Risk Management for Jet Propulsion Laboratory Flight Projects
The Risk Management process is assuming greater influence in the process of Project and Program Management.
Risk Management Flight Projects NASA NPG 7120.5A R↗
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It (implementing Deep Space flight projects) is risky business
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risk management flight projects↗
Risk Management at the Total Project Level
Flight Projects plan their work against challenging technical objectives and tight schedules, and in the new environment of Faster-Better-Cheaper, low, rigid budgets.
Risk Management Space Projects↗
Preliminary risk assessment for the Black Brant XII
In order to provide the scientific community, as well as NASA management, with a preview of typical safety restrictions for the proposed Black Brant XII sounding rocket, a risk assessment for a typical payload has been performed. This paper details the considerations which ensure minimal risk for projects managed by Wallops Flight Facility and the safety criteria required to conduct an operation. Specifically, three launch scenarios for the Black Brant XII have been considered. The first case assumes a test launch from Wallops, and the other two cases analyze typical scientific missions from Poker Flat Research Range.
Underwood, B. E.↗
Mission Operations and Command Assurance: Flight Operations Quality Improvements
Mission Operations and Command Assurance (MO&CA) is a Total Quality Management (TQM) task on JPL projects to instill quality in flight mission operations. From a system engineering view, MO&CA facilitates communication and problem-solving among flight teams and provides continuous process improvement to reduce risk in mission operations by addressing human factors. The MO&CA task has evolved from participating as a member of the spacecraft team to an independent team reporting directly to project management and providing system level assurance. JPL flight projects have benefited significantly from MO&CA's effort to contain risk and prevent rather than rework errors. MO&CA's ability to provide direct transfer of knowledge allows new projects to benefit from previous and ongoing flight experience.
mission↗
Autonomous, In-Flight Crew Health Risk Management for Exploration-Class Missions: Leveraging the Integrated Medical Model for the Exploration Medical System Demonstration Project
The Integrated Medical Model (IMM) captures organizational knowledge across the space medicine, training, operations, engineering, and research domains. IMM uses this knowledge in the context of a mission and crew profile to forecast risks to crew health and mission success. The IMM establishes a quantified, statistical relationship among medical conditions, risk factors, available medical resources, and crew health and mission outcomes. These relationships may provide an appropriate foundation for developing an in-flight medical decision support tool that helps optimize the use of medical resources and assists in overall crew health management by an autonomous crew with extremely limited interactions with ground support personnel and no chance of resupply.
Butler, D. J.↗
Supply Chain Research and Analysis: Illuminating Risks in Complex Systems
Framing the strategic challenge posed by the interconnected, multitiered supply chains of mission projects managed by the NASA Goddard Space Flight Center. Discussing conditions and risks which can disrupt or threaten the availability, production and delivery of products and services for complex space systems. Utilizing a holistic analytical framework, business intelligence techniques, an integrated information system platform and analytics to produce insight into suppliers / supply chains and associated risks. Advancing supply chain risk management capabilities to support the successful performance of space missions.
supply chain risk management↗
An Investigation of Risk Management Approaches for NASA Piloted X-Plane Projects
NASA is resuming X-plane research. It plans to build a low-boom supersonic flight demonstrator (LBFD), an all-electric general aviation aircraft (X-57), and possibly an ultra-efficient subsonic transport (UEST) demonstrator. In an attempt to define what levels of risk are appropriate in piloted X-plane research, the NASA Office of the Chief Engineer (OCE) evaluated numerous NASA, Department of Defense (DoD), and industry project management and risk assessment tools. Provided are the results of the evaluations of NASA Procedural Requirements (NPR) 7120.5, 7120.8, and 8705.4; Langley Research Center (LaRC) Procedural Requirement (LPR) 7120.5; Dryden (Armstrong) Center Procedures S-002 and X-009; and Military Handbook 516C. Some of these were applied to the LBFD and X-57 aircraft. The impacts on risk of budgeting decisions and specialized flight conditions were also considered. None of the evaluated processes were found to be fully appropriate for governing experimental aircraft projects, but many useful elements were found in some of them.
