The document discusses the use of CMMI models in overseeing space flight software development. Specifically:
1) The Spacecraft Software Engineering Branch evaluated the CMMI models and determined CMMI-DEV was most applicable for overseeing software development and software oversight projects.
2) They achieved a CMMI Maturity Level 2 rating by selecting software development and oversight projects, including a software requirements review and system/software review.
3) NASA's surveillance strategies include insight, oversight, or a hybrid approach. Software for the Orion project uses a hybrid approach with pre-declared oversight due to software risks.
This document discusses software process models and activities. It introduces three generic process models: waterfall, evolutionary development, and component-based development. It also describes the Rational Unified Process model and the spiral model. The key activities discussed are requirements engineering, software design, implementation, validation, and evolution. Iterative development approaches like incremental delivery and extreme programming are also covered.
This document discusses model-based systems engineering (MBSE) and the use of system modeling languages. It motivates MBSE by describing how system models can integrate requirements, design, analysis and other engineering artifacts. It then provides an overview of the SysML modeling language and how it supports structural, behavioral, requirements and parametric modeling of systems. Finally, it describes how a system architecture model can act as an integrating framework to link various engineering analysis models across the lifecycle.
The document discusses challenges faced in re-engineering the Mission Operations Directorate's (MOD) Flight Production Process (FPP). Key challenges include: 1) Building support for adopting Model Based Systems Engineering (MBSE) and Enterprise Architecture (EA) methodologies, 2) Resource limitations, 3) Maintaining management support, and 4) Establishing tools for MBSE and EA development. The FPP must be redesigned as an integrated system to address issues like duplication, data errors, and lack of interoperability between its separate processes for Space Shuttle and ISS programs.
The document summarizes a discussion on software architecture reviews for NASA flight projects. It outlines the goals of establishing a NASA-wide Software Architecture Review Board (SARB) to help projects achieve higher reliability and manage complexity through better software architecture. The board would engage with projects early in development to provide feedback on their software architecture design. Benefits mentioned include catching issues early to reduce costs and risks. The charter of the SARB is also summarized as helping spread best practices across NASA centers.
The document discusses the challenges faced in developing new launch vehicle programs. It notes that launch vehicle design projects have high costs and risks due to complex requirements, conflicting stakeholder expectations, technology development uncertainties, and integration challenges across vehicle elements. The project manager's job is further complicated by a lack of experienced staff, limited suppliers, and outdated processes. Implementing systems engineering practices can help project managers by defining project phases and technical baselines, providing qualified staff for integration tasks, and allowing the project manager to focus on other critical issues like cost, schedule, stakeholders, and risk.
The Constellation Space Transportation Planning Office (CSTP) was established in 2008 to prepare NASA's Constellation Program for the operations and sustaining phase of the Ares I and Orion spacecraft's lifecycle. The CSTP works closely with the Constellation Program to address operability considerations in design and establish the future Constellation Space Transportation Program to manage production, launch, and recovery operations for Ares I/Orion missions to the International Space Station.
Gen sessionthomas.riskofsystemproblemfinal23feb12NASAPMC
1) Three roles are required for any system program to succeed: design and integration, management, and build component. No single individual can fulfill all roles and it requires a multidisciplinary team.
2) Controlling program risk, especially the risk of system problems, is key responsibilities of both the management team and systems engineering and integration team.
3) The systems engineering and integration team works to ensure the whole system behaves as expected by properly engineering interfaces between subsystems.
The document describes the Max Launch Abort System (MLAS) project which developed an alternative launch abort system design for Orion as a risk mitigation effort. The MLAS project aimed to identify the simplest design that maximized nominal ascent performance using off-the-shelf parts where possible. A key part of the project was a pad abort flight test to validate models and tools. The document discusses the MLAS flight test vehicle configuration, the flight test itself, opportunities for resident engineers, skill development experiences of the resident engineers, and technical lessons learned from the project.
This document discusses software process models and activities. It introduces three generic process models: waterfall, evolutionary development, and component-based development. It also describes the Rational Unified Process model and the spiral model. The key activities discussed are requirements engineering, software design, implementation, validation, and evolution. Iterative development approaches like incremental delivery and extreme programming are also covered.
This document discusses model-based systems engineering (MBSE) and the use of system modeling languages. It motivates MBSE by describing how system models can integrate requirements, design, analysis and other engineering artifacts. It then provides an overview of the SysML modeling language and how it supports structural, behavioral, requirements and parametric modeling of systems. Finally, it describes how a system architecture model can act as an integrating framework to link various engineering analysis models across the lifecycle.
The document discusses challenges faced in re-engineering the Mission Operations Directorate's (MOD) Flight Production Process (FPP). Key challenges include: 1) Building support for adopting Model Based Systems Engineering (MBSE) and Enterprise Architecture (EA) methodologies, 2) Resource limitations, 3) Maintaining management support, and 4) Establishing tools for MBSE and EA development. The FPP must be redesigned as an integrated system to address issues like duplication, data errors, and lack of interoperability between its separate processes for Space Shuttle and ISS programs.
The document summarizes a discussion on software architecture reviews for NASA flight projects. It outlines the goals of establishing a NASA-wide Software Architecture Review Board (SARB) to help projects achieve higher reliability and manage complexity through better software architecture. The board would engage with projects early in development to provide feedback on their software architecture design. Benefits mentioned include catching issues early to reduce costs and risks. The charter of the SARB is also summarized as helping spread best practices across NASA centers.
The document discusses the challenges faced in developing new launch vehicle programs. It notes that launch vehicle design projects have high costs and risks due to complex requirements, conflicting stakeholder expectations, technology development uncertainties, and integration challenges across vehicle elements. The project manager's job is further complicated by a lack of experienced staff, limited suppliers, and outdated processes. Implementing systems engineering practices can help project managers by defining project phases and technical baselines, providing qualified staff for integration tasks, and allowing the project manager to focus on other critical issues like cost, schedule, stakeholders, and risk.
The Constellation Space Transportation Planning Office (CSTP) was established in 2008 to prepare NASA's Constellation Program for the operations and sustaining phase of the Ares I and Orion spacecraft's lifecycle. The CSTP works closely with the Constellation Program to address operability considerations in design and establish the future Constellation Space Transportation Program to manage production, launch, and recovery operations for Ares I/Orion missions to the International Space Station.
Gen sessionthomas.riskofsystemproblemfinal23feb12NASAPMC
1) Three roles are required for any system program to succeed: design and integration, management, and build component. No single individual can fulfill all roles and it requires a multidisciplinary team.
2) Controlling program risk, especially the risk of system problems, is key responsibilities of both the management team and systems engineering and integration team.
3) The systems engineering and integration team works to ensure the whole system behaves as expected by properly engineering interfaces between subsystems.
The document describes the Max Launch Abort System (MLAS) project which developed an alternative launch abort system design for Orion as a risk mitigation effort. The MLAS project aimed to identify the simplest design that maximized nominal ascent performance using off-the-shelf parts where possible. A key part of the project was a pad abort flight test to validate models and tools. The document discusses the MLAS flight test vehicle configuration, the flight test itself, opportunities for resident engineers, skill development experiences of the resident engineers, and technical lessons learned from the project.
The document discusses the Ares I-X test flight conducted by NASA in October 2009. It provides background on the objectives and significance of the flight test. It highlights that healthy tension between the flight test's Mission Management Office and Technical Authorities was important to the flight test's success. It then discusses NASA's governance model and how technical authority is implemented. Specifically, it notes the Chief Engineer and Chief of Safety and Mission Assurance represented their communities and helped achieve an appropriate balance between constraints and risk. Information flow between groups was a key factor for the multi-center team's cooperation and success.
