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At least 19 records
All sourcesNASA NTRSDOE OSTI
NASA NTRS1994

Work Breakdown Structure (WBS) and WBS dictionary

This document is intended to provide the framework for defining all work to be accomplished under the proposed contract for the mission support program as defined by Section J-1 Statement of Work (SOW) of the RFP No.8-1-3-TA-50030 dated 11/2/93. The time period of performance of this contract will be from 3/1/94 through to the end of fiscal 1999. In addition to providing the framework for the integration of the cost, schedule, and manpower planning necessary to accomplish this work it establishes the association among the WBS elements, the SOW, and the Technical Proposal.

Cocuzzo, F.↗
NASA NTRS2016

NASA Work Breakdown Structure (WBS) Handbook

The purpose of this document is to provide program/project teams necessary instruction and guidance in the best practices for Work Breakdown Structure (WBS) and WBS dictionary development and use for project implementation and management control. This handbook can be used for all types of NASA projects and work activities including research, development, construction, test and evaluation, and operations. The products of these work efforts may be hardware, software, data, or service elements (alone or in combination). The aim of this document is to assist project teams in the development of effective work breakdown structures that provide a framework of common reference for all project elements. The WBS and WBS dictionary are effective management processes for planning, organizing, and administering NASA programs and projects. The guidance contained in this document is applicable to both in-house, NASA-led effort and contracted effort. It assists management teams from both entities in fulfilling necessary responsibilities for successful accomplishment of project cost, schedule, and technical goals. Benefits resulting from the use of an effective WBS include, but are not limited to: providing a basis for assigned project responsibilities, providing a basis for project schedule and budget development, simplifying a project by dividing the total work scope into manageable units, and providing a common reference for all project communication.

Planning↗
NASA NTRS2010

Work Breakdown Structure (WBS) Handbook

The purpose of this document is to provide program/project teams necessary instruction and guidance in the best practices for Work Breakdown Structure (WBS) and WBS dictionary development and use for project implementation and management control. This handbook can be used for all types of NASA projects and work activities including research, development, construction, test and evaluation, and operations. The products of these work efforts may be hardware, software, data, or service elements (alone or in combination). The aim of this document is to assist project teams in the development of effective work breakdown structures that provide a framework of common reference for all project elements. The WBS and WBS dictionary are effective management processes for planning, organizing, and administering NASA programs and projects. The guidance contained in this document is applicable to both in-house, NASA-led effort and contracted effort. It assists management teams from both entities in fulfilling necessary responsibilities for successful accomplishment of project cost, schedule, and technical goals. Benefits resulting from the use of an effective WBS include, but are not limited to: providing a basis for assigned project responsibilities, providing a basis for project schedule development, simplifying a project by dividing the total work scope into manageable units, and providing a common reference for all project communication.

Source record↗
NASA NTRS2021

NASA Work Breakdown Structure (WBS) Handbook

The purpose of this document is to provide program/project teams necessary instruction and guidance in the best practices for WBS and WBS dictionary development and use for project implementation and management control. This handbook can be used for all types of NASA projects and work activities including research, development, construction, test and evaluation, and operations. The products of these work efforts may be hardware, software, data, or service elements (alone or in combination). The aim of this document is to assist project teams in the development of effective work breakdown structures that provide a framework of common reference for all project elements. The WBS and WBS dictionary are effective management processes for planning, organizing, and administering NASA programs and projects. The guidance contained in this document is applicable to both in-house, NASA-led effort and contracted effort. It assists management teams from both entities in fulfilling necessary responsibilities for successful accomplishment of project cost, schedule, and technical goals. Benefits resulting from the use of an effective WBS include, but are not limited to: providing a basis for assigned project responsibilities, providing a basis for project schedule and budget development, simplifying a project by dividing the total work scope into manageable units, and providing a common reference for all project communication.

Christopher Lewis Sadler↗
NASA NTRS2018

NASA Work Breakdown Structure (WBS) Handbook

The purpose of this document is to provide program/project teams necessary instruction and guidance in the best practices for Work Breakdown Structure (WBS) and WBS dictionary development and use for project implementation and management control. This handbook can be used for all types of NASA projects and work activities including research, development, construction, test and evaluation, and operations. The products of these work efforts may be hardware, software, data, or service elements (alone or in combination). The aim of this document is to assist project teams in the development of effective work breakdown structures that provide a framework of common reference for all project elements.

Schedule↗
NASA NTRS2019

NASA Work Breakdown Structure (WBS) Handbook

The purpose of this document is to provide program/project teams necessary instruction and guidance in the best practices for Work Breakdown Structure (WBS) and WBS dictionary development and use for project implementation and management control. This handbook can be used for all types of NASA projects and work activities including research, development, construction, test and evaluation, and operations. The products of these work efforts may be hardware, software, data, or service elements (alone or in combination). The aim of this document is to assist project teams in the development of effective work breakdown structures that provide a framework of common reference for all project elements.

