The document summarizes changes made in the latest revisions of two NASA policy documents: NPR 7120.5 Rev E regarding space flight programs and projects, and NPR 7120.7 regarding IT and infrastructure. For NPR 7120.5 Rev E, key changes included streamlining requirements, establishing clear objectives for project reviews, and empowering project managers. Major topics of change in the latest revision included applicability, tailoring, compliance matrices, and project formulation agreements. The document provides an overview of the objectives and history of revisions to both policy documents.
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.
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.
The document discusses establishing a performance measurement baseline (PMB) in a cost effective manner. It defines key Earned Value Management (EVM) concepts like the PMB, which is a time-phased budget plan used to measure contract performance. It emphasizes the importance of thorough upfront planning, including developing a work breakdown structure (WBS) and schedule to fully capture the work scope. Establishing the PMB is a three-step process of defining the work, scheduling it, and allocating budgets to control accounts and work packages.
The document discusses an update to NASA's software engineering requirements in NPR 7150.2. It provides an overview of the topics to be covered, including the NPD/NPR architecture, lessons learned from the previous NPR, updates to NPR 7150.2, and future work. It then summarizes lessons learned from developing the original NPR 7150.2, such as forming a strong core team, selecting the target audience wisely, understanding where the NPR fits in directives, setting inclusion/exclusion criteria early, and getting professional help. The document outlines changes between the 2004 and 2009 versions, including some added and deleted requirements. It concludes by noting innovations incorporated in the updated NPR 7150.2
The document summarizes an NSC Audits and Assessments Workshop from September 2009-2010. It discusses the background and purpose of different types of NASA safety audits conducted by the NSC Audits and Assessments Office. The document analyzes audit findings from 2007-2010 and identifies potential systemic safety issues across multiple NASA centers, particularly in electrical safety, inspection records, and probabilistic risk assessment. Action plans were developed to address these issues and improve safety audit processes.
This document outlines improvements made to NASA's independent program review process in fiscal year 2010. It discusses the reviews completed, including 8 program and 20 project reviews. Process improvements included quick look reports, increased coordination, readiness assessments, and streamlining of review documentation. The roles and responsibilities of review board members are covered, including ensuring member competency, currency, and independence. Coordination between review boards and NASA mission directorates and centers is also summarized.
This document recommends an insight/oversight model for NASA's Commercial Crew Program. It suggests using technical expert engagement similar to other programs, with a focus on high-risk subsystems. The model includes discrete oversight at key decision points rather than continuous oversight. Insight teams would provide expertise and recommendations, while the Program Office makes oversight decisions.
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.
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.
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.
The document discusses establishing a performance measurement baseline (PMB) in a cost effective manner. It defines key Earned Value Management (EVM) concepts like the PMB, which is a time-phased budget plan used to measure contract performance. It emphasizes the importance of thorough upfront planning, including developing a work breakdown structure (WBS) and schedule to fully capture the work scope. Establishing the PMB is a three-step process of defining the work, scheduling it, and allocating budgets to control accounts and work packages.
The document discusses an update to NASA's software engineering requirements in NPR 7150.2. It provides an overview of the topics to be covered, including the NPD/NPR architecture, lessons learned from the previous NPR, updates to NPR 7150.2, and future work. It then summarizes lessons learned from developing the original NPR 7150.2, such as forming a strong core team, selecting the target audience wisely, understanding where the NPR fits in directives, setting inclusion/exclusion criteria early, and getting professional help. The document outlines changes between the 2004 and 2009 versions, including some added and deleted requirements. It concludes by noting innovations incorporated in the updated NPR 7150.2
The document summarizes an NSC Audits and Assessments Workshop from September 2009-2010. It discusses the background and purpose of different types of NASA safety audits conducted by the NSC Audits and Assessments Office. The document analyzes audit findings from 2007-2010 and identifies potential systemic safety issues across multiple NASA centers, particularly in electrical safety, inspection records, and probabilistic risk assessment. Action plans were developed to address these issues and improve safety audit processes.
This document outlines improvements made to NASA's independent program review process in fiscal year 2010. It discusses the reviews completed, including 8 program and 20 project reviews. Process improvements included quick look reports, increased coordination, readiness assessments, and streamlining of review documentation. The roles and responsibilities of review board members are covered, including ensuring member competency, currency, and independence. Coordination between review boards and NASA mission directorates and centers is also summarized.
This document recommends an insight/oversight model for NASA's Commercial Crew Program. It suggests using technical expert engagement similar to other programs, with a focus on high-risk subsystems. The model includes discrete oversight at key decision points rather than continuous oversight. Insight teams would provide expertise and recommendations, while the Program Office makes oversight decisions.
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 provides an overview of key project management concepts including definitions of project management, the Project Management Body of Knowledge (PMBOK), and important processes like requirements definition, work breakdown structure, scheduling, and risk management. It also discusses project constraints, stakeholders, and offers advice on how to identify why projects fail and how to prevent failures.
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.
POLARIS is a web-based tool developed by NASA to help project managers access information and requirements related to project management. It provides a searchable database of NASA's project management requirements and templates. Future enhancements may include additional requirements, review content, and linking the tool to NASA's metadata database to integrate more project information. The tool aims to be continually improved based on user feedback to better support NASA's project management community.