Mobile to mainframe - The Challenges and Best Practices of Enterprise DevOps IBM UrbanCode Products
Delivering software is complex. Systems being developed are made up of multiple components, which in turn interact with other systems, services, application servers, data sources and invocations of 3rd party systems. In an Enterprise this complexity is further enhanced by the cross-platform nature of the infrastructure typical enterprises have. While the customers may be interacting with Systems of Engagement using Mobile and Web Apps, the core capabilities of the enterprise that the customers access are in Systems of Record that are running on large datacenters and more than likely Mainframe systems. Keeping these complex systems up and running and constantly updated with the latest capabilities is a task that requires constant coordination between the lines of business, various cross-platform development, QA and operations teams.
DevOps addresses these development and deployment challenges. The goal of DevOps is to align Dev and Ops by introducing a set of principles and practices such as continuous integration and continuous delivery. Cross-platform enterprise Systems take the need for these practices up a level due to their inherent complexity and distributed nature. Such systems need even more care in applying DevOps principles as there are multiple platforms to be targeted, in a coordinated manner, each with its own requirements, quirks, and nuanced needs. This talk takes a look at the DevOps challenges specific to Cross-platform Enterprise Systems and present Best Practices to address them.
DevOps for the Mainframe aims to leverage continuous integration, cloud technologies, and beyond to deliver z/OS applications. The document discusses how DevOps principles can help enable rapid evolution of deployed z/OS services by reducing risk, decreasing costs, and improving quality. It provides examples of how tools from IBM can help implement a continuous delivery pipeline for mainframe development and testing that incorporates automated testing, configuration, and deployment.
This document discusses the JPL Media Search Project, a multimedia search tool developed by JPL and Owl Insight LLC to index and search audio/video files. It can perform semantic searches to find relevant content without knowing exact search terms. The tool was piloted on a set of 1700 files. Plans are described to scale the system and apply it to larger collections like the NASA Engineering Network repository containing over 1 million files. The goal is to help NASA effectively capture and retrieve engineering best practices and expertise contained in multimedia files.
This document discusses continuous integration for System z mainframe applications. It begins with an overview of DevOps and continuous integration concepts. It then discusses the IBM DevOps solution and challenges of applying DevOps to System z environments. The document focuses on how continuous integration can be implemented for System z to provide rapid feedback, automated testing in isolated environments, and higher quality code promoted between stages. It also discusses how continuous testing can be achieved through dependency virtualization to improve testing efficiency.
This document discusses the systems engineering approach used for the Orion Pad Abort-1 (PA-1) flight test. It outlines how the project gathered requirements from multiple stakeholders, organized teams across different organizations into a single project-centric culture, and defined the system architecture and verification process. The presentation provides lessons learned on transitioning from separate organizational cultures to an integrated project approach and the need for community organizers to advocate for the project. It aims to serve as a future reference for applying systems engineering principles.
This document discusses IBM's Rational solution for systems and software engineering, which provides an end-to-end solution to help companies develop smarter products. It highlights that the solution helps unify the development lifecycle across teams, adopt integrated tools and processes to reduce time to market, and apply best practices for safety-critical development. The solution provides collaborative, integrated systems engineering and software development capabilities on an open platform to help companies overcome challenges in developing complex, high-quality products faster while meeting compliance requirements.
The document discusses various software development life cycle (SDLC) models, including:
- The waterfall model, which uses sequential phases of requirements, design, coding, testing, and deployment. It is structured but rigid.
- Iterative development models, which allow for feedback loops and releasing partial software in iterations to get faster feedback.
- Agile methodologies like Scrum, which embrace changing requirements, focus on working software over documentation, and value customer collaboration over contracts. Key aspects are iterative development, regular refactoring, and communicating for learning.
- Pitfalls of agile include skill gaps, lack of traceability, poor communication, and not staying close enough to customers. Overall, agile aims to
A comparison of component-based software engineering and model-driven develop...Nikolay Grozev
This master's thesis compares component-based software engineering (CBSE) and model-driven development (MDD) approaches. It aims to systematically compare the two approaches and analyze their similarities and differences. The thesis also includes a case study comparing CBSE and MDD specifically in the context of ProCom, a component model for embedded systems. The thesis provides background on CBSE, MDD, and ProCom. It then describes a methodology for comparing the approaches and applies this methodology to perform a general comparison of CBSE and MDD, as well as a comparison focused on ProCom. The results of the comparisons are summarized and analyzed to understand how the approaches can be combined.
This document proposes a new software upgrade pattern called "Half-Push/Half-Polling" that combines aspects of push-based and polling-based upgrades. It aims to address limitations of each approach. The pattern involves a server (pusher) scheduling upgrade times for clients (pollers) to request upgrades, avoiding simultaneous polling. This reduces server load while ensuring offline clients can still upgrade later through polling. The document outlines the pattern structure, dynamics, implementation considerations and provides examples of how it could be applied to upgrade different device types in an office automation system.
This document discusses smarter quality management approaches that can provide competitive advantages. It describes the complex nature of software development and increased competition facing organizations. Quality management is important but must balance factors like time to market, costs, and risks. The document introduces an iterative development approach that integrates testing earlier to find defects sooner. It explains that the optimal release time minimizes total risk from quality issues and competition when benefits of further improvements are outweighed. The timing depends on variables like a product's market and defect criticality.
The document describes an online TV music channel that will broadcast video clips and interviews from unsigned bands in London, Lisbon, and Madrid, requiring users to install a plug-in to view the content which artists can submit through an online form. Stakeholders include independent artists, record labels, consumers, and those internally involved like programmers and designers. The project is suited for RAD methodology with evolutionary methodology used to deliver a working system and throwaway prototyping for testing the plug-in and new video format.
systems based on
lowest TRL of
subsystems + TRL
The document discusses technology readiness assessments and how to mitigate risks from immature technologies. It explains that assessments evaluate a technology's maturity level and what is required to advance it for a project. Assessments should be done early and repeated to develop technology plans and evaluate readiness for design reviews. The process involves assigning technology readiness levels to components, subsystems and systems based on the lowest maturity and integration challenges.
Verifying Architectural Design Rules of a Flight Software Product LineDharmalingam Ganesan
This document discusses verifying architectural design rules of the Core Flight Software (CFS) product line. [1] It provides background on the CFS, which is a reusable flight software environment developed by NASA. [2] The analysis used tools to check that the CFS implementation follows documented rules regarding dependencies, decomposition, redundancy, and preprocessor usage. [3] It found some minor violations but concluded the CFS team performs rigorous design and code reviews.
1. SAIC and ePM used simulation techniques to model and optimize the manufacturing process for the Upper Stage Simulator for the Ares I-X rocket.
2. The simulation results showed that the manufacturing process is highly sensitive to the number of fabricators and welders, and recommended a baseline of 8 fabricators and 6 welders per shift.
3. The investigation of non-destructive inspection factors found that the manufacturing process duration is most impacted by the defect rate during inspections. Higher defect rates significantly increase the overall duration.
Presentation - "A comparison of component-based software engineering and mode...Nikolay Grozev
The document is a master's thesis that compares component-based software engineering (CBSE) and model-driven development (MDD). It includes an introduction, background on CBSE and MDD, an overview of the ProCom component model, a comparison of CBSE and MDD with respect to ProCom, and a conclusion. The thesis aims to systematically compare CBSE and MDD in general and enrich the comparison with a case study of ProCom to analyze the outcomes.
This document discusses how to apply systems engineering principles to small, fast-paced projects with limited resources. It recommends tailoring systems engineering processes by deciding in advance how key elements will be addressed rather than questioning if they will be addressed. Checklists from NASA standards can help ensure critical items are considered. Organizational support, collaboration, and focused peer reviews are also important enablers.
Article in Defense ARJ on DARPA's Command Post of the Future and its successful transition to the Army. 1/1/10
Source: http://www.darpa.mil/Docs/Greene53.pdf
1) The document discusses the importance of technical leadership from system engineers in program management. It outlines three roles - management team, SE&I team, and builder teams - that require system engineering leadership to succeed.
