This document discusses proactively reducing risks in NASA shuttle ground operations. It outlines a methodology using influence chain mapping to analyze past mishaps and identify recurring contributing factors. Eight top risk reduction opportunities were identified from the aggregate data analysis. System-level risk reduction actions were then developed and include performance self-assessments, "Do Not Use or Operate" tags, systems training for loaned personnel, and risk assessment enhancements. The goal is to continue proactively reducing risks through the remaining shuttle flights.
This document provides an agenda and summaries for an Eagle Battalion sync meeting on 28 August 2012. The agenda covers personnel updates from each company as well as upcoming training events over the next few weeks, including land navigation training, physical training, and a field training exercise at Fort Gordon. It also includes statistics on battalion attendance and upcoming instructor details for military science level labs focused on tactics.
The document provides an agenda and details for an Eagle Battalion sync meeting on May 1st 2012. Key topics include personnel updates from each company, weather forecasts, and upcoming events like a Savannah commissioning on May 4-5th and a baseball appreciation day on May 5th. The battalion is scheduled to conduct counseling, squad situational training exercises for MSIII students, and the baseball appreciation day during the period of April 30th to May 6th.
This document provides an agenda and summaries for an Eagle Battalion sync meeting on 28 August 2012. The agenda covers personnel updates from each company as well as upcoming training events over the next few weeks, including rifle PT, land navigation labs, and an FTX at Fort Gordon. Statistics on battalion strength and company attendance are presented. Upcoming operations like CWST, PT, and labs are outlined with timelines, uniforms, and objectives to prepare cadets for tasks and build their physical abilities.
The document discusses challenges faced by inventors and innovators in getting their ideas adopted. Some key points:
1) Innovators often face resistance from organizations wedded to the status quo, as change threatens existing structures and ways of doing things. Initiating change is difficult and risky.
2) Inventors do not always make good product champions, as they tend to be independent thinkers who do not easily fit into organizational hierarchies. Their temperaments are not always suited for commercialization efforts.
3) Cultural influences within companies and industries can inhibit innovation, as existing success breeds complacency and risk aversion. Breakthroughs are less likely to emerge from tightly controlled environments.
4) While
This document discusses 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
Risk management is a key program control function that requires an environment fostering open discussion of challenges. Prior programs provide lessons on effective practices like engaged leadership, clear communication across all levels, comprehensive training, well-defined processes, and usable risk management tools. These elements encourage accurate identification and handling of risks to contribute to mission success.
This document discusses contracts and requirements. It provides definitions of key contract terms from sources like Aristotle and the Bible. It outlines different types of contracts like firm-fixed-price, cost-plus-fixed-fee, and fixed-price incentive contracts. It discusses how to form contracts and get requirements. It also addresses historical questions for a source board process, working without a contract, and ways to get out of a contract while providing background and addressing damages. The document draws from a variety of sources to discuss contracts and contracting principles.
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.
This document provides an agenda and summaries for an Eagle Battalion sync meeting on 28 August 2012. The agenda covers personnel updates from each company as well as upcoming training events over the next few weeks, including land navigation training, physical training, and a field training exercise at Fort Gordon. It also includes statistics on battalion attendance and upcoming instructor details for military science level labs focused on tactics.
The document provides an agenda and details for an Eagle Battalion sync meeting on May 1st 2012. Key topics include personnel updates from each company, weather forecasts, and upcoming events like a Savannah commissioning on May 4-5th and a baseball appreciation day on May 5th. The battalion is scheduled to conduct counseling, squad situational training exercises for MSIII students, and the baseball appreciation day during the period of April 30th to May 6th.
This document provides an agenda and summaries for an Eagle Battalion sync meeting on 28 August 2012. The agenda covers personnel updates from each company as well as upcoming training events over the next few weeks, including rifle PT, land navigation labs, and an FTX at Fort Gordon. Statistics on battalion strength and company attendance are presented. Upcoming operations like CWST, PT, and labs are outlined with timelines, uniforms, and objectives to prepare cadets for tasks and build their physical abilities.
The document discusses challenges faced by inventors and innovators in getting their ideas adopted. Some key points:
1) Innovators often face resistance from organizations wedded to the status quo, as change threatens existing structures and ways of doing things. Initiating change is difficult and risky.
2) Inventors do not always make good product champions, as they tend to be independent thinkers who do not easily fit into organizational hierarchies. Their temperaments are not always suited for commercialization efforts.
