This document discusses NASA's efforts to develop an agency-wide earned value management (EVM) capability that complies with ANSI/EIA-748 guidelines. The objectives are to provide integrated EVM processes, tools, guidance and training across NASA and test the capability on two pilot projects. The approach involves managing the development as a project with formulation, implementation and operations phases. It will establish a steering committee and peer review board and test the capability through pilots on a Constellation Program project and a Science Mission Directorate project. The current state within NASA is that EVM is used on contracts but not for in-house work, and contracted and in-house EVM data are not integrated. Gaps need to be addressed
Interagency Coordination of Biometrics and Forensic RDT&EDuane Blackburn
Description of biometric and forensic science activities of the National Science and Technology Council. Presented at the 2011 DoD Biometrics and Forensics RDT&E Forum.
The document discusses the negative impacts of poor leadership, including $350 billion in lost productivity annually according to a Gallup poll. Poor leadership is also linked to increased health care costs and greater risk of heart disease. Effective leadership involves nurturing trust within the organization, asking for help, avoiding compromising values, reinforcing praise for progress, paying attention to informal leaders, embracing diversity, giving rather than demanding respect, admitting mistakes, focusing on solutions, and connecting people to information. Leaders should maintain perspective, use humor sparingly, and make others feel valued above all.
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 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
This document discusses contracts and requirements. It provides definitions of key contract terms from sources like Aristotle and the Bible. It outlines different types of contracts like firm-fixed-price, cost-plus-fixed-fee, and fixed-price incentive contracts. It discusses how to form contracts and get requirements. It also addresses historical questions for a source board process, working without a contract, and ways to get out of a contract while providing background and addressing damages. The document draws from a variety of sources to discuss contracts and contracting principles.
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 two concepts of operation (ConOps) related to product data and lifecycle management (PDLM) challenges for NASA projects:
1) An in-flight anomaly scenario where a critical component fails and the project needs specific product data within 4 hours to diagnose and address the issue to prevent mission loss. This scenario illustrates the need to plan for accessing fragmented product data from multiple sources created over a long development period.
2) The large volumes of documentation, CAD models, test data, and other product information created and used during design, development, testing and evaluation phases which can number in the hundreds of thousands of files and terabytes of data. Effective PDLM is needed to manage this "data deluge"
Interagency Coordination of Biometrics and Forensic RDT&EDuane Blackburn
Description of biometric and forensic science activities of the National Science and Technology Council. Presented at the 2011 DoD Biometrics and Forensics RDT&E Forum.
The document discusses the negative impacts of poor leadership, including $350 billion in lost productivity annually according to a Gallup poll. Poor leadership is also linked to increased health care costs and greater risk of heart disease. Effective leadership involves nurturing trust within the organization, asking for help, avoiding compromising values, reinforcing praise for progress, paying attention to informal leaders, embracing diversity, giving rather than demanding respect, admitting mistakes, focusing on solutions, and connecting people to information. Leaders should maintain perspective, use humor sparingly, and make others feel valued above all.
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 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
This document discusses contracts and requirements. It provides definitions of key contract terms from sources like Aristotle and the Bible. It outlines different types of contracts like firm-fixed-price, cost-plus-fixed-fee, and fixed-price incentive contracts. It discusses how to form contracts and get requirements. It also addresses historical questions for a source board process, working without a contract, and ways to get out of a contract while providing background and addressing damages. The document draws from a variety of sources to discuss contracts and contracting principles.
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 two concepts of operation (ConOps) related to product data and lifecycle management (PDLM) challenges for NASA projects:
1) An in-flight anomaly scenario where a critical component fails and the project needs specific product data within 4 hours to diagnose and address the issue to prevent mission loss. This scenario illustrates the need to plan for accessing fragmented product data from multiple sources created over a long development period.
2) The large volumes of documentation, CAD models, test data, and other product information created and used during design, development, testing and evaluation phases which can number in the hundreds of thousands of files and terabytes of data. Effective PDLM is needed to manage this "data deluge"
This document discusses integrating technical risk management with decision analysis. It notes that NASA currently manages risks individually without considering overall risk. The document proposes using decision analysis and probabilistic risk assessment to evaluate alternatives based on performance measures related to objectives like safety, cost and schedule. This would allow uncertainty to be considered and provide a more rigorous approach to risk-informed decision making.
The Hypersonic Technology Experiment (HyTEx) was a multi-center, multi-agency project that demonstrated hypersonic flight. It involved broad technical expertise from NASA centers including Ames, Goddard, Langley, and Marshall as well as the Air Force Research Lab. The project achieved success through its core values of mutual respect and trust between team members, leadership that focused on influence rather than management, and fostering relationships through face-to-face meetings and social events.
The document describes a project management toolkit developed by NASA Glenn Research Center to help with space flight projects. The toolkit provides a collection of standardized project planning and management tools accessible through a web portal. It aims to facilitate rigorous and compliant project proposal, planning, execution, and control according to NASA requirements and best practices. The development of the operational toolkit was driven by a strategic goal of delivering project management excellence for successful customer missions.
Dr. Debbie Augustin presented on teams and team development. She discussed Tuckman's stages of team development, which include forming, storming, norming, and performing. During the storming stage, teams experience competition, conflict over leadership, and strained relationships as members work through issues. Leaders should facilitate conflict, encourage participation, and reinforce commitment to help teams progress through this crucial stage.
This document discusses NASA's vision for lunar exploration and utilization through commercial partnerships. It outlines three main goals: 1) Using the moon for exploration and technology development to support missions to Mars; 2) Conducting scientific observations of Earth and space from the moon; 3) Advancing scientific understanding of the moon's composition and evolution. The document proposes obtaining lunar data for NASA through commercial landers and payloads beginning in late 2011. This represents a shift from the traditional cost-plus contracting model to one where NASA partners with private companies on a fixed-price basis. International lunar missions from China, Japan, Europe, India, Russia, the UK, and South Korea are also summarized.
Carol scottcowartmcphillipspm challengefinalNASAPMC
The document summarizes NASA's Commercial Crew Program (CCP), which takes a non-traditional approach of partnering with commercial providers through Space Act Agreements (SAA) instead of traditional contracts. The goals of the program are to develop safe and cost-effective crew transportation to the International Space Station while facilitating partnerships between NASA and commercial partners. Key aspects of the program include using SAAs initially before transitioning to contracts, developing certification requirements, and providing oversight and insight into partner activities at appropriate levels throughout development and testing. The program aims to maximize efficiency and cost-effectiveness through competition between multiple partners.
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.
The document discusses the management of small secondary payloads, called CubeSats, on launch vehicles through the use of Poly Pico Orbital Deployers (PPODs). It provides the history of small satellite missions and challenges in managing auxiliary payloads. It describes studies conducted on integrating PPODs and outlines the PPOD design concept. It discusses opportunities for flying PPODs on upcoming missions and how risks to the primary payload will be analyzed and mitigated in order to manage PPODs as auxiliary payloads.