The document discusses how configuration management (CM) helps projects innovate and communicate. It compares project management and CM processes, and describes traditional CM versus CM II approaches. It also outlines two project management models - Kepner-Tregoe and Deming's Plan-Do-Check-Act cycle. CM expands on these models by managing both requirements definition and physical project tasks in synchronized cycles. The document argues that CM helps address common problems that cause project failures, such as poor communication, requirements, documentation, and change control. CM is positioned to support the entire project management process.
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 document discusses NASA's efforts to develop common processes across centers for project management in accordance with NASA Procedural Requirements (NPRs). It notes that while centers share the goal of NPR compliance, their organizational structures differ. Two centers, GRC and MSFC, are working to define standard processes focused on the organization rather than individual projects. GRC has organized efforts since 2007, developing requirements and obtaining buy-in, while MSFC's efforts began in 2008 by building on GRC's work. The goals are to improve planning and estimates, create standard tools and templates, and institutionalize best practices across centers.
This document provides an overview of project scheduling from NASA's perspective. It discusses NASA's large, complex projects and the requirements for project scheduling. The presentation covers key project scheduling processes including activity definition, sequencing, duration estimating, schedule development, status accounting, and performance reporting. It provides examples and definitions for these processes. The goal is to give attendees a basic understanding of project scheduling as it relates to NASA projects.
The 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 the Business Operating Success Strategies (BOSS), a new initiative at Kennedy Space Center Launch Services Program to standardize and improve consistency in mission management. It provides an overview of BOSS, including its purpose to align activities with requirements and increase accountability. It outlines how compliance will be achieved through checklists and schedules. Responsibility for implementation and updates is assigned, and next steps are to obtain feedback and measure BOSS' effectiveness.
The document discusses the development of guidance material to help NASA implement its software engineering requirements and best practices. It describes:
1) The creation of an electronic handbook on the NASA Engineering Network to provide guidance on NASA's software engineering requirements and examples/templates.
2) The process of gathering input from NASA's software community, prioritizing topics, and developing the content for the handbook.
3) The benefits of an electronic handbook such as easy updating and searchability.
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 discusses a project management approach to source evaluation boards (SEBs) being implemented at NASA's Johnson Space Center. It aims to align SEB processes with project management principles by treating each SEB like a project, focusing on requirements, scheduling, teamwork, and control. Feedback from industry and assessments identified issues like unclear processes and schedules. The new approach establishes common vocabulary, templates, and training to bring more consistency to SEBs handled as projects.
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.
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 lessons learned from turbulence experienced during a NASA aeronautics research project. Key points include: a new project manager was selected who was unfamiliar with the role and processes, which led to leadership issues; the program was undergoing changes that created an unclear vision and shifting requirements, adding turbulence; clear communication between project leadership and open discussion of challenges is important for navigating periods of turbulence; selecting candidates well-suited for open roles and providing needed training and mentoring can help address issues that arise.
The NASA Ames Research Center has developed a scaled project management framework for IT projects under $500k based on NASA's NPR 7120.7. The framework includes Lite and Medium classifications to provide flexibility and structure for smaller projects. It establishes common project reviews, entrance and success criteria, and decision points for projects below the NPR 7120.7 threshold. The framework is designed to standardize project management practices while allowing tailoring to individual project needs.
The document discusses upcoming changes to NASA's independent review policies and processes. Some of the key changes include standardizing terms of reference, implementing a 1-step or 2-step review timeline, updating required lifecycle products, revising review criteria and maturity tables, and changes to review team composition and decision memos. The changes aim to improve the effectiveness and efficiency of NASA's review processes.
The document introduces the Project Management Toolkit (PPME Toolkit) developed by NASA's Glenn Research Center (GRC) to provide a standardized set of project planning and execution tools. The PPME Toolkit aims to facilitate life cycle project management from proposal development through project control and reporting. It was developed using a rapid prototyping approach and has been piloted with five GRC space flight projects. Version 1 of the Toolkit will be deployed across GRC's space flight portfolio in 2011, and Version 2 will include additional capabilities and an enterprise server solution to enable true portfolio management.
This document provides an overview of Microsoft's Project 2007 Server with Project Web Access. It discusses the key components of the Enterprise Project Management system including Project Server 2007, Project Professional 2007, and Project Web Access. It also summarizes Jacobs' customization of the system with templates and views tailored for NASA projects. Project Web Access is highlighted as providing specialized views and reports to facilitate collaboration among project stakeholders.
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.
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.
This document provides an overview of key project management concepts including definitions of project management, the Project Management Body of Knowledge (PMBOK), and important processes like requirements definition, work breakdown structure, scheduling, and risk management. It also discusses project constraints, stakeholders, and offers advice on how to identify why projects fail and how to prevent failures.
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.
POLARIS is a web-based tool developed by NASA to help project managers access information and requirements related to project management. It provides a searchable database of NASA's project management requirements and templates. Future enhancements may include additional requirements, review content, and linking the tool to NASA's metadata database to integrate more project information. The tool aims to be continually improved based on user feedback to better support NASA's project management community.
The document discusses how configuration management (CM) helps projects innovate and communicate. It compares project management and CM processes, and describes traditional CM versus CM II approaches. It also outlines two project management models - Kepner-Tregoe and Deming's Plan-Do-Check-Act cycle. CM expands on these models by managing both requirements definition and physical project tasks in synchronized cycles. The document argues that CM helps address common problems that cause project failures, such as poor communication, requirements, documentation, and change control. CM is positioned to support the entire project management process.
