Engineering Papers⌕ Search

SEARCH · Engineering Papers

Results for “cost management”

Search indexed NASA NTRS and DOE OSTI research on propulsion, heat transfer, battery materials and energy systems. Follow report and document links to the original sources.

Quote a phrase for an exact phrase match. Source license links do not imply unrestricted reuse.

At least 19 records
All sourcesNASA NTRSDOE OSTI
NASA NTRS1974

Earth Observatory Satellite system definition study. Report 4: Low cost management approach and recommendations

An analysis of low cost management approaches for the development of the Earth Observatory Satellite (EOS) is presented. The factors of the program which tend to increase costs are identified. The NASA/Industry interface is stressed to show how the interface can be improved to produce reduced program costs. Techniques and examples of cost reduction which can be applied to the EOS program are tabulated. Specific recommendations for actions to be taken to reduce costs in prescribed areas are submitted.

Source record↗
NASA NTRS2010

Improving Life-Cycle Cost Management of Spacecraft Missions

This presentation will explore the results of a recent NASA Life-Cycle Cost study and how project managers can use the findings and recommendations to improve planning and coordination early in the formulation cycle and avoid common pitfalls resulting in cost overruns. The typical NASA space science mission will exceed both the initial estimated and the confirmed life-cycle costs by the end of the mission. In a fixed-budget environment, these overruns translate to delays in starting or launching future missions, or in the worst case can lead to cancelled missions. Some of these overruns are due to issues outside the control of the project; others are due to the unpredictable problems (unknown unknowns) that can affect any development project. However, a recent study of life-cycle cost growth by the Discovery and New Frontiers Program Office identified a number of areas that are within the scope of project management to address. The study also found that the majority of the underlying causes for cost overruns are embedded in the project approach during the formulation and early design phases, but the actual impacts typically are not experienced until late in the project life cycle. Thus, project management focus in key areas such as integrated schedule development, management structure and contractor communications processes, heritage and technology assumptions, and operations planning, can be used to validate initial cost assumptions and set in place management processes to avoid the common pitfalls resulting in cost overruns.

Clardy, Dennon↗
NASA NTRS2015

Effective Schedule and Cost Management as a Product Development Lead

The presentation will be given at the 26th Annual Thermal Fluids Analysis Workshop (TFAWS 2015) hosted by the Goddard SpaceFlight Center (GSFC) Thermal Engineering Branch (Code 545). This course provides best practices, helpful tools and lessons learned for staying on plan and day-to-day management of Subsystem flight development after getting Project approval for your Subsystem schedule and budget baseline.

Schedule↗
NASA NTRS1991

Intelligent systems/software engineering methodology - A process to manage cost and risk

A systems development methodology is discussed that has been successfully applied to the construction of a number of intelligent systems. This methodology is a refinement of both evolutionary and spiral development methodologies. It is appropriate for development of intelligent systems. The application of advanced engineering methodology to the development of software products and intelligent systems is an important step toward supporting the transition of AI technology into aerospace applications. A description of the methodology and the process model from which it derives is given. Associated documents and tools are described which are used to manage the development process and record and report the emerging design.

Friedlander, Carl↗
NASA NTRS1990

Low cost management of replicated data in fault-tolerant distributed systems

Many distributed systems replicate data for fault tolerance or availability. In such systems, a logical update on a data item results in a physical update on a number of copies. The synchronization and communication required to keep the copies of replicated data consistent introduce a delay when operations are performed. A technique is described that relaxes the usual degree of synchronization, permitting replicated data items to be updated concurrently with other operations, while at the same time ensuring that correctness is not violated. The additional concurrency thus obtained results in better response time when performing operations on replicated data. How this technique performs in conjunction with a roll-back and a roll-forward failure recovery mechanism is also discussed.

Joseph, Thomas A.↗
NASA NTRS1990

Managing Information On Costs

Cost Management Model, CMM, software tool for planning, tracking, and reporting costs and information related to costs. Capable of estimating costs, comparing estimated to actual costs, performing "what-if" analyses on estimates of costs, and providing mechanism to maintain data on costs in format oriented to management. Number of supportive cost methods built in: escalation rates, production-learning curves, activity/event schedules, unit production schedules, set of spread distributions, tables of rates and factors defined by user, and full arithmetic capability. Import/export capability possible with 20/20 Spreadsheet available on Data General equipment. Program requires AOS/VS operating system available on Data General MV series computers. Written mainly in FORTRAN 77 but uses SGU (Screen Generation Utility).