The document provides advice for creating successful NASA web sites, recommending that they be managed as projects with clear visions, requirements, and success metrics. Specifically, it advises aligning the site purpose with the organization's mission, ensuring timely content updates, assigning an editor-in-chief for oversight, and regularly measuring metrics to evaluate audience reach and results for iterative improvement. Common metrics include log analysis, surveys, and usability studies to understand user behavior and how it relates to the site's goals.
An agency-wide team studied alternative designs for the CEV avionics configuration to identify reliability, mass drivers, and the effect on vehicle mass. The team used an iterative risk-driven design approach starting with the simplest possible design and building up fault tolerance based on risk assessments. Safety and reliability analyses informed design trades to improve failure tolerance. The goal was to first make the design work, then make it safe by adding diverse backup systems, make it reliable by adding more redundancy, and ensure it was affordable. This approach provided rationale for design decisions and optimized the configuration based on risk within power and mass constraints.
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.
Grubbs teams and digital collaboration pmc2012NASAPMC
The document discusses digitally collaborating with multi-center teams. It outlines the need for an interactive collaboration network that allows sidebar discussions and engagement on one's own time. Key features should include shared documents, blogs, announcements, calendar and real-time notifications accessible from one site. Email is insufficient for collaboration needs. An ideal system would be an ad-hoc network accessible both on and off the NASA network with single sign-on and core functionality like announcements, calendar, documents and discussions.
The document provides an overview of the transition and retirement of the Space Shuttle Program. It discusses developing a strategy based on benchmarking other large program retirements. A Strategic Capabilities Assessment was conducted to determine what capabilities need to be retained and when. Governance boards were established for oversight. Implementation involves functions like workforce retention, property disposition, and environmental management. The goal is to safely complete the mission manifest and support exploration goals while retiring unneeded capabilities.
The document discusses Darryl Mitchell's presentation on NASA's innovative partnerships program and patent licensing model. The presentation covered NASA's use of an intellectual property auction model through Ocean Tomo to license one of its patent portfolios. In 2008, NASA successfully auctioned an exclusive license for its Hilbert-Huang Transform patent portfolio, which was later licensed to a company that launched a medical product using the technology. The auction approach helped NASA more efficiently license its technology and generated publicity for its innovation programs.
The document discusses social media and its relevance for NASA projects. It begins with an introduction to social media, defining it as internet-based applications that allow for rapid creation and sharing of user-generated content. It then shows that there is significant interest in NASA's use of social media, as NASA has over 1.8 million Twitter followers and 116,000 Facebook followers across its accounts. Finally, it suggests that social media can provide benefits both for NASA projects and for people by engaging audiences and sharing information.
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.
Trends in project management show increasing complexity of projects and global competition for top talent. Organizations are establishing project academies and certification standards to develop project leadership skills. NASA project managers must meet the new Federal Acquisition Certification for Program/Project Managers, which recognizes three certification levels. NASA competencies overlap significantly with the certification competencies, focusing on areas like the NASA environment, safety, and leadership.
1) AEGIS is an autonomous onboard science targeting and data acquisition system that allows robotic explorers to identify and collect high-quality data on science targets like rocks without communication with Earth.
2) AEGIS has been in regular operational use on NASA's Mars Exploration Rover Opportunity for over two years, allowing for more efficient targeted data collection during and after drives.
3) AEGIS enables the collection of new science data that would otherwise not be possible, saves scientists time, and directly contributes to the goal of finding life on other planets. It has been influential for science, technology, and inspiring future generations.
This document discusses human decision making and risk perception. 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" rather than making errors. Common cognitive traps like anchoring, availability, and attribution can influence decision making. Developing experience through direct involvement or sharing experiences can help gain better situational awareness to avoid poor decisions.
The document provides an overview of JUMP (Scalable, Successful Approach to Software Project Management). It discusses key aspects of the JUMP methodology including its iterative process, roles, phases (inception, elaboration, construction, transition), reviews, artifacts, tools, best practices, and metrics for measuring success. The goal of JUMP is to achieve project commitment and consensus through formal reviews at key milestones to align projects with organizational directives.
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.
This document discusses integrating technical risk management with decision analysis. It notes that NASA currently manages risks individually without considering overall risk. The document proposes using decision analysis and probabilistic risk assessment to evaluate alternatives based on performance measures related to objectives like safety, cost and schedule. This would allow uncertainty to be considered and provide a more rigorous approach to risk-informed decision making.
The Hypersonic Technology Experiment (HyTEx) was a multi-center, multi-agency project that demonstrated hypersonic flight. It involved broad technical expertise from NASA centers including Ames, Goddard, Langley, and Marshall as well as the Air Force Research Lab. The project achieved success through its core values of mutual respect and trust between team members, leadership that focused on influence rather than management, and fostering relationships through face-to-face meetings and social events.
The document describes a project management toolkit developed by NASA Glenn Research Center to help with space flight projects. The toolkit provides a collection of standardized project planning and management tools accessible through a web portal. It aims to facilitate rigorous and compliant project proposal, planning, execution, and control according to NASA requirements and best practices. The development of the operational toolkit was driven by a strategic goal of delivering project management excellence for successful customer missions.
Dr. Debbie Augustin presented on teams and team development. She discussed Tuckman's stages of team development, which include forming, storming, norming, and performing. During the storming stage, teams experience competition, conflict over leadership, and strained relationships as members work through issues. Leaders should facilitate conflict, encourage participation, and reinforce commitment to help teams progress through this crucial stage.
This document discusses NASA's vision for lunar exploration and utilization through commercial partnerships. It outlines three main goals: 1) Using the moon for exploration and technology development to support missions to Mars; 2) Conducting scientific observations of Earth and space from the moon; 3) Advancing scientific understanding of the moon's composition and evolution. The document proposes obtaining lunar data for NASA through commercial landers and payloads beginning in late 2011. This represents a shift from the traditional cost-plus contracting model to one where NASA partners with private companies on a fixed-price basis. International lunar missions from China, Japan, Europe, India, Russia, the UK, and South Korea are also summarized.
Carol scottcowartmcphillipspm challengefinalNASAPMC
The document summarizes NASA's Commercial Crew Program (CCP), which takes a non-traditional approach of partnering with commercial providers through Space Act Agreements (SAA) instead of traditional contracts. The goals of the program are to develop safe and cost-effective crew transportation to the International Space Station while facilitating partnerships between NASA and commercial partners. Key aspects of the program include using SAAs initially before transitioning to contracts, developing certification requirements, and providing oversight and insight into partner activities at appropriate levels throughout development and testing. The program aims to maximize efficiency and cost-effectiveness through competition between multiple partners.
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.