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 document discusses NASA's efforts to develop common processes across centers for project management in accordance with NASA Procedural Requirements (NPRs). It notes that while centers share the goal of NPR compliance, their organizational structures differ. Two centers, GRC and MSFC, are working to define standard processes focused on the organization rather than individual projects. GRC has organized efforts since 2007, developing requirements and obtaining buy-in, while MSFC's efforts began in 2008 by building on GRC's work. The goals are to improve planning and estimates, create standard tools and templates, and institutionalize best practices across centers.
This document provides an overview of project scheduling from NASA's perspective. It discusses NASA's large, complex projects and the requirements for project scheduling. The presentation covers key project scheduling processes including activity definition, sequencing, duration estimating, schedule development, status accounting, and performance reporting. It provides examples and definitions for these processes. The goal is to give attendees a basic understanding of project scheduling as it relates to NASA projects.
The 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 the Business Operating Success Strategies (BOSS), a new initiative at Kennedy Space Center Launch Services Program to standardize and improve consistency in mission management. It provides an overview of BOSS, including its purpose to align activities with requirements and increase accountability. It outlines how compliance will be achieved through checklists and schedules. Responsibility for implementation and updates is assigned, and next steps are to obtain feedback and measure BOSS' effectiveness.
The document discusses the development of guidance material to help NASA implement its software engineering requirements and best practices. It describes:
1) The creation of an electronic handbook on the NASA Engineering Network to provide guidance on NASA's software engineering requirements and examples/templates.
2) The process of gathering input from NASA's software community, prioritizing topics, and developing the content for the handbook.
3) The benefits of an electronic handbook such as easy updating and searchability.
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 discusses a project management approach to source evaluation boards (SEBs) being implemented at NASA's Johnson Space Center. It aims to align SEB processes with project management principles by treating each SEB like a project, focusing on requirements, scheduling, teamwork, and control. Feedback from industry and assessments identified issues like unclear processes and schedules. The new approach establishes common vocabulary, templates, and training to bring more consistency to SEBs handled as projects.
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.
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 lessons learned from turbulence experienced during a NASA aeronautics research project. Key points include: a new project manager was selected who was unfamiliar with the role and processes, which led to leadership issues; the program was undergoing changes that created an unclear vision and shifting requirements, adding turbulence; clear communication between project leadership and open discussion of challenges is important for navigating periods of turbulence; selecting candidates well-suited for open roles and providing needed training and mentoring can help address issues that arise.
The NASA Ames Research Center has developed a scaled project management framework for IT projects under $500k based on NASA's NPR 7120.7. The framework includes Lite and Medium classifications to provide flexibility and structure for smaller projects. It establishes common project reviews, entrance and success criteria, and decision points for projects below the NPR 7120.7 threshold. The framework is designed to standardize project management practices while allowing tailoring to individual project needs.
The document discusses upcoming changes to NASA's independent review policies and processes. Some of the key changes include standardizing terms of reference, implementing a 1-step or 2-step review timeline, updating required lifecycle products, revising review criteria and maturity tables, and changes to review team composition and decision memos. The changes aim to improve the effectiveness and efficiency of NASA's review processes.
The document introduces the Project Management Toolkit (PPME Toolkit) developed by NASA's Glenn Research Center (GRC) to provide a standardized set of project planning and execution tools. The PPME Toolkit aims to facilitate life cycle project management from proposal development through project control and reporting. It was developed using a rapid prototyping approach and has been piloted with five GRC space flight projects. Version 1 of the Toolkit will be deployed across GRC's space flight portfolio in 2011, and Version 2 will include additional capabilities and an enterprise server solution to enable true portfolio management.
This document provides an overview of Microsoft's Project 2007 Server with Project Web Access. It discusses the key components of the Enterprise Project Management system including Project Server 2007, Project Professional 2007, and Project Web Access. It also summarizes Jacobs' customization of the system with templates and views tailored for NASA projects. Project Web Access is highlighted as providing specialized views and reports to facilitate collaboration among project stakeholders.
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.
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 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 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.
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.
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.
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.
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.
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.
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.
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 summarizes the GOES-R program, which is a partnership between NOAA and NASA to develop the next generation of geostationary weather satellites. It describes how the program is structured with NASA leading the flight segment project and NOAA leading the ground segment project. It also discusses some of the challenges of the dual agency management approach, including different agency cultures and the need to clearly define roles and responsibilities through documents like a Memorandum of Understanding and Management Control Plan. The partnership aims to leverage the strengths of both agencies to successfully develop and operate the GOES-R series of satellites.
This document outlines a presentation by NASA on adapting project management practices to research-based projects. It discusses the challenges of managing science research using traditional project management techniques due to differences in culture and goals between scientists and project managers. It provides perspectives from both scientists and project managers and examples of how NASA has worked to bridge this gap on human research projects through matrix organizational structures, collaboration between project managers and scientists, and involvement of scientists in requirements development.
The document discusses how overly detailed schedules can bury project teams and lead to high costs and surprises. It recommends controlling schedule detail by only including the minimum needed for effective management. Details should diminish over time and schedules should use a rolling wave approach focused 6 weeks forward. This allows for situational awareness and flexibility to changing requirements. The author is an experienced project manager who founded a consulting firm to help clients manage projects through balanced scheduling.
This document discusses schedule analysis techniques that can help project teams understand the status and risks associated with their project schedules. It examines how schedule analysis can provide insight into when the project will finish, where risks exist in the schedule, whether there is enough schedule slack and reserve, and whether the schedule is realistic. The document also discusses how schedule analysis can help assess schedule performance, the impact of changes, and supplier performance. It provides examples of critical path analysis, total slack trends, activity duration sensitivity, and Monte Carlo simulation to determine schedule confidence levels.