Taulbee, Zoe A.↗
NASA NTRS2001

Report by the International Space Station (ISS) Management and Cost Evaluation (IMCE) Task Force

The International Space Station (ISS) Management and Cost Evaluation Task Force (IMCE) was chartered to conduct an independent external review and assessment of the ISS cost, budget, and management. In addition, the Task Force was asked to provide recommendations that could provide maximum benefit to the U.S. taxpayers and the International Partners within the President's budget request. The Task Force has made the following principal findings: (1) The ISS Program's technical achievements to date, as represented by on-orbit capability, are extraordinary; (2) The Existing ISS Program Plan for executing the FY 02-06 budget is not credible; (3) The existing deficiencies in management structure, institutional culture, cost estimating, and program control must be acknowledged and corrected for the Program to move forward in a credible fashion; (4) Additional budget flexibility, from within the Office of Space Flight (OSF) must be provided for a credible core complete program; (5) The research support program is proceeding assuming the budget that was in place before the FY02 budget runout reduction of $1B; (6) There are opportunities to maximize research on the core station program with modest cost impact; (7) The U.S. Core Complete configuration (three person crew) as an end-state will not achieve the unique research potential of the ISS; (8) The cost estimates for the U.S.-funded enhancement options (e.g., permanent seven person crew) are not sufficiently developed to assess credibility. After these findings, the Task Force has formulated several primary recommendations which are published here and include: (1) Major changes must be made in how the ISS program is managed; (2) Additional cost reductions are required within the baseline program; (3) Additional funds must be identified and applied from the Human Space Flight budget; (4) A clearly defined program with a credible end-state, agreed to by all stakeholders, must be developed and implemented.

Young, A. Thomas↗
NASA NTRSDate not supplied

Lessons Learned from NASA Goddard Space Flight Center’s Product Development Lead Training Schedule and Cost Development Workshop: Continuous Improvement

This presentation provides a status of the Goddard Space Flight Center (GSFC) effort to increase foundational knowledge of Product Development Leads (PDLs) in schedule and cost management including earned value management (EVM). In 2012, GSFC’s Engineering and Technology Directorate (ETD) implemented an in-house training program to prepare PDLs for managing the technical, cost, schedule, and risk aspects of spaceflight systems to meet their subsystem commitments. Developed in-house, the PDL training program provides an integrated approach to requirements development, risk, schedule and cost management, EVM, performance tracking, and other areas. The program has been held twice yearly since its inception with 531 participating and 451 completing the curriculum. In 2017, the program won the Robert H. Goddard award for Quality and Process Improvement. Program development and evolution were presented in the 2018 NASA Schedule and Cost Symposium. The presentation was so well received that this year we focus on one workshop within the program: Schedule and Cost Development, including EVM. We examine the on-going logic modeling process and how participant and stakeholder data influence workshop content and design, and how the disciplines of schedule and cost contribute to mission success. In this presentation we refresh you on how the approach integrates lecture, small group discussion, estimating, case study exercises, and problem solving. We update you on the data collected from participants and stakeholders, and we discuss how we use these data to measure training effectiveness. Specific topics include: • How the logic model is used as the backbone for continuous program improvement, • How feedback influences implementation and curriculum updates, • How data collection and analysis inform workshop content and development, including participant discoveries of EVM data, • How including the resource analyst and planner in the product development team supports project success.

Lessons Learned↗
NASA NTRS2003

Create your own science planning tool in 3 days with SOA

Scientific discovery and advancement of knowledge has been, and continues to be, the goal for space missions at Jet Propulsion Laboratory. Scientist must plan their observation/experiments to get the maximum data return in order to make those discoveries. However, each mission has different science objectives, a different spacecraft and different instrument payloads, as well as, different routes to different destinations with different spacecraft restrictions and characteristics. In the current reduced cost environment, manageable cost for mission planning software is a must. Science Opportunity Analyzer (SOA), a planning tool for scientists and mission planners, utilizes a simple approach to reduce cost and promote reusability.

