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Management Module Space Systems Engineering, version 1.0

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Title: Management Module Space Systems Engineering, version 1.0


1

Management Module Space Systems Engineering,
version 1.0

2
Module Purpose Management
  • To discuss the differences between a project
    managers responsibility and that of a systems
    engineer by highlighting the key responsibilities
    of the manager.
  • To introduce two key management documents the
    project plan and the systems engineering
    management plan.
  • To understand two types of workforce management
    in-line and matrix.

3
Project ManagementA Humorous Example
  • It seems there was a customer in a pet shop who
    was interested in acquiring a parrot. And, so the
    shopkeeper pointed to three kinds of similar
    looking parrots that were situated on a perch
    together. They were basically identical, and he
    inquired about the price of the parrots.
  • And, the shopkeeper said, Well, the parrot on
    the left cost 500. And, he thought that was a
    remarkable price for a parrot, and asked about
    why. And, the shopkeeper said, Well, that parrot
    on the left has great computer skills. So, he
    knows how to run a computer.
  • And, he inquired about the second parrot, and was
    told that the second parrot was a thousand
    dollars, because, not only did he possess all the
    skills that the first parrot had, but he could
    also do math and physics.
  • And, when he inquired about the third of
    course, hes increasingly concerned about these
    prices, he inquired about the third parrot, he
    discovered the third parrot was priced at two
    thousand dollars. And, when he asked the
    shopkeeper why, what special skills does this
    third parrot posses, the shopkeeper said, Well,
    to be honest with you, Ive never seen him do
    anything. But, the other parrots tend to defer to
    him, and they call him the project manager.

4
The Project Managers Role
  • Manage and Control the Project
  • Maintain oversight of all Project activities
  • Review and report technical, schedule and
    financial status
  • Ensure timely detection and correction of
    problems
  • Assess cost/work progress against plans
  • Ensure that all work complies with institutional,
    sponsor, and any other applicable policies,
    requirements and practices
  • Manage and Control the Project Risk
  • Assess progress and develop projections
    (technical, schedule, cost)
  • Ensure timely detection and mitigation of threats
  • Control and guard scope

The decision authority who must balance the
projects 3 variables technical, cost, and
schedule.
5
How Does the Project Manager Deliver?
  • Start with a realistic product
  • Select a talented team
  • Motivate the team
  • Clear communications internal and external to the
    project
  • Ask penetrating questions
  • Track the schedule and cost
  • Prioritize work
  • Carefully manage margins
  • Understand and balance risk across the system
  • Note for a government project,
  • Create a viable acquisition strategy
  • Maintain good contractor relations

6
In Comparison, What is a Systems Engineer
Responsible for?
  • The Many Roles
  • Requirements owner
  • System designer
  • System analyst
  • Validation / Verification engineer
  • Logistics / operations engineer
  • Glue among the subsystems
  • Customer interface
  • Technical manager
  • Information manager
  • Process engineer
  • Coordinator
  • Classified ads system engineer

Source Twelve Roles of Systems Engineers,
Sarah Sheard
7
Management Documents
  • Project Plan
  • Systems Engineering Management Plan

8
Project Plan
The document that establishes the projects
baseline for implementation, signed by the
project manager and his/her management
chain. Defines Who? What? When? How? How much?
Requirements
Work Breakdown Structure
Resources Staff, materials, facilities
Activities
Time-phased Budget
Schedule
Baseline
9
Pause and Learn Opportunity
Review an example Project Plan with the class,
using the James Webb Space Telescope (JWST) Draft
Project Plan. Reference document DRAFT JWST
Program-Project Plan (in process - 30 Oct).doc
10
Systems Engineering Management Plan(SEMP)
  • The SEMP is the subordinate document to the
    Project Plan
  • The SEMP defines for all project participants how
    the project will be technically managed within
    the constraints established by the Project Plan.
  • All other technical documents, such as a
    configuration management plan, depend on the SEMP
    and must comply with it.
  • For a NASA-managed project, the civil servant
    systems engineering team will produce the primary
    SEMP.
  • Each contractor involved in the project will
    produce a contract-unique SEMP that describes how
    it will manage in accordance with both its
    contract and the NASA projects technical
    management practices.
  • For additional information on the contents of a
    SEMP, see the NASA Systems Engineering Handbook,
    2007, Appendix J SEMP Content Outline. (and
    backup slides for example SEMP outline.)
  • Also see the JWST SEMP for an example
    (JWST_000872 SEMP Baseline.doc).