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 at different stages of development. It outlines roles, timelines and expectations for independent reviews.
The presentation discusses implementing program management changes within the resistant environment of the Department of Commerce. The task was to establish a performance measurement baseline and common project management processes across the 12 operating bureaus. This was challenging due to the bureaus' independence and lean headquarters. The blueprint for change involved leadership, goal-setting, innovation, team-building, and balancing politics and culture. Through active cooperation and buy-in from the team, the new processes aimed to maximize efficiency while achieving positive results.
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.
The document discusses an update to NASA's software engineering requirements in NPR 7150.2. It provides an overview of the topics to be covered, including the NPD/NPR architecture, lessons learned from the previous NPR, updates to NPR 7150.2, and future work. It then discusses lessons learned from developing the original NPR 7150.2, including forming a strong development team, selecting the target audience, understanding where the NPR fits in directives, setting inclusion/exclusion criteria early, and obtaining professional help. Finally, it summarizes some of the key changes between the original 2004 version and the updated 2009 version of NPR 7150.2, such as improved software classifications and addressing interface with
This document provides an outline for a presentation on achieving IT project success using NASA standards 7120 and 7123. It discusses key project elements like lifecycles, work breakdown structures, work products, stakeholder outreach, timelines, and an example NASA project. The outline also describes work products generated at different phases for project management, system engineering, subsystems, integration and validation, and deployment/operations. A table shows time-phased work products mapped to project phases and key decision points.
The document outlines a strategic plan for a parks system over the next 10 years. It discusses reorganizing operations and staffing based on identified strategic plan initiatives. A key part of the plan is communication with staff through updates and ensuring staff is informed. It also discusses conducting a citizen survey to understand priorities and support for funding. The strategic planning team has formed work groups focused on areas like green initiatives, trails, recreation, land acquisition, and gaps in services to evaluate the system and make recommendations.
The NASA Ames Research Center has developed a scaled project management framework for IT projects under $500k based on NASA's NPR 7120.7. The framework includes Lite and Medium classifications to provide flexibility and structure for smaller projects. It establishes common project reviews, entrance and success criteria, and decision points for projects below the NPR 7120.7 threshold. The framework is flexible and can be tailored to each individual project's needs.
1) The document outlines the 2012 4th quarter work plan for the Quality Assurance and Accountability Division of the Department of Education Region VII.
2) The division has 5 objectives for the quarter related to ensuring standards compliance, monitoring quality management systems, and evaluating regional performance.
3) Action steps are provided for each objective with targets, standards, expected completion dates, and budgets for implementation.
This document discusses guidelines developed at NASA Langley Research Center (LaRC) for tailoring the application of NASA Project Management and Systems Engineering requirements (NPR 7120.5 and NPR 7123.1) to better fit different types and sizes of projects. It provides background on LaRC's range of projects from small to large. Guidelines were created to help determine what requirements should be tailored down, tailored out, or left as-is for different project types. Examples are given of how requirements would be tailored for a Type E small project. The tailoring approach and guidelines are meant to help execute projects more efficiently while still meeting overall NASA requirements.
The document discusses NASA's independent review process for programs and projects. It aims to ensure the highest probability of mission success. Key points:
1. Independent reviews are conducted by Standing Review Boards at each project life-cycle milestone to objectively assess technical approach, schedule, resources, risk, and management approach.
2. Reviews provide independent validation of projects' readiness to proceed and reassure stakeholders that commitments can be delivered. Preparing for reviews allows holistic project examination.
3. Reviews follow NASA governance involving senior management, technical authorities, and decision authorities. Standing Review Boards comprised of independent experts conduct the actual reviews.
4. The process helps ensure projects receive independent assurance they are on
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.
The document discusses preparations for a 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.
Npr 7120.5 nasa space flight program and project management handbookssuser10cb48
This document provides an overview of key principles for effective program and project management at NASA. It discusses the importance of leadership, proactive decision-making, building a strong team, managing relationships with stakeholders, and working collaboratively with contractors. Effective program/project managers anticipate and address potential problems, inspire their team to achieve mission success, and make timely decisions even with incomplete information.
The document discusses preparations for the Gravity Recovery and Interior Laboratory (GRAIL) mission's Preliminary Design Review (PDR). It outlines the organization of the review preparation team, pre-PDR reviews conducted, gate products required, and presentation materials. The team established roles and a detailed schedule to ensure all actions were completed on time for the review.
The document discusses best practices for completing AV projects on time and on budget. It emphasizes the importance of thorough project planning, documentation, and stakeholder management. The document outlines a project management process including initiation, preparation, execution/control, and close phases. It also discusses elements like scope, schedule, budget, documentation, risk management, and project closure.
The document discusses best practices for completing AV projects on time and on budget. It emphasizes the importance of thorough project planning, documentation, and stakeholder management. The document outlines a project management process including initiation, preparation, execution/control, and close phases. It recommends using industry standard documents and a checklist approach to ensure all elements and stakeholder expectations are addressed.
This document discusses cost and schedule reporting requirements for NASA projects, how NASA manages this reporting, and how to provide estimates for reporting. It notes that NASA must report to Congress and OMB on project progress and managing cost growth. NASA coordinates budget and cost reports, collects data quarterly using a uniform template, and provides consolidated data to meet external reporting needs. Congress has expressed concern about NASA's ability to manage technical problems and cost overruns on projects like Constellation.