Science Opportunity Analyzer (SOA).↗
NASA NTRS1986

Cost effective management of space venture risks

The development of a model for the cost-effective management of space venture risks is discussed. The risk assessment and control program of insurance companies is examined. A simplified system development cycle which consists of a conceptual design phase, a preliminary design phase, a final design phase, a construction phase, and a system operations and maintenance phase is described. The model incorporates insurance safety risk methods and reliability engineering, and testing practices used in the development of large aerospace and defense systems.

Giuntini, Ronald E.↗
NASA NTRS2010

Results from the NASA Spacecraft Fault Management Workshop: Cost Drivers for Deep Space Missions

Fault Management, the detection of and response to in-flight anomalies, is a critical aspect of deep-space missions. Fault management capabilities are commonly distributed across flight and ground subsystems, impacting hardware, software, and mission operations designs. The National Aeronautics and Space Administration (NASA) Discovery & New Frontiers (D&NF) Program Office at Marshall Space Flight Center (MSFC) recently studied cost overruns and schedule delays for five missions. The goal was to identify the underlying causes for the overruns and delays, and to develop practical mitigations to assist the D&NF projects in identifying potential risks and controlling the associated impacts to proposed mission costs and schedules. The study found that four out of the five missions studied had significant overruns due to underestimating the complexity and support requirements for fault management. As a result of this and other recent experiences, the NASA Science Mission Directorate (SMD) Planetary Science Division (PSD) commissioned a workshop to bring together invited participants across government, industry, and academia to assess the state of the art in fault management practice and research, identify current and potential issues, and make recommendations for addressing these issues. The workshop was held in New Orleans in April of 2008. The workshop concluded that fault management is not being limited by technology, but rather by a lack of emphasis and discipline in both the engineering and programmatic dimensions. Some of the areas cited in the findings include different, conflicting, and changing institutional goals and risk postures; unclear ownership of end-to-end fault management engineering; inadequate understanding of the impact of mission-level requirements on fault management complexity; and practices, processes, and tools that have not kept pace with the increasing complexity of mission requirements and spacecraft systems. This paper summarizes the findings and recommendations from that workshop, particularly as fault management development issues affect operations and the development of operations capabilities.

Newhouse, Marilyn E.↗
NASA NTRS2015

Why Don't They Just Give Us Money? Project Cost Estimating and Cost Reporting

Successful projects require an integrated approach to managing cost, schedule, and risk. This is especially true for complex, multi-year projects involving multiple organizations. To explore solutions and leverage valuable lessons learned, NASA's Virtual Project Management Challenge will kick off a three-part series examining some of the challenges faced by project and program managers when it comes to managing these important elements. In this first session of the series, we will look at cost management, with an emphasis on the critical roles of cost estimating and cost reporting. By taking a proactive approach to both of these activities, project managers can better control life cycle costs, maintain stakeholder confidence, and protect other current and future projects in the organization's portfolio. Speakers will be Doug Comstock, Director of NASA's Cost Analysis Division, Kristin Van Wychen, Senior Analyst in the GAO Acquisition and Sourcing Management Team, and Mary Beth Zimmerman, Branch Chief for NASA's Portfolio Analysis Branch, Strategic Investments Division. Moderator Ramien Pierre is from NASA's Academy for Program/Project and Engineering Leadership (APPEL).

Comstock, Douglas A.↗
NASA NTRS2004

An Application of the Phosphorus Consistent Rule for Environmentally Acceptable Cost-Efficient Management of Broiler Litter in Crop Production

We calculated the profitability of using broiler litter as a source of plant nutrients using the phosphorus consistent litter application rule. The cost saving by using litter is 37% over the use of chemical fertilizer-only option to meet the nutrient needs of major crops grown in Alabama. In the optimal solution, only a few routes of all the possible routes developed were used for inter- and intra- county litter hauling. If litter is not adopted as the sole source of crop nutrients, the best environmental policy may be to pair the phosphorus consistent rule with taxes, marketable permits, and subsidies.flaws