Formulation↗
NASA NTRS1991

Space transfer vehicle concepts and requirements study. Volume 3: Program cost estimates. Book 2: WBS and dictionary

This document describes the products and services to be developed, tested, produced, and operated for the Space Transfer Vehicle (STV) Program. The Work Breakdown Structure (WBS) and WBS Dictionary are program management tools used to catalog, account by task, and summarize work packages of a space system program. The products or services to be delivered or accomplished during the STV C/D phase are the primary focus of this work breakdown structure document.

Peffley, A. F.↗
NASA NTRS1974

Earth Observatory Satellite system definition study. Report no. 3: Design/cost tradeoff studies. Appendix A: EOS program WBS dictionary. Appendix B: EOS mission functional analysis

The work breakdown structure (WBS) dictionary for the Earth Observatory Satellite (EOS) is defined. The various elements of the EOS program are examined to include the aggregate of hardware, computer software, services, and data required to develop, produce, test, support, and operate the space vehicle and the companion ground data management system. A functional analysis of the EOS mission is developed. The operations for three typical EOS missions, Delta, Titan, and Shuttle launched are considered. The functions were determined for the top program elements, and the mission operations, function 2.0, was expanded to level one functions. Selection of ten level one functions for further analysis to level two and three functions were based on concern for the EOS operations and associated interfaces.

Source record↗
DOE OSTI2026

Safeguards Technology Program FY2026 Mid-Year Report for Project WBS# 24.1.3.3: Development of Procedures for Th-U Radiochronometry of Uranium Particles by LG-SIMS

Implementing 230 Th- 234 U radiochronometry of environmental uranium particles by large geometry secondary ion mass spectrometry (LG-SIMS) requires assessment, validation, and technical support before safeguards conclusions can be drawn from the information. This project investigates the most challenging aspects of LG-SIMS particle radiochronometry 230 Th- 234 U measurements through a collaboration between LANL and NIST, to provide best practices and procedures for determining high quality ages with optimized uncertainties. This includes exploration of reducing detector backgrounds, investigating the best ways to report uncertainties, and establishing recommended instrument setups.

98 NUCLEAR DISARMAMENT, SAFEGUARDS, AND PHYSICAL P↗
NASA NTRS1979

The 25 kW power module evolution study. Part 3: Conceptual design for power module evolution. Volume 6: WBS and dictionary

Program elements of the power module (PM) system, are identified, structured, and defined according to the planned work breakdown structure. Efforts required to design, develop, manufacture, test, checkout, launch and operate a protoflight assembled 25 kW, 50 kW and 100 kW PM include the preparation and delivery of related software, government furnished equipment, space support equipment, ground support equipment, launch site verification software, orbital verification software, and all related data items.

Source record↗
NASA NTRS1989

Space Transportation Booster Engine Configuration Study. Volume 3: Program Cost estimates and work breakdown structure and WBS dictionary

The objective of the Space Transportation Booster Engine Configuration Study is to contribute to the ALS development effort by providing highly reliable, low cost booster engine concepts for both expendable and reusable rocket engines. The objectives of the Space Transportation Booster Engine (STBE) Configuration Study were: (1) to identify engine development configurations which enhance vehicle performance and provide operational flexibility at low cost; and (2) to explore innovative approaches to the follow-on Full-Scale Development (FSD) phase for the STBE.

Source record↗
NASA NTRS1994

Materials processing in space tasks. WBS task 5.4: Generic tasks

This task encompassed a wide range of activities related to materials processing in space. For example, all aspects of the space station's flight and ground based systems design were assessed for the Office of Advanced Concepts and Technology (OACT) Space Processing Division Office. Activities for that organization also included the consolidation of space processing payload requirements for the space station and the development of an OACT payload operations plan. Similar duties were performed for the MSFC Payload Project Office. The SPACECOM database was used to conduct preliminary design studies for microgravity payload carriers and to conduct assessments of materials processing technology. Concepts for the Advanced Protein Crystal Growth Facility (APCGF) were developed. Materials processing vent products were analyzed and a furnace facility filter concept was developed using those studies. A preliminary design for a space station aluminum payload rack was developed. Analysis was conducted to characterize the acceleration environment onboard the space shuttle. Equipment for two fluid experiment apparatus was designed and manufactured for the Space Science Laboratory. The Fluids and Materials Experiments (FAME) data base was expanded. Also, Mir payload integration, technology transfer, and spacelab-to-space station transition studies were conducted.

Crull, Robert↗
DOE OSTI2024

Comparative Uptake Patterns of Radioactive Iodine and [18F]-Fluorodeoxyglucose (FDG) in Metastatic Differentiated Thyroid Cancers

