The document discusses operability challenges for NASA's Constellation program. It defines operability as the system characteristics that ensure safe flight while minimizing costs during production, operations, and sustainment. The Constellation program has made progress on operability during early design but more work is needed. Key factors like producibility, reliability, interoperability, sustainability, and maintainability must be considered throughout the design process to balance performance and operability.
The document discusses challenges faced in re-engineering the Mission Operations Directorate's (MOD) Flight Production Process (FPP). Key challenges include: 1) Building support for adopting Model Based Systems Engineering (MBSE) and Enterprise Architecture (EA) methodologies, 2) Resource limitations, 3) Maintaining management support, and 4) Establishing tools for MBSE and EA development. The FPP must be redesigned as an integrated system to address issues like duplication, data errors, and lack of interoperability between its separate processes for Space Shuttle and ISS programs.
The Constellation Space Transportation Planning Office (CSTP) was established in 2008 to prepare NASA's Constellation Program for the operations and sustaining phase of the Ares I and Orion spacecraft's lifecycle. The CSTP works closely with the Constellation Program to address operability considerations in design and establish the future Constellation Space Transportation Program to manage production, launch, and recovery operations for Ares I/Orion missions to the International Space Station.
The document discusses integrated testing plans for the Constellation program at KSC. It describes plans to conduct Multi-Element Integrated Tests (MEITs) to test interactions between Constellation flight elements launched on different vehicles before they are integrated in space. MEITs found significant problems in previous programs that could have impacted safety and mission objectives. The tests are intended to reduce risks by identifying issues early.
The Constellation Space Transportation Planning Office (CSTP) manages the production, launch preparations, mission operations, and recovery of the Orion/Ares vehicle configuration that will transport crew to and from the International Space Station. The CSTP oversees the entire work cycle from element production to final disposition. It uses an organizational structure with divisions for program integration, planning and control, systems engineering, and operations. The presentation provides an overview of CSTP and updates on its projects and forward work.
The document provides an overview of critical path method (CPM) scheduling presented at the First Annual NASA Project Management Conference. It includes a scheduling awareness quiz, types of schedules and networks, precedence diagramming methods, task durations, forward and backward passes to calculate early and late start/finish dates, and total float. The purpose is to introduce essential CPM scheduling concepts and techniques.
The document introduces the Project Management Toolkit (PPME Toolkit) developed by NASA's Glenn Research Center (GRC) to provide a standardized set of project planning and execution tools. The PPME Toolkit aims to facilitate life cycle project management from proposal development through project control and reporting. It was developed using a rapid prototyping approach and has been piloted with five GRC space flight projects. Version 1 of the Toolkit will be deployed across GRC's space flight portfolio in 2011, and Version 2 will include additional capabilities and an enterprise server solution to enable true portfolio management.
This document provides an overview of NASA's Exploration Systems Development program, which is developing the Space Launch System (SLS), Orion Multi-Purpose Crew Vehicle (MPCV), and associated ground systems. It discusses the analysis of alternatives that was conducted to select these systems and an incremental approach to deliver beyond low Earth orbit exploration capabilities. Key decisions included validating Orion as the crew vehicle and selecting a heavy-lift launch vehicle concept using hydrogen and rocket propellant technologies.
The document discusses the Ares I-X test flight conducted by NASA in October 2009. It provides background on the objectives and significance of the flight test. It highlights that healthy tension between the flight test's Mission Management Office and Technical Authorities was important to the flight test's success. It then discusses NASA's governance model and how technical authority is implemented. Specifically, it notes the Chief Engineer and Chief of Safety and Mission Assurance represented their communities and helped achieve an appropriate balance between constraints and risk. Information flow between groups was a key factor for the multi-center team's cooperation and success.
The document discusses challenges faced in re-engineering the Mission Operations Directorate's (MOD) Flight Production Process (FPP). Key challenges include: 1) Building support for adopting Model Based Systems Engineering (MBSE) and Enterprise Architecture (EA) methodologies, 2) Resource limitations, 3) Maintaining management support, and 4) Establishing tools for MBSE and EA development. The FPP must be redesigned as an integrated system to address issues like duplication, data errors, and lack of interoperability between its separate processes for Space Shuttle and ISS programs.
The Constellation Space Transportation Planning Office (CSTP) was established in 2008 to prepare NASA's Constellation Program for the operations and sustaining phase of the Ares I and Orion spacecraft's lifecycle. The CSTP works closely with the Constellation Program to address operability considerations in design and establish the future Constellation Space Transportation Program to manage production, launch, and recovery operations for Ares I/Orion missions to the International Space Station.
The document discusses integrated testing plans for the Constellation program at KSC. It describes plans to conduct Multi-Element Integrated Tests (MEITs) to test interactions between Constellation flight elements launched on different vehicles before they are integrated in space. MEITs found significant problems in previous programs that could have impacted safety and mission objectives. The tests are intended to reduce risks by identifying issues early.
The Constellation Space Transportation Planning Office (CSTP) manages the production, launch preparations, mission operations, and recovery of the Orion/Ares vehicle configuration that will transport crew to and from the International Space Station. The CSTP oversees the entire work cycle from element production to final disposition. It uses an organizational structure with divisions for program integration, planning and control, systems engineering, and operations. The presentation provides an overview of CSTP and updates on its projects and forward work.
The document provides an overview of critical path method (CPM) scheduling presented at the First Annual NASA Project Management Conference. It includes a scheduling awareness quiz, types of schedules and networks, precedence diagramming methods, task durations, forward and backward passes to calculate early and late start/finish dates, and total float. The purpose is to introduce essential CPM scheduling concepts and techniques.
The document introduces the Project Management Toolkit (PPME Toolkit) developed by NASA's Glenn Research Center (GRC) to provide a standardized set of project planning and execution tools. The PPME Toolkit aims to facilitate life cycle project management from proposal development through project control and reporting. It was developed using a rapid prototyping approach and has been piloted with five GRC space flight projects. Version 1 of the Toolkit will be deployed across GRC's space flight portfolio in 2011, and Version 2 will include additional capabilities and an enterprise server solution to enable true portfolio management.
This document provides an overview of NASA's Exploration Systems Development program, which is developing the Space Launch System (SLS), Orion Multi-Purpose Crew Vehicle (MPCV), and associated ground systems. It discusses the analysis of alternatives that was conducted to select these systems and an incremental approach to deliver beyond low Earth orbit exploration capabilities. Key decisions included validating Orion as the crew vehicle and selecting a heavy-lift launch vehicle concept using hydrogen and rocket propellant technologies.
The document discusses the Ares I-X test flight conducted by NASA in October 2009. It provides background on the objectives and significance of the flight test. It highlights that healthy tension between the flight test's Mission Management Office and Technical Authorities was important to the flight test's success. It then discusses NASA's governance model and how technical authority is implemented. Specifically, it notes the Chief Engineer and Chief of Safety and Mission Assurance represented their communities and helped achieve an appropriate balance between constraints and risk. Information flow between groups was a key factor for the multi-center team's cooperation and success.