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 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.
This document outlines the define phase of an 8-step continuous process improvement (CPI) roadmap. The define phase includes activities like identifying problems, validating the problem statement, establishing strategic alignment, gathering customer input, and creating a goal statement. It also lists required deliverables for the define tollgate, such as a problem statement, goal statement, project scope, timeline, and high-level process map. The document provides an overview of the key elements and documentation needed to properly define a CPI project.
The document provides an overview of updates and changes between the NPR 7120.5D and the proposed NPR 7120.5D NID. Key changes include incorporating lessons learned from implementing NPR 7120.5D, updates to be consistent with revised NASA policies around governance, acquisition, and risk management, and responses to user feedback and external drivers. The NID aims to capture policy developments, correct errors, and clarify or modify existing requirements. It describes the types of changes in categories like consistency updates, confidence level policy enhancements, terminology revisions, and strategic planning meeting definitions.
NASA has introduced major changes to its risk management approach through the new NPR 8000.4A directive. The new paradigm utilizes both Risk-Informed Decision Making and Continuous Risk Management in a complementary way. RIDM aims to inform key decision making through risk analysis of alternatives, while CRM focuses on managing risks during implementation. Additionally, the directive emphasizes a systems-level, proactive approach to risk management aligned with decision processes across the agency.
This document provides an overview of NASA and JPL's project lifecycle and design practices for flight projects. It describes the phases and key decision points in the project lifecycle. It also outlines JPL's design principles, flight project practices, and processes for managing technical, schedule, and budget margins. Additionally, it introduces the Certification of Flight Readiness process to document adherence to development practices and assess residual risk for mission success.
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.
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.
Why You Should Replace Windows 11 with Nitrux Linux 3.5.0 for enhanced perfor...SOFTTECHHUB
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Climate Impact of Software Testing at Nordic Testing DaysKari Kakkonen
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Climate impact / sustainability of software testing discussed on the talk. ICT and testing must carry their part of global responsibility to help with the climat warming. We can minimize the carbon footprint but we can also have a carbon handprint, a positive impact on the climate. Quality characteristics can be added with sustainability, and then measured continuously. Test environments can be used less, and in smaller scale and on demand. Test techniques can be used in optimizing or minimizing number of tests. Test automation can be used to speed up testing.
Securing your Kubernetes cluster_ a step-by-step guide to success !KatiaHIMEUR1
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zkStudyClub - Reef: Fast Succinct Non-Interactive Zero-Knowledge Regex ProofsAlex Pruden
This paper presents Reef, a system for generating publicly verifiable succinct non-interactive zero-knowledge proofs that a committed document matches or does not match a regular expression. We describe applications such as proving the strength of passwords, the provenance of email despite redactions, the validity of oblivious DNS queries, and the existence of mutations in DNA. Reef supports the Perl Compatible Regular Expression syntax, including wildcards, alternation, ranges, capture groups, Kleene star, negations, and lookarounds. Reef introduces a new type of automata, Skipping Alternating Finite Automata (SAFA), that skips irrelevant parts of a document when producing proofs without undermining soundness, and instantiates SAFA with a lookup argument. Our experimental evaluation confirms that Reef can generate proofs for documents with 32M characters; the proofs are small and cheap to verify (under a second).
Paper: https://eprint.iacr.org/2023/1886
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In the rapidly evolving landscape of technologies, XML continues to play a vital role in structuring, storing, and transporting data across diverse systems. The recent advancements in artificial intelligence (AI) present new methodologies for enhancing XML development workflows, introducing efficiency, automation, and intelligent capabilities. This presentation will outline the scope and perspective of utilizing AI in XML development. The potential benefits and the possible pitfalls will be highlighted, providing a balanced view of the subject.
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1. NASA Program and Project Management Policy -
What’s New?
NASA Program and Project Management Requirements
NPR 7120.5 Rev E - Space Flight
and
NPR 7120.7 - IT and Infrastructure
PM Challenge
February 2012
Sandra Smalley/Ellen Stigberg-OCE
Lara Petze-OCIO
Page 1
3. NPR 7120.5 Rev E
Background – Drivers for Changes
• Increased scrutiny with respect to project performance
(cost/schedule)
• Culture that focuses on technical delivery – sometimes at the
expense of meeting cost and schedule commitments
• Lock-in budget profile in the form of a range at KDP B,
sometimes without sufficient understanding of risk
• Some projects are allowed to proceed to the next phase due to
external pressures without having sufficient maturity
• Do not always document project decisions, agreements and
direction
• Environment necessitates affordability, agility and efficiency
without increased risk
Improving program and project performance against
internal and external commitments
Page 3
4. NPR 7120.5 Rev E
Objectives for Streamlining
(NID-7120-97/Rev E)
• Separate out the essential requirements from guidance
• Focus on objectives of Life Cycle Reviews (LCRs) and Key
Decision Points (KDPs)
– Establish & document clear objectives and management
expectations.
