The document outlines NASA's new policy to establish project budgets based on a 70% probability of meeting cost and schedule targets jointly, to improve budget accuracy and management of expectations, and it proposes a phased implementation approach including immediate development of probabilistic cost and schedule estimates for key programs and education workshops.
This document summarizes a presentation on risk-weighted cost estimating given at the First Annual NASA Project Management Conference in March 2004. The presentation was given by representatives from Entergy Corporation, an electric utility company, and covered Entergy's process for developing risk-weighted cost estimates using probabilistic risk analysis and Monte Carlo simulation to determine contingency funding levels and project budgets. Key aspects of Entergy's process included developing a base cost estimate, conducting a risk analysis workshop to identify cost-influencing risks and uncertainties, using simulation software to generate a probabilistic distribution of potential costs, and establishing contingency amounts and drawdown schedules based on meeting milestones. Examples of completed projects showed the risk-weighted estimates to be close to actual final costs.
The document discusses NASA's status on the GAO's high-risk list for acquisition management and the initiatives NASA is taking to address this issue. It outlines NASA's definition of success, including maintaining cost and schedule performance for projects. It also discusses the impact on project management, such as defining supporting measures, implementing reporting processes, and increasing management oversight to monitor performance against the goals.
The document provides an overview of NASA's policy for independent program reviews:
1. NASA policy mandates independent reviews at key decision points to validate programs' readiness and identify risks. This includes NPD 1000.0 requiring checks and balances like independent reviews.
2. The Standing Review Board process in NPR 7120.5 standardizes independent reviews across NASA. Reviews assess technical and programmatic status at life cycle milestones.
3. The SRB Handbook provides guidance for Standing Review Boards to apply review criteria consistently across programs in accordance with NASA's technical and program management requirements. It outlines the roles, processes, and expected work products for the reviews.
The document provides an overview of a presentation on implementing an Earned Value Management System (EVMS) at a federal agency on a low budget. It discusses EVMS concepts and benefits. It then details a case study where a recession-proof EVMS was developed using existing tools and processes to integrate project scheduling, budgeting, reporting, and analysis with minimal costs. The solution standardized processes, automated data collection and linking of schedules and costs. It improved project performance monitoring, accountability, and success rates.
This document discusses the types of cost and schedule reports that NASA is required to submit to oversight bodies like Congress, OMB, and GAO. It outlines three main types of reports: [1] Baseline Reports that establish cost and schedule commitments, [2] Current Estimate Reports that provide updates, and [3] Threshold Reports required when growth thresholds are exceeded. It provides details on the timing, recipients, and required contents of each report. The document is intended to explain NASA's external reporting processes and requirements to project managers.
This document provides an overview of earned value analysis (EVA) concepts and calculations to help make EVA work effectively on projects. It covers key EVA terms like planned value, earned value, and actual cost. It also discusses important metrics like schedule and cost variance, and the schedule and cost performance indices. The document reviews techniques for measuring work progress and calculating earned value. It then presents formulas for estimating costs to complete and the estimate at completion. The goal is to provide project managers with the information needed to successfully implement and use EVA on their projects.
This document provides an overview of recent policy developments in NASA's program and project management. It discusses revisions made between 2007 and 2009 to requirements documents regarding space flight, IT, acquisition and risk management. Upcoming changes to NPR 7120.5 are also previewed, including potential revisions to the joint confidence level and baseline policies for establishing cost and schedule commitments. The purpose is to improve performance by increasing accountability, clarity and alignment of planning and budgeting processes.
The document describes a tool developed by NASA to measure schedule performance by comparing two project schedules. The tool extracts schedule data from MS Project files to calculate schedule variance, performance index, and cost performance index at the task and project levels. These metrics are designed to assess whether the project is earning planned duration and completing tasks within planned timeframes. The tool is still being refined but provides a way to measure schedule performance without requiring detailed resource cost data.
This document summarizes a presentation on risk-weighted cost estimating given at the First Annual NASA Project Management Conference in March 2004. The presentation was given by representatives from Entergy Corporation, an electric utility company, and covered Entergy's process for developing risk-weighted cost estimates using probabilistic risk analysis and Monte Carlo simulation to determine contingency funding levels and project budgets. Key aspects of Entergy's process included developing a base cost estimate, conducting a risk analysis workshop to identify cost-influencing risks and uncertainties, using simulation software to generate a probabilistic distribution of potential costs, and establishing contingency amounts and drawdown schedules based on meeting milestones. Examples of completed projects showed the risk-weighted estimates to be close to actual final costs.
The document discusses NASA's status on the GAO's high-risk list for acquisition management and the initiatives NASA is taking to address this issue. It outlines NASA's definition of success, including maintaining cost and schedule performance for projects. It also discusses the impact on project management, such as defining supporting measures, implementing reporting processes, and increasing management oversight to monitor performance against the goals.
The document provides an overview of NASA's policy for independent program reviews:
1. NASA policy mandates independent reviews at key decision points to validate programs' readiness and identify risks. This includes NPD 1000.0 requiring checks and balances like independent reviews.
2. The Standing Review Board process in NPR 7120.5 standardizes independent reviews across NASA. Reviews assess technical and programmatic status at life cycle milestones.
3. The SRB Handbook provides guidance for Standing Review Boards to apply review criteria consistently across programs in accordance with NASA's technical and program management requirements. It outlines the roles, processes, and expected work products for the reviews.
The document provides an overview of a presentation on implementing an Earned Value Management System (EVMS) at a federal agency on a low budget. It discusses EVMS concepts and benefits. It then details a case study where a recession-proof EVMS was developed using existing tools and processes to integrate project scheduling, budgeting, reporting, and analysis with minimal costs. The solution standardized processes, automated data collection and linking of schedules and costs. It improved project performance monitoring, accountability, and success rates.
This document discusses the types of cost and schedule reports that NASA is required to submit to oversight bodies like Congress, OMB, and GAO. It outlines three main types of reports: [1] Baseline Reports that establish cost and schedule commitments, [2] Current Estimate Reports that provide updates, and [3] Threshold Reports required when growth thresholds are exceeded. It provides details on the timing, recipients, and required contents of each report. The document is intended to explain NASA's external reporting processes and requirements to project managers.
This document provides an overview of earned value analysis (EVA) concepts and calculations to help make EVA work effectively on projects. It covers key EVA terms like planned value, earned value, and actual cost. It also discusses important metrics like schedule and cost variance, and the schedule and cost performance indices. The document reviews techniques for measuring work progress and calculating earned value. It then presents formulas for estimating costs to complete and the estimate at completion. The goal is to provide project managers with the information needed to successfully implement and use EVA on their projects.
This document provides an overview of recent policy developments in NASA's program and project management. It discusses revisions made between 2007 and 2009 to requirements documents regarding space flight, IT, acquisition and risk management. Upcoming changes to NPR 7120.5 are also previewed, including potential revisions to the joint confidence level and baseline policies for establishing cost and schedule commitments. The purpose is to improve performance by increasing accountability, clarity and alignment of planning and budgeting processes.