The Environmental Responsible Aviation (ERA) Project aims to select promising aircraft concepts and technologies by 2025 to simultaneously reduce fuel burn, noise, and emissions. Technologies will be matured from TRL 3 to 5/6 through integrated systems research. Risk management is challenging due to the technical nature of technology development projects and independent sub-projects. ERA's risk management process developed a contribution factor based on expert input to assess each technology's potential to meet ERA goals, which improves identification of risks to project success compared to traditional approaches.
The document provides an overview of the Global Precipitation Measurement (GPM) Project from a project management perspective. It discusses the GPM mission objectives of improving understanding of the global water cycle and precipitation forecasts. It describes the GPM observatory and spacecraft, including instruments and ground assets. It also summarizes the project management approach, including the use of an integrated master schedule, earned value management, and joint confidence level analysis to manage schedule and costs.
The document discusses a center-wide facilities planning review conducted by NASA's Johnson Space Center from 2007-2009. The review aimed to capture a comprehensive facilities listing, assess budgets tied to facilities utilization, and support risk-based decisions regarding facility closeouts, consolidations and funding. In FY2007, the initial assessment was conducted through interviews and spreadsheets. This identified a need for more input from facility planners and management. In subsequent years, a database called JFReD was created to better capture and report facilities information to support strategic planning across the agency. The review process continued to be refined with the goals of comprehensive data collection and linking facilities utilization to overall center master planning.
This document discusses the JPL Media Search Project, a multimedia search tool developed by JPL and Owl Insight LLC to index and search audio/video files. It can perform semantic searches to find relevant content without knowing exact search terms. The tool was piloted on a set of 1700 files. Plans are described to scale the system and apply it to larger collections like the NASA Engineering Network repository containing over 1 million files. The goal is to help NASA effectively capture and retrieve engineering best practices and expertise contained in multimedia files.
1. SAIC and ePM used simulation techniques to model and optimize the manufacturing process for the Upper Stage Simulator for the Ares I-X rocket.
2. The simulation results showed that the manufacturing process is highly sensitive to the number of fabricators and welders, and recommended a baseline of 8 fabricators and 6 welders per shift.
3. The investigation of non-destructive inspection factors found that the manufacturing process duration is most impacted by the defect rate during inspections. Higher defect rates significantly increase the overall duration.
This document discusses the systems engineering approach used for the Orion Pad Abort-1 (PA-1) flight test. It outlines how the project gathered requirements from multiple stakeholders, organized teams across different organizations into a single project-centric culture, and defined the system architecture and verification process. The presentation provides lessons learned on transitioning from separate organizational cultures to an integrated project approach and the need for community organizers to advocate for the project. It aims to serve as a future reference for applying systems engineering principles.
The document discusses NASA's implementation of earned value management (EVM) across its Constellation Program to coordinate work across multiple teams. It outlines the organizational structure, current target groups, and an EVM training suite. It also summarizes lessons learned and the need for project/center collaboration to integrate schedules horizontally and vertically.
The document outlines the mission of the Launch Services Program at NASA's Kennedy Space Center, which provides support for spacecraft throughout their lifecycle including mission planning, engineering, manufacturing, launch site operations, and post-launch operations. The LSP interfaces with other NASA centers and provides support for over 50 successful launches including recent missions like THEMIS, MMS, JUNO, and upcoming ones such as MSL, LRO, and JWST.
The document describes the Orion project's plans to streamline the Critical Design Review (CDR) process compared to the previous Preliminary Design Review (PDR). Key aspects of the streamlined CDR include dividing design documentation reviews into focused subgroups, improving the quality and efficiency of identifying and resolving issues through the review process, and reducing the overall number of participants. The goal is to make the CDR process more effective while reducing costs to about one-third of the PDR costs.
This document discusses model-based systems engineering (MBSE) and the use of system modeling languages. It motivates MBSE by describing how system models can integrate requirements, design, analysis and other engineering artifacts. It then provides an overview of the SysML modeling language and how it supports structural, behavioral, requirements and parametric modeling of systems. Finally, it describes how a system architecture model can act as an integrating framework to link various engineering analysis models across the lifecycle.
The document describes the Max Launch Abort System (MLAS) project which developed an alternative launch abort system design for Orion as a risk mitigation effort. The MLAS project aimed to identify the simplest design that maximized nominal ascent performance using off-the-shelf parts where possible. A key part of the project was a pad abort flight test to validate models and tools. The document discusses the MLAS flight test vehicle configuration, the flight test itself, opportunities for resident engineers, skill development experiences of the resident engineers, and technical lessons learned from the project.
The document discusses modeling mission operations to reduce risk for NASA's Constellation Program. It begins with defining the goals of incorporating new technologies into operations while controlling risk and cost. It then discusses challenges like the need for increased automation and streamlined systems. The solution involved a collaboration between JSC and ARC to develop a simulation of shuttle operations using BRAHMS modeling tools. This prototype showed benefits like reducing time spent on mirroring tasks from over 5% to under 0.5% of a shift. The conclusions were that BRAHMS feasibility for automating complex MCC tasks was verified and could provide insights into processes while assessing risk.
The document discusses the use of CMMI models in overseeing space flight software development. Specifically:
1) The Spacecraft Software Engineering Branch evaluated the CMMI models and determined CMMI-DEV was most applicable for overseeing software development and software oversight projects.
2) They achieved a CMMI Maturity Level 2 rating by selecting software development and oversight projects, including a software requirements review and system/software review.
3) NASA's surveillance strategies include insight, oversight, or a hybrid approach. Software for the Orion project uses a hybrid approach with pre-declared oversight due to software risks.
Skibsmotorer reducerer brændselsforbruget (IBM Rational)IBM Danmark
Outsourcing skal skabe gode forretningsresultater og ikke blot være en kontraktuel øvelse. Derfor er det vigtigt at tænke test med i processen, således at man kan skabe løsninger af høj kvalitet.
Lær mere om, hvordan du bedst muligt kan stimulere infrastrukturen ved outsourcet softwareudvikling og service gennem cloud computing og SaaS.
Læs mere her: bit.ly/softwaredagrational3
This document discusses how to apply systems engineering principles to small, fast-paced projects with limited resources. It recommends tailoring systems engineering processes by deciding in advance how key elements will be addressed rather than questioning if they will be addressed. Checklists from NASA standards can help ensure critical items are considered. Organizational support, collaboration, and focused peer reviews are also important enablers.
The document outlines the organizational structure and timeline of the Constellation Program. The program manager is J. Hanley and the deputy manager is M. Geyer. The program includes several offices and projects focused on areas like engineering, safety, and advanced projects. Key milestones on the timeline include Ares I and II launches between 2009-2016 culminating in the first human launch in 2015. The integrated testing and verification plan involves a series of flight and ground tests leading up to the first uncrewed and crewed Orion missions.
Here are the key things I noticed from the caucus and review:
- Attitude Control CAM rated themselves lower on understanding scope of work. Need to follow up.
- Communications CAM rated themselves lower on planning work into control accounts.
- Several technical questions on Telescope integration were rated medium risk. Need more details.
- Overall risk seems moderate but some pockets of higher risk were identified.
- Survey responses were generally consistent with interview impressions.
- A few anomalies identified to follow up on specifically.
The review team feels we have a good understanding of the risks after caucusing. Now we need to document our findings and recommendations.
Value Engineering for Roads & Highways Projectajmal4
1. Value engineering (VE) is a systematic method to improve value in projects by examining functions and reducing costs without compromising safety, quality, or environmental attributes.