3) Cultural influences within companies and industries can inhibit innovation, as existing success breeds complacency and risk aversion. Breakthroughs are less likely to emerge from tightly controlled environments.
4) While
This document discusses 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
Risk management is a key program control function that requires an environment fostering open discussion of challenges. Prior programs provide lessons on effective practices like engaged leadership, clear communication across all levels, comprehensive training, well-defined processes, and usable risk management tools. These elements encourage accurate identification and handling of risks to contribute to mission success.
This document discusses contracts and requirements. It provides definitions of key contract terms from sources like Aristotle and the Bible. It outlines different types of contracts like firm-fixed-price, cost-plus-fixed-fee, and fixed-price incentive contracts. It discusses how to form contracts and get requirements. It also addresses historical questions for a source board process, working without a contract, and ways to get out of a contract while providing background and addressing damages. The document draws from a variety of sources to discuss contracts and contracting principles.
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.
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 Hypersonic Technology Experiment (HyTEx) was a multi-center, multi-agency project that demonstrated hypersonic flight. It involved broad technical expertise from NASA centers including Ames, Goddard, Langley, and Marshall as well as the Air Force Research Lab. The project achieved success through its core values of mutual respect and trust between team members, leadership that focused on influence rather than management, and fostering relationships through face-to-face meetings and social events.
The document describes a project management toolkit developed by NASA Glenn Research Center to help with space flight projects. The toolkit provides a collection of standardized project planning and management tools accessible through a web portal. It aims to facilitate rigorous and compliant project proposal, planning, execution, and control according to NASA requirements and best practices. The development of the operational toolkit was driven by a strategic goal of delivering project management excellence for successful customer missions.
Dr. Debbie Augustin presented on teams and team development. She discussed Tuckman's stages of team development, which include forming, storming, norming, and performing. During the storming stage, teams experience competition, conflict over leadership, and strained relationships as members work through issues. Leaders should facilitate conflict, encourage participation, and reinforce commitment to help teams progress through this crucial stage.
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.
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.
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.
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 document discusses how the NASA Engineering and Safety Center (NESC) builds diverse, broad-based teams to address critical technical issues. The NESC forms teams comprised of experts from across NASA's 10 centers, as well as industry, academia, and other government agencies. This diversity of perspectives and experiences provides several agency-wide benefits, such as increasing knowledge sharing between centers, facilitating collaboration, and strengthening relationships. Broad-based teams help break down "information silos" that can exist between centers and encourage a more cohesive safety culture across NASA.
This document discusses NASA's vision for lunar exploration and utilization through commercial partnerships. It outlines three main goals: 1) Using the moon for exploration and technology development to support missions to Mars; 2) Conducting scientific observations of Earth and space from the moon; 3) Advancing scientific understanding of the moon's composition and evolution. The document proposes obtaining lunar data for NASA through commercial landers and payloads beginning in late 2011. This represents a shift from the traditional cost-plus contracting model to one where NASA partners with private companies on a fixed-price basis. International lunar missions from China, Japan, Europe, India, Russia, the UK, and South Korea are also summarized.
Carol scottcowartmcphillipspm challengefinalNASAPMC
The document summarizes NASA's Commercial Crew Program (CCP), which takes a non-traditional approach of partnering with commercial providers through Space Act Agreements (SAA) instead of traditional contracts. The goals of the program are to develop safe and cost-effective crew transportation to the International Space Station while facilitating partnerships between NASA and commercial partners. Key aspects of the program include using SAAs initially before transitioning to contracts, developing certification requirements, and providing oversight and insight into partner activities at appropriate levels throughout development and testing. The program aims to maximize efficiency and cost-effectiveness through competition between multiple partners.
KDP C is an important decision point for NASA projects where the agency decides whether to proceed to implementation and commits to a project's cost and schedule estimates. This panel discusses updated NASA processes to help ensure projects are on track for technical success within budget and schedule by KDP C. These include developing an integrated baseline, independent reviews, and documenting approvals and commitments in a decision memorandum to formalize support and establish external commitments. The integration of baseline development, independent checks, approval to proceed, and commitments is meant to help projects successfully complete implementation.