– Perform all work and produce products necessary to demonstrate
program/project is ready to move to the next phase
– Produce and communicate information necessary for informed
decision making
– Discussion with management to get agreement and document
decisions, including tailoring
• Program and Project Managers (PM’s) are empowered and
accountable for reasoned compliance
• Centers are full partners
• Mission Directorate’s and Centers: ensure reasoned compliance
by proper tailoring, provide adequate resources, support the
PM, and take corrective action when necessary
Page 4
5. NPR 7120.5 Rev E
Evolution – Rev D to Rev E
Rev D NID (NM-7120-81) Initial Cut Draft Rev E NID (NID 7120-97)/Draft Rev E
(Mar ‘07) (Sep ‘09) (Jun ‘ 11) (Sep ’11/Jun’12)
94 pages 152 pages 233 pages 123 pages
4 Chapters 4 Chapters 4 Chapters 3 Chapters
9 Appendices 8 Appendices 14 Appendices 10 Appendices
Chapter 2 – Indicative Chapter 2 – Indicative Chapter 2 – Indicative All requirements
Mood Mood Mood converted to shall
statements
Chapter 4 – Program Chapter 4 – Program Chapter 4 – Program
& Project requirements & Project requirements and Project No Chapter 4
by phase by phase requirements by Now overarching
phase, plus product requirement statements
maturity matrices for Program/Project
Appendix L – requirements by phase,
expected maturity e.g.
• LCRs
state tables • Expected maturity state
• Product maturity matrix
No Compliance Matrix No Compliance Matrix No Compliance Matrix Compliance Matrix
Program/Project Management (PM) Handbook
Updated SRB Handbook
Page 5
6. NPR 7120.5 Rev E
7120.5E Schedule
Jun 11 Jul 11 Aug 11 Sep 11 Oct 11 Nov 11 Dec 11 Jan 12 Jun 12
NID Update and Draft Handbook NPR Revision E and Handbook
NID NODIS Red Team Union Initiate NPR NODIS
Released Review Review NODIS Release
Cycle
NID
7120.5 NPR
(NID 7120-97) 7120.5E
NPR Draft
7120.5 Interim PM
PM Handbook
(Initial Rev E Handbook
Draft) STI process -
Special
Publication (SP)
Draft
NID = NASA Interim Directive
SRB SRB
NPR = NASA Procedural Requirement Handbook Handbook
PM = Program and Project Management (Update)
SRB = Standing Review Board
Handbooks available on the Other Policy Documents tab in the OCE section in the NODIS library
Page 6
7. NPR 7120.5 Revision E Contents
Preface Chapter 3 Program and Project
Chapter 1. Introduction Management Roles and Responsibilities
3.1 Governance
1.1 Key Policy Changes in this NPR
3.2 Roles and Responsibilities
1.2 Background 3.3 Technical Authority
1.3 Overview of Management Process 3.4 Process for Handling Dissenting
1.4 Strategic Acquisition and Partnering Opinions
Process 3.5 Principles Related to Tailoring
Requirements
1.5 Document Structure
APPENDIX A - Definitions
Chapter 2 NASA Life Cycles for Space APPENDIX B - Acronyms
Flight Programs and Projects APPENDIX C - Program Plan Template
2.1 Programs and Projects APPENDIX D - Project Plan Template
2.2 Program and Project Life Cycles APPENDIX E – Compliance Matrix
APPENDIX F - Program Commitment
2.3 Program and Project Oversight and
Agreement Template
Approval
APPENDIX G - Formulation Authorization
2.4 Approving and Maintaining Program Document Template
and Project Plans, Baselines, and
APPENDIX H - Program and Project
Commitments
Requirements by Phase
APPENDIX I - Project Formulation
Agreement Template
APPENDIX J - Reference
Page 7
8. NPR 7120.5 Rev E
Major Topics of Change
NID-97/Rev E
• Applicability • Threat Protection
• Center & MD documentation • Industrial Base/Supply
to implement 7120.5 Chain Management
• Tailoring • Program Entrance to
Implementation
• Compliance Matrix
• Engineering Technical
• Maturity Matrices
Authority
• Formulation Agreement
• Integrated Center
• Baseline Policy Management Council
• Confidence Level and Joint • One-Step and Two-Step
Confidence Level Life Cycle Review
• EVM • Terms of Reference
• Role of Center Director Template
Page 8
9. NPR 7120.5 Rev E
Applicability
• Applicable to all current and future NASA space flight programs
and projects [1]
• For existing programs and projects, the requirements of this
NPR are applicable to the program/project¹s extant phase and to
phases yet to be completed as determined by the responsible
Mission Directorate, approved by the the NASA Chief Engineer
(or delegate) and concurred by the Decision Authority.
• The above plans will be submitted within 60 days of the effective
date of the NPR.
[1] Includes:
• Spacecraft, launch vehicles, instruments developed for space flight programs and
projects, research and technology developments funded by and to be incorporated into
space flight programs and projects,
• Critical technical facilities specifically developed or significantly modified for space flight
systems, highly specialized IT acquired as a part of space flight programs and projects,
and ground systems that are in direct support of space flight operations.
• Reimbursable space flight programs/projects performed for non-NASA sponsors and to
NASA contributions to space flight programs and projects performed with international
partners.
Page 9
10. NPR 7120.5 Rev E
Center & Mission Directorate
Documentation to Implement 7120.5
• NASA Centers and Mission Directorates shall
develop appropriate documentation to implement the
requirements of NPR 7120.5E
Page 10
11. NPR 7120.5 Rev E
Tailoring
• All programs and projects are unique - 7120 is expected to be
tailored
– Requirements in 7120 were written to address complex Category 1
projects (expect less tailoring on large complex projects and more
on small low risk projects)
• Rationale for the requirement should be well understood when
tailoring
– Some requirements are “Not Tailorable” (e.g. externally mandated
requirements) – they require approval from the requirement owner
if they must be tailored
• Tailoring approach is to be documented in the Compliance
Matrix early in the life cycle and attached to the appropriate plan
(Formulation, Program, Project)
– Deviations and waivers may be submitted when tailoring is not
captured in the compliance matrix and plan
• Approvals and concurrences from the CD, MD and owner of the
requirement (when not delegated) are to be obtained
Process is streamlined and simplified but the
principles remain unchanged Page 11
12. NPR 7120.5 Rev E
Compliance Matrix
• The Compliance Matrix documents whether and how the
program or project complies with the requirements of
NPR 7120.5.