2. VE uses a multidisciplinary team approach and function analysis to identify alternative solutions. It is applied early in project development for greatest impact.
3. Flexibility in design allows for VE by using sound engineering judgement rather than strict adherence to standards. Flexibility balances goals, needs, and stakeholder interests within reasonable design ranges.
The document discusses determining requirements compliance during the design phase for a system of systems. It outlines the methodology used, which involves identifying and resolving non-compliant design aspects early through objective evidence and assessments. Requirements traceability and stakeholder involvement are important. The process connects requirements to verification and provides periodic assessments of design health. Making it work for complex systems requires collaboration, clear communication, and a simple approach.
The document discusses the challenges faced in developing new launch vehicle programs. It notes that launch vehicle design projects have high costs and risks due to complex requirements, conflicting stakeholder expectations, technology development uncertainties, and integration challenges across vehicle elements. The project manager's job is further complicated by a lack of experienced staff, limited suppliers, and outdated processes. Implementing systems engineering practices can help project managers by defining project phases and technical baselines, providing qualified staff for integration tasks, and allowing the project manager to focus on other critical issues like cost, schedule, stakeholders, and risk.
The document describes how the Orion Standing Review Board (SRB) provides independent reviews that add value to the Orion Project. It outlines the makeup and role of the SRB, which includes experts from industry, government agencies, and academia. The SRB observes Orion's internal reviews and conducts formal assessments of key project milestones. While the SRB aims to provide constructive feedback, its assessments must be high-quality, fact-based, and independent of the project. The document notes some challenges around the timing of the SRB's reviews and reporting.
The document discusses Agile software development using Scrum. It provides background on the speaker and an overview of Agile methods and Scrum frameworks. Specifics covered include Scrum roles like Product Owner and Scrum Master, the sprint planning and review process, and how Scrum has been implemented at CERN for software development projects. Benefits noted include increased focus, visibility, and productivity compared to traditional methods. Challenges of adoption and client buy-in are also addressed.
The Environmental Responsible Aviation (ERA) Project aims to select promising aircraft concepts and technologies by 2025 to simultaneously reduce fuel burn, noise, and emissions. Technologies will be matured from TRL 3 to 5/6 through integrated systems research. Risk management is challenging due to the technical nature of technology development projects and independent sub-projects. ERA's risk management process developed a contribution factor based on expert input to assess each technology's potential to meet ERA goals, which improves identification of risks to project success compared to traditional approaches.
The document provides an overview of the Global Precipitation Measurement (GPM) Project from a project management perspective. It discusses the GPM mission objectives of improving understanding of the global water cycle and precipitation forecasts. It describes the GPM observatory and spacecraft, including instruments and ground assets. It also summarizes the project management approach, including the use of an integrated master schedule, earned value management, and joint confidence level analysis to manage schedule and costs.
The document discusses a center-wide facilities planning review conducted by NASA's Johnson Space Center from 2007-2009. The review aimed to capture a comprehensive facilities listing, assess budgets tied to facilities utilization, and support risk-based decisions regarding facility closeouts, consolidations and funding. In FY2007, the initial assessment was conducted through interviews and spreadsheets. This identified a need for more input from facility planners and management. In subsequent years, a database called JFReD was created to better capture and report facilities information to support strategic planning across the agency. The review process continued to be refined with the goals of comprehensive data collection and linking facilities utilization to overall center master planning.
This document discusses the JPL Media Search Project, a multimedia search tool developed by JPL and Owl Insight LLC to index and search audio/video files. It can perform semantic searches to find relevant content without knowing exact search terms. The tool was piloted on a set of 1700 files. Plans are described to scale the system and apply it to larger collections like the NASA Engineering Network repository containing over 1 million files. The goal is to help NASA effectively capture and retrieve engineering best practices and expertise contained in multimedia files.
1. SAIC and ePM used simulation techniques to model and optimize the manufacturing process for the Upper Stage Simulator for the Ares I-X rocket.
2. The simulation results showed that the manufacturing process is highly sensitive to the number of fabricators and welders, and recommended a baseline of 8 fabricators and 6 welders per shift.
3. The investigation of non-destructive inspection factors found that the manufacturing process duration is most impacted by the defect rate during inspections. Higher defect rates significantly increase the overall duration.
This document discusses the systems engineering approach used for the Orion Pad Abort-1 (PA-1) flight test. It outlines how the project gathered requirements from multiple stakeholders, organized teams across different organizations into a single project-centric culture, and defined the system architecture and verification process. The presentation provides lessons learned on transitioning from separate organizational cultures to an integrated project approach and the need for community organizers to advocate for the project. It aims to serve as a future reference for applying systems engineering principles.
The document discusses NASA's implementation of earned value management (EVM) across its Constellation Program to coordinate work across multiple teams. It outlines the organizational structure, current target groups, and an EVM training suite. It also summarizes lessons learned and the need for project/center collaboration to integrate schedules horizontally and vertically.
The document outlines the mission of the Launch Services Program at NASA's Kennedy Space Center, which provides support for spacecraft throughout their lifecycle including mission planning, engineering, manufacturing, launch site operations, and post-launch operations. The LSP interfaces with other NASA centers and provides support for over 50 successful launches including recent missions like THEMIS, MMS, JUNO, and upcoming ones such as MSL, LRO, and JWST.
The document describes the Orion project's plans to streamline the Critical Design Review (CDR) process compared to the previous Preliminary Design Review (PDR). Key aspects of the streamlined CDR include dividing design documentation reviews into focused subgroups, improving the quality and efficiency of identifying and resolving issues through the review process, and reducing the overall number of participants. The goal is to make the CDR process more effective while reducing costs to about one-third of the PDR costs.
This document discusses model-based systems engineering (MBSE) and the use of system modeling languages. It motivates MBSE by describing how system models can integrate requirements, design, analysis and other engineering artifacts. It then provides an overview of the SysML modeling language and how it supports structural, behavioral, requirements and parametric modeling of systems. Finally, it describes how a system architecture model can act as an integrating framework to link various engineering analysis models across the lifecycle.
The document describes the Max Launch Abort System (MLAS) project which developed an alternative launch abort system design for Orion as a risk mitigation effort. The MLAS project aimed to identify the simplest design that maximized nominal ascent performance using off-the-shelf parts where possible. A key part of the project was a pad abort flight test to validate models and tools. The document discusses the MLAS flight test vehicle configuration, the flight test itself, opportunities for resident engineers, skill development experiences of the resident engineers, and technical lessons learned from the project.
The document discusses modeling mission operations to reduce risk for NASA's Constellation Program. It begins with defining the goals of incorporating new technologies into operations while controlling risk and cost. It then discusses challenges like the need for increased automation and streamlined systems. The solution involved a collaboration between JSC and ARC to develop a simulation of shuttle operations using BRAHMS modeling tools. This prototype showed benefits like reducing time spent on mirroring tasks from over 5% to under 0.5% of a shift. The conclusions were that BRAHMS feasibility for automating complex MCC tasks was verified and could provide insights into processes while assessing risk.
The document discusses the use of CMMI models in overseeing space flight software development. Specifically:
1) The Spacecraft Software Engineering Branch evaluated the CMMI models and determined CMMI-DEV was most applicable for overseeing software development and software oversight projects.