The document describes a tool developed by NASA to measure schedule performance by comparing two project schedules. The tool extracts schedule data from MS Project files to calculate schedule variance, performance index, and cost performance index at the task and project levels. These metrics are designed to assess whether the project is earning planned duration and completing tasks within planned timeframes. The tool is still being refined but provides a way to measure schedule performance without requiring detailed resource cost data.
The Commercial Crew Program had to change its acquisition strategy from a fixed-price contract to a public-private partnership due to a 52% budget reduction. The program manager quickly developed a new strategy using a Space Act Agreement and released a revised request for proposals within 11 weeks. While requirements did not change, the approach to verification development had to be adapted. Effective communication, keeping teams focused, and dividing the work into smaller pieces helped the program manager lead the organization through the change in direction.
This document provides an overview of NASA's Joint Cost and Schedule Confidence Level (JCL) policy and its implementation status across various NASA programs and projects. Key points include:
1) The JCL policy aims to provide stronger assurance that NASA can meet cost and schedule targets and be more transparent about impacts of funding changes.
2) Programs are implementing JCLs with guidance from a working group. Some programs have completed JCLs while others are in process.
3) Developing integrated schedules, assigning probabilities and uncertainties, and producing the JCL models requires significant time and resources from project teams.
4) Next steps include exploring alternative JCL calculation methods, publishing uncertainty guidelines, and developing
The document discusses schedule assessment and risk analysis. It provides an overview of how schedule risk analysis identifies potential risks and their impacts. It then examines strengths, issues, and opportunities in schedule management based on IPAO's analyses of many NASA programs and projects. Specific issues identified include schedule problems being very common. It provides recommendations for improving practices around schedule health checks, analysis, risk analysis, and other best practices.
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.
The document discusses preparations for a NASA Critical Design Review (CDR) for the Gravity Recovery and Interior Laboratory (GRAIL) mission. It outlines establishing a review preparation team with defined roles, conducting pre-CDR reviews of subsystems and assemblies, developing required gate products and presentation materials, planning information technology and logistics for the remote-site review, and coordinating with the Standing Review Board. The summary emphasizes starting preparations early, leveraging institutional resources, and establishing relationships with the review board to help ensure a successful life-cycle review.
This document discusses increasing the robustness of flight project concepts. It proposes several improvements and innovations, including establishing new concept maturity levels (CML) to better communicate a concept's readiness. A new P4 document is suggested to provide requirements and guidelines for incorporating and evaluating a concept's robustness. Additional proposed enhancements involve new tools and templates, increased project team support, organizational changes, and training for the pre-phase A community. The overall goal is to address current challenges around assessing risks, communicating maturity, and guidelines for robustness evaluations in NASA's competitive funding environment.
The document describes NASA's Baseline Performance Review (BPR) process. The BPR provides NASA senior leadership with objective information on the performance of NASA programs, projects, and operations relative to their baseline plans. It aims to identify performance trends, issues, and risks. The BPR involves monthly reporting from Mission Directorates and support offices. Independent assessors evaluate performance metrics. The BPR process helps improve communication, identify cross-cutting issues, and inform decision-making.
This presentation discusses analyses conducted by NASA's Strategic Investments Division to support agency management and decision making. It provides examples of performance analyses of projects, analyses for key decision points, budget decision analyses, and strategic investment analyses. The presentation emphasizes that objective, complete analyses from multiple sources and perspectives are critical to informing complex management decisions at NASA.
The presentation discusses the Launch Services Program's (LSP) approach to delivering launch services solutions as mission managers. LSP exists to deliver launch services to spacecraft customers and views its work from a solution delivery perspective to continually improve. LSP manages commercially developed launch vehicles for NASA and other government agencies, with goals of maximizing mission success through strategic planning, management, and leadership. The roles and responsibilities of LSP and its flight projects office and mission managers are outlined to effectively integrate missions from early development through launch.
The document discusses the phases of developing an in-house cost estimate (IHCE) for the Space Network Ground Segment Sustainment (SGSS) project. It describes four phases: 1) developing a conceptual estimate using parametric models, 2) refining the estimate using a bottoms-up approach, 3) aligning the cost structure based on matured requirements, and 4) performing a risk analysis to assess confidence levels. Key lessons learned include starting early, using a team approach, adapting to changes, and ensuring confidence through multiple iterations.
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.
Here are a few boiler plate clauses that may help in this situation:
- The Government Rights in Technical Data clause gives the Government rights to technical data needed for integration, operation, maintenance and repair. This would include drawings.
- The Access to Records clause allows the Government access to any records of the contractor that directly pertain to the contract. This would include subcontractor records.
- The Flowdown of Requirements clause requires the prime to flow down all applicable clauses to subcontractors. This would include the Technical Data and Access to Records clauses.
- Termination for Convenience gives the Government unilateral right to terminate all or part of the contract if it is in the Government's interest. This could be used
This document introduces the Schedule Test and Assessment Tool (STAT) developed by NASA to assess schedule credibility. It provides an overview of STAT's capabilities, benefits of assessing schedules, and background on why schedule assessment is important. The document demonstrates STAT's schedule health check, trend analysis, and summary reporting features using example output. It summarizes that STAT enables efficient schedule assessment, quality improvement, and timely analysis through an easy-to-use automated tool.
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.
This document discusses the process for developing Joint Confidence Level (JCL) assessments of cost and schedule estimates for programs and projects. It outlines the roles of programs/projects and the independent review board (SRB) in developing probabilistic cost estimates, risk analyses, and JCL assessments to present at key decision points. Both the program/project and SRB will develop their own analyses, then reconcile differences through iterative reviews and updates until agreeing on a final JCL assessment to report out. The goal is for estimates to have a 70% confidence level that costs and schedules will be equal to or less than predicted.
This document discusses selecting useful software measures. It recommends using the Goal-Question-Metric method to first identify goals, then questions to meet those goals, indicators to show answers, and metrics to collect data. An example shows selecting measures to track project progress by setting goals for on-time and on-budget completion and monitoring staffing and scheduled activities. Charts of planned vs actual staffing and progress points are identified as useful measures.
KDP C is an important decision point for NASA projects where the agency decides whether to proceed to implementation and commits to a project's cost and schedule estimates. This panel discusses updated NASA processes to help ensure projects are on track for technical success within budget and schedule by KDP C. These include developing an integrated baseline, independent reviews, and documenting approvals and commitments in a decision memorandum to formalize support and establish external commitments. The integration of baseline development, independent checks, approval to proceed, and commitments is meant to help projects successfully complete implementation.
This document describes three modeling techniques to assess the impact of budget constraints on project cost and schedule:
1. A deterministic approach using time-dependent and time-independent cost elements to model how budget constraints extend schedule elements.
2. A cost risk-based approach using cost risk statistics and time-phased cost and budget data.
3. An integrated cost and schedule risk analysis approach using schedule logic, cost allocation to activities, cost/schedule statistics, and time-phased budgets.