The document discusses the management of small secondary payloads, called CubeSats, on launch vehicles through the use of Poly Pico Orbital Deployers (PPODs). It provides the history of small satellite missions and challenges in managing auxiliary payloads. It describes studies conducted on integrating PPODs and outlines the PPOD design concept. It discusses opportunities for flying PPODs on upcoming missions and how risks to the primary payload will be analyzed and mitigated in order to manage PPODs as auxiliary payloads.
The document provides advice for creating successful NASA web sites, recommending that they be managed as projects with clear visions, requirements, and success metrics. Specifically, it advises aligning the site purpose with the organization's mission, ensuring timely content updates, assigning an editor-in-chief for oversight, and regularly measuring metrics to evaluate audience reach and results for iterative improvement. Common metrics include log analysis, surveys, and usability studies to understand user behavior and how it relates to the site's goals.
This document discusses how to launch a leadership revolution. It begins by noting that according to a recent poll, only 10% of employees look forward to going to work due to a lack of leadership. It then discusses the five levels of influence a leader must progress through - learning, performing, leading, developing leaders, and developing leaders who develop leaders. The document provides examples of leaders who exemplified each level, such as Theodore Roosevelt being a great learner, and discusses the personal growth and skills required to progress to higher levels of influence.
An agency-wide team studied alternative designs for the CEV avionics configuration to identify reliability, mass drivers, and the effect on vehicle mass. The team used an iterative risk-driven design approach starting with the simplest possible design and building up fault tolerance based on risk assessments. Safety and reliability analyses informed design trades to improve failure tolerance. The goal was to first make the design work, then make it safe by adding diverse backup systems, make it reliable by adding more redundancy, and ensure it was affordable. This approach provided rationale for design decisions and optimized the configuration based on risk within power and mass constraints.
The document discusses two NASA facility projects that used a renovation by replacement (RbR) approach:
1) The NASA Ames Sustainability Base project that achieved a 90% reduction in energy use and 87% reduction in water use through high-performance design.
2) The NASA Langley AOB1 project that will collocate leadership offices to improve collaboration.
Critical success factors for RbR projects include assembling the right team, establishing a common vision, making timely decisions, and understanding operational processes and funding streams.
The document compares the operational complexity and costs of the Space Shuttle versus the Sea Launch Zenit rocket. [1] The Space Shuttle was designed for performance but not operational efficiency, resulting in costly ground, mission planning, and flight operations. [2] In contrast, the Zenit rocket was designed from the start to have automated and robust processes to keep operations simple and costs low. [3] The key lesson is that designing a launch system with operational requirements in mind from the beginning leads to much more efficient operations long-term.
The document provides an overview of project management and procurement at NASA. It discusses the key skills required for project managers, including acquisition management. It notes that 80-85% of NASA's budget is spent on contracts, and procurement processes are complex and constantly changing. The document outlines some common contract types and how they allocate risk between the government and contractor. It also discusses the relationship between contracting officers and project managers, and how successful procurement requires effective communication rather than direct control or authority.
This document 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 Hypersonic Technology Experiment (HyTEx) was a multi-center, multi-agency project that demonstrated hypersonic flight. It involved broad technical expertise from NASA centers including Ames, Goddard, Langley, and Marshall as well as the Air Force Research Lab. The project achieved success through its core values of mutual respect and trust between team members, leadership that focused on influence rather than management, and fostering relationships through face-to-face meetings and social events.
The document describes a project management toolkit developed by NASA Glenn Research Center to help with space flight projects. The toolkit provides a collection of standardized project planning and management tools accessible through a web portal. It aims to facilitate rigorous and compliant project proposal, planning, execution, and control according to NASA requirements and best practices. The development of the operational toolkit was driven by a strategic goal of delivering project management excellence for successful customer missions.
Dr. Debbie Augustin presented on teams and team development. She discussed Tuckman's stages of team development, which include forming, storming, norming, and performing. During the storming stage, teams experience competition, conflict over leadership, and strained relationships as members work through issues. Leaders should facilitate conflict, encourage participation, and reinforce commitment to help teams progress through this crucial stage.
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.
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.
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.
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 document discusses how the NASA Engineering and Safety Center (NESC) builds diverse, broad-based teams to address critical technical issues. The NESC forms teams comprised of experts from across NASA's 10 centers, as well as industry, academia, and other government agencies. This diversity of perspectives and experiences provides several agency-wide benefits, such as increasing knowledge sharing between centers, facilitating collaboration, and strengthening relationships. Broad-based teams help break down "information silos" that can exist between centers and encourage a more cohesive safety culture across NASA.