2) They achieved a CMMI Maturity Level 2 rating by selecting software development and oversight projects, including a software requirements review and system/software review.
3) NASA's surveillance strategies include insight, oversight, or a hybrid approach. Software for the Orion project uses a hybrid approach with pre-declared oversight due to software risks.
Skibsmotorer reducerer brændselsforbruget (IBM Rational)IBM Danmark
Outsourcing skal skabe gode forretningsresultater og ikke blot være en kontraktuel øvelse. Derfor er det vigtigt at tænke test med i processen, således at man kan skabe løsninger af høj kvalitet.
Lær mere om, hvordan du bedst muligt kan stimulere infrastrukturen ved outsourcet softwareudvikling og service gennem cloud computing og SaaS.
Læs mere her: bit.ly/softwaredagrational3
This document discusses how to apply systems engineering principles to small, fast-paced projects with limited resources. It recommends tailoring systems engineering processes by deciding in advance how key elements will be addressed rather than questioning if they will be addressed. Checklists from NASA standards can help ensure critical items are considered. Organizational support, collaboration, and focused peer reviews are also important enablers.
The document outlines the organizational structure and timeline of the Constellation Program. The program manager is J. Hanley and the deputy manager is M. Geyer. The program includes several offices and projects focused on areas like engineering, safety, and advanced projects. Key milestones on the timeline include Ares I and II launches between 2009-2016 culminating in the first human launch in 2015. The integrated testing and verification plan involves a series of flight and ground tests leading up to the first uncrewed and crewed Orion missions.
Here are the key things I noticed from the caucus and review:
- Attitude Control CAM rated themselves lower on understanding scope of work. Need to follow up.
- Communications CAM rated themselves lower on planning work into control accounts.
- Several technical questions on Telescope integration were rated medium risk. Need more details.
- Overall risk seems moderate but some pockets of higher risk were identified.
- Survey responses were generally consistent with interview impressions.
- A few anomalies identified to follow up on specifically.
The review team feels we have a good understanding of the risks after caucusing. Now we need to document our findings and recommendations.
Value Engineering for Roads & Highways Projectajmal4
1. Value engineering (VE) is a systematic method to improve value in projects by examining functions and reducing costs without compromising safety, quality, or environmental attributes.
2. VE uses a multidisciplinary team approach and function analysis to identify alternative solutions. It is applied early in project development for greatest impact.
3. Flexibility in design allows for VE by using sound engineering judgement rather than strict adherence to standards. Flexibility balances goals, needs, and stakeholder interests within reasonable design ranges.
The document discusses determining requirements compliance during the design phase for a system of systems. It outlines the methodology used, which involves identifying and resolving non-compliant design aspects early through objective evidence and assessments. Requirements traceability and stakeholder involvement are important. The process connects requirements to verification and provides periodic assessments of design health. Making it work for complex systems requires collaboration, clear communication, and a simple approach.
The document discusses the challenges faced in developing new launch vehicle programs. It notes that launch vehicle design projects have high costs and risks due to complex requirements, conflicting stakeholder expectations, technology development uncertainties, and integration challenges across vehicle elements. The project manager's job is further complicated by a lack of experienced staff, limited suppliers, and outdated processes. Implementing systems engineering practices can help project managers by defining project phases and technical baselines, providing qualified staff for integration tasks, and allowing the project manager to focus on other critical issues like cost, schedule, stakeholders, and risk.
The document describes how the Orion Standing Review Board (SRB) provides independent reviews that add value to the Orion Project. It outlines the makeup and role of the SRB, which includes experts from industry, government agencies, and academia. The SRB observes Orion's internal reviews and conducts formal assessments of key project milestones. While the SRB aims to provide constructive feedback, its assessments must be high-quality, fact-based, and independent of the project. The document notes some challenges around the timing of the SRB's reviews and reporting.
The document discusses Agile software development using Scrum. It provides background on the speaker and an overview of Agile methods and Scrum frameworks. Specifics covered include Scrum roles like Product Owner and Scrum Master, the sprint planning and review process, and how Scrum has been implemented at CERN for software development projects. Benefits noted include increased focus, visibility, and productivity compared to traditional methods. Challenges of adoption and client buy-in are also addressed.
The Coast-to-Coast Ground and Mission Operations Systems Integration Group was formed in 2006 to provide horizontal and vertical integration across the Constellation Program. Since then, the group has undergone leadership changes and organizational transfers but has relied on virtual collaboration tools to effectively communicate and work together from different locations. This document discusses how the group uses tools like email, teleconferences, an online wiki site and virtual meetings to collaborate and achieve their goals in an integrated manner despite being geographically dispersed.
The document outlines an architecture for a cost analytics process that includes capturing cost data in a database from various project phases and cost types, iterating the data through multiple estimation events, and using the stored data and associated schedule information to perform cost analytics and reporting across the project lifecycle. It details the types of fundamental cost and schedule data to be collected, how the data will be iterated through estimation events, and tools that can be used to analyze and report on the stored cost data.
An Introduction to Software Performance EngineeringCorrelsense
Software performance engineering is becoming increasingly important to businesses as they look to improve the non-functional performance of applications and get more out of IT investments. By leveraging performance engineering techniques, IT professionals can be indispensable in building and optimizing scalable systems. This
introductory course will teach you the essentials of software
performance engineering including :
• The performance challenges faced by Enterprise IT today
• What is software performance engineering (SPE)?
• Best practices for building scalable software systems
• The approaches to integrating SPE into IT project lifecycles
• Common frameworks for measuring application performance and service levels
• The impact of SPE on software developers, testers, capacity planes,
and other IT professionals
• Case studies from the finance, retail, and insurance industries
Instructor: Walter Kuketz, SVP and CTO, Collaborative Consulting
This training is sponsored by Correlsense, Collaborative Consulting,
and New Horizons
Dec 2012 Evening Talk - Managing Complex ProjectZulkefle Idris
The document provides an overview of managing complex projects. It discusses criteria for determining if a project is complex, areas that require scrutiny like program structure and governance. It also covers measures of success, potential pitfalls, and examples from managing a large IT transformation project. Specific topics covered include developing a project organization chart, establishing program governance, managing releases through tracking deliverables and dependencies, and overseeing vendors.
The document discusses the benefits of using a model-based systems engineering (MBSE) approach to develop the architecture for Exploration Flight Test 1 (EFT-1), an unmanned test flight of the Orion spacecraft. Key benefits included providing an integrated view of the technical and programmatic aspects of the complex, distributed EFT-1 network system and managing technical baselines, risks, costs, and other program activities. The MBSE approach reduced documentation needs and enforced systems engineering rigor. Lessons learned included avoiding confusing terminology like "MBSE", taking time for stakeholder understanding and planning, and requiring discipline experts to use the modeling tool for systems engineering.
The document discusses the Spacecraft Software Engineering Branch's use of the CMMI models to oversee space flight software development. It provides an overview of the branch's selection of the CMMI-DEV model and definition of projects for a CMMI Maturity Level 2 rating. It also describes the branch's software oversight role for the Orion project, trials in planning software oversight projects, and emphasis on key CMMI process areas like project planning, project monitoring and control, and requirements management for its oversight work.