2) As a leader, the system engineer must bridge communication across the teams, translate requirements, and make technical tradeoffs. They serve as an integral part of management decisions and influence component implementation by builder teams.
3) Strong system engineering skills like critical thinking, technical knowledge across disciplines, and programmatic understanding are needed to move complex programs forward through leadership, problem solving, and vision setting.
The document provides an overview of model driven engineering (MDE) and approaches for analyzing software quality, with a focus on performance and reliability. It defines key MDE concepts like models, metamodels, and the Model Driven Architecture. It also discusses measuring performance through metrics, and predicting it using model-based approaches like Software Performance Engineering. Finally, it examines reliability and how MDE can be combined with performance analysis.
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 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
The document discusses the Ares I-X test flight conducted by NASA in October 2009. It provides background on the objectives and significance of the flight test. It highlights that healthy tension between the flight test's Mission Management Office and Technical Authorities was important to the flight test's success. It then discusses NASA's governance model and how technical authority is implemented. Specifically, it notes the Chief Engineer and Chief of Safety and Mission Assurance represented their communities and helped achieve an appropriate balance between constraints and risk. Information flow between groups was a key factor for the multi-center team's cooperation and success.
Mobile to mainframe - The Challenges and Best Practices of Enterprise DevOps IBM UrbanCode Products
Delivering software is complex. Systems being developed are made up of multiple components, which in turn interact with other systems, services, application servers, data sources and invocations of 3rd party systems. In an Enterprise this complexity is further enhanced by the cross-platform nature of the infrastructure typical enterprises have. While the customers may be interacting with Systems of Engagement using Mobile and Web Apps, the core capabilities of the enterprise that the customers access are in Systems of Record that are running on large datacenters and more than likely Mainframe systems. Keeping these complex systems up and running and constantly updated with the latest capabilities is a task that requires constant coordination between the lines of business, various cross-platform development, QA and operations teams.
DevOps addresses these development and deployment challenges. The goal of DevOps is to align Dev and Ops by introducing a set of principles and practices such as continuous integration and continuous delivery. Cross-platform enterprise Systems take the need for these practices up a level due to their inherent complexity and distributed nature. Such systems need even more care in applying DevOps principles as there are multiple platforms to be targeted, in a coordinated manner, each with its own requirements, quirks, and nuanced needs. This talk takes a look at the DevOps challenges specific to Cross-platform Enterprise Systems and present Best Practices to address them.
DevOps for the Mainframe aims to leverage continuous integration, cloud technologies, and beyond to deliver z/OS applications. The document discusses how DevOps principles can help enable rapid evolution of deployed z/OS services by reducing risk, decreasing costs, and improving quality. It provides examples of how tools from IBM can help implement a continuous delivery pipeline for mainframe development and testing that incorporates automated testing, configuration, and deployment.
This document discusses the JPL Media Search Project, a multimedia search tool developed by JPL and Owl Insight LLC to index and search audio/video files. It can perform semantic searches to find relevant content without knowing exact search terms. The tool was piloted on a set of 1700 files. Plans are described to scale the system and apply it to larger collections like the NASA Engineering Network repository containing over 1 million files. The goal is to help NASA effectively capture and retrieve engineering best practices and expertise contained in multimedia files.
This document discusses continuous integration for System z mainframe applications. It begins with an overview of DevOps and continuous integration concepts. It then discusses the IBM DevOps solution and challenges of applying DevOps to System z environments. The document focuses on how continuous integration can be implemented for System z to provide rapid feedback, automated testing in isolated environments, and higher quality code promoted between stages. It also discusses how continuous testing can be achieved through dependency virtualization to improve testing efficiency.
This document discusses the systems engineering approach used for the Orion Pad Abort-1 (PA-1) flight test. It outlines how the project gathered requirements from multiple stakeholders, organized teams across different organizations into a single project-centric culture, and defined the system architecture and verification process. The presentation provides lessons learned on transitioning from separate organizational cultures to an integrated project approach and the need for community organizers to advocate for the project. It aims to serve as a future reference for applying systems engineering principles.
This document discusses IBM's Rational solution for systems and software engineering, which provides an end-to-end solution to help companies develop smarter products. It highlights that the solution helps unify the development lifecycle across teams, adopt integrated tools and processes to reduce time to market, and apply best practices for safety-critical development. The solution provides collaborative, integrated systems engineering and software development capabilities on an open platform to help companies overcome challenges in developing complex, high-quality products faster while meeting compliance requirements.
The document discusses various software development life cycle (SDLC) models, including:
- The waterfall model, which uses sequential phases of requirements, design, coding, testing, and deployment. It is structured but rigid.
- Iterative development models, which allow for feedback loops and releasing partial software in iterations to get faster feedback.
- Agile methodologies like Scrum, which embrace changing requirements, focus on working software over documentation, and value customer collaboration over contracts. Key aspects are iterative development, regular refactoring, and communicating for learning.
- Pitfalls of agile include skill gaps, lack of traceability, poor communication, and not staying close enough to customers. Overall, agile aims to
A comparison of component-based software engineering and model-driven develop...Nikolay Grozev
This master's thesis compares component-based software engineering (CBSE) and model-driven development (MDD) approaches. It aims to systematically compare the two approaches and analyze their similarities and differences. The thesis also includes a case study comparing CBSE and MDD specifically in the context of ProCom, a component model for embedded systems. The thesis provides background on CBSE, MDD, and ProCom. It then describes a methodology for comparing the approaches and applies this methodology to perform a general comparison of CBSE and MDD, as well as a comparison focused on ProCom. The results of the comparisons are summarized and analyzed to understand how the approaches can be combined.
This document proposes a new software upgrade pattern called "Half-Push/Half-Polling" that combines aspects of push-based and polling-based upgrades. It aims to address limitations of each approach. The pattern involves a server (pusher) scheduling upgrade times for clients (pollers) to request upgrades, avoiding simultaneous polling. This reduces server load while ensuring offline clients can still upgrade later through polling. The document outlines the pattern structure, dynamics, implementation considerations and provides examples of how it could be applied to upgrade different device types in an office automation system.
This document discusses smarter quality management approaches that can provide competitive advantages. It describes the complex nature of software development and increased competition facing organizations. Quality management is important but must balance factors like time to market, costs, and risks. The document introduces an iterative development approach that integrates testing earlier to find defects sooner. It explains that the optimal release time minimizes total risk from quality issues and competition when benefits of further improvements are outweighed. The timing depends on variables like a product's market and defect criticality.
The document describes an online TV music channel that will broadcast video clips and interviews from unsigned bands in London, Lisbon, and Madrid, requiring users to install a plug-in to view the content which artists can submit through an online form. Stakeholders include independent artists, record labels, consumers, and those internally involved like programmers and designers. The project is suited for RAD methodology with evolutionary methodology used to deliver a working system and throwaway prototyping for testing the plug-in and new video format.
systems based on
lowest TRL of
subsystems + TRL
The document discusses technology readiness assessments and how to mitigate risks from immature technologies. It explains that assessments evaluate a technology's maturity level and what is required to advance it for a project. Assessments should be done early and repeated to develop technology plans and evaluate readiness for design reviews. The process involves assigning technology readiness levels to components, subsystems and systems based on the lowest maturity and integration challenges.
Verifying Architectural Design Rules of a Flight Software Product LineDharmalingam Ganesan
This document discusses verifying architectural design rules of the Core Flight Software (CFS) product line. [1] It provides background on the CFS, which is a reusable flight software environment developed by NASA. [2] The analysis used tools to check that the CFS implementation follows documented rules regarding dependencies, decomposition, redundancy, and preprocessor usage. [3] It found some minor violations but concluded the CFS team performs rigorous design and code reviews.
1. SAIC and ePM used simulation techniques to model and optimize the manufacturing process for the Upper Stage Simulator for the Ares I-X rocket.