This document discusses NASA's vision for lunar exploration and utilization through commercial partnerships. It outlines three main goals: 1) Using the moon for exploration and technology development to support missions to Mars; 2) Conducting scientific observations of Earth and space from the moon; 3) Advancing scientific understanding of the moon's composition and evolution. The document proposes obtaining lunar data for NASA through commercial landers and payloads beginning in late 2011. This represents a shift from the traditional cost-plus contracting model to one where NASA partners with private companies on a fixed-price basis. International lunar missions from China, Japan, Europe, India, Russia, the UK, and South Korea are also summarized.
Carol scottcowartmcphillipspm challengefinalNASAPMC
The document summarizes NASA's Commercial Crew Program (CCP), which takes a non-traditional approach of partnering with commercial providers through Space Act Agreements (SAA) instead of traditional contracts. The goals of the program are to develop safe and cost-effective crew transportation to the International Space Station while facilitating partnerships between NASA and commercial partners. Key aspects of the program include using SAAs initially before transitioning to contracts, developing certification requirements, and providing oversight and insight into partner activities at appropriate levels throughout development and testing. The program aims to maximize efficiency and cost-effectiveness through competition between multiple partners.
KDP C is an important decision point for NASA projects where the agency decides whether to proceed to implementation and commits to a project's cost and schedule estimates. This panel discusses updated NASA processes to help ensure projects are on track for technical success within budget and schedule by KDP C. These include developing an integrated baseline, independent reviews, and documenting approvals and commitments in a decision memorandum to formalize support and establish external commitments. The integration of baseline development, independent checks, approval to proceed, and commitments is meant to help projects successfully complete implementation.
The document discusses the management of small secondary payloads, called CubeSats, on launch vehicles through the use of Poly Pico Orbital Deployers (PPODs). It provides the history of small satellite missions and challenges in managing auxiliary payloads. It describes studies conducted on integrating PPODs and outlines the PPOD design concept. It discusses opportunities for flying PPODs on upcoming missions and how risks to the primary payload will be analyzed and mitigated in order to manage PPODs as auxiliary payloads.
The document provides advice for creating successful NASA web sites, recommending that they be managed as projects with clear visions, requirements, and success metrics. Specifically, it advises aligning the site purpose with the organization's mission, ensuring timely content updates, assigning an editor-in-chief for oversight, and regularly measuring metrics to evaluate audience reach and results for iterative improvement. Common metrics include log analysis, surveys, and usability studies to understand user behavior and how it relates to the site's goals.
This document discusses how to launch a leadership revolution. It begins by noting that according to a recent poll, only 10% of employees look forward to going to work due to a lack of leadership. It then discusses the five levels of influence a leader must progress through - learning, performing, leading, developing leaders, and developing leaders who develop leaders. The document provides examples of leaders who exemplified each level, such as Theodore Roosevelt being a great learner, and discusses the personal growth and skills required to progress to higher levels of influence.
An agency-wide team studied alternative designs for the CEV avionics configuration to identify reliability, mass drivers, and the effect on vehicle mass. The team used an iterative risk-driven design approach starting with the simplest possible design and building up fault tolerance based on risk assessments. Safety and reliability analyses informed design trades to improve failure tolerance. The goal was to first make the design work, then make it safe by adding diverse backup systems, make it reliable by adding more redundancy, and ensure it was affordable. This approach provided rationale for design decisions and optimized the configuration based on risk within power and mass constraints.
The document discusses two NASA facility projects that used a renovation by replacement (RbR) approach:
1) The NASA Ames Sustainability Base project that achieved a 90% reduction in energy use and 87% reduction in water use through high-performance design.
2) The NASA Langley AOB1 project that will collocate leadership offices to improve collaboration.
Critical success factors for RbR projects include assembling the right team, establishing a common vision, making timely decisions, and understanding operational processes and funding streams.
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.
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Date & Time: 8th June | 10 AM - 1 PM IST
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* Don't miss this chance to gain practical knowledge from an industry expert and stay updated on the latest open-source database trends.
Mydbops Managed Services specializes in taking the pain out of database management while optimizing performance. Since 2015, we have been providing top-notch support and assistance for the top three open-source databases: MySQL, MongoDB, and PostgreSQL.
Our team offers a wide range of services, including assistance, support, consulting, 24/7 operations, and expertise in all relevant technologies. We help organizations improve their database's performance, scalability, efficiency, and availability.