Are good SharePoint solutions only a myth?Adis Jugo
This document discusses different approaches to architecting SharePoint solutions. It describes enterprise SharePoint solutions, SharePoint sandbox solutions, and solutions that use SharePoint data without being deployed to SharePoint. It covers considerations for each like security, performance, and deployment approach. It also provides examples of architecture patterns and best practices for designing flexible and maintainable SharePoint solutions.
The Constellation Space Transportation Planning Office (CSTP) manages the production, launch preparations, mission operations, and recovery of the Orion/Ares vehicle configuration that will transport crew to and from the International Space Station. The CSTP oversees the entire work cycle from element production and processing through launch, mission operations such as splashdown recovery. It uses an organizational structure with offices for operations and integration, launch vehicle, spacecraft, and ground operations projects to manage this process. The presentation provides an overview of the CSTP and its accomplishments, as well as updates on its operations, integration and various projects.
This document discusses Behavior Driven Development (BDD), which is an agile software development methodology that focuses on defining and testing business requirements through executable specifications and acceptance criteria. The document covers the key concepts of BDD, including outside-in development, pull-based planning, and defining behavior through user stories and scenarios. It also discusses how BDD compares to other techniques like test-driven development and finite state machines. The overall goal of BDD is to facilitate collaboration between developers and business stakeholders to build the right product through living documentation of desired behaviors.
This document discusses fitting Linux device drivers into an analyzable scheduling framework using fixed-priority preemptive scheduling. While progress has been made to make Linux and other operating systems support real-time applications, device drivers need to match analyzable workload models and scheduling policies. The paper reviews the remaining work to apply scheduling theory to account for the effects of device drivers, arguing that some engineering is still needed but the theory is adequate. Larger challenges remain in analyzing I/O scheduling and end-to-end schedulability involving multiple resources.
Dassian Program Plans and Controls (PPC)Dassian Inc.
Dassian’s Program Plans and Controls (PPC) provides a detailed overview of the products benefits and core features. Initial diagrams show a high level overview while explaining concepts and terms that will be covered further in the presentation. Subsequent slides show screen captures to give a look and feel of the tool while providing functionality overviews of key features. Finally, several reporting examples are included to highlight the change and graphical analytics. For a complete live demonstration please contact us: info@dassian.com
The document outlines an iterative methodology for deploying Aras Innovator. It discusses dividing projects into manageable phases like inception, elaboration, construction, and transition. Each phase has objectives and milestones. The methodology emphasizes iterative design, managing requirements, continuous verification, and controlling changes. It provides tips for implementation like using visual prototypes, breaking work into components, and ensuring quality through user testing.
This document provides an overview of project scheduling from NASA's perspective. It discusses NASA's large, complex projects and the requirements for project scheduling. The presentation covers key project scheduling processes including activity definition, sequencing, duration estimating, schedule development, status accounting, and performance reporting. It provides examples and definitions for these processes. The goal is to give attendees a basic understanding of project scheduling as it relates to NASA projects.
The document is a presentation for a panel discussion on virtual teams. It discusses how virtual teams are geographically dispersed and primarily interact electronically. It then provides an overview of integrated reservoir studies, noting they require significant effort from multiple technical disciplines over several months. The presentation emphasizes establishing clear objectives and an appropriate scope for reservoir studies. It also provides tips for identifying activities, constructing precedence diagrams, and monitoring progress for virtual reservoir study teams.
The document discusses optimizing application delivery from build and continuous integration to middleware, cloud, and more. It covers trends in 2011 related to cloud, agile, and DevOps approaches. It then outlines five focus areas for application delivery in 2012: application release, DevOps, speed, migration, and governance. For each focus area, it discusses key themes related to setting up an application delivery pipeline.
The document compares the operational complexity and costs of the Space Shuttle versus the Sea Launch Zenit rocket. [1] The Space Shuttle was designed for performance but not operational efficiency, resulting in costly ground, mission planning, and flight operations. [2] In contrast, the Zenit rocket was designed from the start to have automated and robust processes to keep operations simple and costs low. [3] The key lesson is that designing a launch system with operational requirements in mind from the beginning leads to much more efficient operations long-term.
The document provides an overview of project management and procurement at NASA. It discusses the key skills required for project managers, including acquisition management. It notes that 80-85% of NASA's budget is spent on contracts, and procurement processes are complex and constantly changing. The document outlines some common contract types and how they allocate risk between the government and contractor. It also discusses the relationship between contracting officers and project managers, and how successful procurement requires effective communication rather than direct control or authority.
The document introduces the NASA Engineering Network (NEN), which was created by the Office of the Chief Engineer to be a knowledge management system connecting NASA's engineering community. The NEN integrates various tools like a content management system, search engine, and collaboration tools. It provides access to key knowledge resources like NASA's Lessons Learned database and engineering databases. The NEN is working to expand by adding more communities, engineering disciplines, and knowledge repositories.
Laptops were first used in space in 1983 on the Space Shuttle, when Commander John Young brought the GRiD Compass portable computer on STS-9. Laptops are now widely used on the Space Shuttle and International Space Station for tasks like monitoring spacecraft systems, tracking satellites, inventory management, procedures viewing, and videoconferencing. Managing laptops in space presents challenges around cooling, power, and software/hardware compatibility in the harsh space environment.
Laptops were first used in space in 1983 on the Space Shuttle, when Commander John Young brought the GRiD Compass portable computer on STS-9. Laptops are now widely used on the Space Shuttle and International Space Station for tasks like monitoring spacecraft systems, planning rendezvous and proximity operations, inventory management, procedure reviews, and communication between space and ground via software like WorldMap and DOUG. Managing laptops in space presents challenges around hardware durability, cooling, and software/data management in the space environment.
This document discusses the use of market-based systems to allocate scarce resources for NASA missions and projects. It provides examples of how market-based approaches were used for instrument development for the Cassini mission, manifesting secondary payloads on the space shuttle, and mission planning for the LightSAR Earth imaging satellite project. The document finds that these applications of market-based allocation benefited or could have benefited from a decentralized, incentive-based approach compared to traditional centralized planning methods. However, it notes that resistance to new approaches and loss of managerial control are barriers to adoption of market-based systems.
The Stardust mission collected samples from comet Wild 2 and interstellar dust particles. It launched in February 1999 and encountered Wild 2 in January 2004, collecting dust samples in aerogel. It returned the samples to Earth safely in January 2006. The spacecraft used an innovative Whipple shield to protect itself from comet dust impacts during the encounter. Analysis of the Stardust samples has provided insights about comet composition and the early solar system.
This document discusses solutions for integrating schedules on NASA programs. It introduces Stuart Trahan's company, which provides Earned Value Management (EVM) solutions using Microsoft Office Project that comply with OMB and ANSI requirements. It also introduces a partner company, Pinnacle Management Systems, that specializes in enterprise project management solutions including EVM, project portfolio management, and enterprise project resource management, with experience in the aerospace, defense, and other industries. The document defines schedule integration and describes some methods including importing to a centralized Primavera database for review or using Primavera ProjectLink for updates, and challenges including inconsistent data formats and levels of detail across sub-schedules.
