The document summarizes techniques for leveraging scheduling productivity with practical scheduling methods. It discusses taming unwieldy schedules by using schedule templates, codes to manipulate MS Project data, common views/filters/tables, and limiting constraints. It provides examples of reserving fields in templates and creating customized views and filters to manipulate schedule data in MS Project.
The document summarizes techniques for leveraging scheduling productivity with practical scheduling methods. It discusses taming unwieldy schedules by using schedule templates, codes to manipulate MS Project data, common views/filters/tables, and limiting constraints. It provides examples of reserving fields in templates and creating customized views and filters to manipulate schedule data in MS Project.
Here are some common views, filters, and tables that can be used in MS Project to organize and display schedule information:
Views - Master Schedule, Intermediate Schedules, Detail Schedules
Filters - By WBS, Milestones, Program Phases, Responsibility, etc.
Tables - Task Name, Duration, Start Date, Finish Date, Predecessors, Successors, Percent Complete
This allows the scheduler to selectively display different levels of the WBS hierarchy and pertinent schedule information depending on the audience or purpose.
The document provides an overview and summary of lessons learned from 35 space system case histories presented over two days. The case histories covered issues in multiple programs and identified fundamental root causes that were not unique to specific times or programs. A breakdown of the causes found 35% were due to management weaknesses, 30% were from human errors, and 25% were from systems engineering shortcomings. Only one case out of 35 failures was due to a proper part failure, indicating risk assessments focusing only on parts may be incomplete. The document outlines specific cases in further detail and lessons learned to improve processes.
This document summarizes Matt Melis' presentation on lessons learned from the Columbia accident investigation and NASA's return to flight efforts. It discusses how ballistic impact testing and finite element analysis with LS-DYNA supported understanding the likely cause of damage to Columbia's wing from foam shedding at launch. Testing of materials like external tank foam, RCC panels, ice, and windows helped validate impact models. Full-scale testing of wing leading edges provided further evidence. The research informed modifications like redesigning the external tank bipod ramp and supported NASA's return to flight.
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.
The document summarizes techniques for leveraging scheduling productivity with practical scheduling methods. It discusses taming unwieldy schedules by using schedule templates, codes to manipulate MS Project data, common views/filters/tables, and limiting constraints. It provides examples of reserving fields in templates and creating customized views and filters to manipulate schedule data in MS Project.
Here are some common views, filters, and tables that can be used in MS Project to organize and display schedule information:
Views - Master Schedule, Intermediate Schedules, Detail Schedules
Filters - By WBS, Milestones, Program Phases, Responsibility, etc.
Tables - Task Name, Duration, Start Date, Finish Date, Predecessors, Successors, Percent Complete
This allows the scheduler to selectively display different levels of the WBS hierarchy and pertinent schedule information depending on the audience or purpose.
The document provides an overview and summary of lessons learned from 35 space system case histories presented over two days. The case histories covered issues in multiple programs and identified fundamental root causes that were not unique to specific times or programs. A breakdown of the causes found 35% were due to management weaknesses, 30% were from human errors, and 25% were from systems engineering shortcomings. Only one case out of 35 failures was due to a proper part failure, indicating risk assessments focusing only on parts may be incomplete. The document outlines specific cases in further detail and lessons learned to improve processes.
This document summarizes Matt Melis' presentation on lessons learned from the Columbia accident investigation and NASA's return to flight efforts. It discusses how ballistic impact testing and finite element analysis with LS-DYNA supported understanding the likely cause of damage to Columbia's wing from foam shedding at launch. Testing of materials like external tank foam, RCC panels, ice, and windows helped validate impact models. Full-scale testing of wing leading edges provided further evidence. The research informed modifications like redesigning the external tank bipod ramp and supported NASA's return to flight.
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 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.
This document discusses the importance of situation awareness (SA) for project team members. It defines SA as having three levels: perception of elements in the current situation, comprehension of the current situation, and projection of the future status. Good team SA is achieved by turning individual SAs into shared SA through communication. Teams with strong SA prepare more, focus on comprehending and projecting, and maintain awareness through techniques like questioning assumptions and seeking additional information.
This document discusses theories of leadership and how a project manager's leadership style may impact project success depending on the type of project. It outlines early hypotheses that a PM's competence, including leadership style, is a success factor on projects. It presents a research model linking PM leadership competencies to project success, moderated by factors like project type. Initial interviews found that leadership style is more important on complex projects, and different competencies are needed depending on if a project is technical or involves change. Certain competencies like communication skills and cultural sensitivity were seen as important for different project types and contexts.