Paudel, Krishna P.↗
NASA NTRS2005

Reducing costs of managing and accessing navigation and ancillary data by relying on the extensive capabilities of NASA's spice system

The SPICE system of navigation and ancillary data possesses a number of traits that make its use in modern space missions of all types highly cost efficient. The core of the system is a software library providing API interfaces for storing and retrieving such data as trajectories, orientations, time conversions, and instrument geometry parameters. Applications used at any stage of a mission life cycle can call SPICE APIs to access this data and compute geometric quantities required for observation planning, engineering assessment and science data analysis. SPICE is implemented in three different languages, supported on 20+ computer environments, and distributed with complete source code and documentation. It includes capabilities that are extensively tested by everyday use in many active projects and are applicable to all types of space missions - flyby, orbiters, observatories, landers and rovers. While a customer's initial SPICE adaptation for the first mission or experiment requires a modest effort, this initial effort pays off because adaptation for subsequent missions/experiments is just a small fraction of the initial investment, with the majority of tools based on SPICE requiring no or very minor changes.

ancillary data↗
NASA NTRS2008

Infusing Stretch Goal Requirements into the Constellation Program

In 2004, the Vision for Space Exploration (VSE) was announced by the United States President's Administration in an effort to explore space and to extend a human presence across our solar system. Subsequently, the National Aeronautics and Space Administration (NASA) established the Exploration Systems Mission Directorate (ESMD) to develop a constellation of new capabilities, supporting technologies, and foundational research that allows for the sustained and affordable exploration of space. Then, ESMD specified the primary mission for the Constellation Program to carry out a series of human expeditions, ranging from Low Earth Orbit (LEO) to the surface of Moon, Mars, and beyond for the purposes of conducting human exploration of space. Thus, the Constellation Program was established at the Lyndon B. Johnson Space Center (JSC) to manage the development of the flight and ground infrastructure and systems that can enable continued and extended human access to space. Constellation Program's "Design Objectives" call for an early attention to the program's life cycle costs management through the Program's Need, Goals, and Objectives (NGO) document, which provides the vision, scope, and key areas of focus for the Program. One general policy of the Constellation Program, found in the Constellation Architecture Requirements Document (CARD), states: "A sustainable program hinges on how effectively total life cycle costs are managed. Developmental costs are a key consideration, but total life cycle costs related to the production, processing, and operation of the entire architecture must be accounted for in design decisions sufficiently to ensure future resources are available for ever more ambitious missions into the solar system....It is the intent of the Constellation Program to aggressively manage this aspect of the program using the design policies and simplicity." To respond to the Program's strong desire to manage the program life cycle costs, special efforts were established to identify operability requirements to influence flight vehicle and ground infrastructure design in order to impact the life cycle operations costs, and stretch goal requirements were introduced to the Program. This paper will describe how these stretch goal requirements were identified, developed, refined, matured, approved, and infused into the CARD. The paper will also document several challenges encountered when infusing the stretch goal requirements into the Constellation Program.

Operability↗
NASA NTRS2003

Why Costing is Important on HBCU Grants

This paper explains why cost is important on Historically Black College and University (HBCU) Grants. The topics of discussion include: 1) Forward Funding; 2) Good and bad cost management; and 3) Recommendations for cost performance.

Source record↗
NASA NTRS1986

Government conceptual estimating for contracting and management

The use of the Aerospace Price Book, a cost index, and conceptual cost estimating for cost-effective design and construction of space facilities is discussed. The price book consists of over 200 commonly used conceptual elements and 100 systems summaries of projects such as launch pads, processing facilities, and air locks. The cost index is composed of three divisions: (1) bid summaries of major Shuttle projects, (2) budget cost data sheets, and (3) cost management summaries; each of these divisions is described. Conceptual estimates of facilities and ground support equipment are required to provide the most probable project cost for budget, funding, and project approval purposes. Similar buildings, systems, and elements already designed are located in the cost index in order to make the best rough order of magnitude conceptual estimates for development of Space Shuttle facilities. An example displaying the applicability of the conceptual cost estimating procedure for the development of the KSC facilities is presented.

Brown, J. A.↗