An example analysis uses the deterministic approach to show baseline results and an excursion with 10% lower annual budgets, requiring schedule slips that extend beyond the original 2016 end date.
The GAO report assessed the National Archives and Records Administration's (NARA) use of earned value management (EVM) techniques to manage the development of the Electronic Records Archive (ERA) system. The ERA system is intended to preserve and provide access to massive amounts of electronic records from federal agencies. However, the ERA program has faced repeated schedule delays and cost increases. The GAO found that NARA has only partially implemented many EVM best practices. As a result, ERA's earned value data does not accurately reflect the program's status and NARA is unable to effectively oversee the contractor or forecast remaining costs. The GAO estimated future cost overruns could be between $195 million to
Blythe ortiz7120 5e handbooks 2 15-2012 finalNASAPMC
This document discusses updates to NASA guidance documents for program and project management. The NPR 7120.5 has been streamlined and implementation guidance is now contained in a new Program and Project Management Handbook and an updated Standing Review Board Handbook. These handbooks provide best practices and guidelines to implement the requirements of NPR 7120.5. The speakers discuss the status and future plans for completing these handbooks, including aligning them with the revised NPR 7120.5E set to be released in summer 2012. The handbooks are intended to provide practical support for program/project managers in satisfying NASA's management requirements.
Integrated Cost / Schedule Risk Analysis presented methods for analyzing risks in project schedules and costs using simulation techniques like Monte Carlo. It discussed how considering duration risks of individual activities and combining them using simulations captures schedule risks better than deterministic critical path methods. It also showed that schedules with parallel paths merging have higher risks (merge bias) than single path schedules due to uncertainties accumulating at merge points.
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 Commercial Crew Program had to change its acquisition strategy from a fixed-price contract to a public-private partnership due to a 52% budget reduction. The program manager quickly developed a new strategy using a Space Act Agreement and released a revised request for proposals within 11 weeks. While requirements did not change, the approach to verification development had to be adapted. Effective communication, keeping teams focused, and dividing the work into smaller pieces helped the program manager lead the organization through the change in direction.
This document provides an overview of NASA's Joint Cost and Schedule Confidence Level (JCL) policy and its implementation status across various NASA programs and projects. Key points include:
1) The JCL policy aims to provide stronger assurance that NASA can meet cost and schedule targets and be more transparent about impacts of funding changes.
2) Programs are implementing JCLs with guidance from a working group. Some programs have completed JCLs while others are in process.
3) Developing integrated schedules, assigning probabilities and uncertainties, and producing the JCL models requires significant time and resources from project teams.
4) Next steps include exploring alternative JCL calculation methods, publishing uncertainty guidelines, and developing
The document discusses schedule assessment and risk analysis. It provides an overview of how schedule risk analysis identifies potential risks and their impacts. It then examines strengths, issues, and opportunities in schedule management based on IPAO's analyses of many NASA programs and projects. Specific issues identified include schedule problems being very common. It provides recommendations for improving practices around schedule health checks, analysis, risk analysis, and other best practices.
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.
The document discusses preparations for a NASA Critical Design Review (CDR) for the Gravity Recovery and Interior Laboratory (GRAIL) mission. It outlines establishing a review preparation team with defined roles, conducting pre-CDR reviews of subsystems and assemblies, developing required gate products and presentation materials, planning information technology and logistics for the remote-site review, and coordinating with the Standing Review Board. The summary emphasizes starting preparations early, leveraging institutional resources, and establishing relationships with the review board to help ensure a successful life-cycle review.
This document discusses increasing the robustness of flight project concepts. It proposes several improvements and innovations, including establishing new concept maturity levels (CML) to better communicate a concept's readiness. A new P4 document is suggested to provide requirements and guidelines for incorporating and evaluating a concept's robustness. Additional proposed enhancements involve new tools and templates, increased project team support, organizational changes, and training for the pre-phase A community. The overall goal is to address current challenges around assessing risks, communicating maturity, and guidelines for robustness evaluations in NASA's competitive funding environment.
The document describes NASA's Baseline Performance Review (BPR) process. The BPR provides NASA senior leadership with objective information on the performance of NASA programs, projects, and operations relative to their baseline plans. It aims to identify performance trends, issues, and risks. The BPR involves monthly reporting from Mission Directorates and support offices. Independent assessors evaluate performance metrics. The BPR process helps improve communication, identify cross-cutting issues, and inform decision-making.
This presentation discusses analyses conducted by NASA's Strategic Investments Division to support agency management and decision making. It provides examples of performance analyses of projects, analyses for key decision points, budget decision analyses, and strategic investment analyses. The presentation emphasizes that objective, complete analyses from multiple sources and perspectives are critical to informing complex management decisions at NASA.
The presentation discusses the Launch Services Program's (LSP) approach to delivering launch services solutions as mission managers. LSP exists to deliver launch services to spacecraft customers and views its work from a solution delivery perspective to continually improve. LSP manages commercially developed launch vehicles for NASA and other government agencies, with goals of maximizing mission success through strategic planning, management, and leadership. The roles and responsibilities of LSP and its flight projects office and mission managers are outlined to effectively integrate missions from early development through launch.
The document discusses the phases of developing an in-house cost estimate (IHCE) for the Space Network Ground Segment Sustainment (SGSS) project. It describes four phases: 1) developing a conceptual estimate using parametric models, 2) refining the estimate using a bottoms-up approach, 3) aligning the cost structure based on matured requirements, and 4) performing a risk analysis to assess confidence levels. Key lessons learned include starting early, using a team approach, adapting to changes, and ensuring confidence through multiple iterations.
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.
Here are a few boiler plate clauses that may help in this situation:
- The Government Rights in Technical Data clause gives the Government rights to technical data needed for integration, operation, maintenance and repair. This would include drawings.
- The Access to Records clause allows the Government access to any records of the contractor that directly pertain to the contract. This would include subcontractor records.
- The Flowdown of Requirements clause requires the prime to flow down all applicable clauses to subcontractors. This would include the Technical Data and Access to Records clauses.
- Termination for Convenience gives the Government unilateral right to terminate all or part of the contract if it is in the Government's interest. This could be used
This document introduces the Schedule Test and Assessment Tool (STAT) developed by NASA to assess schedule credibility. It provides an overview of STAT's capabilities, benefits of assessing schedules, and background on why schedule assessment is important. The document demonstrates STAT's schedule health check, trend analysis, and summary reporting features using example output. It summarizes that STAT enables efficient schedule assessment, quality improvement, and timely analysis through an easy-to-use automated tool.
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.
This document discusses the process for developing Joint Confidence Level (JCL) assessments of cost and schedule estimates for programs and projects. It outlines the roles of programs/projects and the independent review board (SRB) in developing probabilistic cost estimates, risk analyses, and JCL assessments to present at key decision points. Both the program/project and SRB will develop their own analyses, then reconcile differences through iterative reviews and updates until agreeing on a final JCL assessment to report out. The goal is for estimates to have a 70% confidence level that costs and schedules will be equal to or less than predicted.
