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Newman.steve
1. Going Out in Style
End-of-Program Risk Management
Steve Newman Ed Rodgers
ESMD Knowledge GSFC Chief
Capture & Transfer Knowledge Officer
Support Team
ARES Corporation
Case Study available on the ESMD ICE server at
https://ice.exploration.nasa.gov/ice/binary/com.epicentric.contentmanagement.servlet.ContentDeliveryServlet/km/Case%20Studies/Titan%20IV.pdf
2. Learning Objectives
• Gain perspective on Human Capital (HC)
management challenges associated with
transition
• Acquire insight into program manager
options to maintain capability and safety
• Understand transition issues confronting
critical-skill workers
• Use “Big Brain” techniques to develop
solutions
• Develop an understanding of potential HC
risk management control and mitigation
approaches
3. Case Study Timeline
• PowerPoint review of case (10 min)
• Divide into groups of 5-8 (max)
• Assign Risk to each group (#1, #2,or #3)
• Small group table discussion (15 min)
– Structured Brainstorming
– Fishbone Capture
• Report-out and facilitated large group discussion
(15 min)
• Distribution of the case / discussion of Titan IV
mitigation approaches (10 min)
4. Case Background -1
EELV Program
• In 1994 DoD began planning for the Evolved Expendable Launch
Vehicle (EELV) Program as a means to make government space
launches more affordable and reliable, replacing most if not all existing
“legacy” boosters (e.g. Delta II, Atlas II/Centaur, Titan IV, etc.).
• Plans called for standardized fairings, liquid core vehicles, upper stages,
and solid rockets.
• Initial contracts were awarded in 1998 for development of two launch
systems, Delta IV and Atlas V.
Titan IV Failures
Shortly after the Titan Retirement announcement in 1998, the Program
encountered a series of rocket failures.
• On August 12, 1998 during the final flight of the Titan IV-A, the rocket
exploded 42 seconds after liftoff. It was carrying a National
Reconnaissance Office satellite.
• Then in April 1999 the Titan IV-B experienced two catastrophic failures
within three weeks of each other. The first failure was on April 9, 1999
and the second followed on April 30, 1999
5. Case Background -2
Failure Review Board Findings
Board determined that the failures were a result of
multiple causes including:
• equipment design, engineering, and program
management problems within both LM and the
Department of Defense.
The Panel also determined that a contributing cause to
the failure was:
• a lack of focus due to the program retirement and
shifted attention to the Atlas V and Delta IV Program
development.
• The Panel concluded that the loss of critical skills to
other programs could lead future failures.
6. Risk Mgmt Challenge
Risks are borne by management seeking to “fly-out the program”
successfully in the high consequence, intrinsically difficult space systems
operational environment. Successful risk management will accomplish the
goal of maintaining workforce capability and attention to detail until the
end of the program.
Maintaining workforce focus in safety critical processes requires
addressing the workers long-term concerns about future employment.
Risks are borne at a personal (and family) level by workers concerned with
paying the mortgage or finding tuition for a child in college.
Successful risk management will consist of ensuring long-term
employment and/or employability in a down economy. Thus, the risk
management goals of the manager and worker must align. For
management to succeed in managing risk they must enable the critical
skill worker to “get to Yes” – I have a good control and mitigation plan and
I will accept the risk of staying with the program.
7. RISK -1
Mission Managers Risk
Statement
If I lose my critical skill
workforce I may not be
able to successfully fly-
out the last mission
Develop Control and
Mitigation Plan……..
8. RISK-2
Mission Managers Risk
Statement
If my workforce loses focus I
may have a quality or safety
issue and lose one of the last
missions.
Develop Control and Mitigation
Plan …
9. RISK-3
“Next” Space System Project
Manager Risk Statement
If I can’t find the necessary skill mix
on-hand within the organization I may
face schedule risks in initiating the
“Next” Space System project
Develop Control and Mitigation Plan …
14. T4 Risk Mitigation Strategy Elements-1
Mission Success Accrual Account (MSAA)
• For every six months that the program had 100% mission success, the Mission Success Accrual Account
(MSAA) would be funded
• Funded by a Congressional line item
• Eligible employees for the MSAA included any employee who work at least 51% of their time on the Titan
Program
• Employee job assignments were tied to a specific program milestone (e.g. a last need date) and when the
milestone was completed, the employee received payment for all of the accruals in their account
Titan Launch Success Award (TLSA)
• After a successful launch the program would promptly award employees with the Titan Launch Success
Award, which was approximately $200
• Eligible employees included any employee who worked at least 51% of their time on the Titan Program
Critical Skill Inventory
• Key critical skills were identified during the strategic planning for fly-out
• Management asked questions such as “Who, by name, must I have to successfully fly-out the program?”
and “Who can I train to succeed them?”
• Those individuals identified as critical personnel (approximately 10% of the workforce) were eligible to
receive a layoff benefit of 26 weeks (10 weeks more than standard company policy, which was 16 weeks)
in the event of a layoff before the fly-out was completed
15. T4 Risk Mitigation Strategy Elements-2
Work Share Program
• If an employee was approved, they were allowed to be shared with another
program
• An employee was eligible to work up to 49% of their time on another program.
• The work share program enabled employees to avoid layoffs after Titan fly-out by
gaining experience for a follow on position.
Additional Measures
• Job placement
• Skills training
• Resume writing assistance
• Aggressive Communication
Program morale was maintained by continuous communication through employee
feedback opportunities, all-hands meetings, and other communication efforts all
oriented to emphasize and reaffirm the importance of employee contributions
necessary to accomplish a successful Fly-Out
16. Key T4 Success Factors
START EARLY: Implement retention programs and incentives as early as
possible
COMMUNICATE: Aggressively communicate with the workforce
CREATE NEAR TERM STABILITY: Create financial incentives for successfully
accomplishing work in the near term
CREATE LONG-TERM OPPORTUNITY: Create stability in the near term and
providing options and support for transition in the long term.
FUND APPROPRIATELY: Consider special appropriation funding for both
employee retention incentive programs as well as long-term training