The document discusses project management at NASA. It provides definitions of projects and project management, and traces the evolution of project management from ancient times to the present. It also discusses frameworks for classifying projects based on their complexity, novelty, and pace. Specifically, it introduces the NCTP model for distinguishing project types and analyzing which project management approach is optimal. It analyzes examples like the Denver airport and space shuttle projects using this framework. Finally, it considers some limitations of current project management approaches.
The document outlines the mission of the Launch Services Program at NASA's Kennedy Space Center, which provides support for spacecraft throughout their lifecycle including mission planning, engineering, manufacturing, launch site operations, and post-launch operations. The LSP interfaces with other NASA centers and provides support for over 50 successful launches including recent missions like THEMIS, MMS, JUNO, and upcoming ones such as MSL, LRO, and JWST.
The document discusses powerful phrases for project managers to use in personal communication. It presents 7 phrases and their benefits: thank you, I don't know, you're right, how are you doing, my personal apology, what do you suggest, and what do you need from me. Using these phrases in personal communication with team members can enable additional ideas, insights, confidence, and a strong cohesive team, which are vital for project success.
This document discusses managing priorities in complex environments. It suggests determining priorities based on importance rather than urgency, with importance defined by criteria like long-term impact and number of people affected. It recommends creating a plan with important tasks in priority order and time budgeted for each. Interruptions should be prevented unless truly important or from certain sources like one's boss. The document advises against multitasking and provides tips like doing hard tasks first and closing email to focus on one task at a time. Priorities are difficult to manage due to various pressures, but self-control is still possible.
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 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.
This document discusses the importance of situation awareness (SA) for project team members. It defines SA as having three levels: perception of elements in the current situation, comprehension of the current situation, and projection of the future status. Good team SA is achieved by turning individual SAs into shared SA through communication. Teams with strong SA prepare more, focus on comprehending and projecting, and maintain awareness through techniques like questioning assumptions and seeking additional information.
This document discusses theories of leadership and how a project manager's leadership style may impact project success depending on the type of project. It outlines early hypotheses that a PM's competence, including leadership style, is a success factor on projects. It presents a research model linking PM leadership competencies to project success, moderated by factors like project type. Initial interviews found that leadership style is more important on complex projects, and different competencies are needed depending on if a project is technical or involves change. Certain competencies like communication skills and cultural sensitivity were seen as important for different project types and contexts.
The document discusses project management at NASA. It provides definitions of projects and project management, and traces the evolution of project management from ancient times to the present. It also discusses frameworks for classifying projects based on their complexity, novelty, and pace. Specifically, it introduces the NCTP model for distinguishing project types and analyzing which project management approach is optimal. It analyzes examples like the Denver airport and space shuttle projects using this framework. Finally, it considers some limitations of current project management approaches.
The document outlines the mission of the Launch Services Program at NASA's Kennedy Space Center, which provides support for spacecraft throughout their lifecycle including mission planning, engineering, manufacturing, launch site operations, and post-launch operations. The LSP interfaces with other NASA centers and provides support for over 50 successful launches including recent missions like THEMIS, MMS, JUNO, and upcoming ones such as MSL, LRO, and JWST.
The document discusses powerful phrases for project managers to use in personal communication. It presents 7 phrases and their benefits: thank you, I don't know, you're right, how are you doing, my personal apology, what do you suggest, and what do you need from me. Using these phrases in personal communication with team members can enable additional ideas, insights, confidence, and a strong cohesive team, which are vital for project success.
This document discusses managing priorities in complex environments. It suggests determining priorities based on importance rather than urgency, with importance defined by criteria like long-term impact and number of people affected. It recommends creating a plan with important tasks in priority order and time budgeted for each. Interruptions should be prevented unless truly important or from certain sources like one's boss. The document advises against multitasking and provides tips like doing hard tasks first and closing email to focus on one task at a time. Priorities are difficult to manage due to various pressures, but self-control is still possible.
Tom Cruise Daughter: An Insight into the Life of Suri Cruisegreendigital
Tom Cruise is a name that resonates with global audiences for his iconic roles in blockbuster films and his dynamic presence in Hollywood. But, beyond his illustrious career, Tom Cruise's personal life. especially his relationship with his daughter has been a subject of public fascination and media scrutiny. This article delves deep into the life of Tom Cruise daughter, Suri Cruise. Exploring her upbringing, the influence of her parents, and her current life.