• All of the NPR 7120.5 requirements and the
organizations/individual responsible for the action are
listed.
• When a requirement is tailored or determined not to be
applicable, the matrix includes the rationale for such a
determination.
• The completed Compliance Matrix is appended to the
Formulation Agreement for projects in Formulation and
the Program Plan or Project Plan for programs or projects
entering or in Implementation
Page 12
13. NPR 7120.5 Rev E
Compliance Matrix (cont)
• NASA Chief Engineer delegates authority to the Center
Directors and the Director of JPL for dispositioning
requests for relief to NPR 7120.5 requirements, except as
noted:
– Whether requirements can be tailored or not is defined in the
Compliance Matrix
– Requests for relief of non-tailorable requirements must be
approved by the NASA Chief Engineer and the owner of the
requirement as designated in the Compliance Matrix.
– May be submitted with the Program Plan, Formulation
Agreement or Project Plan as part of the normal approval
process, provided the required documentation is completed
and signatures obtained in accordance to the NPR and
delegation authority specified in the delegation letter.
Page 13
15. NPR 7120.5 Rev E
Maturity Matrices: Expected Maturity State
and Product Maturity
• Describe the Expected Maturity State to be achieved by
each program and project at each life cycle review and KDP
• The objectives of each LCR and KDP
• The specific review elements and review criteria needed to
determine the program’s or project’s level of maturity
• The required products and control plans and level of
maturity for each life cycle review and KDP
• Entries are included for Headquarters and Program Products;
Project Technical Products; and Project Management,
Planning, and Control Products
• The term “baseline” means put under configuration control
Page 15
16. NPR 7120.5 Rev E
Expected Maturity State (example)
Rev E Table 2-5
Detailed in PM Handbook
Page 16
18. NPR 7120.5 Rev E
Formulation Agreement (New)
• The Formulation Agreement is prepared by the project as a
response to the FAD, encompasses work conducted during
formulation (template included in Appendix I)
• Part of increased emphasis on Formulation in Rev. E to support
improved performance during Implementation (and against
commitments)
• Reinforces discipline in formulation processes to ensure that
critical conversations take place between the Mission
Directorate, Program, and Project during formulation, including
review of detailed work plans and negotiation of appropriate
resource allocations to enable the work
• Establishes and documents technical and acquisition work that
must be conducted during Formulation and defines the
schedule and phased funding requirements during Phase A and
Phase B for that work
Page 18
19. NPR 7120.5 Rev E
Formulation Agreement (cont)
• Documents milestones for delivery of Project Plan, Control
Plans, flow down of requirements, mission concept, mission
scenario and architectures and provides rationale for any
differences from NPR 7120.5E requirements
• Identifies spacecraft and ground systems design trade studies
planned during Phases A and B
• Identifies major technical, acquisition, cost, and schedule risks
to be addressed during Phase A and Phase B
• Documents risk mitigation plans and associated schedule,
funding requirements during Phases A and B, and expected
progress at KDP B and KDP C
• Provides schedules for life cycle reviews and system and
subsystem-level reviews to be held during Phases A and B
Page 19
20. NPR 7120.5 Rev E
Technical Authority (TA)
• The flow of Technical Authority for programs was changed to
match that for projects.
– Technical Authority originates with the Administrator and is
formally delegated to the NASA AA and then to the NASA
Chief Engineer for Engineering TA; the Chief, Safety and
Mission Assurance for SMA TA; the Chief Health and
Medical Officer for Health and Medical TA; and then to the
Center Directors.
• Role of Program/Project Level Engineering Technical Authority
(ETA)
– ETA leads and manages the engineering functions,
including systems engineering, design, development,
sustaining engineering, and operations.
Page 20
21. NPR 7120.5 Rev E
Conclusion
• 7120.5 processes are streamlined
• Appropriate rigor should be documented, approved and applied
based upon size, complexity and risk
• Credibility must be rebuilt with stakeholders by improving
NASA’s performance against program/project commitments
• Programs and projects are empowered and accountable
• For additional information:
http://nodis3.gsfc.nasa.gov/OCE_rep/OCE_list.cfm
• Ellen Stigberg leads development of Program/Project
Management Policy (ellen.r.stigberg@nasa.gov)
Page 21
22. Agenda
• NPR 7120.7 (IT and Infrastructure)
– NID – Key Changes
– Update – Areas for Consideration
– Conclusion
Page 22
23. NPR 7120.7
Background – NID
• NID to NPR 7120.7, Information Technology and
Institutional Infrastructure Program and Project
Management Requirements, published in NODIS
December 27, 2011
• NID addresses Rebaselining and Standard
Workbreakdown Structure for IT in alignment with
7120.5.