X-59↗
A New Approach to Mission Classification and Risk Management for NASA Space Flight Missions
The NASA risk classification system is meant to uide space mission development from formulation through completion of implementation. It is also meant to be the basis on which program and project managers develop and implement appropriate mission assurance and risk management strategies for the mission. In order to be useful, the risk classification system needs to provide consistent and reproducible classification results so that missions may be designed with the appropriate components, subsystems, and testing philosophy, all of which impacts mission schedule and cost. In a cost-constrained environment, a clear, robust, and reproducible approach to mission implementation becomes more critical than ever before. Once a project's risk classification level is established, the managers can define the appropriate management controls, systems engineering processes, mission assurance requirements, safety, and testing for that mission. The current NASA mission classification system will be reviewed before a new system is proposed.NASA manages space flight missions according to a four-tiered classification which assumes increasing levels of risk. We argue that risk does not change between classes. What changes are the means available to reduce risk. In performance-driven missions, the project will spend money in order to maintain performance without reducing margins. In cost-constrained missions, performance will be reduced in order to stay within budget or to maintain schedule: measurement requirements may be traded, design life may be reduced, or both. We then propose a new approach to the classification of NASA space flight missions, based on an assessment of how flexible the requirements, how exquisite the measurements, how long the lifetime, and how rigid the budget.Our proposed approach makes possible a clearer differentiation between classification levels and more effective guidance to program and project managers.
Bordi, Francesco↗
Problem Reporting System
The Problem Reporting System (PRS) is a Web application, running on two Web servers (load-balanced) and two database servers (RAID-5), which establishes a system for submission, editing, and sharing of reports to manage risk assessment of anomalies identified in NASA's flight projects. PRS consolidates diverse anomaly-reporting systems, maintains a rich database set, and incorporates a robust engine, which allows tracking of any hardware, software, or paper process by configuring an appropriate life cycle. Global and specific project administration and setup tools allow lifecycle tailoring, along with customizable controls for user, e-mail, notifications, and more. PRS is accessible via the World Wide Web for authorized user at most any location. Upon successful log-in, the user receives a customizable window, which displays time-critical 'To Do' items (anomalies requiring the user s input before the system moves the anomaly to the next phase of the lifecycle), anomalies originated by the user, anomalies the user has addressed, and custom queries that can be saved for future use. Access controls exist depending on a user's role as system administrator, project administrator, user, or developer, and then, further by association with user, project, subsystem, company, or item with provisions for business-to-business exclusions, limitations on access according to the covert or overt nature of a given project, all with multiple layers of filtration, as needed. Reporting of metrics is built in. There is a provision for proxy access (in which the user may choose to grant one or more other users to view screens and perform actions as though they were the user, during any part of a tracking life cycle - especially useful during tight build schedules and vacations to keep things moving). The system also provides users the ability to have an anomaly link to or notify other systems, including QA Inspection Reports, Safety, GIDEP (Government-Industry Data Exchange Program) Alert, Corrective Actions, and Lessons Learned. The PRS tracking engine was designed as a very extensible and scalable system, able to support additional applications, with future development possibilities already discussed, including Incident Surprise Anomalies (for anomalies occurring during Operations phases of NASA Flight projects), GIDEP and NASA Alerts, and others.
Potter, Don↗
Mission operations and command assurance: Flight operations quality improvements
Mission Operations and Command Assurance (MO&CA) is a Total Quality Management (TQM) task on JPL projects to instill quality in flight mission operations. From a system engineering view, MO&CA facilitates communication and problem-solving among flight teams and provides continuous solving among flight teams and provides continuous process improvement to reduce risk in mission operations by addressing human factors. The MO&CA task has evolved from participating as a member of the spacecraft team, to an independent team reporting directly to flight project management and providing system level assurance. JPL flight projects have benefited significantly from MO&CA's effort to contain risk and prevent rather than rework errors. MO&CA's ability to provide direct transfer of knowledge allows new projects to benefit from previous and ongoing flight experience.