2. The simulation results showed that the manufacturing process is highly sensitive to the number of fabricators and welders, and recommended a baseline of 8 fabricators and 6 welders per shift.
3. The investigation of non-destructive inspection factors found that the manufacturing process duration is most impacted by the defect rate during inspections. Higher defect rates significantly increase the overall duration.
Presentation - "A comparison of component-based software engineering and mode...Nikolay Grozev
The document is a master's thesis that compares component-based software engineering (CBSE) and model-driven development (MDD). It includes an introduction, background on CBSE and MDD, an overview of the ProCom component model, a comparison of CBSE and MDD with respect to ProCom, and a conclusion. The thesis aims to systematically compare CBSE and MDD in general and enrich the comparison with a case study of ProCom to analyze the outcomes.
This document discusses how to apply systems engineering principles to small, fast-paced projects with limited resources. It recommends tailoring systems engineering processes by deciding in advance how key elements will be addressed rather than questioning if they will be addressed. Checklists from NASA standards can help ensure critical items are considered. Organizational support, collaboration, and focused peer reviews are also important enablers.
Article in Defense ARJ on DARPA's Command Post of the Future and its successful transition to the Army. 1/1/10
Source: http://www.darpa.mil/Docs/Greene53.pdf
1) The document discusses the importance of technical leadership from system engineers in program management. It outlines three roles - management team, SE&I team, and builder teams - that require system engineering leadership to succeed.
2) As a leader, the system engineer must bridge communication across the teams, translate requirements, and make technical tradeoffs. They serve as an integral part of management decisions and influence component implementation by builder teams.
3) Strong system engineering skills like critical thinking, technical knowledge across disciplines, and programmatic understanding are needed to move complex programs forward through leadership, problem solving, and vision setting.
The document provides an overview of model driven engineering (MDE) and approaches for analyzing software quality, with a focus on performance and reliability. It defines key MDE concepts like models, metamodels, and the Model Driven Architecture. It also discusses measuring performance through metrics, and predicting it using model-based approaches like Software Performance Engineering. Finally, it examines reliability and how MDE can be combined with performance analysis.
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 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
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 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.
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 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 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.
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 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
This document summarizes key insights from a presentation on viewing project management through the lens of complexity theory. It discusses how complexity theory originated in the study of natural systems and how its concepts like emergence and non-linearity are relevant to project management. It also notes that while general systems theory promised to connect different fields, project management, cybernetics, and systems thinking ultimately diverged. The document reviews different perspectives on categorizing project complexity and shares insights from interviews where project managers discussed experiencing uncertainty, renegotiating plans, and maintaining progress despite radical uncertainty.
The CoNNeCT project faced several major challenges that threatened its schedule. Requirements were not fully defined, which led to rework. Structural analysis found weak margins, requiring a redesign with more testing. A heritage gimbal design was not suitable and needed significant redesign to meet safety requirements, causing cost growth and schedule delays. Solutions included workshops to finalize requirements, structural testing and redesign, and co-developing a redesigned gimbal with added simulators to prevent schedule impacts. These issues are common on projects and understanding them can help others face similar problems.
The document discusses 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 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 summarizes a presentation about lessons learned from the Big Dig project in Boston. It provides background on the project, discusses existing literature on cost overruns in mega projects, and analyzes cost and schedule data over the life of the Big Dig. The presentation examines project structure, organization, and factors that contributed to cost increases from the initial $2.5 billion estimate to the final $14.8 billion. It aims to identify techniques for improving cost estimation and management of large infrastructure projects.
The document discusses the 5 principles of team leadership for project success according to Thomas Juli. The principles are: 1) Build a common project vision, 2) Nurture collaboration, 3) Promote team performance, 4) Cultivate team learning, and 5) Ensure the team delivers results. For each principle, Juli outlines steps leaders can take to implement that principle and help ensure project success. The overall message is that effective team leadership is crucial for guiding a project to successful completion.
The document summarizes a Project Management Interactive Learning Sim presented at a 2009 PM Challenge. The sim was designed by Ventana Systems for NASA to emphasize the need for project managers to have good data. It simulates developing a human-rated rocket, allowing users to assume the role of project manager. To succeed, users must control staffing and design to ensure less than 20% failure risk and complete design work. Higher levels require understanding how redesigns affect prior work and guessing the final payload mass early on.
This document discusses challenges in managing NASA's Small Business Innovation Research (SBIR) program. It provides an overview of NASA's SBIR implementation including its focus areas of technology, innovation, and partnerships. It also outlines Congress' goals for the SBIR program to stimulate technological innovation, meet federal research needs through small businesses, and increase commercialization. The document summarizes the multi-phase SBIR process and challenges with technology infusion into NASA programs and commercial markets. It promotes engagement between NASA programs and small businesses to facilitate technology development and adoption.
The Coast-to-Coast Ground and Mission Operations Systems Integration Group was formed in 2006 to provide horizontal and vertical integration across the Constellation Program. Since then, the group has undergone leadership changes and organizational transfers but has relied on virtual collaboration tools to effectively communicate and work together from different locations. This document discusses how the group uses tools like email, teleconferences, an online wiki site and virtual meetings to collaborate and achieve their goals in an integrated manner despite being geographically dispersed.
This document provides an architectural analysis of the CraneFoot pedigree visualization software. It presents various views of the CraneFoot architecture, including a conceptual view describing the core functionality and components at a high level, a structural view depicting the static structure and dependencies of subsystems and components, and a behavioral view outlining the general workflow. The analysis was conducted through a process of acquiring domain knowledge, understanding the tool's inputs and outputs, and extracting views from the source code. The views are intended to document the architecture and support understanding, evaluation, and potential changes to CraneFoot.
Keynote presentation delivered at a March 13th event titled "Agility Across the Enterprise." The event was sponsored by BMC Software, Rally Software, and the Eliassen Group.
The presentation tells the story of a journey towards Agility from my own perspective working in BMC Software's IT Group. We were able to scale our productivity exponentially using the Agile methodology and DevOps practices & toolsets.
The document discusses key concepts in software engineering including software-intensive systems, software processes, process models, costs of software development, attributes of good software, and challenges facing software engineering. It defines software, software engineering, differences between software engineering and computer science/system engineering. It also explains computer-aided software engineering and the high costs associated with testing and maintenance.
Requirements development and management involves defining requirements at different levels in a hierarchy. This includes allocating higher-level requirements to lower levels and ensuring traceability between levels. Proper allocation and traceability helps identify issues like requirements being at the wrong level or lower-level requirements that cannot be justified by higher ones. It involves defining requirements for an overall system and then allocating them to subsystems and components at lower levels.
Discover DoDAF problems early in the lifecycle with model executionGraham Bleakley
How to develop DoDAF architectures that are executable, providing verification of understanding of architecture requirements and validating architecture interfaces.
Modelling is based upon the UPDM 2.1 profile as implemented in IBMs Rhapsody Tool.
The document discusses software quality and defines key aspects:
- It explains the importance of software quality for users and developers.
- Qualities like correctness, reliability, efficiency are defined.
- Methods for measuring qualities like ISO 9126 standard are presented.
- Quality is important throughout the software development process.
- Both product quality and process quality need to be managed.
[AgileCMMI] Practical Experience Report: Application of Project Management ar...davidobama
The Capability Maturity Model Integration (CMMI) has been broadly used for assessing organizational maturity and process capability throughout the world. Although most of the customers give priority to CMMI certified organizations over others for guaranteeing the quality, the nature of their rapid market change can no longer accept heavyweight plans, requirements specification, change requests, contract negotiation, and other documentation. Moreover, the rapid change in information technology has caused increasing the frustration more, especially that there are new competitors started using lightweight processes that invite to customer collaboration over contract negotiation and working software over comprehensive documentation that is called “Agile” methodologies that have been adopted to tackle this challenge. Agile development methods and CMMI are often perceived to be at odds with each other. In fact, it’s possible to embrace both to dramatically improve business performance. This paper focuses on the verification of implementing CMMI Project Management process areas in agile organizations based on a real and practical experience in Agile and CMMI successful projects.