Follow us on: Pinterest
Introduction: The Fame Surrounding Tom Cruise Daughter
Suri Cruise, the daughter of Tom Cruise and Katie Holmes, has been in the public eye since her birth on April 18, 2006. Thanks to the media's relentless coverage, the world watched her grow up. As the daughter of one of Hollywood's most renowned actors. Suri has had a unique upbringing marked by privilege and scrutiny. This article aims to provide a comprehensive overview of Suri Cruise's life. Her relationship with her parents, and her journey so far.
Early Life of Tom Cruise Daughter
Birth and Immediate Fame
Suri Cruise was born in Santa Monica, California. and from the moment she came into the world, she was thrust into the limelight. Her parents, Tom Cruise and Katie Holmes. Were one of Hollywood's most talked-about couples at the time. The birth of their daughter was a anticipated event. and Suri's first public appearance in Vanity Fair magazine set the tone for her life in the public eye.
The Impact of Celebrity Parents
Having celebrity parents like Tom Cruise and Katie Holmes comes with its own set of challenges and privileges. Suri Cruise's early life marked by a whirlwind of media attention. paparazzi, and public interest. Despite the constant spotlight. Her parents tried to provide her with an upbringing that was as normal as possible.
The Influence of Tom Cruise and Katie Holmes
Tom Cruise's Parenting Style
Tom Cruise known for his dedication and passion in both his professional and personal life. As a father, Cruise has described as loving and protective. His involvement in the Church of Scientology, but, has been a point of contention and has influenced his relationship with Suri. Cruise's commitment to Scientology has reported to be a significant factor in his and Holmes' divorce and his limited public interactions with Suri.
Katie Holmes' Role in Suri's Life
Katie Holmes has been Suri's primary caregiver since her separation from Tom Cruise in 2012. Holmes has provided a stable and grounded environment for her daughter. She moved to New York City with Suri to start a new chapter in their lives away from the intense scrutiny of Hollywood.
Suri Cruise: Growing Up in the Spotlight
Media Attention and Public Interest
From stylish outfits to everyday activities. Suri Cruise has been a favorite subject for tabloids and entertainment news. The constant media attention has shaped her childhood. Despite this, Suri has managed to maintain a level of normalcy, thanks to her mother's efforts.
SERV is the ideal spot for savory food, refreshing beverages, and exciting entertainment. Each visit promises an unforgettable experience with daily promotions, live music, and engaging games such as pickleball. Offering five distinct food concepts inspired by popular street food, as well as coffee and dessert options, there's something to satisfy every taste. For more information visit our website: https://servfun.com/
Party Photo Booth Prop Trends to Unleash Your Inner StyleBirthday Galore
Are you planning an unforgettable event and looking for the best photo booth props to make it a memorable night? Party photo booth props have become essential to any celebration, allowing guests to capture priceless memories and express their personalities. Here, we'll explore the hottest party photo booth prop trends that will unleash your inner style and create a buzz-worthy experience with Birthday Galore!
For more details visit - birthdaygalore.com
How OTT Players Are Transforming Our TV Viewing Experience.pdfGenny Knight
The advent of Over-The-Top (OTT) players has brought a seismic shift in the television industry, transforming how we consume media. These digital platforms, which deliver content directly over the internet, have outpaced traditional cable and satellite television, offering unparalleled convenience, variety, and personalization. Here’s an in-depth look at how OTT players are revolutionizing the TV viewing experience.
Enhance Your Viewing Experience with Gold IPTV- Tips and Tricks for 2024.pdfXtreame HDTV
In the ever-evolving landscape of digital entertainment, IPTV (Internet Protocol Television) has emerged as a popular alternative to traditional cable and satellite TV services. Offering unparalleled flexibility, a vast selection of channels, and affordability, IPTV services like Gold IPTV have revolutionized the way we consume television content. This comprehensive guide will delve into everything you need to know about Gold IPTV, its features, benefits, setup process, and how it can enhance your viewing experience.
Taylor Swift: Conquering Fame, Feuds, and Unmatched Success | CIO Women MagazineCIOWomenMagazine
From country star to global phenomenon, delve into Taylor Swift's incredible journey. Explore chart-topping hits, feuds, & her rise to billionaire status!
The Midnight Sculptor.pdf writer by Ali alsiadali345alghlay
The city of Ravens burg was known for its gothic architecture, fog-covered streets, and an eerie silence that seemed to hang over the town like a shroud.
1. Leveraging Scheduling Productivity with
Practical Scheduling Techniques
Presented By: William G. Paradis
Computer Sciences Corporation
February 26, 2008
2. Can You Relate?
Why Neanderthals Became Extinct
Population Final Site
Survey Game Selection Survey
Preliminary
Meat Game
Meat Requirement Selection Trade Study:
Requirements Review Mammoth vs.