The document discusses the management of small secondary payloads, called CubeSats, on launch vehicles through the use of Poly Pico Orbital Deployers (PPODs). It provides the history of small satellite missions and challenges in managing auxiliary payloads. It describes studies conducted on integrating PPODs and outlines the PPOD design concept. It discusses opportunities for flying PPODs on upcoming missions and how risks to the primary payload will be analyzed and mitigated in order to manage PPODs as auxiliary payloads.
The document provides advice for creating successful NASA web sites, recommending that they be managed as projects with clear visions, requirements, and success metrics. Specifically, it advises aligning the site purpose with the organization's mission, ensuring timely content updates, assigning an editor-in-chief for oversight, and regularly measuring metrics to evaluate audience reach and results for iterative improvement. Common metrics include log analysis, surveys, and usability studies to understand user behavior and how it relates to the site's goals.
An agency-wide team studied alternative designs for the CEV avionics configuration to identify reliability, mass drivers, and the effect on vehicle mass. The team used an iterative risk-driven design approach starting with the simplest possible design and building up fault tolerance based on risk assessments. Safety and reliability analyses informed design trades to improve failure tolerance. The goal was to first make the design work, then make it safe by adding diverse backup systems, make it reliable by adding more redundancy, and ensure it was affordable. This approach provided rationale for design decisions and optimized the configuration based on risk within power and mass constraints.
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.
Grubbs teams and digital collaboration pmc2012NASAPMC
The document discusses digitally collaborating with multi-center teams. It outlines the need for an interactive collaboration network that allows sidebar discussions and engagement on one's own time. Key features should include shared documents, blogs, announcements, calendar and real-time notifications accessible from one site. Email is insufficient for collaboration needs. An ideal system would be an ad-hoc network accessible both on and off the NASA network with single sign-on and core functionality like announcements, calendar, documents and discussions.
The document provides an overview of the transition and retirement of the Space Shuttle Program. It discusses developing a strategy based on benchmarking other large program retirements. A Strategic Capabilities Assessment was conducted to determine what capabilities need to be retained and when. Governance boards were established for oversight. Implementation involves functions like workforce retention, property disposition, and environmental management. The goal is to safely complete the mission manifest and support exploration goals while retiring unneeded capabilities.
The document discusses Darryl Mitchell's presentation on NASA's innovative partnerships program and patent licensing model. The presentation covered NASA's use of an intellectual property auction model through Ocean Tomo to license one of its patent portfolios. In 2008, NASA successfully auctioned an exclusive license for its Hilbert-Huang Transform patent portfolio, which was later licensed to a company that launched a medical product using the technology. The auction approach helped NASA more efficiently license its technology and generated publicity for its innovation programs.
The document discusses social media and its relevance for NASA projects. It begins with an introduction to social media, defining it as internet-based applications that allow for rapid creation and sharing of user-generated content. It then shows that there is significant interest in NASA's use of social media, as NASA has over 1.8 million Twitter followers and 116,000 Facebook followers across its accounts. Finally, it suggests that social media can provide benefits both for NASA projects and for people by engaging audiences and sharing information.
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.
Trends in project management show increasing complexity of projects and global competition for top talent. Organizations are establishing project academies and certification standards to develop project leadership skills. NASA project managers must meet the new Federal Acquisition Certification for Program/Project Managers, which recognizes three certification levels. NASA competencies overlap significantly with the certification competencies, focusing on areas like the NASA environment, safety, and leadership.
1) AEGIS is an autonomous onboard science targeting and data acquisition system that allows robotic explorers to identify and collect high-quality data on science targets like rocks without communication with Earth.
2) AEGIS has been in regular operational use on NASA's Mars Exploration Rover Opportunity for over two years, allowing for more efficient targeted data collection during and after drives.
3) AEGIS enables the collection of new science data that would otherwise not be possible, saves scientists time, and directly contributes to the goal of finding life on other planets. It has been influential for science, technology, and inspiring future generations.
This document discusses human decision making and risk perception. 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" rather than making errors. Common cognitive traps like anchoring, availability, and attribution can influence decision making. Developing experience through direct involvement or sharing experiences can help gain better situational awareness to avoid poor decisions.
The document provides an overview of JUMP (Scalable, Successful Approach to Software Project Management). It discusses key aspects of the JUMP methodology including its iterative process, roles, phases (inception, elaboration, construction, transition), reviews, artifacts, tools, best practices, and metrics for measuring success. The goal of JUMP is to achieve project commitment and consensus through formal reviews at key milestones to align projects with organizational directives.
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.
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 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.
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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.
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Programming Foundation Models with DSPy - Meetup Slides
Kerby.jerald
1. National Aeronautics and Space Administration
NASA Earned Value Management (EVM) Capability Project
PM Challenge
Jerald Kerby
February 9, 2011
www.nasa.gov
1
2. Content
• EVM Capability Objectives
• Approach
• Project Life Cycle
• Current State/Gaps within Agency
• Current EVM Capability Project Status
• Lessons Learned/Issues to date
– Actual Costs
– Planning
• Possible Future Issue Papers
• Gaps Update
• Path Forward
• Backups
– ANSI/EIA-748 (32 guidelines)
– Draft NASA EVM Processes
2
3. NASA EVM Capability Objectives
Overall Objective is to develop an Agency EVM capability that complies with the
guidelines in ANSI/EIA-748 and test through two pilots, refine and finalize EVM process
based on test results.
• Provide integrated set of processes, tools, guidance, training and
technical support (people) to develop and demonstrate an
Agency EVM capability.
• Apply lessons learned from previous pilot activities
• Clarify roles at program, project and Center level
• Devise a strategy for EVM software tool licensing and
maintenance
• Provide for the planning, managing, controlling and integration of
“in-house” work at a project’s primary and support Centers
• Integrate “in-house” with contractor data for comprehensive
project performance assessment
• Goal is to apply ANSI/EIA 748 guidelines to enhance EVM
capability.
– Document anomalies if needed
3
4. EVM Capability Approach
• Manage as a project with formulation, implementation, and
operations/maintenance phases
– Approved by NASA Project Management Counclil (PMC) in Dec. 2009
• Maximize use of existing COTS software
• Partner with ESMD, SMD, CFO, CIO, OP, JSC, MSFC, GSFC
• Pilot capability on one Constallation (CxP) project and one SMD project
• Establish a steering committee with members from all Mission Directorates
and Centers
• Commission a peer review board to include EVM practitioners, business
managers, project managers in project oversight.
• Document agreements (via MOU/Project Plan) between Centers, mission
directorates and support offices to define roles and responsibilities.
• Present status twice annually to NASA PMC via Baseline Performance
Review (BPR).