The authors are going to share their practical experiences in interpreting the CMMI model's project management practices in an Agile environment to address the model intent and not compromising on the credibility or value of the practices.
From http://www.ndia.org/meetings/0110
and http://www.agilecmmi.blogspot.com
The document describes the architectural design of the National Online Examination System developed by CDAC Noida.
The system was designed to be robust, fault tolerant, secure, scalable and adaptive to conduct online examinations across India. It uses open source technologies like Flex, Spring, Hibernate and Terracotta.
The architecture has three main tiers - the presentation tier uses Flex to create a rich internet application, the business tier uses Spring for its advantages over EJB and to separate cross-cutting concerns through aspect orientation. The data tier uses Hibernate for object-relational mapping and data access. Terracotta provides clustering for high availability and performance.
The document describes the architectural design of the National Online Examination System developed by CDAC Noida.
The system was designed to be highly scalable, secure, and fault tolerant to administer online exams across India. It utilizes open source technologies like Flex, Spring, Hibernate, and Terracotta.
The architecture includes a presentation tier using Flex for the user interface, a business tier using Spring for transaction management and security, and an object-relational mapping tier using Hibernate to integrate with the database. Terracotta is used to provide clustering for high availability and throughput.
Axsys Technologies provides software development services using a systematic SDLC model. They have competence in various technologies like .NET, Java, PHP, and tools like Visual Studio.NET, Microsoft SharePoint. They have developed applications in domains like banking, travel, and disaster management. Axsys has infrastructure like a dedicated offshore development center and uses project management tools like Basecamp.
The challenges and opportunities in open source reuseIvica Crnkovic
The document discusses challenges and opportunities in open source software reuse. It describes different approaches to software reuse such as design patterns, component-based development, program libraries, application product lines, and model-based development. The document also discusses systematic reuse through application and domain engineering. Overall, the document outlines techniques for reusing open source software components in system development and identifies requirements, design, implementation, and application integration as key areas that present challenges.
A Software Factory Integrating Rational Team Concert and WebSphere toolsProlifics
Speakers: Greg Hodgkinson, Prolifics; Andre Tost, IBM
Description: Getting any software development team to effectively scale to meet the needs of a large integration project is actually harder than it sounds. For a large Automotive Retailer based in Florida, this is exactly what they needed to do. They needed a large amount of integration to be built between their brand new Point of Sales system and their new SAP back-end. In this session, you will hear about how tools such as Rational Software Architect and WebSphere Message Broker Toolkit were integrated with a Rational Team Concert-based development environment to set up super efficient software factory employing techniques such as Model-Driven Development and Continuous Integration to help this retailer keep their customers’ wheels on the road.
Software performance simulation strategies for high-level embedded system designMr. Chanuwan
This document discusses software performance simulation strategies for high-level embedded system design. It introduces instruction set simulators (ISSs), which are accurate but slow. It also discusses binary-level simulation (BLS) and source-level simulation (SLS), which are faster approaches based on native execution. The document proposes a new approach called intermediate source code instrumentation based simulation (iSciSim) that aims to achieve high accuracy, speed, and low complexity for system-level design space exploration.
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 describes how Project Web Access provides customized views and reports for management, customers, and team members to collaborate and stay informed. It also summarizes Jacobs' customization investments in templates and modules tailored for NASA processes.
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.
This document is a master's thesis that examines best practices for managing agile software development projects. It discusses traditional and agile development methodologies like Scrum and Extreme Programming (XP). It also analyzes three case studies of agile projects and evaluates tools to support agile development. The thesis concludes that adopting a methodology fully and using communication tools are keys to agile success.
This document discusses software project management and estimation techniques. It covers:
- Project management involves planning, monitoring, and controlling people and processes.
- Estimation approaches include decomposition techniques and empirical models like COCOMO I & II.
- COCOMO I & II models estimate effort based on source lines of code and cost drivers. They include basic, intermediate, and detailed models.
- Other estimation techniques discussed include function point analysis and problem-based estimation.
This document presents a model for evaluating the availability of automotive software architectures. The model is implemented as a reasoning framework in the ArchE architecture expert system. The model analyzes how effective watchdog mechanisms are in improving system availability when failures occur. A watchdog is a separate processor that monitors the main CPU and triggers a reset if the CPU fails. The model allows architects to quantitatively analyze how well their design meets availability requirements and identifies improvements to better handle failures.
The document provides a summary of an experienced software engineer with over 10 years of experience in systems engineering, real-time software development, testing and project consulting. The engineer has expertise in model-based development, systems engineering, testing and collaboration tools from IBM Rational. Several projects are summarized involving development of combat management systems, model-based systems engineering, model-driven development, collaborative lifecycle management and static analysis.
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.
Monitoring and Managing Anomaly Detection on OpenShift.pdfTosin Akinosho
Monitoring and Managing Anomaly Detection on OpenShift
Overview
Dive into the world of anomaly detection on edge devices with our comprehensive hands-on tutorial. This SlideShare presentation will guide you through the entire process, from data collection and model training to edge deployment and real-time monitoring. Perfect for those looking to implement robust anomaly detection systems on resource-constrained IoT/edge devices.
Key Topics Covered
1. Introduction to Anomaly Detection
- Understand the fundamentals of anomaly detection and its importance in identifying unusual behavior or failures in systems.
2. Understanding Edge (IoT)
- Learn about edge computing and IoT, and how they enable real-time data processing and decision-making at the source.
3. What is ArgoCD?
- Discover ArgoCD, a declarative, GitOps continuous delivery tool for Kubernetes, and its role in deploying applications on edge devices.
4. Deployment Using ArgoCD for Edge Devices
- Step-by-step guide on deploying anomaly detection models on edge devices using ArgoCD.
5. Introduction to Apache Kafka and S3
- Explore Apache Kafka for real-time data streaming and Amazon S3 for scalable storage solutions.
6. Viewing Kafka Messages in the Data Lake
- Learn how to view and analyze Kafka messages stored in a data lake for better insights.
7. What is Prometheus?
- Get to know Prometheus, an open-source monitoring and alerting toolkit, and its application in monitoring edge devices.
8. Monitoring Application Metrics with Prometheus
- Detailed instructions on setting up Prometheus to monitor the performance and health of your anomaly detection system.
9. What is Camel K?
- Introduction to Camel K, a lightweight integration framework built on Apache Camel, designed for Kubernetes.
10. Configuring Camel K Integrations for Data Pipelines
- Learn how to configure Camel K for seamless data pipeline integrations in your anomaly detection workflow.
11. What is a Jupyter Notebook?
- Overview of Jupyter Notebooks, an open-source web application for creating and sharing documents with live code, equations, visualizations, and narrative text.
12. Jupyter Notebooks with Code Examples
- Hands-on examples and code snippets in Jupyter Notebooks to help you implement and test anomaly detection models.
Programming Foundation Models with DSPy - Meetup SlidesZilliz
Prompting language models is hard, while programming language models is easy. In this talk, I will discuss the state-of-the-art framework DSPy for programming foundation models with its powerful optimizers and runtime constraint system.
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.
We will explore the capabilities of AI in understanding XML markup languages and autonomously creating structured XML content. Additionally, we will examine the capacity of AI to enrich plain text with appropriate XML markup. Practical examples and methodological guidelines will be provided to elucidate how AI can be effectively prompted to interpret and generate accurate XML markup.
Further emphasis will be placed on the role of AI in developing XSLT, or schemas such as XSD and Schematron. We will address the techniques and strategies adopted to create prompts for generating code, explaining code, or refactoring the code, and the results achieved.
The discussion will extend to how AI can be used to transform XML content. In particular, the focus will be on the use of AI XPath extension functions in XSLT, Schematron, Schematron Quick Fixes, or for XML content refactoring.