Tiger vs. Rabbit Site
(MRR) Site Selection Preparation
Game Preliminary
Sightings Hunting Plan Hunt Leader
Chosen Final
Hunting Plan
Preliminary Trade Study
Hunter (rock vs. spear)
Selection Weapon
Site Selection Weapon
Final Development Preliminary
Inspection Hunter Hunting
Selection Review
Weapons Weapons Obtain Blessing (PHR)
Inspection Practice of Great God
Thag
Critical
Hunting Schedule Forecast Meat Distribution
Review Hunt Weather Plan
Hunter (CHR)
Hunt Inspection
Readiness Transport
Review to Cave Distribute
(HRR) Meat
Catch Game Kill Game
Chase Game Choose New
Get Caught Hunt Leader
by Game
Lose Game
YES, BUT OG ASSURES ME THAT
THIS WILL IMPROVE OUR
I DON’T KNOW, IT EFFICIENCY AND KEEP US
SEEMED EASIER AHEAD OF THE CROMAGNONS
WHEN WE JUST WENT IN THE VALLEY.
HUNTING. 2
3. Agenda
• Scheduling Issues – The Schedule Beast
• Taming the Schedule Beast
• Scheduling with the help of MS Excel & MS Access
• Calculating Earned Value
• 2 New Concepts
• Questions
3
4. Scheduling Issues
• Unwieldy Schedule Databases
• Faulty Logic or Missing Logic
• Critical Path Can Not be Readily Displayed
• Surprise Constraints
• Multiple Schedule Tools used to present schedule
• Schedule Ownership
• Scheduling Tools More Powerful yet Resources Limited
4
5. Agenda
• Scheduling Issues – The Schedule Beast
• Taming the Schedule Beast
• Scheduling with the help of MS Excel & MS Access
• Calculating Earned Value
• 2 New Concepts
• Questions
5
6. Taming the Schedule Beast
• The Scheduler’s Tool Kit
• Use of Schedule Templates
• Use of Codes to Manipulate and Display MS Project Data
• Common View, Filter, & Table Names
• Limiting the Use of Constraints in the Database
• Linking only Detail Activities
• Use Common Time Units for Duration (Stick to one; Days, Weeks, or Months)
• Meaningful Activity Descriptions
• Other Items of Interest
6
8. Taming the Schedule Beast
• The Scheduler’s Tool Kit
• Pre-Formatted Schedule Templates
• Use of Codes to Manipulate and Display MS Project Data
• Common View, Filter, & Table Names
• Limiting the Use of Constraints in the Database
• Linking only Detail Activities
• Use Common Time Units for Duration (Stick to one; Days, Weeks, or Months)
• Meaningful Activity Descriptions
• Other Items of Interest
8
9. Schedule Templates
No Templates With Templates
Set Up Calendars 1-2Hrs Set Up Calendars
Set Up Views 1-2 Hrs Set Up Views
Set Up Filters 1-2 Hrs Set Up Filters
Set Up Tables 1-2 Hrs Set Up Tables
Figure Out How Previous Figure Out How Previous
Schedule maintained Schedule maintained
Schedule Database 8-40 Hrs Schedule Database
Set Project Settings
Set Project Settings <1Hr
Load Schedule
Load Schedule
Activities
Activities LOP
12.5 Hrs Saved X 1400 Projects = 17,500 Hrs Saved
Times ~$30 Hr = $525,000 9
10. Schedule Templates – Reserved Fields
A Few of My Favorites
• Text 1 - IMP/IMS Code
• Text 2 - Sort Code
• Text 21 - Program Control Milestones
• Text 22 - Catalog Views Filter
• Text 26/27 - Top & Bottom Text on Bars & M/Ss
• Text 28 - IPT/Sub System Code
• Text 30 - Master/ Intermediate Code
• Finish2 - Summary Progress Lines
10
11. Schedule Templates – Reserved Fields Con’t
Text 21 – Program Control Milestones
11