Page 23
24. NPR 7120.7
Rebaselining
Background – NID
• As an Agency, we recognized the need to issue policy on
rebaselining of IT projects to manage cost, schedule, and
scope changes
• NASA accepted Government Accountability Office (GAO)
recommendation that we develop a rebaselining policy for
IT projects
• OMB issued policy direction (M-10-27) regarding
development of agency IT investment baseline
management policies
Page 24
25. NPR 7120.7
Project Baselining and
Rebaselining Definitions
• Baseline - an agreed-to set of requirements, cost, schedule,
designs, documents, etc. that will have changes controlled
through a formal approval and monitoring process as defined by
NPR 7120.7
• Rebaseline - the process by which a project formally updates or
modifies the project baseline as a result of any approved change
to the project’s schedule, cost, or deliverable content
• Rebaselining is not replanning
• Rebaseline may result from
1. the baseline documented at KDP-C as defined in NPR
7120.7, or
2. the current baseline that was subsequently approved via
the rebaselining process.
Page 25
26. NPR 7120.7
Determining When a Rebaseline is
Warranted for Consideration:
OMB Direction
• Acceptable reasons for rebaselining include:
– Significant change in investment goals (scope, requirements,
objectives) resulting from internal or external management
decisions, or changes in funding level or availability of funds
(e.g. extended continuing resolution), or contracting (including
contractual protests)
– Current baseline is no longer useful as a management tool for
realistic performance measurement as variances are so high
that they lose meaning
– The Decision Authority judges that the project scope (Level 1
requirements) defined in the original baseline (Agency Baseline
Commitment) has been changed or the project has been
interrupted.
Page 26
27. NPR 7120.7
Standard Level 2
WBS Background - NID
• Work Breakdown Structure (WBS) defined:
(NASA WBS Handbook, January 2010)
– A product-oriented hierarchical division of the hardware, software, services,
and other work tasks that organizes, displays, and defines the products to
be developed and/or produced and relates the elements of the work to be
accomplished to each other and the end product(s). The WBS should be
accompanied by a text document referred to as a WBS Dictionary that
describes the work content each element of the WBS in detail.
The Standard Level 2 WBS policy addresses:
– NASA’s need, as an Agency, for a standard level 2 WBS for IT
– Recommendations from GAO, “GAO Report 10-2; Information Technology;
Agencies Need to Improve the Implementation and use of Earned Value
Techniques to Help Manage Major System Acquisitions; October 2009”
• Good characteristics of a WBS (per GAO, and we agree):
– Applies to the entire life cycle of the project
– Ensures that changes to the WBS be governed
– Establishes a product-oriented WBS to allow a project to track cost and
schedule by defined deliverables.
Page 27
28. NPR 7120.7
Standard Level 2 WBS
For IT Projects: Business Rules
• Project name is WBS Level 1
• Title of each WBS Level 2 element can be modified to facilitate
project-unique titles, but the content of each must remain the
same
• Additional WBS elements may be added horizontally as long as
the content does not fit into the content of any existing standard
WBS element
• WBS Level 3 elements, Level 2 subordinate (children), are
determined by the project
• Level 3 and lower elements may differ from project to project and
must include only work that rolls up into the standard WBS
Dictionary definition of the Level 2 element
• An inactive placeholder element (and inactive placeholder
financial code) will be established if no work fits into a standard
WBS element
Page 28
29. NPR 7120.7
Standard Level 2 WBS Benefits
• Facilitates planning and control of cost, schedule and
technical content
• Unifies the technical and financial structures of a project
• Enables Project Manager to identify which components are
causing cost and/or schedule overruns and mitigate the root
cause(s) of the overrun
• Eliminates the need for Project Managers to create their own
Level 2 WBS
• Enables Earned Value Management for IT projects
• Improves financial reporting/tracking across projects
Page 29
30. NPR 7120.7 Full Update
High Level Plan
• First draft of areas for consideration developed based on
experience, external and internal policy changes, NID review
comments
• Areas of consideration are dynamic
• Target Completion Date: 15 December 2012
• Co-Led by – Junilla Applin/OCE and Lara Petze/OCIO
• Representation/Input/Review from:
– OCE
– OCIO
– Centers (Center ITPMB Working Group)
– Human Capital
– Procurement
– OCFO
– OGC
– Union
– OPS
Page 30
31. NPR 7120.7 Full Update
Areas for Consideration
• Areas updated in NPR 7120.5E – streamlining,
maturity/compliance matrix, tailoring, baseline policy
• Updating Governance Structures and Boards
• Thresholds – oversight (500K), rebaselining, NAR
• Training
• What updates need to be made to rebaselining?
• Does .7 adequately allow for tailoring and agile scrum?
• IT Security – ITSMs expressed concern IT Security not
adequately included
• How should RIDs/RFAs be addressed?
• Are there areas of OMB 25 Point Plan to address?
• Do new OMB Project Management Requirements exist?
• Should we include TechStat specifically?
• Are the policy and associated processes/procedures practical
from a resource perspective?
Page 31
32. NPR 7120.7
Summary
• Continual Improvement - the Agency OCIO continually
identifies, solicits, and implements modifications to our
policies to advance the success of the Agency’s IT
programs and projects
• Alignment – the Agency OCIO strives to align IT policies and
procedures with our Human Space Flight (NPR 7120.5) and
Research and Technology (NPR 7120.8) program/project
management policies to maintain consistency across NASA
• Co-leads for the development of IT and Infrastructure
Program/Project Management Policy:
– Junilla Applin/OCE (junilla.i.applin@nasa.gov)
– Lara Petze/OCIO (lara.petze@nasa.gov)
Page 32