11
People Management
  • Direct Project-Line Management
  • Matrix Management

12
Traditional Project/Product-Line Organization
Characterized as a project or product managed as
a self-sufficient organization relative to the
entire system design life cycle. Each project
will contain its own management structure, its
own engineering function, its own production
capability, its own support function, and so on.
The project manager has the authority and the
responsibility for all aspects of the project,
whether it is a success or a failure.
13
Matrix Organization Structure
14
Matrix Organization Characteristics
  • Functional organizations, such as engineering or
    safety, own the personnel with expertise in
    particular areas.
  • The functional organizations assign technical
    personnel from their pool to specific projects as
    those projects identify their skill needs.
  • Both the project manager and the functional
    division manager agree to the duration of the
    assignment, the tasks to be accomplished, and the
    basis for the individuals performance review.
  • Proven to be the most effective use of technical
    personnel. Project management only pays for the
    personnel on an as-needed basis has access to
    broad talent pool can phase work assignments
    with project life cycle.
  • Common approach for large projects used
    predominantly at NASA Centers responsible for
    development projects.

15
Interview with Dr. John Matheron Management of
the COBE MissionNASA ASK Magazine, 2007
  • COHEN What kinds of problemsother than
    engineering realitiesdid you face?
  • MATHER Some were organizational. We had
    something called matrix management, which we
    love and hate. The good thing about it is theres
    a huge pool of talent you can draw on. The bad
    thing is those people are not yours. When you
    want their time, they may be busy doing something
    that someone else said was important. We had a
    cartoon that showed two boats with lots of
    oarsmen. Matrix management is people paddling in
    every direction and no manager at the end of the
    boat. The other one is project management the way
    project managers like to do it they know whos
    in the boat theres a guy at the end beating a
    drum everybody is paddling in the same
    direction. Our problem wasnt about scientists
    versus engineers. It was engineers, managers, and
    everybody fighting over a scarce resource.

John Mather Nobel Prize Winner, Physics,
2006 COBE Project Scientist
16
One way to look at it
  • From an Interview with NASA Administrator, Mike
    Griffin on The True Challenge of Project
    Management
  • See http//pmperspectives.gsfc.nasa.gov/2007/2006/
    truechallenge.htm
  • Based on Mike Griffins remarks at the 2006 PM
    Challenge (March 21, 2006).
  • Dr. Griffin continued that systems engineering
    and project management are opposite sides of the
    same coin. To talk about one without the other is
    flawed.
  • The losses of Challenger and Columbia, the Hubble
    Space Telescopes flawed optics, Mars Observer,
    Mars Climatology Observer 99, Mars Polar Lander,
    Genesis - all of these programs issues were due
    to failures in project management and systems
    engineering. They all must be looked at as
    learning experiences, to learn as much from them
    as possible so we can repeat as few of them as
    possible.

17
Module Summary Management
  • A Project Managers roles and responsibilities
    are different from those of the Project Systems
    Engineer. The manager is continuously balancing
    the three project variables of cost, schedule and
    technical content.
  • The Project Plan documents the project baseline
    for implementation. It includes the work
    breakdown structure, the associated activities,
    the resources required to accomplish the work,
    and the planned schedule for completing the work.
  • The Systems Engineering Management Plan (SEMP) is
    the projects guiding technical document. All
    subordinate technical documents, like a
    requirements document or test plan, must follow
    the guidelines of the project SEMP.
  • Companies and government agencies usually use two
    different approaches to managing their workforce.
    In-line management means the responsible
    workforce directly reports to the project
    manager. Matrix management means the majority of
    the workforce is assigned temporarily to a
    project for a fixed period of time for a
    specified task.

18
Backup Slides for Management Module
19
SEMP Contents Outline (1/4)
  • Title Page
  • Systems Engineering Management Plan
  • System Name or Identifier
  • Table of Contents
  • Scope
  • Purpose of the System
  • Summary and Purpose of SEMP
  • Relation to other plans and schedules such as the
    Integrated Master Plan (IMP), Integrated Master
    Schedule (IMS), and Earned Value Management
    System (EVMS)
  • The following statement This SEMP is the plan
    for the complete, integrated technical effort.
    Nothing herein shall relieve the Contractor of
    meeting the requirements of the Contract.
  • Applicable Documents
  • Government Documents to include contractual
    requirements documents or specifications
  • Non-government Documents to include any
    applicable from independent standards
    organizations
  • Corporate Documents

20
SEMP Contents Outline (2/4)
  • Systems Engineering Process and Responsibilities
    for its Implementation
  • Description of the Contractors systems
    engineering process activities to be accomplished
    during the contract to include the iterative
    nature of the process application in the form of
    narratives, supplemented as appropriate by
    graphical presentations, detailing the
    contractors processes and procedures for
    completing the systems engineering effort
  • Requirements Analysis
  • Functional Analysis and Allocation
  • Synthesis
  • Systems Analysis and Control to include Control
    and Manage to include trade studies,
    cost-effectiveness analyses
  • Risk Management
  • Configuration Management
  • Interface Management
  • Data Management
  • Technical Performance Measurements (TPMs)
    initial list, criteria for changing the list,
    update schedule, responsibility for monitoring,
    and relationship to risk management
  • Technical Reviews and Audits