• Once capability is developed and tested via pilot activities, system
operations and maintenance, including licenses and technical support, will
be funded by projects and by the institutions as they implement EVM
4
5. Steering Committee
Steering Committee Email Telephone
OCE Mike Ryschkewitsch mike.ryschkewitsch@nasa.gov 202.358.1823
OCFO Beth Robinson (Chair) elizabeth.m.robinson@nasa.gov 202.358.0978
SMD Mike Luther mluther@nasa.gov 202.358.0260
Roy Maizel (alternate for SMD) roy.a.maizel@nasa.gov 202.358.2630
ESMD
OCIO Gary Cox gary.cox-1@nasa.gov 202-358-0413
Michael Medsker (alternate for OCIO) michael.medsker@nasa.gov 202-358-0637
OP Jim Balinskas james.a.balinskas@nasa.gov 202.358.0445
PA&E Tom Coonce tom.coonce-1@nasa.gov 202.358.4905
MSFC Pam Cucarola pamela.cucarola@nasa.gov 256.544.0092
JSC Cynthia Neal cynthia.s.neal@nasa.gov 281.483.2202
GSFC George Barth george.barth-1@nasa.gov 301.286.5894
GRC James Free james.m.free@nasa.gov 216.433.3339
JPL Dale Johnson dale.m.johnson@nasa.gov 818.354.5453
ARC Carol Carroll carol.w.carroll@nasa.gov 650.604.0267
SSC Jim Bevis james.t.bevis@nasa.gov 228.688.3374
Keith Brock (alternate for SSC) keith.d.brock@nasa.gov 228.688.1311
DRFC
LaRC Dr. David Gilman david.a.gilman@nasa.gov 757.864.4428
KSC Janet Petro janet.e.petro@nasa.gov 321.867.2355
Others
5
6. Peer Review Team
Peer Review Team Email Telephone
OCE Sandra Smalley ssmalley@nasa.gov 202.358.4731
OCFO Kevin Buford Kevin.Buford@nasa.gov 202.358.0405
SMD Chuck Miller chuck.miller@nasa.gov 202.358.0715
Claude Freaner (alternate for SMD) claude.freaner@nasa.gov 202.358.2522
ESMD
OCIO Gerald Smith gerald.smith@nasa.gov 202-358-1372
Kai Moericke (alternate for OCIO) kai.moericke@nasa.gov 202-358-4733
OP Carl Weber carl.c.weber@nasa.gov 202.358.1784
PA&E John Fitch john.fitch-1@nasa.gov 202.358.1228
MSFC Stacy Counts stacy.m.counts@nasa.gov 256.544.6004
JSC Doug Sander douglas.r.sander@nasa.gov 281.244.7391
JSC Justin Mathurin justin.e.mathurin@nasa.gov 281.483.6333
GSFC William Sluder william.h.sluder@nasa.gov 301.286.8976
GRC Bob Sefcik robert.j.sefcik@nasa.gov 216.433.8445
Vince Bilardo (alternate for GRC) vincent.j.bilardo@nasa.gov 216.433.3931
JPL Kevin Rice kevin.l.rice@nasa.gov 818.354.3622
ARC
SSC Robert Ross robert.b.ross@nasa.gov 228.688.2320
Deborah Norton (alternate for SSC) deborah.s.norton@nasa.gov 228.688.1168
DRFC
LaRC Dan Tenney (Chair) daniel.j.tenney@nasa.gov 757.864.6095
LaRC Dr. Barry Lazos barry.s.lazos@nasa.gov 757.864.5731
KSC Franci Brice enid.frances.brice@nasa.gov 321.867.2381
KSC Richard Dobbs richard.a.dobbs@nasa.gov 321.867.7402
KSC Susan Waterman susan.j.waterman@nasa.gov 321.867.6688
Others Richie Law richard.c.law@nasa.gov 757-864-2184
Others Roy Savage roy.e.savage@nasa.gov 757-864-4886
6
7. EVM Capability Life Cycle
Formulation Implementation Operations & Maintenance
• Planning • CxP pilot (EVA) • Consultation/ technical support
• Requirements • SMD pilot (ICESat2) • Mentoring
• Design & development • Integration and test • Data archival
• CxP/NEDI/Others Lessons • Initial operations • IBR support
Learned • Capability modifications • Training
• Ops Concept/Capability and enhancements
Storyboard • Handbook and procedure
• Capability Description (Gap updates
Analysis) • Agency-wide
• Procedure development communications
• Training Requirements
• MOU
• Steering Committee
• Business Rules/PPBE
Integration
7
8. Current State within NASA
NASA utilizes EVM data on contracts but lacks the
capability to: (1) readily apply EVM on in-house
development effort; and (2) integrate in-house and
contracted EVM data for total project performance
assessment.
– CxP is in the process of building EVM capability but consistent
Agency processes do not exist
– Centers are also in process of building capability but none are
ANSI compliant except JPL
– Consistent roles and responsibilities between programs, projects
and Centers do not exist to streamline EVM
– NASA lacks an approach to coordinate necessary business
system, policy, and process changes
8
9. Current State - ANSI EIA-748 Compliance status
• All ANSI/EIA-748 Guidelines Can Be Met - Some
Require Workarounds or Changes to NASA
policies/procedures
– 21 of 32 guidelines can be met with no changes required to
current NASA policies/procedures
– 11 guidelines currently not met due to gaps with the Agency
business systems and processes
– Labor intensive workarounds identified for all but 3 of the
guidelines not currently met
10. Fixing the gaps require…
• OCE, CFO and CIO solve gaps associated with Agency
business systems
• In parallel, MDs and Centers establish consistent processes
and procedures
• Charter a steering committee for oversight and strategic Agency
decision making (Members: All Mission Directorates and
Centers given the opportunity for membership)
– Decisional Direction – Approve a change or waive the requirement
• Run two pilots (SMD/ESMD) proofing out capability for
integrated in-house and contractor EVM that identifies business
system solutions and creates efficiencies through streamlined
processes and training
– Provide template for all projects to follow
– Validate needed business system changes
– Develop workarounds for interim solution
– Identify optimal solution (what’s good enough?)
10
11. Current EVM Capability Project Status
• Completed Formulation Activities
– Drafted EVM Capability processes, system description, and project plan
– Peer Review conducted the week of April 12th, 2010
• Responded with Action plan to closeout Request for Actions
• No major issues
• Any disagreements will come before the Steering Committee for Resolution
• Entered implementation phase
– 1st Pilot kicked-off at JSC week of April 5th, 2010 and initial gap analysis
complete
– EVA pilot cancelled in June 2010 because of changes/uncertainty within the
CxP and the project office
• Documented Results/ Lessons Learned/Issues Papers (end of July)
– Two Issue Papers Submitted for Consideration
• Inconsistency between Plan and Performance
• Business Rules and Actual Cost
– 2nd Pilot has started with review of data and setup support
• Started in Sept. at GSFC
• Pilot delayed in Nov. for re-planning until early Jan. 2011
11
12. Issue Paper: Business Rules and Actual Costs
Effects: NASA business rules and cost distribution methodologies impact NASA’s effective use of
the Earned Value approach to project management. The following are three effects.