Contact us: info@mydbops.com
Visit: https://www.mydbops.com/
Follow us on LinkedIn: https://in.linkedin.com/company/mydbops
For more details and updates, please follow up the below links.
Meetup Page : https://www.meetup.com/mydbops-databa...
Twitter: https://twitter.com/mydbopsofficial
Blogs: https://www.mydbops.com/blog/
Facebook(Meta): https://www.facebook.com/mydbops/
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📕 Detailed agenda:
Variables and Datatypes
Workflow Layouts
Arguments
Control Flows and Loops
Conditional Statements
💻 Extra training through UiPath Academy:
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Control Flow in Studio
1. Beyond Band-Aid Solutions:
Proactively Reducing Mishap Risks
Project Management Challenge 2010
Presenters:
Tim Barth, NASA Engineering and Safety Center
Mark Nappi, United Space Alliance
1
Used with Permission
3. Background
Safety performance in Shuttle ground operations over the history of
the Shuttle Program is commendable
Many safety improvements over the years
We can still raise the bar
KSC is proactively reduce mishap
risks through Shuttle fly-out
Hardware/
Significant numbers of hardware Software
and software changes/challenges, Systems
process changes/challenges, and
workforce changes/challenges
happening at the same time
Tasks and
Systems will be stretched, Workers
Processes
especially with workforce
challenges
Making KSC organizational
Work Environment
systems and processes more
robust to handle these changes
and challenges reduces the risks
of mishaps, process escapes, and
other adverse events
3
4. Background - continued
“We must challenge our assumptions, recognize
our risks, and address each difficulty directly
and openly so that we can operate more safely
and more successfully than we did yesterday, or
last month, or last year. We must always strive
to be better, and to do better.“
Chris Scolese, Day of Remembrance Memo, Jan. 29, 2009
“Space shuttle safety is not a random event. It is
derived from carefully understanding and then
controlling or mitigating known risks.”
Richard Covey, Florida Today, Jan. 15, 2009
4
5. Staying on the Cutting Edge of
Investigative Methods and Tools
Mishaps, close-calls, and process escapes are learning
opportunities
Steady evolution of investigative techniques and
capabilities over the past 20 years in Shuttle ground ops
Joint NASA/Contractor Human Factors Team
Perry Committee
Human factors model
Human factors reps on investigation teams
Industrial and Human Engineering Groups
Standing Accident Investigation Boards
Additional investigation teams
White papers
Corrective Action Engineering
Software and experts for root cause analysis
“No one wants to learn by mistakes, but we cannot learn enough
from successes to go beyond the state of the art.”
Henry Petrosky, To Engineer is Human
5
6. Methodology Development and
Implementation Timeline
STS-115 Sept 9-23, 2006
STS-116 Dec 9-22, 2006
KSC Safety STS-117 June 8-22, 2007
Stand-down STS-118 Aug 9-21, 2007
March 16, 2006 STS-120 Oct 23–Nov 6, 2007
STS-122 Feb 7-20, 2008
STS-123 March 11-26, 2008
Columbia STS-124 May 31-June 14, 2008
Tragedy STS-126 Nov 14-30, 2008
Feb 1, 2003 STS-119 Mar 15-25, 2009
NESC
STS-125 May 11-24, 2009
Established
STS-114 STS-127 July 15-31, 2009
Nov 1, 2003
July 26-Aug 9, 2005 STS-121 STS-128 Aug 28-Sept 11, 2009
July 4-17, 2006 STS-129 Nov 16-27, 2009
2002 2003 2004 2005 2006 2007 2008 2009
Risk Red. Actions
Sept 2008 – present
Shuttle Processing
Initial Research Methodology Development & Validation Risk Reduction Action Dev
Mishap Study
Jan 2002 – Feb 2003 March 2003 – Aug 2006 & Process Escape
Aug 2006 – May 2008
Assessment
Mishap Study (mishaps from Feb
June 2008 – Jan 2009
Kicked off by PH 2003 – May 2008)
& USA Mgmt
KSC Shuttle
Aug 2006
Processing All-Star
Off-site Meeting
June 2008
“The NESC gains insight into the technical activities of programs/projects
through…systems engineering reviews and independent trend or pattern analyses of
program/project technical problems, technical issues, mishaps, and close calls within
and across programs/projects”
NESC Management Plan, Feb. 2008 6
7. Fundamental (System-level) and
Symptomatic Solutions
