Gavin.tom
- 1. NASA PM CHALLENGE 2009 JPL DESIGN AND FLIGHT PROJECT PRACTICES February 24, 2009 Thomas R. Gavin Associate Director Flight Projects and Mission Success
- 2. NASA/JPL Project Lifecycle JPL Flight Program/Mission Implementation FORMULATION APPROVAL IMPLEMENTATION Lifecycle Pre-Phase A: Phase A: Phase B: Phase C: Phase D: Phase E: Phase F: Phases Concept Concept & Preliminary Design Final Design & System Assembly, Operations & Closeout Studies Technology & Technology Fabrication Integration & Test, Sustainment Development Completion Launch NASA KDP A KDP B KDP C KDP D KDP E KDP F Decision ASSIGNED MISSIONS Points NASA Project Reviews MCR1 SRR2 MDR1,2 PDR1 CDR1 SIR1,3 ORR FRR1 PLAR CERR1,4 DR NASA Down Select Project Selection KDP C KDP D KDP E KDP F Decision Points AO-DRIVEN MISSIONS NASA Project Reviews PDR1 CDR1 SIR1,3 ORR FRR1 PLAR CERR1,4 DR Step 1 Step 2 JPL Project Proposal Reviews PIR Proposal Reviews PMSR1 Reviews MRB Other Reviews Final and Events SMSR, 5 Archival of Launch EOPM LV LRR, LV FRR Data (1) Review is followed by a JPL CMC. If the review immediately precedes a KDP, a Mission Directorate and/or Agency PMC/GPMC, as appropriate, are required prior to the KDP. Notes (2) The SRR and MDR may be combined (3) SIR is a “soft gate”, project may initiate Phase D work immediately upon completion of Phase C work products, absent a notice of discontinuance from the Program Manager (4) CERRs are established at the discretion of Program Offices. (5) At the end of the prime mission, if an extended mission is approved, the extended mission is still in Phase E. CDR – Critical Design Review LV FRR – Launch Vehicle Flight Readiness Review PLAR – Post Launch Assessment Review Legend CERR – Critical Events Readiness Review LV LRR – Launch Vehicle Launch Readiness Review PMC – Program Management Council CMC – Center Management Council MCR – Mission Concept Review PMSR – Project Mission System Review DR – Decommissioning Review MDR – Mission Definition Review SIR – System Integration Review EOPM – End of Prime Mission MRB – Mission Readiness Briefing SMSR – Safety and Mission Success Review FRR – Flight Readiness Review ORR – Operations Readiness Review SRR – System Requirements Review GPMC – Governing Program Management Council PDR – Preliminary Design Review KDP – Key Decision Point PIR – Proposal Implementation Review 05.01.2007 2
- 3. Design Principles: • Applies to all flight designs, whether implemented in-house or at a contractor • Specifies essential attributes of JPL flight designs • Projects meet requirements, or get approval for deviation/exception • Captures 40+ years of lessons learned • Establishes robust design margins for high reliability • Defines ample margins for management of development risk • Requires a conservative approach to use of flight assets • Prescribes a comprehensive approach to flight system V&V • Compliance assessment is via the DP Compliance Matrix • Deviations/Exceptions process engages management in discussion of risks being accepted • Requires development of an Incompressible Test List and a Test as You Fly Exception List (Rules! DocID 43913) Managing Projects at JPL 3
- 4. Design Principles: Content Note: Sections 1 and 2 are Applicability and Introduction Section 3 Section 4 Section 5 Section 7 Section 8 Section 9 Section 6 Flight System Mission Flight Deleted Flight Flight System Managed Flight Ops Design System (was SW) Scenario V&V Margins Design Design Design Design 4.1 General 8.1 General 4.2 Mechanical Configuration/Systems 6.1 Deleted 8.1.1 Min Op Times for Electronics 4.3 Power/Pyrotechnics 6.2 Mission Design Resource Margins 8.1.2 Handling & Test Constraints 4.4 Information System 6.2.1 Propellant 8.2 Pre-delivery Verification 4.5 Telecommunications System 6.3 Flight System Technical 8.2.1 Subsystem and Assembly Level 4.6 Guidance, Navigation & Control Resource Margins 8.2.2 Early Interface Testing 4.7 Propulsion System 6.3.1 General 8.2.3 System Level 4.8 System Thermal 6.3.2 System Mass 8.3 System Assembly, Integration & Test 4.9 System Fault Protection 6.3.3 System Power/Energy 8.3.1 