This document summarizes a presentation about systems engineering processes for principle investigator (PI) mode missions. It discusses how PI missions face special challenges due to cost caps and lower technology readiness levels. It then outlines various systems engineering techniques used for PI missions, including safety compliance, organizational communication, design tools, requirements management, and lessons learned from past missions. Specific case studies from NASA's Explorers Program Office are provided as examples.
This document discusses changes to NASA's business practices for managing projects, including adopting a new acquisition strategy approach and implementing planning, programming, and budget execution (PPBE). The new acquisition strategy involves additional approval meetings at the strategic planning and project levels to better integrate acquisition with strategic and budgetary planning. PPBE focuses on analyzing programs and infrastructure to align with strategic goals and answer whether proposed programs will help achieve NASA's mission. The document also notes improvements in funds distribution and inter-center transfers, reducing the time for these processes from several weeks to only a few days.
Spaceflight Project Security: Terrestrial and On-Orbit/Mission
The document discusses security challenges for spaceflight projects, including protecting space assets from disruption, exploitation, or attack. It highlights national space policy principles of protecting space capabilities. It also discusses trends in cyber threats, including the increasing capabilities of adversaries and how even unskilled attackers can compromise terrestrial support systems linked to space assets if defenses are not strong. Protecting space projects requires awareness of threats, vulnerabilities, and strategies to defend, restore, and increase situational awareness of space assets and supporting systems.
Humor can positively impact many aspects of project management. It can improve communication, aid in team building, help detect team morale issues, and influence leadership, conflict management, negotiation, motivation, and problem solving. While humor has benefits, it also has risks and not all uses of humor are positive. Future research is needed on humor in multicultural teams, its relationship to team performance, how humor is learned, and determining optimal "doses" of humor. In conclusion, humor is a tool that can influence people and projects, but must be used carefully and spontaneously for best effect.
The recovery of Space Shuttle Columbia after its loss in 2003 involved a massive multi-agency effort to search a wide debris field, recover crew remains and evidence, and compensate local communities. Over 25,000 people searched over 680,000 acres, recovering 38% of Columbia's weight. Extensive engineering investigations were conducted to identify the causes of failure and implement changes to allow the safe return to flight of Discovery in 2005.
This document summarizes research on enhancing safety culture at NASA. It describes a survey developed to assess NASA's safety culture based on principles of high reliability organizations. The survey was tailored specifically for NASA and has been implemented to provide feedback and identify areas for improvement. It allows NASA to benchmark its safety culture within and across other industries pursuing high reliability.
This document summarizes a presentation about project management challenges at NASA Goddard Space Flight Center. The presentation outlines a vision for anomaly management, including establishing consistent problem reporting and analysis processes across all missions. It describes the current problem management approach, which lacks centralized information sharing. The presentation aims to close this gap by implementing online problem reporting and trend analysis tools to extract lessons learned across missions over time. This will help improve spacecraft design and operations based on ongoing anomaly experiences.
This document discusses leveraging scheduling productivity with practical scheduling techniques. It addresses scheduling issues such as unwieldy schedule databases and faulty logic. It then discusses taming the schedule beast through using a scheduler's toolkit, schedule templates, codes to manipulate MS Project data, common views/filters/tables, limiting constraints, and other best practices. The document provides examples of using codes and custom views/filters to effectively organize and display schedule information.
This document describes Ball Aerospace's implementation of a Life Cycle and Gated Milestone (LCGM) process to improve program planning, execution, and control across its diverse portfolio. The LCGM provides a standardized yet flexible framework that maps out program activities and products across phases. It was developed through cross-functional collaboration and introduced gradually across programs while allowing flexibility. Initial results showed the LCGM supported improved planning and management while aligning with Ball Aerospace's entrepreneurial culture.
This document discusses the importance of situation awareness (SA) for project team members. It defines SA as having three levels: perception of elements in the current situation, comprehension of the current situation, and projection of the future status. Good team SA is achieved by turning individual SAs into shared SA through communication. Teams with strong SA prepare more, focus on comprehending and projecting, and maintain awareness through techniques like questioning assumptions and seeking additional information.
This document discusses theories of leadership and how a project manager's leadership style may impact project success depending on the type of project. It outlines early hypotheses that a PM's competence, including leadership style, is a success factor on projects. It presents a research model linking PM leadership competencies to project success, moderated by factors like project type. Initial interviews found that leadership style is more important on complex projects, and different competencies are needed depending on if a project is technical or involves change. Certain competencies like communication skills and cultural sensitivity were seen as important for different project types and contexts.
The document discusses project management at NASA. It provides definitions of projects and project management, and traces the evolution of project management from ancient times to the present. It also discusses frameworks for classifying projects based on their complexity, novelty, and pace. Specifically, it introduces the NCTP model for distinguishing project types and analyzing which project management approach is optimal. It analyzes examples like the Denver airport and space shuttle projects using this framework. Finally, it considers some limitations of current project management approaches.
Building Production Ready Search Pipelines with Spark and MilvusZilliz
Spark is the widely used ETL tool for processing, indexing and ingesting data to serving stack for search. Milvus is the production-ready open-source vector database. In this talk we will show how to use Spark to process unstructured data to extract vector representations, and push the vectors to Milvus vector database for search serving.
TrustArc Webinar - 2024 Global Privacy SurveyTrustArc
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In the fifth annual Global Privacy Benchmarks Survey, we asked over 1,800 global privacy professionals and business executives to share their perspectives on the current state of privacy inside and outside of their organizations. This year’s report focused on emerging areas of importance for privacy and compliance professionals, including considerations and implications of Artificial Intelligence (AI) technologies, building brand trust, and different approaches for achieving higher privacy competence scores.
See how organizational priorities and strategic approaches to data security and privacy are evolving around the globe.
This webinar will review:
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Taking AI to the Next Level in Manufacturing.pdfssuserfac0301
Read Taking AI to the Next Level in Manufacturing to gain insights on AI adoption in the manufacturing industry, such as:
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2. Which barriers stand in the way of AI adoption.
3. How data quality and governance form the backbone of AI.
4. Organizational processes and structures that may inhibit effective AI adoption.
6. Ideas and approaches to help build your organization's AI strategy.
Best 20 SEO Techniques To Improve Website Visibility In SERPPixlogix Infotech
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Salesforce Integration for Bonterra Impact Management (fka Social Solutions A...Jeffrey Haguewood
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This video focuses on integration of Salesforce with Bonterra Impact Management.
Interested in deploying an integration with Salesforce for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
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UiPath Test Automation with generative AI and Open AI webinar offers an in-depth exploration of leveraging cutting-edge technologies for test automation within the UiPath platform. Attendees will delve into the integration of generative AI, a test automation solution, with Open AI advanced natural language processing capabilities.
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What will you get from this session?
1. Insights into integrating generative AI.
2. Understanding how this integration enhances test automation within the UiPath platform
3. Practical demonstrations
4. Exploration of real-world use cases illustrating the benefits of AI-driven test automation for UiPath
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What is generative AI
Test Automation with generative AI and Open AI.
UiPath integration with generative AI
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The original Czech 🇨🇿 version of the presentation can be found here: https://www.slideshare.net/slideshow/hlavni-novinky-souvisejici-s-ccs-tsi-2023-2023-1695/269688092 .