This document discusses selecting useful software measures. It recommends using the Goal-Question-Metric method to first identify goals, then questions to meet those goals, indicators to show answers, and metrics to collect data. An example shows selecting measures to track project progress by setting goals for on-time and on-budget completion and monitoring staffing and scheduled activities. Charts of planned vs actual staffing and progress points are identified as useful measures.
KDP C is an important decision point for NASA projects where the agency decides whether to proceed to implementation and commits to a project's cost and schedule estimates. This panel discusses updated NASA processes to help ensure projects are on track for technical success within budget and schedule by KDP C. These include developing an integrated baseline, independent reviews, and documenting approvals and commitments in a decision memorandum to formalize support and establish external commitments. The integration of baseline development, independent checks, approval to proceed, and commitments is meant to help projects successfully complete implementation.
This document describes three modeling techniques to assess the impact of budget constraints on project cost and schedule:
1. A deterministic approach using time-dependent and time-independent cost elements to model how budget constraints extend schedule elements.
2. A cost risk-based approach using cost risk statistics and time-phased cost and budget data.
3. An integrated cost and schedule risk analysis approach using schedule logic, cost allocation to activities, cost/schedule statistics, and time-phased budgets.
An example analysis uses the deterministic approach to show baseline results and an excursion with 10% lower annual budgets, requiring schedule slips that extend beyond the original 2016 end date.
The GAO report assessed the National Archives and Records Administration's (NARA) use of earned value management (EVM) techniques to manage the development of the Electronic Records Archive (ERA) system. The ERA system is intended to preserve and provide access to massive amounts of electronic records from federal agencies. However, the ERA program has faced repeated schedule delays and cost increases. The GAO found that NARA has only partially implemented many EVM best practices. As a result, ERA's earned value data does not accurately reflect the program's status and NARA is unable to effectively oversee the contractor or forecast remaining costs. The GAO estimated future cost overruns could be between $195 million to
Blythe ortiz7120 5e handbooks 2 15-2012 finalNASAPMC
This document discusses updates to NASA guidance documents for program and project management. The NPR 7120.5 has been streamlined and implementation guidance is now contained in a new Program and Project Management Handbook and an updated Standing Review Board Handbook. These handbooks provide best practices and guidelines to implement the requirements of NPR 7120.5. The speakers discuss the status and future plans for completing these handbooks, including aligning them with the revised NPR 7120.5E set to be released in summer 2012. The handbooks are intended to provide practical support for program/project managers in satisfying NASA's management requirements.
Integrated Cost / Schedule Risk Analysis presented methods for analyzing risks in project schedules and costs using simulation techniques like Monte Carlo. It discussed how considering duration risks of individual activities and combining them using simulations captures schedule risks better than deterministic critical path methods. It also showed that schedules with parallel paths merging have higher risks (merge bias) than single path schedules due to uncertainties accumulating at merge points.
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 discusses challenges faced by inventors and innovators in getting their ideas adopted. Some key points:
1) Innovators often face resistance from organizations wedded to the status quo, as change threatens existing structures and ways of doing things. Initiating change is difficult and risky.
2) Inventors do not always make good product champions, as they tend to be independent thinkers who do not easily fit into organizational hierarchies. Their temperaments are not always suited for commercialization efforts.
3) Cultural influences within companies and industries can inhibit innovation, as existing success breeds complacency and risk aversion. Breakthroughs are less likely to emerge from tightly controlled environments.
4) While
Risk management is a key program control function that requires an environment fostering open discussion of challenges. Prior programs provide lessons on effective practices like engaged leadership, clear communication across all levels, comprehensive training, well-defined processes, and usable risk management tools. These elements encourage accurate identification and handling of risks to contribute to mission success.
This document summarizes key insights from a presentation on viewing project management through the lens of complexity theory. It discusses how complexity theory originated in the study of natural systems and how its concepts like emergence and non-linearity are relevant to project management. It also notes that while general systems theory promised to connect different fields, project management, cybernetics, and systems thinking ultimately diverged. The document reviews different perspectives on categorizing project complexity and shares insights from interviews where project managers discussed experiencing uncertainty, renegotiating plans, and maintaining progress despite radical uncertainty.
The CoNNeCT project faced several major challenges that threatened its schedule. Requirements were not fully defined, which led to rework. Structural analysis found weak margins, requiring a redesign with more testing. A heritage gimbal design was not suitable and needed significant redesign to meet safety requirements, causing cost growth and schedule delays. Solutions included workshops to finalize requirements, structural testing and redesign, and co-developing a redesigned gimbal with added simulators to prevent schedule impacts. These issues are common on projects and understanding them can help others face similar problems.
The document discusses challenges facing the Systems and Software Engineering Directorate within the Department of Defense. It outlines the Directorate's vision, mission, and responsibilities, which include providing technical advice on programs, establishing acquisition policies, and managing the systems engineering career field. The document also discusses key challenges programs face related to requirements, risk management, and reliability. It proposes ways the Directorate can better support programs early in the acquisition process through workshops, guidance updates, and collaboration tools.
The document provides an overview of the requirements and processes needed to successfully pass Preliminary Design Review (PDR) and Key Decision Point C (KDP C) under NASA Procedural Requirements 7120.5D. It first discusses categorizing a project based on cost and complexity to determine the appropriate decision authority and governing documents. It then outlines the phases of formulation and implementation in the project lifecycle and the major reviews and decision gates including PDR, which provides approval to proceed to implementation phases. Examples from the Juno project are given to demonstrate how to address the requirements to have a successful PDR while still accomplishing the primary work.
This document discusses human perception of risk and error. It summarizes James Reason's Swiss Cheese Model of accidents, which describes how accidents occur when multiple latent conditions and active failures line up. It also discusses how humans make decisions based on their local rationality and patterns of experience, which can sometimes lead to poor choices. Common cognitive traps like anchoring and availability are discussed. The document provides tips for avoiding these traps and developing personal situational awareness to improve decision-making.
This document discusses the importance of healthy skepticism in NASA program management. It argues that skepticism leads to mission success, safety, integrity and excellence. While cynicism questions people, skepticism questions analyses and assumptions without being personally critical. The document provides examples of healthy skepticism, such as asking analysts to explain uncertainties and verifying hazard controls. It concludes that the system must support skeptics by making rationales for procedures readily available.
The document summarizes options for re-flying the Orbiting Carbon Observatory (OCO) mission after the original spacecraft was lost during launch in February 2009. It discusses examining service platforms, access to space options, and conducting studies to evaluate rebuilding the OCO instrument and spacecraft ("Carbon Copy") as the lowest risk approach. While awaiting authorization to proceed, the OCO project team is working to reduce implementation risks and collaborate with other missions to be in the best position for an OCO re-flight.