Welz, Linda L.↗
Mission Operations and Command Assurance: Automating an Operations TQM Task
A long-term program is in progress at JPL to reduce cost and risk of mission operations through defect prevention and error management. A major element of this program, Mission Operations and Command Assurance (MO&QA), provides a system level function on flight projects to instill quality in mission operations. MO&CA embodies the Total Quality Management (TQM) principle of Continuous Process Inprovement (CPI) and uses CPI in applying automation to mission operations to reduce risk and costs. MO&CA has led efforts to apply and has implemented automation in areas that impact the daily flight project environment including Incident Surprise Anomoly tracking and reporting; command data verification, tracking, and reporting; and command support data usage. MO&CA's future work in automation will take into account that future missions systems must be designed to avoid increasing error through the introduction of automation, while adapting to the demands of smaller flight teams.
automation↗
Engineering Management Capstone Project EM 697: Compare and Contrast Risk Management Implementation at NASA and the US Army
NASA at Marshall Space Flight Center (MSFC) and the U.S. Army at Redstone Arsenal were analyzed to determine whether they were successful in implementing their risk management program. Risk management implementation surveys were distributed to aid in this analysis. The scope is limited to NASA S&MA (Safety and Mission Assurance) at MSFC, including applicable support contractors, and the US Army Engineering Directorate, including applicable contractors, located at Redstone Arsenal. NASA has moderately higher risk management implementation survey scores than the Army. Accordingly, the implementation of the risk management program at NASA is considered good while only two of five of the survey categories indicated that the risk management implementation is good at the Army.
Brothers, Mary Ann↗
Fast Paced, Low Cost Projects at MSFC
What does an orbiting microsatellite, a robotic lander and a ruggedized camera and telescope have in common? They are all fast paced, low cost projects managed by Marshall Space Flight Center (MSFC) teamed with successful industry partners. MSFC has long been synonymous with human space flight large propulsion programs, engineering acumen and risk intolerance. However, there is a growing portfolio/product line within MSFC that focuses on these smaller, fast paced projects. While launching anything into space is expensive, using a managed risk posture, holding to schedule and keeping costs low by stopping at egood enough f were key elements to their success. Risk is defined as the possibility of loss or failure per Merriam Webster. The National Aeronautics and Space Administration (NASA) defines risk using procedural requirement 8705.4 and establishes eclasses f to discern the acceptable risk per a project. It states a Class D risk has a medium to significant risk of not achieving mission success. MSFC, along with industry partners, has created a niche in Class D efforts. How did the big, cautious MSFC succeed on these projects that embodied the antithesis of its heritage in human space flight? A key factor toward these successful projects was innovative industry partners such as Dynetics Corporation, University of Alabama in Huntsville (UAHuntsville), Johns Hopkins Applied Physics Laboratory (JHU APL), Teledyne Brown Engineering (TBE), Von Braun Center for Science and Innovation (VCSI), SAIC, and Jacobs. Fast Affordable Satellite Technology (FastSat HSV01) is a low earth orbit microsatellite that houses six instruments with the primary scientific objective of earth observation and technology demonstration. The team was comprised of Dynetics, UAHuntsvile, SAIC, Goddard Space Flight Center (GSFC) and VCSI with the United States Air Force Space Test Program as the customer. The team completed design, development, manufacturing, environmental test and integration in one year. FastSat HSV01 also deployed a Poly Picosatellite Orbital Deployer (PPOD) for a separate nano ]satellite class spacecraft (Cubesat: Nano Sail Demonstration) in partnership with Ames Research Center. The Robotic lunar lander is a MSFC JHU APL partnership that led to the development of a flexible architecture for landers to support robotic missions to a wide range of lunar and asteroid destinations. The team started with the goal of meeting NASA agency directives that led to the creation of a test bed focusing on GN&C and software to demonstrate the descent and landing on any airless body for the final 30 to 60 meters. The team created a complex technology demonstration as well as Guidance Control and Navigation (GN&C) algorithms providing autonomous control of the lander. The team uses a green propellant of 90% hydrogen peroxide and has completed 18 successful test flights. The International Space Station (ISS) SERVIR Environmental Research and Visualization System (ISERV) is a technology demonstration payload to assist the SERVIR project with environmental monitoring for disaster relief and humanitarian efforts. The ISERV project was a partnership with TBE. The ISERV payload consists of a commercial off the shelf camera, telescope, and MSFC developed power distribution box and interfaces on ISS with the Window Observational Research Facility in the US Lab. MSFC has identified three key areas that enabled the low cost mission success to include culture, partnering, and cost/schedule control. This paper will briefly discuss these three Class D efforts, FastSat HSV-01, the Robotic Lunar Lander and the ISERV camera system, the lessons learned, their successes and challenges.