12. Schedule Templates – Reserved Fields Con’t
Text 26/27 Text Top/Bottom of Bar/Milestone
12
13. Taming the Schedule Beast
• The Scheduler’s Tool Kit
• Use of Schedule Templates
• Use of Codes to Manipulate and Display MS Project Data
• Common View, Filter, & Table Names
• Limiting the Use of Constraints in the Database
• Linking only Detail Activities
• Use Common Time Units for Duration (Stick to one; Days, Weeks, or Months)
• Meaningful Activity Descriptions
• Other Items of Interest
13
14. Use of Codes to Manipulate and Display
MS Project Data
Top Level Schedules Master Schedule View
2004 2005 2006 2007
ID WBS Text30 Task Name Qtr 4 Qtr 1 Qtr 2 Qtr 3 Qtr 4 Qtr 1 Qtr 2 Qtr 3 Qtr 4 Qtr 1 Qtr 2 Qtr 3 Qtr 4 Qtr 1 Qtr 2
3 IMP Master,CI,DI,FI Program Milestones Award IBRSRR PDR CDR MRR TRR Del
12 CXXX Master Hardware Dev PD DD Rel DV
50 DXXX Master Software Dev Build 1 Build 2 Build 3
92 FXXX Master Production Fab sy Proto FA F1 F2
A F3
119 GXXX Master,GI Integration & Test Planning
Fixtures PT FAT FAT Qual/F1 F2 F3
148 - Master,GI,CI,D Deliveries Prototype First ArticleFlight 1 Flight 2Flight 3
Master Schedule Filter
14
15. Use of Codes to Manipulate and Display
MS Project Data Con’t
Intermediate Level Schedules Intermediate Schedule View
2004 2005 2006
ID WBS Text30 Task Name Qtr 4 Qtr 1 Qtr 2 Qtr 3 Qtr 4 Qtr 1 Qtr 2 Qtr 3 Qtr 4 Qtr 1 Qtr 2 Qtr 3
3 IMP Master,CI,DI,FI Program Milestones Award IBR SRR PDR CDR MRR TRR Del
18 CAXX CI Widget Devolpment
19 CABX CI Widget - Module 1 Reqmts PD DD Rel DV
25 CACX CI Widget - Module 2 Reqmts PD DD Rel DV
31 CADX CI Widget - Module 3 Reqmts D DD
P Rel DV
37 CBXX CI GizmoFlotchy Development
38 CBBX CI GizmoFlotchy - Module 1 Reqmts PD DD Rel DV
44 CBCX CI GizmoFlotchy - Module 2 Reqmts PD DD Rel DV
148 - Master,GI,CI,DI,FI Deliveries Prototype First Article
Intermediate Schedule Filter
15
16. Use of Codes to Manipulate and Display
MS Project Data Con’t
Custom View Filtering
ID Name D
2004
J F M A M J J A S O N D
2005
J F M A M
Custom Schedule View
1 The Big Project
2 Tie
2004 2005 2006 2007
3 Program Milestones
12 Hardware Dev
13 Reqmts 7/7
14 Prelim Design 9/29
ID WBS Text30 Task Name
15 Detail Design 12/22
16
17
18
Release
Des Verification
Widget Devolpment
4/13
Qtr 4 Qtr 1 Qtr 2 Qtr 3 Qtr 4 Qtr 1 Qtr 2 Qtr 3 Qtr 4 Qtr 1 Qtr 2 Qtr 3 Qtr 4 Qtr 1 Qtr
19 Widget - Module 1
20
21
22
Wig Mod 1-Requirements Analysis
Wig Mod 1-Preliminary Design
Wig Mod 1-Detail Design
19 CABX CI,2001 Widget - Module 1 Reqmts PD DD Rel DV
23 Wig Mod 1-Drafting & Engineering
24 Wig Mod 1-Design Verification
25 Widget - Module 2
26 Requirements Analysis
27 Preliminary Design
25 CACX CI,2001
28 Detail Design
29
30
31
Drafting & Engineering Release
Design Verification
Widget - Module 3
Widget - Module 2 Reqmts PD DD Rel DV
32 Requirements Analysis
33 Preliminary Design
34 Detail Design
35 Drafting & Engineering Release
36 Design Verification
31 CADX CI,2001 Widget - Module 3
37 GizmoFlotchy Development
38
39
GizmoFlotchy - Module 1
Requirements Analysis
Reqmts DD
PD Rel DV
40 Preliminary Design
41 Detail Design
42 Drafting & Engineering Release
43 Design Verification
44 GizmoFlotchy - Module 2
45 Requirements Analysis