The document summarizes lessons learned from NASA's Breakthrough Propulsion Physics Project from 1996 to 2002. The project investigated concepts like gravity control and faster-than-light travel by assessing 10 approaches. It produced 16 journal articles, an award-winning website, and positive media coverage for NASA, all for a total cost of $1.6 million. The key tactic was to combine visionary goals with rigorous research methods. Some lessons included pursuing divergent options through small, incremental tasks; publishing all results; and linking research to goals and credible foundations through a "traceability map." The project tactfully distinguished crackpot ideas from visionary concepts worth exploring further.
The document discusses an architecture modeling methodology for model-based systems engineering projects. It involves developing hierarchical architecture models, using the models to derive requirements, and tracing requirements to model elements. The methodology includes context diagrams to illustrate physical elements outside the system, decomposing physical and operational/functional elements, and using operational scenarios to develop mission operations and functions. The modeling approach aims to generate a complete picture of the system architecture and stakeholder problem.
The document discusses essential planning steps for small projects with limited budgets. It recommends thoroughly planning work at the lowest level using a work breakdown structure to capture all technical scope, resources, milestones, and descriptions. Automated tools should be used to consolidate this planning data and enable analysis of things like what work is being done at each organization. Maintaining accurate and up-to-date planning data is important for project management and cross-checks between elements like budget and schedule. Communication is also key when changes are made to planning processes or formats.
The document summarizes options for re-flying the Orbiting Carbon Observatory (OCO) mission after the original spacecraft was lost during launch in February 2009. It discusses examining service platforms, access to space options, and conducting studies to evaluate rebuilding the OCO instrument and spacecraft ("Carbon Copy") as the lowest risk approach. While awaiting authorization to proceed, the OCO project team is working to reduce implementation risks and collaborate with other missions to be in the best position for an OCO re-flight.
This document summarizes lessons learned from NASA's experience with pursuing LEED certification for construction projects. It discusses the importance of including all relevant team members, understanding what motivates each person, and maintaining commitment. Technical lessons involve thoroughly researching new building technologies before using them and paying close attention to details with complex systems. Contractual lessons relate to specifying requirements early to avoid costs and delays.
This document discusses probabilistic requirements and verification for NASA's Constellation Program. It begins by providing motivation for adopting a probabilistic approach to address uncertainties. This includes writing probabilistic requirements and verifying designs using modeling and simulation. It then covers key topics like the types of probabilistic requirements, how to write them, and verification approaches. Specifically, it distinguishes between reliability-based requirements and engineering performance-based requirements. It also provides examples of probabilistic requirements and verification statements for safety and reliability goals. The overall aim is to clarify and standardize the process of using a probabilistic approach for requirements and verification.
National Aeronautics and Space Administration (NASA) presented on how data from the Ares I-X flight test will influence the design of the Ares I rocket. The Ares I-X test collected data from over 900 sensors to validate models and tools being used for Ares I. Some key objectives were to demonstrate control of a vehicle similar to Ares I, perform a staging event, and characterize loads and environments. NASA will use data on flight control, separation events, loads, and other areas from Ares I-X to partially validate models and potentially modify the Ares I design.
Lean Six Sigma is a methodology that NASA is adopting to improve processes and realize efficiencies. It combines Lean principles focused on eliminating waste with Six Sigma methods for reducing variation and defects. NASA aims to tailor Lean Six Sigma to its culture and goals in order to improve quality, reduce costs and ensure on-time delivery for customers. Key roles oversee the implementation and evolution of Lean Six Sigma across the agency.
This document provides an overview of the Imagery Analysis Facility at NASA's Kennedy Space Center. It discusses how the facility supports various NASA programs like the Space Shuttle and International Space Station by analyzing imagery data. It describes how imagery is used to support engineering teams and evaluate vehicle and system performance during launch, ascent, and landing. It also discusses how the facility upgraded its projection system to a 4K system to properly analyze high resolution imagery as film-based imagery was being phased out. The document emphasizes the importance of imagery analysis for lessons learned from past missions and safety.
Combining multiple independent probabilistic estimates of a project or system can reduce overall uncertainty compared to using the individual estimates alone. The paper presents a mathematical framework for combining estimates based on their means and standard deviations. It shows that the combined estimate will have lower variance than any individual estimate. A numerical example is provided to illustrate combining three independent estimates.
This document discusses NASA's implementation of its Joint Cost and Schedule Confidence Level (JCL) policy, which aims to provide stronger assurance that NASA programs and projects can meet cost and schedule targets. It provides an overview of the JCL process, including status updates on various program and project JCLs. It also discusses feedback received so far, observations, lessons learned, and next steps to improve the JCL methodology and implementation. Key points include establishing integrated master schedules, quantifying all risks, providing guidance on assigning uncertainty factors, and exploring alternate JCL calculation methods when full project data is unavailable.
Risk based cost estimating for water infrastructure projectsAdvisian
Advisian studied the performance of risk-based cost estimating based on data obtained from 23 water infrastructure projects delivered by several water authorities in NSW over the period 2002 - 2012
In order to excel as a risk manager a deep understanding of the pricing models and risk measures used by revenuegenerating
sections of the business is important. You need to be able to challenge the assumptions and underlying
flaws that the models are based on, in order to be able to effectively assess the risks involved. The Certificate in
Quantitative Finance will instil you with the mathematical rigor to understand these models and the confidence to
question and challenge them.
This document discusses current issues in energy network regulation in Australia. It focuses on capital expenditure forecasts and incentives, the weighted average cost of capital and the global financial crisis, and institutional governance arrangements. Specifically, it examines challenges in forecasting capital expenditures, issues with existing incentives, and potential alternative incentive schemes used internationally to better incentivize efficient capital spending.
This document contains a summary of a McKinsey case study on improving service operations at a large academic health care system. McKinsey launched a 3-month effort focused on the end-to-end care process. This resulted in an immediate reduction in delayed and cancelled cases. McKinsey also evaluated scheduling processes and capacity utilization, liberating 23% additional capacity. Overall the work eliminated delays, reduced length of stay, and improved clinical outcomes and satisfaction while establishing a foundation for strategic growth.
This document discusses the fundamentals of capital budgeting. It begins by explaining that capital budgeting decisions are the most important investment decisions firms make as they determine long-term assets. It then reviews several capital budgeting techniques: net present value (NPV), payback period, accounting rate of return (ARR), and internal rate of return (IRR). It discusses how to calculate each and their strengths/weaknesses as decision tools. The document emphasizes that NPV is the best technique and explains conditions where IRR may differ from NPV. It concludes by discussing capital budgeting in practice.
Wwf Andrew Lockett Tim Dyke & Scott Logie Iof Analysts Group Segmentation V...Insight_SIG
The document discusses various techniques for advanced segmentation including predictive modelling, clustering, optimization, and combinations of techniques. It provides examples of how organizations like the World Wildlife Fund (WWF), World Vision, and British Heart Foundation have used these techniques. Predictive modelling can be used to select prospective donors but requires careful application and validation. Clustering involves grouping supporters into segments. Optimization aims to maximize income across segments given budget constraints. Combining techniques may provide better results than single approaches. Event/trigger detection uses transactional data to identify behavioral changes and target responsive supporters.