1. Artificial Variances
2. Distorts EVM data
3. Significantly impairs predictive ability of EVM
Possible Solutions: The goal is for projects to obtain reliable and timely actual cost data from
NASA’s accounting system for all elements of cost and provide meaningful cost and schedule
data for management insight and control. There are several solutions, described below.
Alternatives/Recommendation:
1. Maintain Current State
2. Modify System/Processes: Continue the Contractor Performance and Cost Tracking
(C-Initiative) or similar initiative with emphasis to resolve these issues.
3. Implement Work-Around:
Workaround Alternative 3.a.: Use cost/schedule integration commercial-off-the-shelf
(COTS) tools to capture lower level costs using estimated actuals outside of SAP.
Workaround Alternative 3.b: Use Total Calculated Cost from SAP.
4. Interim Workarounds and Modify System/Processes: This is an integrated alternative that
leverages Workaround alternatives 3.a. and 3.b. in the near term, while Alternative 2, Modifying
system/Processes, is evaluated for implementation in the longer term.
12
13. Issue Paper: Inconsistency Plan and Performance
Effects: NASA inconsistency between plan and performance impacts NASA’s effective use of the Earned Value approach to project
Management. The following are two effects.
1. Artificial variances are created which dilute the value of EVM metrics in providing meaningful performance data for the
responsible manager, monthly project reviews, and external senior management reviews of project performance.
2. The predictive value of EVM performance metrics that enables developing creditable Estimates at Complete (EAC) for work remaining is compromised.
Possible Solutions: The goal is to realize and record cost in the period the work is planned and performed. There are several
solutions described below.
Alternatives/Recommendations:
1. Maintain Current State
2. Modify System/Processes: Develop a consistent methodology for accumulating and distributing non-direct costs to cover support organizations’ indirect budgets. These
costs would be allocated to projects that use these services utilizing indirect cost
pools similar to industry practices today.
3. Implement Workarounds:
Workaround Alternative 3.a Refine the planning/work authorization process that documents the agreement between the project and performing support organizations for
the technical scope of work, along with the associated schedule and budget, to require time-phasing all elements of costs to be consistent with the planned timing of
allocating these costs.
Workaround Alternative 3.b: Develop a process using estimate actuals where indirect costs are incurred in the same manner and in the same time period in which they
are planned in the EVM PMB.
Workaround Alternative 3.c: Plan indirect costs in a separate work package (WP) within the control account. This would require a method to distinguish the costs so they
can be associated with the correct WPs.
Workaround Alternative 3.d: Plan indirect costs in a separate, higher-level control account at the project level that could be managed and reported separately.
Workaround Alternative 3.e: Increase Center CM&O budgets to meet the needs of the support organizations’ indirects or ODCs.
4. Interim Workarounds and Modify System/Processes: This is an integrated alternative that leverages Workaround Alternatives 3.a. and 3.d. in the near term while
Alternative 2, Modifying System/Processes, is evaluated for implementation. The approach would be to refine the planning/work authorization process that documents
the scope, schedule, and budget (all elements of cost) between organizations (Workaround 3.a); in conjunction with requiring the establishment of a separate, higher-
level control account at the project level for indirect costs to be planned in the same manner in which costs are expected to be recognized and services rendered
(Workaround 3.d). In the far term, develop a consistent methodology for accumulating and distributing non-direct costs to cover support organizations’ indirect budgets
(Alternative 2).
14. Recommendations/Approval on Issues
• Issue Paper #1 - Planning
− Continue to access the impact of EVA pilot during ICESat-2 pilot
− Test the two recommended alternatives
− Document ICESat 2 results and either make a process/business
change or address in training
• Issue Paper #2 - Business rules and actual costs
− Maintain recommendations made by project team
−Test workarounds during ICESat 2 pilot and document results
– OCFO develops a detail plan for the Initiative C to help address
the issues
• Delivery date to coincide with end of pilot or before
• EVM Capability will support by providing EVM
requirements
• Agency makes a decision on long-term solution based on pilot
results and OCFO plan.
• Next Steps…
• Resume the ICESat2 pilot and update Steering Committee early
spring 2011.
14
15. Possible Future Issue - Implement EVM early/Transition
Lesson Learned: Implement EVM as early as possible in Project Life
– Setting up EVM in the planning phase is easier than trying to retrofit once the
project is nearing maturity
• Issue: EVM from Phase B to Phase C. Currently the Agency’s requirement is to
report EVM 60 days after entering into phase C. The actuals have not caught up
with the EVM data when the first month of EVM is required
• Causes: The same project number is used for each phase of a project. Actuals
are slow to catch up from one phase to another
• Effect: The EVM data will be distorted until the actuals for the EV and cost for all
phases except C are subtracted from the totals.
• Possible Solutions:
– Change the project code after each phase to distinguish costs/work for each
phase
– Make the 1st month’s reporting due 90 days after entering into phase C for
actuals to catch up
– Develop a recommended approach and document in EVM Capability
– Develop training to illustrate the problem and solution
15
16. Phase B to C Transition Comparison
Why the timing is relevant
EVM PROJECT PHASE COMPARISON
EARNED VALUE COMPONENTS Total with Phase B PHASE C/D Only
BUDGET $ 1,137,606.00 $ 475,000.00
EARNED VALUE $ 1,088,606.00 $ 426,000.00
ACTUALS $ 845,406.00 $ 384,000.00
COST VARIANCE $ 292,200.00 $ 91,000.00
COST PERFORMANCE INDEX 1.29 1.11
SCHEDULE VARIANCE $ (49,000.00) $ (49,000.00)
SCHEDULE PERFORMANCE INDEX 0.96 0.90
16
17. Gaps Impacting NASA’s Ability to be Compliant with
ANSI/EIA-748
* All priorities within a group are of equal importance
Gap # Priority* Gap Description Guideline(s) Status
Impacted
1 1 * All priorities within a group are of equal
NASA business practice requires that obligations and costs occur at the same level of the 16, 17 Workaround/
WBS in SAP, sometimes resulting in costs being posted where obligations are available and
importance Change
not necessarily where the work is performed (off charging). Required
2 1 Costing old money first (off charging) 16 Workaround/
Change
Required
3 1 Algorithm being used to distribute 533 cost (off charging) 16 Workaround/
Change
Required
4 1 Inability to collect support contractor hours and elements of cost at the appropriate WBS 16 Workaround/
element where the work is performed. Change
Required
5 2 Leave (annual, sick, or comp) is charged to the project when taken not earned (off charging) 16 Change
Required
6 2 Projects sometimes need to break down the WBS below level 7 to obtain a manageable 17, 22 Change
piece of work Required
/Workaround
7 3 The Project Manager will not be able to control the configuration of the WBS until he/she is 1 Change
given approval authority of WBS elements being added to SAP. Required
8 3 NASA does not have a Work Authorization system for work across the Agency. 9 Change
Required
9 4 Indirect cost policies continue to change and are not handled like normal, full cost are in an 4, 19, 24 Workaround/
EVM System. Change
Required
10 4 Projects are not able to get timely and reliable grant, Internal Partner, and Reimbursable cost 6, 7, 16, 27 Workaround/
data from the system. Change
Required
11 4 NASA does not have a Material Management System or policies across the Agency to 3,9,21 Workaround/
support the EVM guidelines for material. Change
Required
17
Issue papers addressed solutions for the circled gaps.