Two “balancing processes”
compete for control of a
problem symptom
Proactive & reactive
Preventive & corrective
Both solutions treat the
symptom, but only the
fundamental solution treats the
system-level issue
Medical analogies: lung cancer,
diabetes
Symptomatic solution
frequently has the side effect
of deferring the fundamental
solution, making it harder to from Peter Senge, “Systemic Leadership and Change”
achieve
7
8. Swiss Cheese Model of Defenses
Active Failures Individual
Human Error
Defenses
Production Activities Adverse
Latent Failures Event
Pre Conditions
Line Management /
Support Activities
Decision Makers
Error trajectory passes through
corresponding holes in the layers
of defenses, barriers,
safeguards, and controls
Adapted from James Reason
8
9. Contributing Factors and Causes
Influence chain assessments focus on
DIRECT CONTRIBUTING FACTORS
Mishap investigations
and CAUSES
focus on CAUSES
Indirect Contributing FACTORS
Direct Contributing FACTORS
CAUSES
Root or
Contributing Proximate
Probable
Causes Causes
Cause(s)
9
10. Influence Chain Mapping Methodology
Specifically designed to step back from individual
mishaps to evaluate trends and patterns in
contributing factors/causes in order to identify the
most significant system-level safety issues
Shuttle mishap “recurring cause” study
Complements (does not replace) root cause
analysis methods
Explicitly models the influences between
organizational systems and individual behaviors
of front-line workers
Emphasizes absent barriers/controls in addition
to failed barriers/controls
10
11. Dual Role Model for Addressing
System-Level Safety Issues
11
12. Dual Role Taxonomy of
Contributing Factors and Causes
Control System Factors
Dual Role Factors
Local Resource Factors
12
16. Mobile Crane Mishap
Completed Influence Chain (IC) Map
Control System Factors
3a
2a
1a
SUMMARY
- 3 influence chains (major issues)
Dual Role Factors - 9 contributing factors
1b
2b
Local Resource Factors
1c, 3c
3b
2c
Key: IC Contributing Factor
IC Influence Link
16
17. “Swiss Cheese” Model
Crane Impact with
for Mobile Crane Material Resources & Facility
Individuals
Work Environment
Mishap Emotional
Factors
Quality Control
Cognitive
Factors
Supervision
Incomplete Support Equip
Procedures
Training Systems Team Comm Feedback
Task Team Operational Support
Senior Leadership Procedures Information
Enabling Systems
Schedule Controls
Procedure Design
Support Equip Design
Design & Dev Systems
17
18. Mobile Crane Mishap
Influence Chain Cont. Factors + SAIB Findings + SAIB Recommendations
Control System Factors
F2.3
F2.2
F2.1
F1.1
Dual Role Factors
F3.1
F1.2
Local Resource Factors
2 IA cf’s F1.2-through corrective action link
Key: IC Contributing Factor SAIB Contributing Factor SAIB Corrective Action
18
IC Influence Link SAIB Corr. Action Link
19. Event-Specific Risk Reduction
Recommendations
From a human-
system integration
perspective, a Least Effective
vulnerable system
enables workers to vulnerable Accept
make unintentional
errors and/or cause Inspect,
collateral damage Warn,
average Train,
A well designed Add Procedure Details
(robust or resistant)
system enables
workers to avoid Design,
resistant Guard,
errors and collateral
damage
Most Effective Provide System Feedback
“To err is human, but errors can be prevented.”
National Institute of Medicine
19
20. Event-Specific Recommendations
Examples
Crane Boom Impact with VAB Structure
(04/20/04)
Install a sensor system with beepers and/or
flashing lights on the mobile cranes that are
activated when the cranes are moved in the
destowed position, similar to backup
beepers on trucks.
Freedom Star
Retrieval Ship
Frustum Incident
(12/10/06)
Replace the polyester
straps used to secure
the frustum to the deck.
Consider using steel
cables and the
frustum’s cable attach
points used for VAB
stacking operations.
20
21. Event-Specific Recommendations
Additional Examples
OPF HB1 Platform
System Leak onto
OV-104 RH OMS
Pod TPS (10/26/04)
Re-implement torque
stripe requirements for
facility KC/AA fittings.
Crane Overturned on Pad B
Surface (01/31/05)
Install tire pressure indicators
in crane tires to provide visual
indications of low tire pressure
and potential instability issues.