The presentation aims to deliver a comprehensive overview of AI usage in XML development, providing attendees with the necessary knowledge to make informed decisions. Whether you’re at the early stages of adopting AI or considering integrating it in advanced XML development, this presentation will cover all levels of expertise.
By highlighting the potential advantages and challenges of integrating AI with XML development tools and languages, the presentation seeks to inspire thoughtful conversation around the future of XML development. We’ll not only delve into the technical aspects of AI-powered XML development but also discuss practical implications and possible future directions.
Cosa hanno in comune un mattoncino Lego e la backdoor XZ?Speck&Tech
ABSTRACT: A prima vista, un mattoncino Lego e la backdoor XZ potrebbero avere in comune il fatto di essere entrambi blocchi di costruzione, o dipendenze di progetti creativi e software. La realtà è che un mattoncino Lego e il caso della backdoor XZ hanno molto di più di tutto ciò in comune.
Partecipate alla presentazione per immergervi in una storia di interoperabilità, standard e formati aperti, per poi discutere del ruolo importante che i contributori hanno in una comunità open source sostenibile.
BIO: Sostenitrice del software libero e dei formati standard e aperti. È stata un membro attivo dei progetti Fedora e openSUSE e ha co-fondato l'Associazione LibreItalia dove è stata coinvolta in diversi eventi, migrazioni e formazione relativi a LibreOffice. In precedenza ha lavorato a migrazioni e corsi di formazione su LibreOffice per diverse amministrazioni pubbliche e privati. Da gennaio 2020 lavora in SUSE come Software Release Engineer per Uyuni e SUSE Manager e quando non segue la sua passione per i computer e per Geeko coltiva la sua curiosità per l'astronomia (da cui deriva il suo nickname deneb_alpha).
AI-Powered Food Delivery Transforming App Development in Saudi Arabia.pdfTechgropse Pvt.Ltd.
In this blog post, we'll delve into the intersection of AI and app development in Saudi Arabia, focusing on the food delivery sector. We'll explore how AI is revolutionizing the way Saudi consumers order food, how restaurants manage their operations, and how delivery partners navigate the bustling streets of cities like Riyadh, Jeddah, and Dammam. Through real-world case studies, we'll showcase how leading Saudi food delivery apps are leveraging AI to redefine convenience, personalization, and efficiency.
UiPath Test Automation using UiPath Test Suite series, part 6DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 6. In this session, we will cover Test Automation with generative AI and Open AI.
UiPath Test Automation with generative AI and Open AI webinar offers an in-depth exploration of leveraging cutting-edge technologies for test automation within the UiPath platform. Attendees will delve into the integration of generative AI, a test automation solution, with Open AI advanced natural language processing capabilities.
Throughout the session, participants will discover how this synergy empowers testers to automate repetitive tasks, enhance testing accuracy, and expedite the software testing life cycle. Topics covered include the seamless integration process, practical use cases, and the benefits of harnessing AI-driven automation for UiPath testing initiatives. By attending this webinar, testers, and automation professionals can gain valuable insights into harnessing the power of AI to optimize their test automation workflows within the UiPath ecosystem, ultimately driving efficiency and quality in software development processes.
What will you get from this session?
1. Insights into integrating generative AI.
2. Understanding how this integration enhances test automation within the UiPath platform
3. Practical demonstrations
4. Exploration of real-world use cases illustrating the benefits of AI-driven test automation for UiPath
Topics covered:
What is generative AI
Test Automation with generative AI and Open AI.
UiPath integration with generative AI
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Your One-Stop Shop for Python Success: Top 10 US Python Development Providersakankshawande
Simplify your search for a reliable Python development partner! This list presents the top 10 trusted US providers offering comprehensive Python development services, ensuring your project's success from conception to completion.
HCL Notes und Domino Lizenzkostenreduzierung in der Welt von DLAUpanagenda
Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-und-domino-lizenzkostenreduzierung-in-der-welt-von-dlau/
DLAU und die Lizenzen nach dem CCB- und CCX-Modell sind für viele in der HCL-Community seit letztem Jahr ein heißes Thema. Als Notes- oder Domino-Kunde haben Sie vielleicht mit unerwartet hohen Benutzerzahlen und Lizenzgebühren zu kämpfen. Sie fragen sich vielleicht, wie diese neue Art der Lizenzierung funktioniert und welchen Nutzen sie Ihnen bringt. Vor allem wollen Sie sicherlich Ihr Budget einhalten und Kosten sparen, wo immer möglich. Das verstehen wir und wir möchten Ihnen dabei helfen!
Wir erklären Ihnen, wie Sie häufige Konfigurationsprobleme lösen können, die dazu führen können, dass mehr Benutzer gezählt werden als nötig, und wie Sie überflüssige oder ungenutzte Konten identifizieren und entfernen können, um Geld zu sparen. Es gibt auch einige Ansätze, die zu unnötigen Ausgaben führen können, z. B. wenn ein Personendokument anstelle eines Mail-Ins für geteilte Mailboxen verwendet wird. Wir zeigen Ihnen solche Fälle und deren Lösungen. Und natürlich erklären wir Ihnen das neue Lizenzmodell.
Nehmen Sie an diesem Webinar teil, bei dem HCL-Ambassador Marc Thomas und Gastredner Franz Walder Ihnen diese neue Welt näherbringen. Es vermittelt Ihnen die Tools und das Know-how, um den Überblick zu bewahren. Sie werden in der Lage sein, Ihre Kosten durch eine optimierte Domino-Konfiguration zu reduzieren und auch in Zukunft gering zu halten.
Diese Themen werden behandelt
- Reduzierung der Lizenzkosten durch Auffinden und Beheben von Fehlkonfigurationen und überflüssigen Konten
- Wie funktionieren CCB- und CCX-Lizenzen wirklich?
- Verstehen des DLAU-Tools und wie man es am besten nutzt
- Tipps für häufige Problembereiche, wie z. B. Team-Postfächer, Funktions-/Testbenutzer usw.
- Praxisbeispiele und Best Practices zum sofortigen Umsetzen
Unlock the Future of Search with MongoDB Atlas_ Vector Search Unleashed.pdfMalak Abu Hammad
Discover how MongoDB Atlas and vector search technology can revolutionize your application's search capabilities. This comprehensive presentation covers:
* What is Vector Search?
* Importance and benefits of vector search
* Practical use cases across various industries
* Step-by-step implementation guide
* Live demos with code snippets
* Enhancing LLM capabilities with vector search
* Best practices and optimization strategies
Perfect for developers, AI enthusiasts, and tech leaders. Learn how to leverage MongoDB Atlas to deliver highly relevant, context-aware search results, transforming your data retrieval process. Stay ahead in tech innovation and maximize the potential of your applications.
#MongoDB #VectorSearch #AI #SemanticSearch #TechInnovation #DataScience #LLM #MachineLearning #SearchTechnology
Ivanti’s Patch Tuesday breakdown goes beyond patching your applications and brings you the intelligence and guidance needed to prioritize where to focus your attention first. Catch early analysis on our Ivanti blog, then join industry expert Chris Goettl for the Patch Tuesday Webinar Event. There we’ll do a deep dive into each of the bulletins and give guidance on the risks associated with the newly-identified vulnerabilities.
Driving Business Innovation: Latest Generative AI Advancements & Success StorySafe Software
Are you ready to revolutionize how you handle data? Join us for a webinar where we’ll bring you up to speed with the latest advancements in Generative AI technology and discover how leveraging FME with tools from giants like Google Gemini, Amazon, and Microsoft OpenAI can supercharge your workflow efficiency.