18. Path Forward
• Continue ICESat2 Pilot and document lessons learned, update
documentation as needed
• Develop transition strategy for long-term implementation
• Continue to provide Steering Committee with information to make decisions
for Agency
• Enter into O&M upon successful Operational Readiness Review (ORR)
• Project Close (EVM Capability Team will not do the implementation)
18
20. Issue Paper: Business Rules and Actual Costs
Issue: NASA’s business rules and the accounting system’s recording of actual cost present challenges for generating meaningful
data for EVM performance measurement and analysis. Useful EVM performance measurement and analysis is dependent upon
comparing actual costs, value of accomplished work, and budget values. During the Extravehicular Activity (EVA) Pilot, there were
numerous examples of unreliable EVM performance measurement indicators and analysis based on data created by following NASA
business rules that influence the manner in which contractor budgets are developed and actual costs reported. Additionally, the
manner in which SAP records obligations and actual costs further destabilized the EVM performance measurement and analysis
process on the EVA Project.
Causes: During the EVA EVM pilot there were two causes that contributed to the misalignment of actual costs with budgeted work.
The first is the methods used to establish and allocate contractor costs. The second cause is the manner in which NASA records
obligations and actual costs in SAP.
1. Contractor Costs The manners in which contract reporting requirements are established and costs recorded contribute to a
misalignment of plans and actual costs.
Establishment Finalized contracts do not consistently contain Data Requirements Documents (DRD) with detailed
requirements for individual Work Year Equivalents (WYE), hours, tasks, cost, etc. to support project-level EVM
reporting.
Allocated Cost The algorithm that is sometimes used to distribute contractor costs does not necessarily reflect the
manner in which work is being performed on the project. This algorithm is often used in cases where multiple
organizations fund a task agreement. While there are several methods for distributing actual cost, the primary cost
distribution business rule is to cost the oldest money first, irrespective of where the work was performed. Costing old
money first means that actual costs are recorded against the fund with the earliest expiration date.
2. Recording of Obligations and Actual Costs in SAP The methods used by NASA to record obligations and actual costs in
SAP contribute to a misalignment of plans and actual costs.
SAP business rules do not allow cost to exceed obligations for a WBS, and the SAP Cost category contains only
those actual costs that do not exceed the obligation amount for that WBS element. This can cause significant
understatement of a WBS element.
SAP business rules require that obligations occur at the same level of the WBS where costs are collected. SAP
currently allows actual costs to be collected at a maximum of seven levels. The EVA Project costs are often collected
at the lowest WBS level which from a total contract perspective, some WBS codes may have excess obligations while
others have obligations insufficient to accommodate the actual costs incurred. Hence, costs not getting recorded to the
proper WBS element. This is further complicated by the laborious process required to move obligations to where they
are required. When additional funds are obligated a spike in the cost for the month can occur.
20
21. Issue Paper: Inconsistency Plan and Performance
Issue: In evaluating the EVA Project’s planning and performance data, there are instances where Center support organizations’
budget plans were not time phased consistent with how certain elements of cost were realized. The problem is primarily with
other support costs (e.g., material; equipment, ODCs) that are attributable to that organization’s support to project offices. The
result is artificial cost variances caused by budget planning methodology that isn’t synchronized with how performance and actual
costs are incurred.
Causes: The systemic cause can be isolated to the practice of Center support organizations including in their monthly, time phased
plan a factor that represents other support costs that are attributable to the support organization’s support.
1. While their direct support (labor) is performed and actual costs recorded monthly consistent with the plan, these other costs
are allocated direct on a non-recurring basis.
2. Hence, the budget for these costs is spread over each month, while the actual costs are recorded in lump sums only a few
months during the year.
3. The pervasive view of the support organizations’ is these (indirect) costs will all equal at the end of the year so there is no
emphasis on improving the monthly time phasing.
Effects: NASA inconsistency between plan and performance impacts NASA’s effective use of the Earned Value approach to project
Management. The following are two effects.
1. Artificial variances are created which dilute the value of EVM metrics in providing meaningful performance data for the
responsible manager, monthly project reviews, and external senior management reviews of project performance.
2. The predictive value of EVM performance metrics that enables developing creditable Estimates at Complete (EAC) for work
remaining is compromised.
Possible Solutions: The goal is to realize and record cost in the period the work is planned and performed. There are several
solutions described below.
21
22. ANSI EIA 748 Guidelines (Level 1 Requirements)
1. Define the authorized work elements for the program. A work breakdown structure (WBS),
tailored for effective internal management control, is commonly used in this process.
2. Identify the program organizational structure including the major subcontractors responsible
for accomplishing the authorized work, and define the organizational elements in which work
will be planned and controlled.
3. Provide for the integration of the company’s planning, scheduling, budgeting, work
authorization and cost accumulation processes with each other, and as appropriate, the
program work breakdown structure and the program organizational structure.
4. Identify the company organization or function responsible for controlling overhead (indirect
costs).
5. Provide for integration of the program work breakdown structure and the program
organizational structure in a manner that permits cost and schedule performance
measurement by elements of either or both structures as needed.
6. Schedule the authorized work in a manner which describes the sequence of work and
identifies significant task interdependencies required to meet the requirements of the program.
7. Identify physical products, milestones, technical performance goals, or other indicators that will
be used to measure progress.
22
23. ANSI EIA 748 Guidelines (Level 1 requirements)
8. Establish and maintain a time-phased budget baseline, at the Cost Account level, against
which program performance can be measured. Budget for far-term efforts may be held in
higher level accounts until an appropriate time for allocation to the CA level. Initial budgets
established for performance measurement will be based on either internal management goals
or the external customer negotiated target cost, including estimate for authorized but
undefinitized work. On Government contracts, if an over target baseline is used for
performance measurement reporting purposes, prior notification must be provided to the
customer.
9. Establish budgets for authorized work with identification of significant cost elements (labor,
material, etc.) as needed for internal management and for control of subcontractors.
10. To the extent it is practical to identify the authorized work in discrete work packages,
establish budgets for this work in terms of dollars, hours, or other measurable units. Where
the entire control account is not subdivided into work packages, identify the far term effort in
larger planning packages for budget and scheduling purposes.