21
SEMP Contents Outline (3/4)
  • Description of products and results
  • Decision Database describe development,
    implementation, life-cycle accessibility, and
    life-cycle maintenance including how traceability
    of the information will be accomplished
  • Specifications (or equivalent) and configuration
    baselines describe development, measures of
    completeness, verifiability, traceability, and
    how and when controlled
  • Verification Planning planning for verifying
    all requirements to include identification,
    configuration control, and maintenance of
    accuracy/precision of all verification tools
  • Organizational responsibilities, authority, and
    means of accountability for implementing the
    process under the Contract
  • Work authorization methods for opening work
    packages under the EVMS, closure, and
    authorization of changes
  • Subcontractor technical effort description of
    the level of subcontractor participation in the
    technical effort as well as the role of systems
    engineering in subcontractor and vendor selection
    and management

22
SEMP Contents Outline (4/4)
  • Transitioning Critical Technologies
  • Criteria for assessing and transitioning
    technologies
  • Evolutionary/spiral acquisition strategies
  • Integration of the Systems Engineering Activities
  • How management plans and schedules (such as the
    IMP and IMS) and the EVMS will be used to plan,
    organize, direct, monitor and control the systems
    engineering activities
  • Systems Engineering Tools
  • Approach and process for system integration and
    test
  • Additional Systems Engineering Activities
  • Notes
  • Glossary of terms used in the SEMP
  • Appendices each appendix shall be referenced in
    the main body of the SEMP where the data would
    otherwise have been provided.

23
Interview with Dr. John Matheron Management of
the COBE MissionNASA ASK Magazine
  • Additional excerpt from John Mathers interview
  • Tony Fragomeni, the observatory manager, used to
    sit at the end of the table with a plastic
    baseball bat and make sure he heard from the
    right people. Running meetings well is a
    tremendously important skill how to hear from
    all the people so that you dont miss good ideas
    how to send people away knowing somethings going
    to happen. You have to say, I understand that
    this is the decision. Absolute clarity is
    required. If you dither around and put off the
    decision for another week, youd better have a
    plan for what youre going to do instead. Drawing
    decisions out of discussions and actions out of
    ideas is the secret for getting anything done.

24
Interview with Dr. John Matheron Management of
the COBE MissionNASA ASK Magazine
  • Additional excerpt from John Mathers interview
  • The challenge for management, though, is deciding
    whether they can afford to put a person on a
    project full time. The project manager says, I
    need to know whos on my project all the time. If
    someone completes a particular job, Ive got
    something else for him to do. The matrix manager
    says, If that persons job is done, I want him
    to work on another project. Its hard to cope
    with matrix management flexibility if youre a
    project manager. The lesson learned on matrix
    management is its OK, but assign people full
    time and make sure they know whom theyre working
    for during big blocks of time. In the earliest
    days of COBE, we had people charging a tenth of
    their time. They were able to go to a meeting,
    but they didnt have time to produce anything
    useful. A tenth really equals zero. It drove us
    crazy, and I dont think it made those people
    happy.

25
Keys to SuccessAdvise to University
Nanosatellite Programaccording to Air Force
Research Lab
  • Administrative and student leadership
  • Roles and communication
  • Organized mission and requirements approach
  • Thought processes, logical planning, and team
    buy-in
  • Good systems engineering practices
  • Set up a good foundation early
  • Personnel management
  • Know your strengths and weaknesses

Technical challenges can be time-consuming but
poor project management can absolutely devastate
your schedule! It is far more likely that your
program will fail due to management problems than
due to technical/engineering roadblocks!
26
System, Systems Engineering, and Project
Management
  • DEFINITIONS
  • System The combination of elements that
    function together to produce the capability
    required to meet a need. The elements include all
    hardware, software, equipment, facilities,
    personnel, processes, and procedures needed for
    this purpose.
  • Systems Engineering A disciplined approach for
    the definition, implementation, integration and
    operation of a system (product or service). The
    emphasis is on achieving stakeholder functional,
    physical and operational performance requirements
    in the intended use environments over its planned
    life within cost and schedule constraints.
    Systems engineering includes the engineering
    processes and technical management processes that
    consider the interface relationships across all
    elements of the system, other systems or as a
    part of a larger system.
  • The discipline of systems engineering uses
    techniques and tools appropriate for use by any
    engineer with responsibility for designing a
    system as defined above. That includes
    subsystems.
  • Project Management The process of planning,
    applying, and controlling the use of funds,
    personnel, and physical resources to achieve a
    specific result.

NASA NPG 7120.5D
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