Insight & Interface Management• JAXA is an international partner – Signed Memorandum of Understanding (MOU) in place – Export/Import Control Plan baselined• Baselined Interface Control Document (ICD)• NASA-JAXA Joint Requirements document signed• Established S&MA “equivalence”• Monthly videocons• Exchange of Technical Interface Communications (TICs) and Issues – Weekly status update• Face-to-face Technical Interface Meetings at least twice a year (US, Japan)• Project participation in JAXA Interface reviews – Interface CDR conducted July 2009 – Instrument Pre-Environmental Review planned for January 2011• Monthly JAXA visit by the responsible product Lead G O D D A R D S P A C E F L I G H T C E N T E R 6GPM PM Perspectives, PM Challenge 2011
  7. 7. Schedule Implementation Overview• Single Integrated Master Schedule used to manage the project• Integrated Master Schedule (IMS) centralized, utilizing MS Project 2007 tool for all in-house and out-of-house work – 3 Levels of Integrated Schedules with Custom Views – Organized by Work Breakdown Structure (WBS), Subsystem/Element, Lead – Schedule Generally based on a 1-8-5 GSFC Holiday Schedule Calendar – Activities are Linked to the 7/21/2013 Launch Readiness Date – Using Critical Path Method (CPM) and Total Slack is Tracked to Launch• Critical, Cumulative, & EVMS Milestones are identified and Tracked monthly – Included in monthly schedule/cost reviews for each subsystem G O D D A R D S P A C E F L I G H T C E N T E R 7GPM PM Perspectives, PM Challenge 2011
  8. 8. Example Subsystem Detailed Schedule G O D D A R D S P A C E F L I G H T C E N T E R 8GPM PM Perspectives, PM Challenge 2011
  9. 9. Example Subsystem Intermediate Schedule G O D D A R D S P A C E F L I G H T C E N T E R 9GPM PM Perspectives, PM Challenge 2011
  10. 10. Core Observatory Master Schedule 12/09 MCDR BL Rev: - (PPBE 2011 - Core LRD 7/21/2013) Status as of: 9/30/10 10
  11. 11. Earned Value Management (EVM) Implementation/Management on GPM G O D D A R D S P A C E F L I G H T C E N T E R 11GPM PM Perspectives, PM Challenge 2011
  12. 12. EVM Implementation Approach• GPM uses integrated EVM for the entire project• Out of house contracts over $25M, EVM started at contract award – International Partners do not use EVM• In-house EVM implementation started in March 2010 – Actuals used for prior years – Implementation similar to industry standard – March 2010 Budget submit used as the baseline• Baseline EVM remains unchanged every year, despite cost phasing requirement adjustments• No EVM re-baseline permitted, unless funding constraint imposed by NASA HQ or launch readiness date is changed G O D D A R D S P A C E F L I G H T C E N T E R 12GPM PM Perspectives, PM Challenge 2011
  13. 13. Earned Value Management• Subsystem Implementation Plans (SIPs) used to control cost and schedule – SIPs include baseline budget, detailed staffing plan, key milestones & deliverables, and subsystem detailed schedule • Detailed integrated excel spreadsheet used to develop SIPs – SIPs used as the control account, work package, and planning package authorizing document• EVMS Software – MPM and Winsight• Management Tools and Reports – WBS and WBS Dictionary – Responsibility Assignment Matrix (RAM) – Monthly Contract Performance Reporting (CPR)’s – Similar CPR reporting for In-house effort• Monthly calculation of EVMS performance metrics included in monthly schedule/cost reviews for each subsystem – Reviewed by management monthly G O D D A R D S P A C E F L I G H T C E N T E R 13GPM PM Perspectives, PM Challenge 2011
  14. 14. Subsystem Implementation Plan (SIP) Budget Baseline G O D D A R D S P A C E F L I G H T C E N T E R 14GPM PM Perspectives, PM Challenge 2011
  15. 15. Example SIP Budget, Staffing FY11 by Month G O D D A R D S P A C E F L I G H T C E N T E R 15GPM PM Perspectives, PM Challenge 2011
  16. 16. Example SIP Budget, Staffing FY12 – FY14 G O D D A R D S P A C E F L I G H T C E N T E R 16GPM PM Perspectives, PM Challenge 2011
  17. 17. Joint Confidence Level (JCL)Cost and Schedule Estimation for GPM G O D D A R D S P A C E F L I G H T C E N T E R 17GPM PM Perspectives, PM Challenge 2011