11. Provide that the sum of all work package budgets plus planning package budgets within a
control account equals the control account budget.
12. Identify and control level of effort activity by time-phased budgets established for this
purpose. Only that effort which is immeasurable or for which measurement is impractical
may be classified as level of effort.
23
24. ANSI EIA 748 Guidelines (Level 1 requirements)
13. Establish overhead budgets for each significant organizational component of the company for
expenses which will become indirect costs. Reflect in the program budgets, at the
appropriate level, the amounts in overhead pools that are planned to be allocated to the
program as indirect costs.
14. Identify management reserves and undistributed budget.
15. Provide that the program target cost goal is reconciled with the sum of all internal program
budgets and management reserves.
16. Record direct costs in a manner consistent with the budgets in a formal system controlled by
the general books of account.
17. When a work breakdown structure is used, summarize direct costs from control accounts into
the work breakdown structure without allocation of a single control account to two or more
work breakdown structure elements.
18. Summarize direct costs from the control accounts into the contractor’s organizational
elements without allocation of a single control account to two or more organizational
elements.
19. Record all indirect costs which will be allocated to the contract.
20. Identify unit costs, equivalent units costs, or lot costs when needed.
24
25. ANSI EIA 748 Guidelines (Level 1 requirements)
21. For EVMS, the material accounting system will provide for:
1) Accurate cost accumulation and assignment of costs to control accounts in a manner consistent with the
budgets using recognized, acceptable, costing techniques.
2) Cost performance measurement at the point in time most suitable for the category of material involved,
but no earlier than the time of progress payments or actual receipt of material.
3) Full accountability of all material purchased for the program including the residual inventory.
22. At least on a monthly basis, generate the following information at the control account and other
levels as necessary for management control using actual cost data from, or reconcilable with,
the accounting system:
1) Comparison of the amount of planned budget and the amount of budget earned for work accomplished.
This comparison provides the schedule variance.
2) Comparison of the amount of the budget earned the actual (applied where appropriate) direct costs for
the same work. This comparison provides the cost variance.
23. Identify, at least monthly, the significant differences between both planned and actual schedule
performance and planned and actual cost performance, and provide the reasons for the
variances in the detail needed by program management.
24. Identify budgeted and applied (or actual) indirect costs at the level and frequency needed by
management for effective control, along with the reasons for any significant variances.
25
26. ANSI EIA 748 Guidelines (Level 1 requirements)
25. Summarize the data elements and associated variances through the program organization
and/or work breakdown structure to support management needs and any customer reporting
specified in the contract.
26. Implement managerial actions taken as the result of earned value information.
27. Develop revised estimates of cost at completion based on performance to date, commitment
values for material, and estimates of future conditions. Compare this information with the
performance measurement baseline to identify variances at completion important to company
management any applicable customer reporting requirements including statements of funding
requirements.
28. Incorporate authorized changes in a timely manner, recording the effects of such changes in
budgets and schedules. In the directed effort prior to negotiation of a change, base such
revisions on the amount estimated and budgeted to the program organizations.
29. Reconcile current budgets to prior budgets in terms of changes to the authorized work and
internal replanning in the detail needed by management for effective control.
30. Control retroactive changes to records pertaining to work performed that would change
previously reported amounts for actual costs, earned value, or budgets. Adjustments should
be made only for correction of errors, routine accounting adjustments, effects of customer or
management directed changes, or to improve the baseline integrity and accuracy of
performance measurement data.
31. Prevent revisions to the program budget except for authorized changes.
32. Document changes to the performance measurement baseline.
26
27. Storyboard – Pre KDP B
(latest revision August 2010)
0.0 Pre KDP B
No No
MDAA / HQ
0.01
Acquisition 0.03 0.06
Strategy Planning Approve Program Plan &
Process Program FAD 0.05 PCA approval
0.02 Develop Draft 0.08
Prepare Program Plan (PM) Project FAD
Program FAD & PCA (MDAA) Approval
Yes
Program Mgr /
Yes Yes
Program Mgt
0.04
Yes
Office
Acquisition
Strategy Meeting
(Work Distribution/
Make/Buy) 0.07
Prepare
Project FAD
0.10
Project Office
Approval for
Manager /
Preliminary Project
Project
No Plan, WBS, Budget, 1.01
No Yes
Schedules, etc. for Organization
0.09 all phases as
Preliminary applicable
Project Plan,
WBS, Budget,
Schedules, etc.
for all phases as
Element Mgr /
Subproject /
applicable
Team
Institutional/
Functional
No
27
28. Storyboard – Organization
1.0 Organization
MDAA / HQ
1.01
KDP B
No
Program Mgr /
Program Mgt
Office
3.04
Prepare & Issue
Preliminary
Planning
Guidance / WAD /
Dollarized RAM
Project Office
Manager /
1.02
Project
Finalize Project Plan
for Phase C (EVM
Approach)
2.01
Extend and Refine
1.03
Master Schedule
Approve
(Draft)
Project Plan
Element Mgr /
Subproject /
1.04
1.05 1.07
Team
Yes Extend & 1.06
Prepare WBS Extend &
Refine Project Extend &
Dictionary Refine
WBS Refine Responsibility
Organizational Assignment 8.01
Breakdown Matrix (RAM) & Estimate Material
Structure (OBS) Identify Control Needs and Cost
Accounts
P-CAM
Institutional/
Functional
28
29. Storyboard – Scheduling
2.0 Scheduling
Developing IMS IMS Status & Update 7-1.11
Input CAPs/update
IMS, WBS, RAM,
WAD, etc. Update
10.08 budget logs (PBB,
Project Manager / Project Office
Integrate Supplier AUW, Contingency/
Cost/ Schedule MR, UB)
Data into Cost &
Schedule Tools and
7-2.08
Reports
Input CAPs/update
IMS, WBS, RAM,
WAD, etc. Update
1.07 budget logs (PBB,
Extend & Refine 8.21 AUW, Contingency/
2.04
Responsibility Received Material MR, UB)
Integrate
Assignment detailed Item / Claim BCWP
Matrix (RAM) & schedules 3.11
Identify Control Establish the
Accounts PMB
2.13
2.08 Input
2.02 2.05 Generate a workaround
2.01
Extend and Health Check form to gather IMS plans. 2.14
Extend and
Refine 2.03 status updates or Publish and 2.15
Refine Master 2.10 2.11
Intermediate- Extend and Verify vertical electronic file to Health Distribute Export data
Schedule 2.07 Input P-CAM Calculate a new
Level Refine logic- traceability collect P-CAM’s Check and final to cost tool
(Draft) Baseline and updates into the critical path and
Element Mgr
Schedule linked 3.07 schedule updates Analysis schedules
Subproject/
Publish detailed schedule new forecast
detailed CAP Reconcile Verify and EVM status
IMS and or cost tool dates
schedule or schedule with significant Iterate
source of CAP budget data project as needed.