Discounted Cash Flow Methodology for Banks and Credit UnionsLibby Bierman
As institutions prepare for the CECL or current expected credit loss model for the allowance for loan and lease losses (ALLL), institutions are prudently learning the various methodologies available to them. Discounted Cash Flow or DCF is one proposed methodology. This session presents best practices and use cases for the ALLL methodology. See the recording: http://web.sageworks.com/dcf-webinar/
Project Controls Expo 18th Nov 2014 - "Cost Estimate Risk Analysis: For Capit...Project Controls Expo
Once a project or a turnaround team has developed a cost estimate, they are usually required to assign an accuracy range to the estimate and calculate the contingency. Some teams take a simplistic view that if the design package has been developed to a certain standard or class, then the accuracy range can be assigned according to common rules of thumb. However, this route can bypass the requirement to calculate contingency, and it looks at only the “systemic” uncertainty in the estimate, while ignoring any “project specific” uncertainty and risk. In addition, copious evidence over the past 30 years shows that, if left unguided, teams are generally over-optimistic and hence under-estimate the contingency required and assign too tight an accuracy range. If we look at the common methodologies used by teams, there are a number of common misconceptions and errors that contribute to this under-estimation.
Optimising Portfolios and Programmes in an ever changing world by "Matthew Wa...Project Controls Expo
Optimising Portfolios and Programmes in an ever changing world by Matthew Ward-Close - Senior Manager for PwC, UK at at Project Controls Expo 2017, Arsenal Stadium, London
The document discusses current issues in energy network regulation in Australia. It covers capital expenditure forecasts and incentives, the weighted average cost of capital and how it was impacted by the global financial crisis, and institutional governance arrangements. Specific issues examined include challenges in forecasting capital expenditures, developing better tools and techniques for testing forecasts, using incentives to encourage accurate forecasts, and determining the cost of debt during periods of financial crisis when usual benchmarks are disrupted.
The document discusses key concepts related to CECL (Current Expected Credit Loss), including:
- Initial measurement of allowance for credit losses which is deducted from financial assets and adjusted based on management's current expected credit loss estimates.
- CECL will create volatility in financial reporting due to changes in methods, models, and other factors that influence expected credit loss estimates.
- Proper segmentation of financial assets into risk-based pools is important for determining expected credit losses under CECL. Historical loss periods must also cover the contractual term of assets.
Sultana Kassegne discusses effective capital expenditure (Capex) management at Cricket Wireless. She outlines their main Capex planning and management activities, including budgeting, forecasting, procurement, approvals, expenditure monitoring and reporting. She emphasizes the importance of cross-functional synergies between finance, fixed assets, accounting and other teams. Kassegne also provides tips for positioning an organization for successful Capex management, such as establishing policies, training, tools and key performance indicators.
This document discusses project cost planning and definition. It covers cost definition, estimating project life cycle costs, cost budgeting and sources of funds, implications of cost to quality and risk, and cost control. Cost is defined as the price paid for something or the resources expended to achieve an objective. Life cycle costing involves estimating all costs over the full lifespan of a project. Cost budgeting examines sources of funds like profits, borrowing, and equity funding. Cost control requires thorough planning, estimating, accounting, and periodic comparisons to budgets.
The document discusses confidence level estimating and budgeting policies. It provides a recap of the joint confidence level (JCL) policy, which requires programs to be baselined at a 70% JCL and projects to be baselined/budgeted at a JCL that supports the program's approved level. It discusses the status of JCL calculations for various programs and projects, issues learned from implementing JCLs, and actions taken to address lessons learned to improve the process.
Project cost control involves establishing a baseline plan and budget, then monitoring actual costs, analyzing differences, forecasting the end result, and making adjustments if needed. Key documents include the business case, request for funding approval, work breakdown structure dividing the project into work packages, the project charter, and the cost baseline plan. Effective cost control requires understanding how projects unfold over their lifecycle and exercising oversight at decision points between phases.
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.
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.
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.
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 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.
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.
Observability Concepts EVERY Developer Should Know -- DeveloperWeek Europe.pdfPaige Cruz
Monitoring and observability aren’t traditionally found in software curriculums and many of us cobble this knowledge together from whatever vendor or ecosystem we were first introduced to and whatever is a part of your current company’s observability stack.
While the dev and ops silo continues to crumble….many organizations still relegate monitoring & observability as the purview of ops, infra and SRE teams. This is a mistake - achieving a highly observable system requires collaboration up and down the stack.
I, a former op, would like to extend an invitation to all application developers to join the observability party will share these foundational concepts to build on:
Let's Integrate MuleSoft RPA, COMPOSER, APM with AWS IDP along with Slackshyamraj55
Discover the seamless integration of RPA (Robotic Process Automation), COMPOSER, and APM with AWS IDP enhanced with Slack notifications. Explore how these technologies converge to streamline workflows, optimize performance, and ensure secure access, all while leveraging the power of AWS IDP and real-time communication via Slack notifications.
In his public lecture, Christian Timmerer provides insights into the fascinating history of video streaming, starting from its humble beginnings before YouTube to the groundbreaking technologies that now dominate platforms like Netflix and ORF ON. Timmerer also presents provocative contributions of his own that have significantly influenced the industry. He concludes by looking at future challenges and invites the audience to join in a discussion.
Best 20 SEO Techniques To Improve Website Visibility In SERPPixlogix Infotech
Boost your website's visibility with proven SEO techniques! Our latest blog dives into essential strategies to enhance your online presence, increase traffic, and rank higher on search engines. From keyword optimization to quality content creation, learn how to make your site stand out in the crowded digital landscape. Discover actionable tips and expert insights to elevate your SEO game.
Threats to mobile devices are more prevalent and increasing in scope and complexity. Users of mobile devices desire to take full advantage of the features
available on those devices, but many of the features provide convenience and capability but sacrifice security. This best practices guide outlines steps the users can take to better protect personal devices and information.
Infrastructure Challenges in Scaling RAG with Custom AI modelsZilliz
Building Retrieval-Augmented Generation (RAG) systems with open-source and custom AI models is a complex task. This talk explores the challenges in productionizing RAG systems, including retrieval performance, response synthesis, and evaluation. We’ll discuss how to leverage open-source models like text embeddings, language models, and custom fine-tuned models to enhance RAG performance. Additionally, we’ll cover how BentoML can help orchestrate and scale these AI components efficiently, ensuring seamless deployment and management of RAG systems in the cloud.
Essentials of Automations: The Art of Triggers and Actions in FMESafe Software
In this second installment of our Essentials of Automations webinar series, we’ll explore the landscape of triggers and actions, guiding you through the nuances of authoring and adapting workspaces for seamless automations. Gain an understanding of the full spectrum of triggers and actions available in FME, empowering you to enhance your workspaces for efficient automation.
We’ll kick things off by showcasing the most commonly used event-based triggers, introducing you to various automation workflows like manual triggers, schedules, directory watchers, and more. Plus, see how these elements play out in real scenarios.
