CCSDS Restructuring

1
CCSDS Restructuring
2
Restructuring, why?

• General The development line across all CCSDS
  panels must follow a focussed CCSDS view on
  space operations needs. The development process
  must be speeded up. The priorities of the actual
  panel work shall not be driven by on the spot
  opinions but by an agreed and living detailed
  technical plan. A lot of work in the past was
  done bottom up wise, the top down sight was often
  missing therefore more effort is required for
  management of the technical program.
• Panel-Program Weighting of themes in general,
  the division of work into the several panels is
  not satisfying. Also some (Sub-) panel work,
  although in line with the themes, is doubted to
  be on the right track in its details of work.
• TSG it is the key group for the CCSDS success,
  but TSG from its very beginning until today was /
  is not successful since
• There is no CCSDS / panel work plan as a basis
  for doing the steering work
• In practice there is no clear decision path for
  how to introduce New Work in a controlled way.
  The definition of what is an acceptable New Work
  item and when is it due to be started is not
  possible lacking a work-plan.
• Due to the existing panel organisation there is
  no need to coordinate / steer between all the
  panels since the past / present program of work
  of each panel is practically disjunctive to the
  others.
• Especially P1, covering many different themes in
  its sub-panels with interfaces being matter for
  steering, steers its work internally. Note
  hidden interfaces are disabling a steering
  process.
• Panel reporting to TSG is not effective, since
  reporting on panel level is the same as the one
  on TSG level by using the panel report available
• But There is an urgent need to support the MC by
  a technical entity like the steering group TSG
  but it must control all technical work across the
  panels rather than being responsible for
  exceptions , X-issues and add-on's of the
  panels work only.

3
Restructuring basics

• Plan
• A detailed plan showing the technical work over
  time for all panels must exist.
• The plan must be generated on the basis of the
  existing CCSDS themes, actual agency priorities /
  needs and the manpower available.
• The plan must be generated / maintained by TSG
  and must be approved by the MC at every
  semi-annual meeting
• Architecture
• As a support of the panels work plan an
  Architecture is needed describing the views on
  the necessary panels technical work to be done.
  The views needed must be approved by the TSG and
  MC.
• The architecture must be the backbone of the
  steering work within CCSDS.
• Although the development of an architecture
  always was in the scope of the charter of TSG, a
  proper architecture was never done in the past.
  This work was finally started by TSG in 2002
  successfully and a first presentation of the
  outcome will take place at the Houston meeting.

4
Restructuring

• Panels
• Panels shall work on the basis of the
  TSG-generated and MC approved plan and
  architecture.
• The Panel organisation, grown in history, is
  neither appropriate to allow optimal steering of
  work nor to the needs of space missions
  operations. A reorganisation is necessary (see
  next slides).
• Panel work is too much oriented on the
  semi-annual meetings. Semi-annual panel meetings
  shall not be dealing with online-development but
  devoted to reporting and review of work.
  Therefore as much as possible smaller working
  groups shall work out solutions between the
  semi-annual meetings using E-mail and
  teleconferences.
• The panel chairs shall coordinate the work flow
  in-between the semi-annual meetings and inform
  all panel members as well as the TSG members on a
  routine basis (every month) to keep them online.
  Need of specialists personnel at the semi-annual
  meetings by this is limited and manpower
  conflicts are minimized.
• X-panel working in permanent or temporary
  working groups (initiated by panels or TSG)
  should avoid joint panel meetings as much as
  possible. X-Panel issues often are bad planning
  issues.
• Panel meetings they should be done shortly
  before the semi- annual TSG-MC meeting (see also
  Week One in J. Kelley Policy of Meetings,
  Dec. 5th,2001). As input to this, the panel
  chair prepares documentation, containing all
  results gained during the ½ years period. Output
  is a short report, convincing TSG that the plan
  of work is met and no conflicts do exist.

5
Panel Organisation, as of today
6
Proposed new panel organisation
7
Restructuring

• TSG
• The panel work plans and the CCSDS Architecture
  Document must be generated and permanently
  maintained by TSG.
• TSG personnel must comprise all panel chairs,
  specialists on request. Customer personnel
  knowing their operations requirements and also
  the agency mission plans must be present (unclear
  still the role of IOAG) . People must be as
  permanent as possible in their TSG membership.
  Specialists, called by the TSG chair, as well as
  other personnel dedicated to the TSG as e.g. the
  panel sub-chairs, must devote significant time to
  TSG specific work and not just spin off their
  panel related issues to the TSG.
• The panel work Plan must be approved by the MC
  and must be the basis for the work process of all
  panels and working groups.
• A proper Reporting by the panels must be done to
  the TSG. Reporting must be done to primarily
  explain progress, changes and conflicts on panel
  internal work on the basis of the approved work
  plan even between the semi-annual meetings.
• Any NWI must be presented to TSG by the panels
  for decision taking before eventually being
  reported to the MC
• TSG only shall report to the Management Council
  and therefore semi-annual meeting shall basically
  comprise a TSG and MC meeting only. For
  convenience panel meetings may be in the same
  timeframe.

8
Restructuring

• Management Council
• The management council should act as in the past
• It comprises the agency representatives as well
  as the TSG and panel chairs
• Panel-, TSG- and MC- Meeting dates and locations
  are managed by the MC (see Kelley Policy of
  Meetings, Dec. 5th,2001)
• On the MC meetings technical status and
  management problems are reported by TSG only. No
  panel reports are done. This is done on the basis
  of the updated work plans and the output
  generated at the TSG meeting
• Agencies must report their use / intended use /
  of CCSDS features as well as their existing /
  planned / implementations of CCSDS features to
  the MC in order to forward their priorities to
  the CCSDS panel work and explain the background.
  Without agency priorities and commitment to
  really use CCSDS features, planning of panel
  work is hard to do.
• The MC / agencies shall prompt the associates for
  their status of actual use of CCSDS features in
  their products for similar reasons on a regular
  basis.
• The management Council shall act on basis of
• Management documentation
• Technical documentation
• for decision taking.

9
CCSDS Frame of Work
Panel WBS
Ops Plan
Strategic Plan
Agencies Mission needs
Frame Of work
CCSDS Strategic Themes
CCSDS Standards Dev. Process
Liaisons
Agency Priorities
CCSDS Context TSG
CCSDS Space Community
Panel Work Plan
MC
10
Technical Documentation (proposal)