System Assembly 4.10 System EMC/EMI 6.3.4 Deleted 8.3.2 System Integration 4.11 Flight Software System 6.3.5 Flight Software Margins 8.3.3 System Functional Verification 4.12 Flight Electronics Hardware 6.3.6 Power/Pyro System Margins 8.3.4 Flight Sequence Verification System 6.3.7 Telecom System Margins 8.3.5 System Fault Protection 6.3.8 Flight Electronics H/W Margins Verification 6.3.9 S/C Mechanisms Func Margins 8.3.6 System Stress Testing 6.3.10 Energy Margins for Cryo Sys 8.3.7 System Environmental Verification 8.3.8 Inter-system Verification 8.4 Launch Operations 8.4.1 Pre-mate Verification 8.4.2 Post-mate Verification 8.4.3 Launch-critical Support Equipment Managing Projects at JPL 4
- 5. Margin Management: Technical Margin Mass 2% Margin 30% 20% 10% 5% (%) (Note 1) Power Margin (%) 30% 20% 15% 10% 10% (Note 2) Project PMSR ATLO Project PDR Project Launch (A-to-B Readiness Milestone (B-to-C/D CDR Transition) Review Transition) Definitions: Mass Margin = {(LV Allocation - CBE)/LV Allocation} x 100% Power Margin = {(Available Power - CBE)/Available Power} x 100% Notes: 1. Project Manager can specify other positive values, including zero 2. Power margins apply to mission critical and mission enabling modes, e.g., cruise, safing, etc. Managing Projects at JPL 5
- 6. Margin Management: Schedule Margins Schedule 1 week/month Margin 1 month/year 2 months/year (2.8 months/year) Rate Flight ATLO Start to Implementation Start Missions/ Ship to Launch Site/ Delivery to to Delivery to Flight Instrument I&T Launch Site ATLO/ Experiment Start to Delivery to Launch Instrument I&T Projects To ATLO Definitions: Total Schedule = Planned Activities + Schedule Margin Schedule Margin = No Planned Activities, but Funded Schedule Schedule Margin Rate = Schedule Margin/(Planned Activity + Schedule Margin) Managing Projects at JPL 6
- 7. Margin Management: Budget Reserves Budget Reserves 30% 30% 25% 20% 20% 10% (%) Flight Proposals— Proposals- Project/ Start Ship to Missions/ Step-1 &/or Step-2 &/or Instrument Project/ of Launch Flight Instrument AO Instrument AO PDR Instrument ATLO/ Site/ Experiment (Pre-A-to-A (A-to-B (B-to-C/D CDR Instrument Deliver to Projects Transition) Transition) Transition) I&T ATLO Definitions: Budget Reserve = {Unencumbered Budget Reserve/Estimated Cost to Go} x 100% Total Budget = Estimated Cost to Go + Unencumbered Budget Reserve Notes: 1. Cost to Go includes the funded schedule margin, but excludes the launch vehicle costs Managing Projects at JPL 7
- 8. Cost Risk Subfactors COST RISK SUBFACTORS COST RISK SUBFACTORS MISSION COMPLEXITY SYSTEM ARCHITECTURE 1. Mission with multiple flight elements (P) 1. New system architecture (P) 2. Mission with multiple objectives 2. System architecture applied to new environment and technology 3. Precision lander mission 3. Level 1 Requirements not well defined in formulation phase (P) 4. Operation in harsh environments (P) 4. System with many ACS modes SIGNIFICANT TECHNICAL DEVELOPMENT 5. System with many deployments 1. Mission enabling spacecraft technology with TRL<5 (P) 6. Excessive reliability requirements (P) 2. Mission critical instrument technology with TRL<5 7.Pointing control stability requirements beyond state of art 3. Lack of fallback option for mission critical technology CONTRACTOR CAPABILITIES MATCH 4. Multiple interfaces affected by mission critical technology 1. Contractor inexperienced in mission application (P) NEW SOFTWARE OR UNVALIDATED SOFTWARE 2. Foreign Partner delivering hardware that is mission critical or on INHERITANCE critical path 1. New software architecture 3. Not enough experienced personnel available. 2. New fault protection PROGRAMMATIC /COST &SCHEDULE MARGIN 3. New software team 1. Less then 12-month Phase A/B 4. Undocumented software inheritance without the same development team 2. Less than 30-month Phase C/D TECHNICAL MARGINS 3. Schedule margins below guidelines (P) 1. New design with multiple parameters not meeting the margin requirements specified in the design principles (P) 4. Multiple programmatic interfaces 2. Inherited hardware with any single technical parameter not meeting the technical margin requirements specified in the design principles MANAGEMENT AND ORGANIZATION 1. Inadequate team and management experience (P) 2. Insufficient workforce 3. Risk mitigation plan not completed during formulation phase 4. Selection of science instruments late in phase B (P) (P) = Primary risk subfactors; All others (S) = Secondary risk subfactors. Required budget reserve % = 20% + 5(number of P's)% + 2(number of S's)% Managing Projects at JPL 8