During the hour, we’ll take you through:
Guest Speaker Segment with Hannah Barrington: Dive into the world of dynamic real estate marketing with Hannah, the Marketing Manager at Workspace Group. Hear firsthand how their team generates engaging descriptions for thousands of office units by integrating diverse data sources—from PDF floorplans to web pages—using FME transformers, like OpenAIVisionConnector and AnthropicVisionConnector. This use case will show you how GenAI can streamline content creation for marketing across the board.
Ollama Use Case: Learn how Scenario Specialist Dmitri Bagh has utilized Ollama within FME to input data, create custom models, and enhance security protocols. This segment will include demos to illustrate the full capabilities of FME in AI-driven processes.
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1. Spacecraft Software Engineering Branch/ER6
The CMMI Models
in
Oversight of Space Flight Software
Development
Liz Strassner
Lead, Software Process & Process Management Group
David Retherford
Sr. Software and Systems Engineer/ERC
Spacecraft Software Engineering Branch
NASA/JSC
Used with permission
2. Agenda
Spacecraft Software Engineering Branch/ER6
Introduction
Selection of CMMI Models for Spacecraft Software Engineering Branch
NASA Surveillance Strategies
Project Orion Surveillance Strategies
Orion Software Oversight
CMMI Maturity Level 2 Rating on Oversight
Who are we
What we did to earn CMMI Level 2
Trials & Tribulations of Software Oversight
What we are doing now
2/22/2010
2
3. Spacecraft Software Engineering & CMMI Models
Spacecraft Software Engineering Branch/ER6
We evaluated the three CMMI models (CMMI-ACQ, CMMI-SVC, & CMMI-
DEV) for applicability to our work
CMMI-SVC was discovered to be completely non-applicable
IT support help desk; Pizza delivery service
Oversight of a contract doesn’t meet the intent of “service” in this model
CMMI-ACQ was reviewed for applicability in a SCAMPI B
NASA/JSC organizational structure caused some goals to be completely out of
scope of the organization
We were fully compliant with goals and practices that were in scope of the organization
The model does not allow goals to be out of scope
CMMI-DEV
Software development work was obviously in scope
Software oversight is also in scope, but needs to be looked at from a systems
engineering perspective
Software oversight on a 30 year project is never-ending so needs to be broken
into smaller projects
2/22/2010
3
4. Selection of CMMI Model & Projects
Spacecraft Software Engineering Branch/ER6
Based on our experience with the SCAMPI B, we chose to go for a
CMMI Maturity Level 2 rating under the CMMI-DEV model
Selecting projects was an interesting experience
Software Development Projects
Many active software development projects to select from
A long history of flight software development projects from the former
Flight Software Branch that was merged into Spacecraft Software
Engineering Branch
Software Oversight
Role is significantly different than in the Shuttle or ISS Programs
Lead appraiser insisted that we have at least one project in this area
because of the large focus in the organization on oversight
Chose to create sub-projects out of milestone reviews
Software Requirements Review for SCAMPI B
“System PDR & Software Spiral Review" for SCAMPI A
2/22/2010
4
5. NASA Surveillance Strategies (From COTR Refresher Training 2-18-
2008)
Basic strategies: insight, oversight, or hybrid
Spacecraft Software Engineering Branch/ER6
Insight: relies on performance requirements & metrics. Use a
minimum set of product/process data to give adequate visibility into
the integrity of the product/process.
Contractor assumes more responsibility & accountability
Government steps back, evaluates deliverables & existing contractor
processes—not day-to-day close monitoring
Appropriate strategy for contracts with little cost risk, clearly-defined
products/services, & confidence in proven contractor performance
Oversight: rely on NASA-imposed product specification’s & process
controls, MIL standards, mandatory inspection points, etc. Intrusive
monitoring at contractor’s plant, & in-line NASA involvement in
contract work.
Appropriate strategy when NASA is assuming the liability for
performance or quality; when we determine oversight is necessary to
mitigate performance risk; or when the contractor is unproven
2/22/2010
5
6. Project Orion Surveillance
Spacecraft Software Engineering Branch/ER6
The Orion Contract as a whole uses the hybrid approach to
surveillance with pre-declared oversight in high risk areas
Building a space vehicle is high risk so the contract is Cost Plus Award
Fee (CPAF) type
Very extensive DRD requirements for insight
Software was pre-declared as a major risk item by the Agency, so
oversight of software was planned and scheduled
Joint NASA-Contractor Risk Board
Insight for Software
All of the NPR 7150.2 chapter 5 requirements exist as individual DRDs
CMMI Maturity Level 3 was levied on all software development
organizations
2/22/2010
6
7. Software Oversight of Orion
Spacecraft Software Engineering Branch/ER6
Oversight for Software
NASA co-chairs all boards and panels
Every Contractor functional area lead has a NASA counterpart
NASA participates in ALL software working groups
NASA has signature authority on all major software deliveries including
the Software Development Plan
NASA has an internal software test environment
NPR 7150.2 NASA Software Engineering levied on contract in its
entirety
NASA Standard 7009(I) Models & Simulations Standard levied on
contract in its entirety
NASA Software Assurance and Safety Standards levied on contract in a
“cut and paste” method into the contract (DRD CEV-S-001)
Constellation Software documents also levied by the “cut and paste”
method or by reference to specific sections or paragraphs of the CxP
document
2/22/2010
7
9. Spacecraft Software Engineering Branch
Spacecraft Software Engineering Branch/ER6
Spacecraft Software Engineering
Branch
Orion Flight Software System
Manager
Orion Recon System Manager
Orion Vehicle Systems
Management Manager
Altair Lead
Process & Process Management
Test & Verification Group GFE Group Technology Group Systems Engineering Group
Group
2/22/2010
9
11. NASA Orion Software Team Organization
Spacecraft Software Engineering Branch/ER6
Orion Software Manger is part of the Orion Project Office
Everyone below that level is matrixed out of Engineering organizations
at JSC, Ames, GRC, and LaRC
Frank Delgado/ER6 is the Flight Software System Manager and leads
the multicenter flight software team
Neil Townsend/ER6 is the Reconfiguration System Manager and leads
the multicenter software process and process management team
The Spacecraft Software Engineering Branch and the Orion Software
Team are approximately the same size and have a large overlap.
Orion
Software Spacecraft
Team Software
Engineering
Branch
2/22/2010
11
12. Year One – Baby Steps
Spacecraft Software Engineering Branch/ER6
Organization was very small
Only function was Orion oversight
Responsible for Orion Vehicle System Management (Class A)
Responsible for in-house flight software development environment for
all Orion software oversight (Class D & E)
Interviewed all employees to find out how they did their work
Wrote processes based on the “how they did their work”