(top,
schedule until fully milestones intermediate,
(draft), and integrated and detail
if applicable Determine 2.06 level)
assign EV critical path Review and
measurement 6-1.02
Approve 6-1.01
techniques Schedule Monthly
IMS Schedule
Risk Performance
Analysis
P-CAM
Assessment 2.09 Analysis
Provide status 2.12
including AS/AF, Review results of
forecasted dates, status.
Milestones, & EV
Develop
3.05
workaround plans
P-CAMs
as needed to
Develop CAPs
correct
Institutional/
(Budget only)
Functional
9.14 forecasted
Integrate schedule slips
Contractor Cost/
Schedule Data into
Cost & Schedule
Tools and Reports
Agency EVM Capability Project / Jerald Kerby, PM / (256) 544-3243 08/02/2010
29
30. Storyboard – Work/Budget Authorization
3.0 Work/Budget Authorization
MDAA / HQ
3.15
KDP C
2.05
3.01
Health Check
Update/Issue
WAD or
Verify vertical
Equivalent (e.g.,
Program Mgr /
traceability
Program Mgt
PAD)
Verify significant
Office
1.07 project milestones
Extend & Refine
Responsibility Determine 3.13
Assignment Matrix critical path Perform IBR
(RAM) & Identify
(Verify SOW, WBS
Control Accounts Schedule Risk Dictionary, PMB,
Assessment IMS, Risk, etc.)
Project Manager /
Project Office
3.11
3.10 Determine
Yes
Approved Reserves
Rqmnts
3.03
3.02
Prepare & Issue
Establish Project
Preliminary Planning
Budget Log
Guidance / WAD /
Dollarized RAM
3.12
Element Mgr /
3.07
Subproject /
Establish the
Reconcile PMB
Team
schedule with
budget data
until fully
2.03 3.06 integrated
Extend and Refine 3.04 Extend and 3.09
5.03 3.08 Finalize &
logic-linked Develop Tech, Cost, Refine
Time-phase Negotiate Issue CA
detailed CAP & Schedule Risk Charge 2.07
indirect budget CAPs WAD
schedule or source Assessment Numbers Baseline and
of CAP schedule (If needed) Publish
P-CAM
(draft), and 3.14
IMS
if applicable assign Incorporate
EV measurement Changes if
(top, intermediate,
techniques Required
and detail level)
3.05
P-CAMs Develop
CAPs
Institutional/
(Budget only)
Functional
2.04
Integrate
detailed
schedules
Agency EVM Capability Project / Jerald Kerby, PM / (256) 544-3243 08/02/2010
30
31. Storyboard – Accounting
4.0 Accounting
Program Mgr /
Program Mgt
Office
Yes
Project Manager / Project Office
6-1.02
4.07 4.08
Monthly
Incorporate verified Verify Load into
Performance
ACWP into Cost tool Cost Tool
4.03 Analysis
4.04
Download data from
Verify/Distribute
Core Financial
ACWP data to P-
System into
CAMs
spreadsheets
4.09
Reconcile to
general book of
accounts
Element Mgr /
Subproject /
4.05
Team
Verify labor charges
and other charges as
applicable
8.13 4.06
Enter acceptance Correct errors as
into SAP (Actuals applicable
Recorded)
P-CAM
Institutional/
Functional
4.01
Record Cost in 4.02
Core Financial Month end closing No
System
Agency EVM Capability Project / Jerald Kerby, PM / (256) 544-3243 08/02/2010
31
32. Storyboard – Indirect Management
5.0 Indirect Management
MDAA / HQ
Program Mgr /
Program Mgt
3.05
Office
P-CAMs Develop
CAPs
(Budget only)
Project Office
Manager /
Project
Element Mgr /
Subproject /
5.05 5.08
6-2.02
Team
5.02 5.03 Analyze and Establish EAC with
Develop ETC Plan
Establish budgets Time-phase evaluate variances ETC rates for
for the Control
for indirect cost indirect budget caused by indirect indirect cost at CA/
Account and BoE
costs WP level
P-CAM
Institutional/
Functional
5.01 5.06
5.04 5.07
IM Center CFO Analyze and
Collect and record Develop EAC &
provide indirect evaluate base and
indirect cost ETC rates
Guidance rate variances
32
33. Storyboard – Managerial Analysis
6-1.0 Managerial Analysis
MDAA / HQ
9.14 10.08
Integrate Integrate Intra-
6-1.12
Contractor Agency (other
Review
Cost/Schedule Centers) Cost/
Performance Data
Data into Cost & Schedule Data into
Assess Impact on
Program Mgr /
Program Mgt
Schedule Tools Cost & Schedule
Reserves (UFE)
and Reports Tools and Reports
Office
2.14
Publish and
Project Office
Distribute
6-1.11
Manager /
final 6-1.05 Prepare and Issue
Project
schedules 6-1.04 6-1.08
Identify accounts Monthly 6-1.10
6-1.03 Analyze Data Review Metrics,
that exceed Performance Review and
Run preliminary Metrics and Variance Analysis,
established Reports Approve Changes
CPR and Trends Corrective Actions
thresholds and incorporate
Variance
Analysis Report revised ETC, if
forms necessary
Element Mgr /
Subproject /
No
6-2.01
Team
6-1.01 6-1.02 Issue
Schedule Monthly Comprehensive
Analysis Performance project EAC 6-1.09
Analysis planning 6-1.06 6-1.07 Review and
guidelines Analysis and Routine ETC /
Yes Submit revised
response to VARs EAC Revision WAD, If Required
Required?
P-CAM
Optional
7-2.01
Identify Internal
Institutional/
4.08 Change
Functional
Verify Load into
Cost tool
33
34. Storyboard – Comprehensive EAC
6-2.0 Comprehensive Estimate-at-Completion (EAC)
MDAA / HQ
Program Mgr /
Program Mgt
Office
6-1.04 6-2.12
Analyze Data Performance
Metrics and Reports
Trends
6-2.05
Yes
Project Office
Approve EAC?
Manager /
Project
6-2.09 6-2.10 6-2.11
Update Project Contingency/MR Update Reported
6-2.01 Lien List Analysis EAC
Issue (If Necessary)
6-2.03 6-2.04 Yes
Comprehensive
Analyze EACs and Review Project
project EAC
BoEs ETC / EAC
planning
No
Element Mgr /
guidelines
Subproject /
Team
6-2.06
6-2.02 Document
Develop ETC Plan Disagreement (re-
for the Control negotiate/iterate
Account and BoE as needed)
P-CAM
6-2.08
6-2.07 Revised EAC:
Update EAC on Approved WAD
WAD
5.08
Establish EAC with
ETC rates for
Institutional/
Functional
indirect cost at CA/
WP level
34