55 DBAX DI, 2001 Widget SW - Build
46 Preliminary Design
47
48
Detail Design
Drafting & Engineering Release
RA PD
DesCode B1
49 Design Verification
50 Software Dev
51 Build 1 4/8
52 Build 2
53 Build 3
54 Widget SW Development
61 DBBX DI, 2001 Widget SW - Build 2
55 Widget SW - Build 1
56
57
Requirements Analysis
Preliminary Design
RAPD Des Code B2
58 Detail Design
59 Code
60 Integration Test & Release
61 Widget SW - Build 2
62 Requirements Analysis
63 Preliminary Design
64
65
66
67
Detail Design
Code
Integration Test & Release
Widget SW - Build 3
67 DBCX DI, 2001 Widget SW - Build 3 RAPD Des Code B3
68 Requirements Analysis
69 Preliminary Design
70 Detail Design
71 Code
72 Integration Test & Release
73
74
75
76
GizmoFlotchy SW Dev
Gizmo SW - Build 1
Requirements Analysis
Preliminary Design
101 FBXX FI, 2001 Widget Build Fab sy Proto FA F1 F2F3
A
77 Detail Design
78 Code
79 Integration Test & Release
80 Gizmo SW - Build 2
81 Requirements Analysis
82
83
84
85
Preliminary Design
Detail Design
Code
Integration Test & Release
130 GBXX GI,2001 Widget I&T Planning
Fixtures FAT Qual Reg
86 Gizmo SW - Build 3
87 Requirements Analysis
88 Preliminary Design
89 Detail Design
90 Code
91
92
93
Production
Procure
Integration Test & Release
142 GDXX GI,2001 System Level I&T PT FAT F1 F2 F3
94 Fab
95 Assy
96 Prototype
97 First Article
98 Flight 1
99 Flight 2
100 Flight 3
101 Widget Build
102 Procure
103 Fab
Custom Schedule Filter
104 Assy
105 Prototype
106 First Article
107 Flight 1
108 Flight 2
109 Flight 3
110 GizmoFlotchy Build
111 Procure
112 Fab
113 Assy
114 Prototype
115 First Article
116 Flight 1
117 Flight 2
118 Flight 3
119 Integration & Test
120 Prep Test Plans & Procedures 4/13
121 Design & Build Fixtures
122 FAT Test
123 Qual Test
124 Regression Test
125 Prototype
126 First Article
127 Flight 1
128 Flight 2
129 Flight 3
130 Widget I&T
131 Prep Test Plans & Procedures
132 Design & Build Fixtures
133 FAT Test
134 Qual Test
135 Regression Test
136 GizmoFlotchy I&T
137 Prep Test Plans & Procedures
138 Design & Build Fixtures
139 FAT Test
140 Qual Test
141 Regression Test
142 System Level I&T
143 Prototype
144
145
146
147
148 Deliveries
First Article
Flight 1
Flight 2
Flight 3
16
17. Taming the Schedule Beast
• The Scheduler’s Tool Kit
• Use of Schedule Templates
• Use of Codes to Manipulate and Display MS Project Data
• Common View, Filter, & Table Names
• Limiting the Use of Constraints in the Database
• Linking only Detail Activities
• Use Common Time Units for Duration (Stick to one; Days, Weeks, or Months)
• Meaningful Activity Descriptions
• Other Items of Interest
17
18. MS Project Views, Filters, & Tables
2005 2006
ID Task Name Dur Start Finish J J A S O N D J F M A M J J A S O N D J F
1 The Big Project 796d 10/29/03 11/15/06
2 Program Milestones 660d 1/1/04 7/12/06
13 Program Mgmt 660d 1/1/04 7/12/06
84 System Engineering 706d 10/29/03 7/12/06
Activity 102 Hardware Dev 660d 1/1/04 7/12/06
Selection 103
104
Widget Dev
Widget Lead
660d
660d
1/1/04
1/1/04
7/12/06
7/12/06
(Filter) 105 Initial Planning for IBR 60d 1/1/04 3/24/04
106 SRR P.O.P. 80d 3/25/04 7/14/04
& 107 PDR P.O.P. 80d 7/15/04 11/3/04
Sort 108
109
CDR P.O.P.
MRR P.O.P.