The videorecording (in Czech) from the presentation is available here: https://youtu.be/WzjJWm4IyPk?si=SImb06tuXGb30BEH .
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5th LF Energy Power Grid Model Meet-up SlidesDanBrown980551
5th Power Grid Model Meet-up
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Power Grid Model
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Power Grid Model is an open source project from Linux Foundation Energy and provides a calculation engine that is increasingly essential for DSOs. It offers a standards-based foundation enabling real-time power systems analysis, simulations of electrical power grids, and sophisticated what-if analysis. In addition, it enables in-depth studies and analysis of the electrical power grid’s behavior and performance. This comprehensive model incorporates essential factors such as power generation capacity, electrical losses, voltage levels, power flows, and system stability.
Power Grid Model is currently being applied in a wide variety of use cases, including grid planning, expansion, reliability, and congestion studies. It can also help in analyzing the impact of renewable energy integration, assessing the effects of disturbances or faults, and developing strategies for grid control and optimization.
What to expect
For the upcoming meetup we are organizing, we have an exciting lineup of activities planned:
-Insightful presentations covering two practical applications of the Power Grid Model.
-An update on the latest advancements in Power Grid -Model technology during the first and second quarters of 2024.
-An interactive brainstorming session to discuss and propose new feature requests.
-An opportunity to connect with fellow Power Grid Model enthusiasts and users.
Project Management Semester Long Project - Acuityjpupo2018
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ABSTRACT: A prima vista, un mattoncino Lego e la backdoor XZ potrebbero avere in comune il fatto di essere entrambi blocchi di costruzione, o dipendenze di progetti creativi e software. La realtà è che un mattoncino Lego e il caso della backdoor XZ hanno molto di più di tutto ciò in comune.
Partecipate alla presentazione per immergervi in una storia di interoperabilità, standard e formati aperti, per poi discutere del ruolo importante che i contributori hanno in una comunità open source sostenibile.
BIO: Sostenitrice del software libero e dei formati standard e aperti. È stata un membro attivo dei progetti Fedora e openSUSE e ha co-fondato l'Associazione LibreItalia dove è stata coinvolta in diversi eventi, migrazioni e formazione relativi a LibreOffice. In precedenza ha lavorato a migrazioni e corsi di formazione su LibreOffice per diverse amministrazioni pubbliche e privati. Da gennaio 2020 lavora in SUSE come Software Release Engineer per Uyuni e SUSE Manager e quando non segue la sua passione per i computer e per Geeko coltiva la sua curiosità per l'astronomia (da cui deriva il suo nickname deneb_alpha).
Skybuffer SAM4U tool for SAP license adoptionTatiana Kojar
Manage and optimize your license adoption and consumption with SAM4U, an SAP free customer software asset management tool.
SAM4U, an SAP complimentary software asset management tool for customers, delivers a detailed and well-structured overview of license inventory and usage with a user-friendly interface. We offer a hosted, cost-effective, and performance-optimized SAM4U setup in the Skybuffer Cloud environment. You retain ownership of the system and data, while we manage the ABAP 7.58 infrastructure, ensuring fixed Total Cost of Ownership (TCO) and exceptional services through the SAP Fiori interface.
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Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-und-domino-lizenzkostenreduzierung-in-der-welt-von-dlau/
DLAU und die Lizenzen nach dem CCB- und CCX-Modell sind für viele in der HCL-Community seit letztem Jahr ein heißes Thema. Als Notes- oder Domino-Kunde haben Sie vielleicht mit unerwartet hohen Benutzerzahlen und Lizenzgebühren zu kämpfen. Sie fragen sich vielleicht, wie diese neue Art der Lizenzierung funktioniert und welchen Nutzen sie Ihnen bringt. Vor allem wollen Sie sicherlich Ihr Budget einhalten und Kosten sparen, wo immer möglich. Das verstehen wir und wir möchten Ihnen dabei helfen!
Wir erklären Ihnen, wie Sie häufige Konfigurationsprobleme lösen können, die dazu führen können, dass mehr Benutzer gezählt werden als nötig, und wie Sie überflüssige oder ungenutzte Konten identifizieren und entfernen können, um Geld zu sparen. Es gibt auch einige Ansätze, die zu unnötigen Ausgaben führen können, z. B. wenn ein Personendokument anstelle eines Mail-Ins für geteilte Mailboxen verwendet wird. Wir zeigen Ihnen solche Fälle und deren Lösungen. Und natürlich erklären wir Ihnen das neue Lizenzmodell.
Nehmen Sie an diesem Webinar teil, bei dem HCL-Ambassador Marc Thomas und Gastredner Franz Walder Ihnen diese neue Welt näherbringen. Es vermittelt Ihnen die Tools und das Know-how, um den Überblick zu bewahren. Sie werden in der Lage sein, Ihre Kosten durch eine optimierte Domino-Konfiguration zu reduzieren und auch in Zukunft gering zu halten.
Diese Themen werden behandelt
- Reduzierung der Lizenzkosten durch Auffinden und Beheben von Fehlkonfigurationen und überflüssigen Konten
- Wie funktionieren CCB- und CCX-Lizenzen wirklich?
- Verstehen des DLAU-Tools und wie man es am besten nutzt
- Tipps für häufige Problembereiche, wie z. B. Team-Postfächer, Funktions-/Testbenutzer usw.
- Praxisbeispiele und Best Practices zum sofortigen Umsetzen
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During the hour, we’ll take you through:
Guest Speaker Segment with Hannah Barrington: Dive into the world of dynamic real estate marketing with Hannah, the Marketing Manager at Workspace Group. Hear firsthand how their team generates engaging descriptions for thousands of office units by integrating diverse data sources—from PDF floorplans to web pages—using FME transformers, like OpenAIVisionConnector and AnthropicVisionConnector. This use case will show you how GenAI can streamline content creation for marketing across the board.
Ollama Use Case: Learn how Scenario Specialist Dmitri Bagh has utilized Ollama within FME to input data, create custom models, and enhance security protocols. This segment will include demos to illustrate the full capabilities of FME in AI-driven processes.
Custom AI Models: Discover how to leverage FME to build personalized AI models using your data. Whether it’s populating a model with local data for added security or integrating public AI tools, find out how FME facilitates a versatile and secure approach to AI.
We’ll wrap up with a live Q&A session where you can engage with our experts on your specific use cases, and learn more about optimizing your data workflows with AI.
This webinar is ideal for professionals seeking to harness the power of AI within their data management systems while ensuring high levels of customization and security. Whether you're a novice or an expert, gain actionable insights and strategies to elevate your data processes. Join us to see how FME and AI can revolutionize how you work with data!
OpenID AuthZEN Interop Read Out - AuthorizationDavid Brossard
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1. Constellation Space Transportation Planning Office
Operability
Program Management Challenge
February 2010
Carol Scott
Constellation Space Transportation
Planning Office (CSTP)
1 Used with Permission
2. Operability for Constellation System
Constellation Space Transportation Planning Office
Constellation Program has made progress toward operability during
the early design phase of life cycle
Constellation Space Transportation Planning office developed
Constellation Operability Advocacy Assessment.