Background: Metastatic differentiated thyroid cancer (DTC) represents a molecularly heterogeneous group of cancers with varying radioactive iodine (RAI) and [ 18 F]-fluorodeoxyglucose (FDG) uptake patterns potentially correlated with the degree of de-differentiation through the so-called “flip-flop” phenomenon. However, it is unknown if RAI and FDG uptake patterns correlate with molecular status or metastatic site. Materials and Methods: A retrospective analysis of metastatic DTC patients (n = 46) with radioactive 131-iodine whole body scan (WBS) and FDG-PET imaging between 2008 and 2022 was performed. The inclusion criteria included accessible FDG-PET and WBS studies within 1 year of each other. Studies were interpreted by two blinded radiologists for iodine or FDG uptake in extrathyroidal sites including lungs, lymph nodes, and bone. Cases were stratified by BRAF V600E mutation status, histology, and a combination of tumor genotype and histology. The data were analyzed by McNemar’s Chi-square test. Results: Lung metastasis FDG uptake was significantly more common than iodine uptake (WBS: 52%, FDG: 84%, p = 0.04), but no significant differences were found for lymph or bone metastases. Lung metastasis FDG uptake was significantly more prevalent in the papillary pattern sub-cohort (WBS: 37%, FDG: 89%, p = 0.02) than the follicular pattern sub-cohort (WBS: 75%, FDG: 75%, p = 1.00). Similarly, BRAF V600E+ tumors with lung metastases also demonstrated a preponderance of FDG uptake (WBS: 29%, FDG: 93%, p = 0.02) than BRAF V600E- tumors (WBS: 83%, FDG: 83%, p = 1.00) with lung metastases. Papillary histology featured higher FDG uptake in lung metastasis (WBS: 39%, FDG: 89%, p = 0.03) compared with follicular histology (WBS: 69%, FDG: 77%, p = 1.00). Patients with papillary pattern disease, BRAF V600E+ mutation, or papillary histology had reduced agreement between both modalities in uptake at all metastatic sites compared with those with follicular pattern disease, BRAF V600E- mutation, or follicular histology. Low agreement in lymph node uptake was observed in all patients irrespective of molecular status or histology. Conclusions: The pattern of FDG-PET and radioiodine uptake is dependent on molecular status and metastatic site, with those with papillary histology or BRAF V600E+ mutation featuring increased FDG uptake in distant metastasis. Further study with an expanded cohort may identify which patients may benefit from specific imaging modalities to recognize and surveil metastases.

60 APPLIED LIFE SCIENCES↗
NASA NTRS2022

Bayesian Rules of Thumb: Robust Uncertainty Quantification in Early Project Cost Estimation

Systems engineers often make use of cost Rules ofThumb in order to estimate cost during early phases of projectformulation. These Rules of Thumb typically take the form ofa sequence of percentages over which a total cost is allocatedacross NASA WBS elements. Rules of Thumb can then be usedto extrapolate cost from one or more known WBS elements tothe remaining unknown WBS elements, assisting early projectformulation architecture studies (such as those in JPL’s Team Xand A Team).A number of issues can arise when generating and using costRules of Thumb. For example, many records of project costsconsist of incomplete data. Typical methods of dealing withincomplete cost allocation data include (a) ignoring missionswith incomplete data, or (b) taking averages of the non-zero percentagesacross missions, but both of these methods can result inbiased estimates if the existence of incomplete data correlateswith total mission cost or any particular WBS element. Anothercommon example is cost reported in one or more incorrect WBSelements. This is especially prevalent in smaller missions whereit is more common for engineers to perform tasks that fall underthe purview of multiple WBS elements.Furthermore, a Rule of Thumb estimate is typically reported asa point estimate; there is no reported uncertainty around thepercentages used to generate an allocation. Even in the rarecase in which confidence intervals around mean percentages areprovided, there may be positive or negative correlations betweenWBS elements which can skew estimates.Here we attempt to address these problems by formulatingprobabilistic Rules of Thumb in which a distribution of allocationschemes, rather than a single allocation scheme, is generated.We use a bootstrap imputation method to simultaneouslyaccount for uncertainty in the missing data while using allavailable information contained in the dataset. The imputeddatasets are then input into a multivariate Bayesian modelwhich accounts for correlations between WBS elements andproperly accounts for uncertainty in the final Rule of Thumbpercentages and predictions. We describe the mathematicalmodel and provides snippets of R code utilizing the brms(Bayesian Regression Models using Stan) package. To illustratethis model, we generate a Bayesian Level 2 WBS Cost Rule ofThumb for MIDEX (Medium-Class Explorers) missions withdata extracted from NASA’s CADRe. We then compare thismethod’s performance with the classical Rule of Thumb method.

Hooke, Melissa A↗
NASA NTRS1984

Space platform expendables resupply concept definition study. Volume 3: Work breakdown structure and work breakdown structure dictionary

The work breakdown structure (WBS) for the Space Platform Expendables Resupply Concept Definition Study is described. The WBS consists of a list of WBS elements, a dictionary of element definitions, and an element logic diagram. The list and logic diagram identify the interrelationships of the elements. The dictionary defines the types of work that may be represented by or be classified under each specific element. The Space Platform Expendable Resupply WBS was selected mainly to support the program planning, scheduling, and costing performed in the programmatics task (task 3). The WBS is neither a statement-of-work nor a work authorization document. Rather, it is a framework around which to define requirements, plan effort, assign responsibilities, allocate and control resources, and report progress, expenditures, technical performance, and schedule performance. The WBS element definitions are independent of make-or-buy decisions, organizational structure, and activity locations unless exceptions are specifically stated.

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