Assumed no higher level organizational processes affected oversight
At a conceptual level, we did not have any problem mapping the
CMMI Specific Goals and Practices to processes
Late in the year, Orion Software Manager function moved here in
addition to Vehicle System Manager and the branch grew
2/22/2010
12
13. Year Two – Chaos Reigns
Former Flight Software Branch merged into the branch as one of
Spacecraft Software Engineering Branch/ER6
many steps JSC Engineering took to focus software
Brought in several GFE Flight Software Development projects, most in
maintenance and operations phase already CMMI Level 2 compliant
Consolidated all JSC Orion software oversight personnel
Brought in methodology for meeting Generic Goals and Practices useful
for all projects
GFE Projects must follow extensive higher level organizational
processes
New Branch Chief assigned
Perfect storm
Policies and processes for oversight crashed into GFE flight software
policies & processes
Previous branch-only view had to be extended to reflect division and
directorate infrastructure
New branch chief had new goals and expectations
2/22/2010
13
14. Year Two – Coming out of Chaos
Spacecraft Software Engineering Branch/ER6
CMMI Consultation
Bill Pierce provided advise on how to structure projects for oversight and
methods to apply CMMI practices to an oversight project
Selected projects: 1) Class A development, 2) Class D
development/acquisition, 3) Class A-E oversight
The former Intelligent Systems Branch was merged into Spacecraft
Software Engineering Branch
Primarily Class E research and technology software
SCAMPI B
Newly acquired projects from the recent merger were excluded
Uncovered a problem with PPQA
Discovered that we still had disconnects in applicability of division and
directorate policies and processes
Determined that our SwRR Oversight project was mis-scoped
Appraiser direction was to do better for PDR
2/22/2010
14
15. Year 3 – Success!
Spacecraft Software Engineering Branch/ER6
Solved PPQA problem temporarily by returning to original resources
Orion PDR slipped significantly, so best we could do was “plan” for
PDR without any action past that
Appraiser decided to merge our SwRR Project and our start of the PDR
Project into a single “Software Oversight” project for the purpose of the
SCAMPI A
Allowed us to show that we learned from SwRR and incorporated those
lessons into the PDR planning activities
Since all our development projects were new, we had to pull in an
old (CMMI L2 rated) project that was in maintenance to ensure end
of lifecycle coverage
This end of lifecycle coverage would be a problem for any new
organization
2/22/2010
15
17. Orion Software Spiral Review – Overview
Spacecraft Software Engineering Branch/ER6
Meet diverse set of goals & requirements
Orion project
SW Management Plan (CxP 72099)
Need to plan component-level PDR activities for LM SW Spiral
delivery
Follow general flow of Orion system PDR (CxP 72212)
Spacecraft Software Engineering Branch
Demonstrate an oversight project meeting CMMI ML 2
Agency
Software engineering requirements (NPR 7150.2)
Systems/project requirements (NPR 7123.1)
CMMI Dev 1.2
Demonstrate that oversight project can meet ML 2 SPs & GPs
2/22/2010
17
18. Software Oversight – Changes in Attitude
Spacecraft Software Engineering Branch/ER6
Requires an orthogonal change of view of
Requirements
Configuration Management
Evaluation & assessment vs. technical development
Requirements
Technical requirements of contractor product (e.g. spacecraft) differ from
oversight
As part of project tasks may influence or evaluate technical requirements
Actual oversight project requirement is to review products (e.g. SRS) ,
generate comments
Separation of concerns
Technical requirement development vs. oversight activities
2/22/2010
18
20. Orion PDR Flow – High Level Overview
PDR Plan & Kickoff
Spacecraft Software Engineering Branch/ER6
• PDR Ground Rules & POD
• PDR Review Process
• PDR RID Process
Subsystem Design Reviews (SSDR)
• Subsystem Specifications & IRDs
• Subsystem Design Data Books
• Subsystem Specific Design & Requirements Review Presentations
System & Module Review
• Subsystem Rollups
• System Specifications and Design Review Presentations
System PDR
• RID Process
• RID Screening, Review, & Dispositions
• PDR Pre-board & Board
Software PDR
• Specification & Design Tech/Peer Review Process
• SW Artifact Release and RID Process
• SW RID Screening, Review, & Disposition
• SW PDR Pre-board & Board
2/22/2010
20
21. Oversight Project – CMMI Model
Spacecraft Software Engineering Branch/ER6
CMMI Maturity Level 2 process areas for oversight
7 PA’s – PP, PMC, REQM, CM, PPQA, MA, SAM
CMMI Maturity Level 2 process area emphasis on managing project
Planning project, process, and products
Monitor & control project
2/22/2010
21
22. Spiral Review Project – CMMI Process Areas
Spacecraft Software Engineering Branch/ER6
Project Planning (PP) compliance
Develop project life cycle and Evaluate team assessment
process products
Document in project plan Configuration Management
Project Monitoring and (CM)
Control (PMC) NASA ICE/Windchill area for
Track team participation in document storage
contractor reviews Measurement and Analysis
Team assessment of reviews (MA)
Requirements Management Metrics for effort and effort per
(REQM) review/document
Screen/review requests from Supplier Agreement
Project Office or Branch Management (SAM)
Management Contractors part of Orion SW
Product & Process Quality team
Assurance (PPQA) Use division process for
Evaluate team process engineering service support
2/22/2010
22
23. Basic Software Oversight Requirements
Spacecraft Software Engineering Branch/ER6
Not the same as the product technical requirements
What ‘we’ must do to demonstrate
Contractor development of software technical baseline
Accomplished proper oversight of contractor
Assure adequacy of contractor efforts and products
As an oversight team we must
Review contractor technical efforts (requirements & design)
Generate comments/RIDs
Attend technical and peer reviews
Evaluate software product quality and maturity
Within known (agreed to) constraints
Basically – our requirements are:
To provide a set of software engineering services to Orion project
Engineering involvement and assessment
2/22/2010
23
24. Software PDR Oversight Lifecycle
Spacecraft Software Engineering Branch/ER6
Not traditional SW lifecycle – no actual SW being produced
Formulate and initiate the project/process (Inception)
Execute the plan/process (Execution)
Finish the project & baseline (Closeout)
Product/artifact data
Assessment/evaluation vs. SRS/IRD
Configuration Management
Oversight project artifacts, not contractor technical artifacts
2/22/2010
24
25. Oversight Phases
Spacecraft Software Engineering Branch/ER6
Inception Closeout
Define project lifecycle and Formal review release
organization RID inputs
Define review process(es) and RID review/screening
boards
RID dispositions
Define NASA technical and
SW Spiral Pre-board
management roles
SW Spiral board
Generate project plan
Artifact update/re-release
And away we go…
Execution
Monitor contractor software
development efforts
Review artifacts, generate
comments, attend reviews,
attend disposition and solution
meetings
2/22/2010
25
26. Process Area Considerations
Spacecraft Software Engineering Branch/ER6
PPQA REQM
No software artifacts (e.g. SRS, SDD, Oversight requirements NOT the
source code, etc.) same as technical product
Process and assessment report Activity and evaluation/assessment
focused based
Use outside organization – provide “The software shall do this …..” vs.
independent assessment “The project shall participate in
technical reviews.”
M&A
Control/manage between Orion SW
No technical measures (e.g. Mgr & Av&SW Project Office
SLOCs, etc.)
PP
Effort/product based
Project “within a project”
Hrs/review
Predetermined schedule
No. comments
Orion project/contractor level
Assessments
Completion
Quality
2/22/2010
26
27. SW Spiral Review – CMMI Appraisal Nuggets
Spacecraft Software Engineering Branch/ER6
Double vision syndrome KISS
Easy to get cross-eyed over Keep oversight plan, processes,
apparent identical areas between and tasks simple
LM and NASA oversight project Simple data/configuration
CMMI model vs. NASA management method
engineering focus Only controlling documents
Ex.: CM – whose CM? LM Reasonable/simple plan and
Project Link vs. NASA ICE process description results in
Ex.: Requirements management Effective CMMI Maturity Level
– Oversight project requirements 2 compliance
vs. contractor project technical
requirements
Project within a project
Scope focus very tight for
oversight project – milestone
based
Other work did not stand still
2/22/2010
27
28. Typical Review Process
Spacecraft Software Engineering Branch/ER6
Perform Tech
Review
Product Owner
SFM/SWE Perform Peer
Review Disposition
Product
Product Comments
Comments
Initial attempt to use SE process to describe & define process
oversight
Ex.: Use case diagram to represent project process for technical and peer
reviews
Each use case may breakdown and be described in project plan for each
specific process
Value of approach is still being evaluated (may refine for next version &
evaluate for improvement)
2/22/2010
28
30. Next Steps
Spacecraft Software Engineering Branch/ER6
New Project – Software Process Improvement Project
Among other things, earn CMMI Maturity Level 3 by April 2011
Requires major culture change to implement OT, OPF, & OPD
Orion Software PDR Project
Continues to evolve
Creating checklists to further refine measures from reviews
Expect to learn enough to provide guidance to development projects on
Planning and scheduling peer reviews
Planning and scheduling milestone reviews
Expect confusion in implementing PI, VAL, VER, and TS because our
products are brain-power related rather than code
2/22/2010
30