80d
50d
11/4/04
2/24/05
2/23/05
5/4/05
110 TRR P.O.P. 50d 5/5/05 7/13/05
111 1st Del P.O.P. 60d 7/14/05 10/5/05
112 Lot 1 Dels P.O.P. 100d 10/6/05 2/22/06
113 Lot 2 Dels P.O.P. 100d 2/23/06 7/12/06
Table
View
18
19. MS Project Views, Filters, & Tables
Con’t
Views are listed
Alphabetically
• Un-Organized • Organized
• Confusing View Names • View Names Easy to
Understand
• Time is wasted looking for
or Recreating Views • Standard Set of Views;
Saves Time
Work Smarter....Not Harder!!! 19
20. Taming the Schedule Beast
• The Scheduler’s Tool Kit
• Use of Schedule Templates
• Use of Codes to Manipulate and Display MS Project Data
• Common View, Filter, & Table Names
• Limiting the Use of Constraints in the Database
• Linking only Detail Activities
• Use Common Time Units for Duration (Stick to one; Days, Weeks, or Months)
• Meaningful Activity Descriptions
• Other Items of Interest
20
21. Limit the Use of Schedule Constraints
2004 2005 2006
ID Task Name Dur Constraint Type Constraint Start Finish D J F M A M J J A S O N D J F M A M J J A S O N D J F
1 Wig Mod 1-Module 1 532d As Soon As Possible NA 1/15/04 1/27/06
2 Wig Mod 1-Requirements Analysis 152d Finish No Earlier Than 8/13/04 1/15/04 8/13/04
3 Wig Mod 1-Preliminary Design 60d Finish No Earlier Than 11/5/04 8/16/04 11/5/04
4 Wig Mod 1-Detail Design 80d Finish No Earlier Than 1/28/05 11/8/04 2/25/05
5 Wig Mod 1-Drafting & Engineering 60d Finish No Earlier Than 5/20/05 2/28/05 5/20/05
Release
6 Wig Mod 1-Design Verification 120d Finish No Earlier Than 11/4/05 5/23/05 11/4/05
7 Wig Mod 1-Design Update & Lot 2 60d Finish No Earlier Than 1/27/06 11/7/05 1/27/06
Eng Release
Set when manually inserting
Start & Finish dates, many times
Unintentionally
Set by the
user
21
22. Limit the Use of Schedule Constraints Con’t
2004 2005 2006
ID Task Name Dur Constraint Type Constraint Start Finish D J F M A M J J A S O N D J F M A M J J A S O N D J F
1 Wig Mod 1-Module 1 532d As Soon As Possible NA 1/15/04 1/27/06
2 Wig Mod 1-Requirements Analysis 152d Finish No Earlier Than 8/13/04 1/15/04 8/13/04
3 Wig Mod 1-Preliminary Design 60d Finish No Earlier Than 11/5/04 8/16/04 11/5/04
4 Wig Mod 1-Detail Design 80d Finish No Earlier Than 1/28/05 11/8/04 2/25/05
5 Wig Mod 1-Drafting & Engineering 60d Finish No Earlier Than 5/20/05 2/28/05 5/20/05
Release
6 Wig Mod 1-Design Verification 120d Finish No Earlier Than
20d 11/4/05 10/10/05 11/4/05
Constraints
7 Wig Mod 1-Design Update & Lot 2 60d Finish No Earlier Than 1/27/06 11/7/05 1/27/06
Eng Release
Block Activity
Shift
• Schedule Tool Can not Calculate Dates
• May Lead to Faulty Critical Path Identification
• Constraints, Sometimes Hard to Spot, Once Set
• Let The Scheduling Tool Work For You !
Work Smarter....Not Harder!!! 22
23. Taming the Schedule Beast
• The Scheduler’s Tool Kit
• Use of Schedule Templates
• Use of Codes to Manipulate and Display MS Project Data
• Common View, Filter, & Table Names
• Limiting the Use of Constraints in the Database
• Linking only Detail Activities
• Use Common Time Units for Duration (Stick to one; Days, Weeks, or Months)
• Meaningful Activity Descriptions
• Other Items of Interest
23
24. Linking only Detail Activities
• Linking Summary Activities
– Only Able to Identify the Critical
Area
• Linking Detail Activities
– Able to Identify the Critical
Activities
24
25. Taming the Schedule Beast
• The Scheduler’s Tool Kit
• Use of Schedule Templates
• Use of Codes to Manipulate and Display MS Project Data
• Common View, Filter, & Table Names
• Limiting the Use of Constraints in the Database
• Linking only Detail Activities
• Use Common Time Units for Duration (Stick to one; Days, Weeks, or Months)
• Meaningful Activity Descriptions
• Other Items of Interest
25
26. Use Common Time Units for Duration
Total Slack Becomes Confusing using different time units for the Duration
Work Smarter....Not Harder!!! 26
27. Taming the Schedule Beast
• The Scheduler’s Tool Kit
• Use of Schedule Templates
• Use of Codes to Manipulate and Display MS Project Data
• Common View, Filter, & Table Names
• Limiting the Use of Constraints in the Database
• Linking only Detail Activities