- 9. Flight Project Practices • Applies to all projects regardless of implementation mode • Specifies what projects are required to do • Projects meet requirements, or get approval for deviation/exception • Communicates the JPL way of doing business, both internally and externally, e.g. to sponsors • Provides for projects the JPL implementation of 7120.5D • Provides for flowdown of requirements in the JPL prime contract • Establishes standards of uniformity • Compliance assessment is via the FPP Compliance Matrix • Deviations/Exceptions/Waiver process engages management in discussion of risks being accepted • Project and Engineering Management Committee (PEMC) provides the change authority (Rules! DocID 58032) Managing Projects at JPL 9
- 10. Flight Project Practices: Content Note: Sections 1-4 are Applicability, Purpose, Implementation, and Approval/Change Authority Section 5 Section 6 Section 7 Management Engineering Safety & Mission Practices Practices Assurance Practices 5.1 Life Cycle 6.1 Mission Design 7.1 Mission Assurance Management 5.2 Planning 6.2 Telecommunications Design 7.2 Reliability Engineering 5.3 Science 6.3 Mission Operations 7.3 Quality Assurance 5.4 Project Organization, Roles & 6.4 System Engineering 7.4 Software IV&V Responsibilities, Etc. 6.5 Launch Services 7.5 Electronic Parts Reliability, 5.5 Work Breakdown Structure 6.6 Inheritance Application and Acquisition 5.6 NEPA Compliance & Lnch Appvl 6.7 Planetary Protection 7.6 Problem Reporting 5.7 Spares, Testbeds, and Models 6.8 Flt Sys Fault Tolerance/Redundancy 7.7 Mission Operations Assurance 5.8 Make-or-Buy Decisions 6.9 Flight Hardware Logistics 7.8 Systems Safety 5.9 Scheduling, Cost Estimating, Etc 6.10 Materials, Processes, and 5.10 Information Mgrt & IT Contamination Control 5.11 Level 1 Scope Margin 6.11 Software Development 5.12 Project Staffing & Destaffing 6.12 Protection & Security of Flt H/W 5.13 Project Priorities/Competing Char 6.13 Design & Verification for 5.14 Acquisition & Surveillance Environmental Compatibility 5.15 Project & Institutional Reporting 6.14 Proj & Sys Level Functional V&V 5.16 Reviews 6.15 Configuration Management 5.17 Risk Management 6.16 Orbital Debris 5.18 Waivers 6.17 Hardware Development 5.19 Crisis Response 6.17 Mission Ops System Development 5.20 Science Data Management 5.21 Ext Comm & Public Engagement 5.21 Lessons Learned 5.22 Margins & Margin Mgt 5.24 Export Control 5.25 Technology 5.26 Project Close-out Managing Projects at JPL 10
- 11. Certification of Flight Readiness (CoFR) • The objective of the CoFR process is to formally document and capture the processes and products that, when completed, constitute a system certified as flight ready. – Applies to all flight missions and instruments – Maximizes use of processes that we already do (minimal new work needs to be done) – Document is tailorable to specific missions or instruments (to be worked with OCE, SMA, Assoc. Dir.) – Process should be completed by the Mission Readiness Review (some open items extending to the flight readiness review are expected) • Two areas are covered: – Products that document the project's adherence to JPL flight/mission development practices. – Tasks and products that document the project's residual risk to mission success. • CoFR process part of Project Life Cycle – Organize libraries with later CoFR processes in mind, update library pointers continually – Use in reviews (SIR, FRR etc.) to show work being done – Compliance verified by audit (OCE, SMA, Assoc. Dir.) at earlier reviews – Start signature process within the Project well before FRR Managing Projects at JPL 11