  18. 18. GPM JCL Approach• GPM uses the CEPA tool – NASA HQ provided VAI as consultants to assist GPM with JCL• GPM JCL is top down – Captures the plan • Plan established at PDR (Nov 2008) – Total plan comprised of 24 activities from PDR through launch (July 2013) • WBS cost have two parts: Fixed and Variable cost – Fixed cost covers the core team that will carried to the end of the program – Variable cost covers designers, materials, manufacturing and test – Historical performance (actuals) measured PDR through March 2010 • Actual cost and schedule vs. plan• JCL analysis performed from April 2010 through launch – Inputs based on project’s forecast of cost and schedule performance for each of the 24 activities (5x5s), informed by historical performance data – The JCL Tool calculates the Fixed cost separately and with any schedule slips, it adds the Fixed cost to the total cost impact • 1000 sample Monte Carlo Simulation G O D D A R D S P A C E F L I G H T C E N T E R 18GPM PM Perspectives, PM Challenge 2011
  19. 19. 5x5 set up• WBS cost have two parts: Fixed and Variable cost – Fixed cost covers the core team that will carried to the end of the program – Variable cost covers designers, materials, manufacturing and test• Only variable cost is entered in 5x5s for this tool• Schedule column reflects how much of a serial impact to LRD• 5x5 four corners – A1 (green) – Best achievable cost and schedule (taking into account current status) – A5 ) – Stretch the development due to part delays or other spacecraft hardware development for cost efficiency – E1 (blue) – Maximum practical amount of money spent to keep activity on schedule – E5 (red) - Worst case cost and schedule due to developmental problems• The JCL Tool calculates the Fixed cost separately and with any schedule slips, it adds the Fixed cost to the total cost impact G O D D A R D S P A C E F L I G H T C E N T E R 19GPM PM Perspectives, PM Challenge 2011
  20. 20. Example Subsystem– PDR to March 2010 Look (18 Mos Window) FY09 FY10 FY11 FY12 FY12 FY13 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1PDR G LT Q F Life Test Qual G Qual H Assy Test Flt G Flt H Assy Test LR ETU Qual Flight F 0.2 0.3 0.3 0.3 0.3 0.2 0.2 0.2 0.2 0.2 0.2 0.2COST V 0.8 1.0 1.2 1.1 0.9 0.9 0.8 0.7 0.5 0.5 0.5 0.5 4-10 thru 2013 T 1.0 1.3 1.5 1.4 1.2 1.1 1.0 0.9 0.7 0.7 0.7 0.7 5.2 4.2 2.8 1.1 .9 6.7 F = 1.1 F = .9 F = .8 F = .8 F = .8 F = 2.8 V = 4.1 V = 3.3 V = 2.0 V = .3 V = .1 V = 3.93-10 G F LT Q Life Test Flt G Schedule Assessment = a Flt H A/T Loss of 7.5 Mos Qual G Assy Qual H A/T LR ETU Qual Flight F 0.2 0.2 0.2 0.3 0.3 0.3 0.3 0.3 0.3 0.3 0.3 0.3COST 0.8 0.9 0.9 0.9 1.1 1.4 1.2 1.1 1.0 0.9 0.7 0.5 V 4-10 thru 2013 T 1.0 1.1 1.1 1.2 1.4 1.7 1.5 1.4 1.3 1.2 1.0 0.8 4.4 7.5 6.0 10.5 4.3 4.3 2.2 1.2 .7 .9 9.2 F = .9 F = 1.3 F = 1.3 F = .7 F = .5 F = 3.1 V = 3.5 V = 4.7 V = 3.1 V = .5 V = .2 V = 6.1 Historical Performance PDR to go = 3.9 Measure for 18 Mos Window V$ Roll Thru = 2.4 Accomplished 10.5 Mos Total Plan = 6.3 Lost 7.5 Mos Performance @ 100% = 6.3 Roll thru 86% = 7.3 Value of 7.5 = $2.4M (Var $) $2.4M @ 100% 72% = 8.8 Perform is: Var Accom = 3.5 58% = 10.9 = .58 44% = 14.3 Var Spent = 6.0 20
  21. 21. Output from 1000 Monte Carlo Cases G O D D A R D S P A C E F L I G H T C E N T E R 21GPM PM Perspectives, PM Challenge 2011
  22. 22. Project Management Perspectives• AETD (Engineering) Champion team is very successful in assisting with keeping the project on track• Single integrated master schedule, with monthly tracking at detailed level is critical in understanding and managing in-house progress and working around development problems• Working with GSFC EVM team and building on LRO experience to successfully implement EVM for the GPM Project• Regular videocons and frequent exchange of technical communications (TICs) with JAXA keeps the international partnership on track• Frequent interaction with SRB had mixed success – SRB participation in peer reviews meant that key members were informed about the design prior to major reviews – Additional overhead of follow-up telecons• Use of top-down CEPA tool for JCL kept the effort manageable and simple – Project and SRB were in learning mode on JCL and the tool – JCL result useful for mitigating potential FY budget shortfalls G O D D A R D S P A C E F L I G H T C E N T E R 22GPM PM Perspectives, PM Challenge 2011
  23. 23. Core Observatory Alignment Test Flight Structure assembled DPR alignment test completed G O D D A R D S P A C E F L I G H T C E N T E R 23GPM PM Perspectives, PM Challenge 2011
  24. 24. GPM Lower Bus Structure in Clean Room G O D D A R D S P A C E F L I G H T C E N T E R 24GPM PM Perspectives, PM Challenge 2011

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