Whether you’re tweaking your current setup or building from the ground up, this session will arm you with the tools and insights needed to transform your FME usage into a powerhouse of productivity. Join us to discover effective strategies that simplify complex processes, enhancing your productivity and transforming your data management practices with FME. Let’s turn complexity into clarity and make your workspaces work wonders!
Full-RAG: A modern architecture for hyper-personalizationZilliz
Mike Del Balso, CEO & Co-Founder at Tecton, presents "Full RAG," a novel approach to AI recommendation systems, aiming to push beyond the limitations of traditional models through a deep integration of contextual insights and real-time data, leveraging the Retrieval-Augmented Generation architecture. This talk will outline Full RAG's potential to significantly enhance personalization, address engineering challenges such as data management and model training, and introduce data enrichment with reranking as a key solution. Attendees will gain crucial insights into the importance of hyperpersonalization in AI, the capabilities of Full RAG for advanced personalization, and strategies for managing complex data integrations for deploying cutting-edge AI solutions.
TrustArc Webinar - 2024 Global Privacy SurveyTrustArc
How does your privacy program stack up against your peers? What challenges are privacy teams tackling and prioritizing in 2024?
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:
- The top 10 privacy insights from the fifth annual Global Privacy Benchmarks Survey
- The top challenges for privacy leaders, practitioners, and organizations in 2024
- Key themes to consider in developing and maintaining your privacy program
Why You Should Replace Windows 11 with Nitrux Linux 3.5.0 for enhanced perfor...SOFTTECHHUB
The choice of an operating system plays a pivotal role in shaping our computing experience. For decades, Microsoft's Windows has dominated the market, offering a familiar and widely adopted platform for personal and professional use. However, as technological advancements continue to push the boundaries of innovation, alternative operating systems have emerged, challenging the status quo and offering users a fresh perspective on computing.
One such alternative that has garnered significant attention and acclaim is Nitrux Linux 3.5.0, a sleek, powerful, and user-friendly Linux distribution that promises to redefine the way we interact with our devices. With its focus on performance, security, and customization, Nitrux Linux presents a compelling case for those seeking to break free from the constraints of proprietary software and embrace the freedom and flexibility of open-source computing.
UiPath Test Automation using UiPath Test Suite series, part 6DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 6. In this session, we will cover Test Automation with generative AI and Open AI.
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.
Throughout the session, participants will discover how this synergy empowers testers to automate repetitive tasks, enhance testing accuracy, and expedite the software testing life cycle. Topics covered include the seamless integration process, practical use cases, and the benefits of harnessing AI-driven automation for UiPath testing initiatives. By attending this webinar, testers, and automation professionals can gain valuable insights into harnessing the power of AI to optimize their test automation workflows within the UiPath ecosystem, ultimately driving efficiency and quality in software development processes.
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
Topics covered:
What is generative AI
Test Automation with generative AI and Open AI.
UiPath integration with generative AI
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Pushing the limits of ePRTC: 100ns holdover for 100 daysAdtran
At WSTS 2024, Alon Stern explored the topic of parametric holdover and explained how recent research findings can be implemented in real-world PNT networks to achieve 100 nanoseconds of accuracy for up to 100 days.
For the full video of this presentation, please visit: https://www.edge-ai-vision.com/2024/06/building-and-scaling-ai-applications-with-the-nx-ai-manager-a-presentation-from-network-optix/
Robin van Emden, Senior Director of Data Science at Network Optix, presents the “Building and Scaling AI Applications with the Nx AI Manager,” tutorial at the May 2024 Embedded Vision Summit.
In this presentation, van Emden covers the basics of scaling edge AI solutions using the Nx tool kit. He emphasizes the process of developing AI models and deploying them globally. He also showcases the conversion of AI models and the creation of effective edge AI pipelines, with a focus on pre-processing, model conversion, selecting the appropriate inference engine for the target hardware and post-processing.
van Emden shows how Nx can simplify the developer’s life and facilitate a rapid transition from concept to production-ready applications.He provides valuable insights into developing scalable and efficient edge AI solutions, with a strong focus on practical implementation.
GraphSummit Singapore | The Art of the Possible with Graph - Q2 2024Neo4j
Neha Bajwa, Vice President of Product Marketing, Neo4j
Join us as we explore breakthrough innovations enabled by interconnected data and AI. Discover firsthand how organizations use relationships in data to uncover contextual insights and solve our most pressing challenges – from optimizing supply chains, detecting fraud, and improving customer experiences to accelerating drug discoveries.
Dr. Sean Tan, Head of Data Science, Changi Airport Group
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1. Joint Cost and Schedule Probabilistic
Estimating and Budgeting Policy at
NASA
February 2009
2. What?
• NASA wants to establish realistic
program and project budgets that reflect
a reasonable chance of achieving
technical, cost and schedule objectives
and commitments
2
3. Why?
• We need to meet the expectations of
stakeholders
• Getting it wrong
– Damages our reputation as good stewards of
public resources
– Inhibits our ability to obtain funds for future
programs and projects
– Has adverse impacts of other programs and
projects in our portfolio
3
4. How?
• Establish budgets based on the
probability that projects have a better
than 50/50 change of meeting cost and
schedule targets
4
5. Why Are Cost Estimates Uncertain?
– Beyond-State-of-the-Art – Tight Schedules
Technology • Undeveloped Technology
• Cooling • Software Development
• Processing • Supplier Viability
• Survivability – System Integration
• Power • Multi-Contractor Teams
• Laser Communications • System Testing
– Partners failing to meet – Limited Resources
commitments – Program Funding Stretch-out
– Launch conflicts – Premature Commitment to
R&D Phase
– Unforeseen Events
These are just a few examples
5
6. What a Cost Estimate Looks Like
Percentile Value Program Alpha
10% 516.81 10,000 Trials Cumulative Chart
1.000
20% 538.98
“S-Curve”
30% 557.85 .750
40% 575.48
.500
50% 592.72
60% 609.70 .250
70% 629.19 .000
80% 650.97 462.43 537.16 611.89
BY04$M
686.62 761.35
90% 683.01
Program Alpha
10,000 Trials Frequency Chart
Statistics Value .020
Trials 10,000 “Density Curve”
Mean 596.40 .015
Density
Median 592.72 .010
Mode ---
Standard Deviation 63.18 .005
Range Minimum 450.19
Range Maximum 796.68 .000
462.43 537.16 611.89 686.62 761.35
BY04$M
6
6
7. So, Where Should We Set the
Budget?
• There is no “best” answer
• The “answer” depends on the amount of budget
available or requested, and the amount of risk the
decision-maker is willing to take
• A risk-averse decision-maker would probably choose a
budget reflecting a cost with a high probability of
realization
– To minimize the probability of a cost overrun
• A risk-tolerant decision-maker might budget at a lower
number, channeling a program manager to greater risk
management
• Budget decisions should consider the risk across the
entire portfolio of programs
7
8. NASA’s Policy on Setting Budgets
Based on Probability
• In March of 2006, NASA Administrator
– “Griffin determined that NASA’s standard practices will be to budget projects at a 70%
confidence level based on the independent cost estimate. Any proposed deviations
from this standard must be brought forward for consideration to the appropriate
management council.”