Current State
Operability – Definition
Current Approaches
New Operability Efforts
2
3. Scope - Operability
Constellation Space Transportation Planning Office
To have successful, safe, and cost effective mission execution:
“Performance” must be balanced with “Operability” in the
system engineering design process
Therefore design engineers must consider:
How one part of the design solution effects the safe processing
and operations of the system and the other portions of the total
system engineering solution
How a design decision must be incorporated into the
hardware/software through the stages of the lifecycle
How trades are made between technical design, design
cost/schedule considerations, and operations cost/schedule
considerations
3
4. Design Solution Example: Upper Stage Helium Bottle
Constellation Space Transportation Planning Office
Performance vs. Operability
I can gain performance by placing helium bottles inside cryogenic hydrogen tank,
taking advantage of cold hydrogen, leading to smaller helium bottle.
How one part of the design solution effects the safe processing and operations of
the system and the other portions of the total system engineering solution
Design Solution for helium bottle location for Upper Stage
Can the Upper Stage hydrogen cryogenic system operate sufficiently with helium bottles in
Upper Stage, leaks?
What are production issues, ground processing issues, special flight operation procedures?
Added complexity to maintaining ullage pressure during flight?
How a design decision must be incorporated into the hardware/software through
the stages of the lifecycle
Design solution evolution from PDR/CDR/ Production Operations and Sustaining
How trades are made between technical design, design cost/schedule
considerations, and operations cost/schedule considerations
Helium bottle location in hydrogen tank vs. tank major structure
Structural loads for tank position
Design cost and schedule for each option
Operations sustaining cost and schedule for production, ground and flight
4
5. Current State
Constellation Space Transportation Planning Office
Operability – no common agency/program definition
Initial design trade studies focus on performance first.
Operability becomes a focus after vehicle performance
requirements are established
Operability consequences of utilizing heritage hardware and
infrastructure
Heritage facilities bring fixed constants affecting operability
Clean sheet will usually have fewer facilities
Heritage facilities have fixed capacities, may be more than CxP
needs
Heritage facilities must concurrently accommodate CSTP
production & operations and CxP modifications for lunar phase
Estimated Constellation production, sustaining and operations
(Phase D&E of life cycle) costs are too high
5
6. Operability – Definition
Constellation Space Transportation Planning Office
Operability is the summation the system characteristics (Producibility, Reliability, Interoperability,
Sustainability, Maintainability) to ensure safe flight while minimizing fixed and variable costs during
the Production, Operating and Sustaining Phases (Phase D & E) of the life cycle.
Producibility is the ease and economy with which a
completed design can be fabricated, manufactured or coded
into hardware/software products. (SP-6105 Dec 2007)
Reliability is robustness of system to be fault tolerant during
Producibility Op its operating parameters and environment to safely achieve the
Reliability erab mission
Interoperability ilit (SP-6105 Dec 2007)
y
Sustainability Interoperability is the ease of exchanging data between
Maintainability design and operations tools for reduced human error and
complexity of the integration tasks (SP-6105 Dec 2007)
P + R SummationM = O
+I+S+
Sustainability is upholding and supporting the configuration
of the system through the operating life cycle.
Maintainability is the inherent characteristics of a design that
contribute to the ease and economy to assemble, integrate,
retain or restore the hardware/software to specified conditions
safely and accurately (SP-6105 Dec 2007)
OPhase D&E = OProduction + OGround + OFlight + OManagement Systems
6 SP-6105: NASA System Engineering Handbook Dec 2007
7. Current Approaches
Constellation Space Transportation Planning Office
CxP Operability Evolution
Constellation Architecture Requirements Document (CARD): high level
operability requirements
Constellation Operability Optimization List
Numerous examples for operability derived between Ground Operations and
Flight Design projects
Ares Operability Assessment Team Established
Dozens of operability changes incorporated between Ares and Ground
Operations projects during PDR cycle collaboration
Software and data architecture emphasizes moving from document management
to data management
Cx program operations engineer position added to help identify key operations
engineering activities throughout 2007 to present
Orion’s PDR included operability as emphasis area
7
8. Operability Successes
Constellation Space Transportation Planning Office
Ares I/ Ground Ops
Adoption of mono-propellant systems for RoCS, ReCS and FS TVC
Commonality of commodity reduces processing hazards/loading timelines/maintenance cost
ReCS service panel relocation to OML for access ease
RoCS service panel relocation to I/S door area eliminates access arm
Interstage door relocation aligns for ReCS service panel and eliminates 2 separate
access arms
Orion Production
Developed segmented Crew Module (CM) concept
Saves four months of AI&P schedule in the O&C
Top half the CM is welded after outfitting (Previous to this design the only access was via
the hatch)
Implement cable harness wire identification
Ground Ops
VAB Platforms
New platforms selected over modified Shuttle allowing for optimal access
Separate VAB platform levels, not ganged platform assemblies, allow for individual
platform operations reducing operational constraints between task
Platform inserts at vehicle interfaces providing flexibility for future vehicle changes
8
9. New Operability Efforts
Constellation Space Transportation Planning Office
Agency establishes CSTPO:
Production, Operations, and Sustaining counterpart to the Constellation Program’s DDT&E role.
Cx Associate Program Manager for Operations and Sustaining
Constellation Program Constellation Space
Transportation Program
LEO
Lunar
Mars
9
10. New Operability Efforts
Constellation Space Transportation Planning Office
CSTP Organization
Establishing interfaces between CxP and CSTP (ESMD and SOMD)
Interfacing with CxP boards and panels
Embedding into design centers’ processes
Evaluating cost drivers during the next two PPBE cycles
Evaluate mechanisms for funding operability opportunities
CSTP Technical Authority Support
Engineering
Co-located 24 Flight Program System Engineers (FPSE) w/ designers
Evaluating operability opportunities during design (PDR-CDR)
Safety & Mission Assurance
Defining flight hardware safety organization structure and interfaces with
JSC and MSFC S&MA
10
11. Summary
Constellation Space Transportation Planning Office
Define Operability for Constellation phase D & E
Address operability of production, ground operations, flight operations, management
systems and lessons for the next Architecture Cycle (Lunar)
To have successful, safe, and cost effective mission execution;
“Performance” must be balanced with “Operability”
in the System Engineering Design Process
Performance + Operability = Mission Success
Producibility Op
Reliability erab
Maintainability ilit
y
Interoperability
Sustainability
Optimization
11
12. Constellation Space Transportation Planning Office
Constellation Space Transportation Planning Office
NASA has established CSTP in late 2008 to be the Operations and Sustaining counterpart
to the Constellation DDT&E Program
CSTP is embedded into the CxP processes to prepare the Constellation Ares I/ Orion block
I for the Operations and Sustaining phase of the life cycle.
Includes Production, Ground Processing, Flight Ops and Recovery
Charter:
Lay the groundwork for the Constellation Space Transportation Program
Work within the agency governance structure
Establish in program/project activities and processes the
Engineering Technical Authority
Safety Technical Authority
Health and Medical Technical Authority
Work with the Cx program and projects to establish collaborative relationships
Work closely with the Mission Operations Directorate at JSC
Flight rule development, planning, ascent, on orbit, and reentry/landing support
Constellation Space Transportation Program
Charter:
Manage the production, sustaining engineering, launch preparations, on-orbit and
recovery of the Ares I/Orion vehicle configuration that will transport crew safely
to/from the ISS