• Use Common Time Units for Duration (Stick to one; Days, Weeks, or Months)
• Meaningful Activity Descriptions
• Other Items of Interest
27
28. Meaningful Activity Descriptions
2004 2005
ID WBS Task Name D J F M A M J J A S O N D J F M A M J J A S O N D
3 IMP Program Milestones Award IBR SRR PDR CDR MRR TRR
18 CAXX Widget Devolpment
19 CABX Widget - Module 1 Reqmts PD DD Rel DV
25 CACX Widget - Module 2 Reqmts PD DD Rel DV
26 WP 1 Requirements Analysis
27 WP 2 Preliminary Design
28 WP 3 Detail Design
1
29 WP 4 Drafting & Engineering Release
30 WP 5 Design Verification
31 CADX Widget - Module 3 Reqmts PD DD Rel DV
32 WP 1 Requirements Analysis
33 WP 2 Preliminary Design
Schedules Often Repeat
2
34 WP 3 Detail Design Activity Sequence
35 WP 4 Drafting & Engineering Release
36 WP 5 Design Verification
37 CBXX GizmoFlotchy Development
38 CBBX GizmoFlotchy - Module 1 Reqmts PD DD Rel DV
39 WP 1 Requirements Analysis
40 WP 2 Preliminary Design
41 WP 3 Detail Design
3
42 WP 4 Drafting & Engineering Release
43 WP 5 Design Verification
44 CBCX GizmoFlotchy - Module 2 Reqmts PD DD Rel DV
45 WP 1 Requirements Analysis
46 WP 2 Preliminary Design
47 WP 3 Detail Design 4
48 WP 4 Drafting & Engineering Release
28
49 WP 5 Design Verification
30. Meaningful Activity Descriptions Con’t
Short Descriptive Labels
Help to ID Schedule Tasks
Try to limit length to 25 Characters.
Work Smarter....Not Harder!!! 30
31. Other Items of Interest
• 3rd Party Schedule Checking Software
• Use of Schedule Check Lists
• Use of Schedule Frag-net libraries
• Scheduler’s Interview Standard Question Lists
31
32. Agenda
• Scheduling Issues – The Schedule Beast
• Taming the Schedule Beast
• Scheduling with the help of MS Excel & MS Access
• Calculating Earned Value
• 2 New Concepts
• Questions
32
33. MS Excel - Concatenation
Work Smarter....Not Harder!!! 33
34. MS Access – MS Project DB Clean-up
1. Save Initial MPP
file as a MS
Access DB File
2. Open File in MS Access
& Run the Utility:
Compact & Repair
3. In MS Project; Open
the “Saved MS
Access DB File and
Re-Save as a MS
Project File
34
35. Agenda
• Scheduling Issues – The Schedule Beast
• Taming the Schedule Beast
• Scheduling with the help of MS Excel & MS Access
• Calculating Earned Value
• 2 New Concepts
• Questions
35
36. Calculating Earned Value
Weighted Milestones
March
ID Task Name Duration Start Finish % F S S M T W T F S S M T W T F S S M T
1 Any Ole 10 days 2/24/04 3/8/04 10%
Task
2 Any Ole 10 days 2/24/04 3/8/04 20%
Task
3 Any Ole 10 days 2/24/04 3/8/04 30%
Task
4 Any Ole 10 days 2/24/04 3/8/04 40%
Task
5 Any Ole 10 days 2/24/04 3/8/04 50%
Task
6 1 day? 3/30/04 3/30/04 0%
7 1 day? 3/30/04 3/30/04 0%
• MS Project Percent Complete is Based on Duration
• This Works Great if Task is Level Loaded
• What if Activities are Front/Back Loaded?
36
41. Agenda
• Scheduling Issues – The Schedule Beast
• Taming the Schedule Beast
• Scheduling with the help of MS Excel & MS Access
• Calculating Earned Value
• 2 New Concepts
• Questions
41
42. Schedule Inchstones/QBDs
15%
MS Project
Activities are kept at a ~higher
Inchstones Calculate Project level or Critical Path Level in the
Activity % Complete Project’s Schedule Database
Inchstones Reference
Unique Project ID#
Inchstones are planned within the
Project’s Baseline Start & Finish
Dates
873
• Lower Level Detail Activities are maintained at the
Element/Subsystem level in Inchstone Reports that can calculate
a Task completion estimates based on assigned weightings
• Benefits:
• - Enhances the use of Task Orders or Performance Plans
• - Keeps work plans with the people doing the work!
• - Reduces Need for a Large Scheduling Staff
• - Reduces quantity of Scheduling SW Licenses
• - Keeps Project Databases manageable
42
MS Excel (most people have)
43. BPSCI
Bill Paradis Schedule Completion Index
• The BPSCI Assigns a schedule completion rating to the
schedule by period
• This helps to the scheduling team and the project determine
the level of schedule commitment to completing activities in
the schedule and improves schedule completion estimates 43
44. The End
Questions??
William Paradis
William.g.paradis@nasa.gov 44