– “… initiate a pattern of honest dealing between Program and Project Managers, HQ,
the Congress, and the WH, and to avoid the pattern of finger-pointing for cost overruns
and schedule slips that have plagued the industry in the past”.
• Since this policy was declared, nearly all the major projects
that came before the Agency Program Management Council
were budgeted less than 70 percent probability of success
(confidence level). Many reasons exist, but a few follow
– No clear agreement on the estimate that should be used
– Difficulty reconciling project estimates (typically based on
engineering build up) with the Independent Estimates that were
done using parametric models
– Estimates were insensitive to schedule uncertainty
– Belief that projects should be challenged
• NASA changed the policy (and formally documented it) on 8
January 16, 2009
9. Management Intent of New Policy
• Confidence level policy needs to be more explicit
about meeting schedule commitments in addition to
cost -- move to a joint cost and schedule probability of
success
• Probability of success should be based on project’s
estimate/plan
• Confidence policy needs to be more flexible
– Set the confidence policy at the program level
– Allow program to solve issues by changing content and use
resources within the programs’ control
– Use other resources, but with better accountability
• At KDPs
– Projects must develop and defend good plans at KDPs
– SRB to assess project plans vice developing and presenting
independent PCEs 9
10. A Summary of the New Confidence
Level Policy
• All space flight and information
technology programs shall develop a
joint cost and schedule probabilistic
analysis and be baselined or
rebaselined and budgeted such that
there is a 70 percent probability of
achieving the stated life cycle cost and
launch schedule
10
11. New Confidence Level Policy
(Continued)
• Applicable decision authorities may approve
a different joint confidence level
• Projects are to be baselined or rebaselined
and budgeted at confidence level consistent
with the program’s confidence level
• At a minimum, projects are to be funded at a
level that is equivalent to a confidence level
of 50 percent, or as approved by the
applicable decision authority
11
12. New Confidence Level Policy
(Concluded)
• Programs or project’s proposed cost and
schedule baselines are to be assessed by an
independent review team
• Mission Directorates or Mission Support
Offices are to confirm that program and
projects’ life cycle cost estimates and annual
budget submissions are consistent
12
13. An Example of Joint Cost and Schedule Probability
Front
i
the co er Curve re
mbina p
sched
ule wi tion o resents
th 65% f cost
joint c and
onfide
nce
13
Page 13
14. Draft Implementation Plan
• OCE established four working groups to implement
the new Acquisition NPD. Must include
– Flow-down to lower level documents
– Communication
– Training and consulting
– Done by October 1, 2009
• JCL Working Group has met twice
– Includes representatives from ESMD, SMD, SOMD, CFO,
OCE and PA&E.
– Plan to add selected center and/or project resource
managers
– Developed draft implementation approach (follows)
14
15. JCL Proposed Approach
• All programs and projects must immediately begin to
develop and maintain probabilistic joint cost and
schedule estimates and confidence levels (JCLs)
– Include projects within formation as part of Program JCL
computation. Deemed a practical consideration to get the agency
to the end-state
• Communicate implementation details by way of
Strategic Planning Guidance (SPG) and education
workshops
• Use phased approach
– PA&E to help the six programs (and associated projects) develop
the JCLs during FY 2009
– PA&E to provide immediate education to key development centers:
GSFC, JPL, JSC, MSFC, & KSC. Provide two half day sessions at
HQ and LaRC
– Provide consulting support and tools to remainder during FY 2010
15
16. Proposed Approach (Continued)
• Salient provisions of Strategic Planning Guidance
– PA&E to help six programs to develop and submit JCLs
– Remaining projects within Development Phases (B, C, D), must submit
minimal documentation to demonstrate that projects are resourced
adequately, in lieu of JCL documentation
– Proposed directed projects about to enter Phase A or competed projects
about to enter Phase B, must undergo a Basis of Estimate review with PA&E
to demonstrate the proposed time and resources are “within the bounds of
reasonableness” and not likely to have adverse impact to programs
• At KDP B & C decision milestone events
– MD’s parent program must demonstrate the program complies with JCL
policy with addition of the new project
– Project must develop and defend its implementation plan (a resource loaded
schedule)
– SRB to provide an assessment of program and project JCL
• At KDP D decision milestone event:
– Only programs and projects that are on PA&E’s “help” list must produce a
JCL
– SRB’s develop JSL assessments for those programs and projects that have
been helped. Otherwise, SRB performs a more general assessment of
project’s plan
16
17. Proposed Approach (Concluded)
• Programs and projects JCL updates
– Must be done at KDPs B, C & D
– Should be done whenever there is a change in Operating
Plan (change in requirements, cost, phasing of resources, or
schedule)
– Must be done in support of annual budget submit
• Programs and project report JCL
– Whenever PMC directs (informed by BRP)
– As part of annual budget submit
17
18. Scenari Project A FY1 FY2
os 50% FY3 . . . FYn LC time is
for JCL Project A defined by LCC
for each project
Extern
al UFE
∑ Project
OMB A
Mgt Options to Meet
$ from OMB Project B External Commitments
50% 1.Use UFE from other
$ to OMB projects
(cuts)
Project B 2.Make minor de-scopes
a b 3.∆ phasing
⋮
UFE
c f requirements between
Intern ∑ Project a . b′ } years
Mgt Options to Solve
Problems, but Change
al External Commitments
B c′ f′ N
Σ₅₀Pn
1. Reduce project
Progra
m
(Fundin
N
Σ₅₀P FY₁
i =
.
. i = content
g)
Project N 1
1 2. Slip schedule
N N .
. N 3. Reduce ops $ or
excess
Program N
Internal
ΣμP FY₁
i =
ΣμP FYn
i =
duration
4. Add Funds from
UFE
projects in
excess Program N
(Budget
1
. . . 1
formulation, New
Σ FY₁ Σ FYn
UFE
Starts, other
∑UFE
)
Formulation
.
$$ $$
Notes:
programs, or Congress
1.Programs must
maintain JCL
External
Σ $$
2.Projects in
$$ Formulation are
included in JCL
New Start $$ $$ calculation
Outside Extended Ops Σ $$
$$ $$ $$
of
Program $$ Σ $$
19. JCL Methodology and Tools
• Knowledge and tools to develop JCL are available
now
– Parametric approach. Estimate cost and schedule
separately, then convolve to form JCL
– Bottom-up approach via resource-loaded schedule
(preferred method because it best reflects the PM’s plan)
• Tools include
– Parametric
• MS Project and Excel with Monte-Carlo simulation add ins
(e.g., @ Risk and Crystal Ball)
• PA&E-supplied Excel template
– Bottom-up (resource-loaded schedule)
• MS Project with add ins
• PertMaster
– PA&E-developed Excel template to develop Program JCL
19