Watson-Morgan, Lisa↗
The WISE Satellite Development: Managing the Risks and the Opportunities
NASA's Wide-field Infrared Survey Explorer (WISE) MIDEX mission is surveying the entire sky in four infrared bands from 3.4 to 22 micrometers. The WISE instrument consists of a 40 cm telescope, a solid hydrogen cryostat, a scan mirror mechanism, and four 1K x1K infrared detectors. The WISE spacecraft bus provides communication, data handling, and avionics including instrument pointing. A Delta 7920 successfully launched WISE into a Sun-synchronous polar orbit on December 14, 2009. WISE was competitively selected by NASA as a Medium cost Explorer mission (MIDEX) in 2002. MIDEX missions are led by the Principal Investigator who delegates day-to-day management to the Project Manager. Given the tight cost cap and relatively short development schedule, NASA chose to extend the development period one year with an option to cancel the mission if certain criteria were not met. To meet this and other challenges, the WISE management team had to learn to work seamlessly across institutional lines and to recognize risks and opportunities in order to develop the flight hardware within the project resources. In spite of significant technical issues, the WISE satellite was delivered on budget and on schedule. This paper describes our management approach and risk posture, technical issues, and critical decisions made.
Risk Management↗
Airborne Spacing for Terminal Arrival Routes (ASTAR) Proof-of-Concept Flight Test
The Airborne Spacing for Terminal Arrival Routes (ASTAR) Flight Test was conducted by the NASA Air Traffic Management Technology Demonstration – 1 (ATD- 1) project to demonstrate the use of NASA’s ASTAR algorithm beyond a simulated environment and assess the operational risks of performing a multi-aircraft flight test of Flight-deck Interval Management (FIM). Utilizing contemporary tools of the Federal Aviation Administration’s Next Generation Air Transportation System (NextGen) such as ADS-B, the ASTAR algorithm calculated speeds that the flight crew flew to achieve a precise spacing interval behind another aircraft at the final approach fix. Airspeed commands issued by the algorithm were flown by the flight crew of the FIM-equipped aircraft to achieve or maintain an assigned spacing goal from a target vehicle. The ASTAR algorithm was integrated with the Boeing supplied B-787 ecoDemonstrator aircraft, and five flight trials were conducted as a joint effort between NASA and Boeing on December 12, 2014. Initial results indicated arrival times within several seconds of accuracy of the planned termination point between two aircraft performing FIM in a real world environment. This flight test opened the way for the much more expansive ATD-1 Avionics Phase II flight test which occurred in early 2017. The flight trials under Phase II preceded further testing by the community in preparation for inclusion of the Interval Management concept as a part of the NextGen environment.
Roper, Roy D.↗
Mission operations and command assurance - Automating an operations TQM task
A long-term program is in progress at JPL to reduce cost and risk of mission operations through defect prevention and error management. A major element of this program, Mission Operations and Command Assurance (MO&CA), provides a system level function on flight projects to instill quality in mission operations. MO&CA embodies the total quality management TQM principle of continuous process improvement (CPI) and uses CPI in applying automation to mission operations to reduce risk and costs. MO&CA has led efforts to apply and has implemented automation in areas that impact the daily flight project work environment including Incident Surprise Anomaly tracking and reporting; command data verification, tracking and reporting; and command support data usage. MO&CA's future work in automation will take into account that future mission operations systems must be designed to avoid increasing error through the introduction of automation, while adapting to the demands of smaller flight teams.
Welz, Linda↗
GIDEP Batching Tool
This software provides internal, automated search mechanics of GIDEP (Government- Industry Data Exchange Program) Alert data imported from the GIDEP government Web site. The batching tool allows the import of a single parts list in tab-delimited text format into the local JPL GIDEP database. Delimiters from every part number are removed. The original part numbers with delimiters are compared, as well as the newly generated list without the delimiters. The two lists run against the GIDEP imports, and output any matches. This feature only works with Netscape 2.0 or greater, or Internet Explorer 4.0 or greater. The user selects the browser button to choose a text file to import. When the submit button is pressed, this script will import alerts from the text file into the local JPL GIDEP database. This batch tool provides complete in-house control over exported material and data for automated batch match abilities. The batching tool has the ability to match capabilities of the parts list to tables, and yields results that aid further research and analysis. This provides more control over GIDEP information for metrics and reports information not provided by the government site. This software yields results quickly and gives more control over external data from the government site in order to generate other reports not available from the external source. There is enough space to store years of data. The program relates to risk identification and management with regard to projects and GIDEP alert information encompassing flight parts for space exploration.
Fong, Danny↗