21
22. “Recurring Cause” Summary
Influence chain assessments were completed
for over 60% of Standing Accident
Investigation Board (SAIB) reports from
February 2003 through May 2008
Observed similar trends and patterns in
contributing factors/causes to process
escapes and process catches from August
2008 through January 2009
Results of aggregate data analysis were used
to formulate system-level risk reduction
actions
22
23. Aggregate Data Analysis Results
“Top 8” Proactive Risk Reduction Opportunities
Control System Factors
Major Factors • Control System or Dual Role Factor • Frequency unaddressed by SAIB
• Non-design issue • Part of influence chains
in Analysis:
Dual Role Factors • Frequency of occurrence • Emerging risk area
Local Resource Factors
Key:
Proactive risk reduction opportunity for Shuttle 23
ground operations
24. Development of System-Level
Risk Reduction Actions
Selected Shuttle processing “all-stars” developed
recommendations for actions focused on buying
down the risk of mishaps and process escapes
Recognized leaders from Engineering, Shop, and
Operations organizations in different facilities
Reviewed the data and applied their knowledge of
operational practices
Some recommendations were not practical to
implement at this point in the Shuttle Program
Results presented to Ground Operations Steering
Committee
Multiple iterations of risk reduction action plans
24
26. Performance Self-Assessments
Designed to stimulate a two-way conversation
between supervisors and employees to identify:
What went well (recognize successes)
Opportunities for improvement (identify and manage
risk)
Positive behaviors (reinforce and encourage)
Similar to post task de-briefings
Minimum 1x/month
Listen and learn: “together we’re smarter and
safer”
26
27. “Do Not Use or Operate” Tags
Visual operational
constraint system to alert
and inform personnel of the
following conditions:
Out of configuration hardware
with potential to be forgotten
In-process work unattended
for more than one shift
Replaces an ad hoc system
(tape) for stationary GSE
panel set-ups and portable
GSE
OSHA lock-out tag-out (LOTO)
Operating procedure
released 27
28. Systems Training for Loaned
Personnel
A new process to reduce risks
of mishaps associated with
personnel loaned to other
facilities or Programs
Flight systems, unique facility
systems, and GSE
The need for support and
applicable skills are matched to
a group capabilities model
Identifies requisite skills and
provides management the
opportunity to assure any deltas
to equivalent training are
addressed before work begins
Prior to returning to the home
department, the employee
receives notification to review
current policies/practices
28
29. Risk Assessment Enhancements
Ground Operations Risk Assessment STS 117
(GORA) performed for any first-time or
infrequent task, unplanned task
(especially unplanned work performed in
previously closed out work areas),
troubleshooting, hazardous jobs, or tasks
with unusual test assemblies/setups
Scope of each Process Failure Modes and
Effects Analysis (PFMEA) and GORA STS 124
includes pre-ops and close-out
inspections
Require an assessment of similar
operations for associated mishaps or
process escapes
Technician and human factors
engineering support
Team members communicate identified STS 128
risks
NESC support to KSC Risk Review Board
29
30. Problem Resolution Center and
Flow Management Workshop
Problem Resolution Center deploys floor
engineers to "hot spots" to help resolve
technical and scheduling issues real-time
Roving troubleshooters
Joint NASA/USA Flow Management Workshop
addressed the following issues (what to do,
what NOT to do):
Workload vs. right resources
Constellation and Shuttle co-existence
Uncertainty
Critical skills and sharing resources
Maintaining focus and attention to detail
30
31. Crucial Conversations Training
Communication skills training
to increase trust and dialog
during Shuttle fly-out and
transition
Focus is on making it safe to
talk about anything by creating
mutual purpose and mutual
respect
USA Ground Operations and
NASA Shuttle Processing
managers and supervisors
have received training
31
32. Summary
Proactive risk reduction efforts will continue
through Shuttle fly-out
Influence chain methodology complements root
cause analysis efforts
Study results have also been applied to
Constellation systems
Human factors engineering pathfinder for GSE
designers
Ground support equipment (GSE) design reviews
Ground operations planning and operability
enhancements
Orion assembly and processing
"Complex systems sometimes fail in complex ways.
Sometimes you have to work pretty hard to pin down
those complex failure mechanisms. But if you can do
that, you will have done the system a great service.”
Admiral Gehman, Chair of the Columbia Accident Investigation Board
32