Systems Engineering Implementation

In Launch Vehicle Development Programs

Timothy T. Chen

Spacecraft & Vehicle Systems Department

Marshall Space Flight Center

Page 2

Launch Vehicle Project Challenges

• Design of a new launch vehicle is a large complex system development project.

• Its probability of success is often handicapped by: Complex requirement development (creep) process. Conflicting stakeholders’ expectations that often surfaced late in the

project design cycle. Acquisition strategy. Inherent nature of technology development risks in the project. Complex technical integration & interfaces across major elements. High initial non-recurring cost for capital investments

Often higher than what the stakeholders are willing to tolerate.

Limited schedule to demonstrate success before the project is in risk of being cancelled.

Page 3

Project Manager’s Headaches

• The Project Manager’s challenge is further aggravated when faced with the following issues: Lack of experienced and knowledgeable staff.

Launch vehicle design projects come once in a couple, to several, decades. Experienced & seasoned professionals, especially in project management & systems engineering with proven success in executing projects at the level of technical complexity, are limited.

Limited supply chain available from prime contractors to component suppliers.

Commercial Off-The-Shelf (COTS) and “Heritage” hardware do not mean “Plug-n-Play”.

Iterations and “spiral” design approach can be very costly to the Project Manager.

Antiquated in-house processes and procedures Do not keep up with the advances in project management & acquisition

practices.

Page 4

How can System Engineering help?

• The Systems Engineer is your technical manager for the Project Defines the phases the scope of the total effort Establishes the technical baseline and future modifications (upgrades) Provides qualified personnel and processes to Systems Engineering &

Integration (SE&I) in all top level system activities• So, you as Project Manager can focus on other tough problems!

A juggling act !

Scope

Project Manager

Staff/ HR

Quality

Sub-contracts

TimeCost

RiskContracts

Communication

Stakeholders

• Engineer the System Requirements

Analysis / Definition / Validation

Functional Analysis & Allocation

Synthesis of Designs

Evaluation of Alternatives

Requirements Verification

• Planning and Control

Organizing & Planning SEMP, IMP/IMS

Requirements Management

Interface Management Baseline Management Affordability Decision Making

Risk Management Trade Studies TPMs

Metrics Management Reviews

Systems Engineering Functions

Drive Technical Solution Technical Management

• Produce the System Integrated across

all systems and components

Product Life Cycle

Product Integration Verification Validation Transition

Realize Product

Page 6

Systems Engineering throughout the Product Life Cycle and at each Level

1 SYSTEM

2 SEGMENT

3 SUBSYSTEM

4 ELEMENT

5 COMPONENT

MAJOR MILESTONESMCR Mission Concept ReviewACR Alternative Concept ReviewSRR System Requirements ReviewSDR System Design ReviewPDR Preliminary Design ReviewCDR Critical Design ReviewFRR Flight Readiness Review PRR Production Readiness ReviewORR Operational Readiness ReviewDR Decommissioning Review

MISSIONANALYSIS

DEFINITION

DEFINEMISSION

REQUIREMENTS

CONCEPT DEFINITION

PRELIMINARYDEFINITION

DETAILED DEFINITION

FIRSTARTICLE

PRODUCTIONCONCEPT DEVELOPMENT

OPERATIONS/SUPPORT

MCR ACR SRR SDR PDR CDR FRR/PRR ORR DR

SE process used at each system level and throughout the product life cycle.

Page 7

NASA Systems Engineering Process

• NASA Guiding Documents NPR 7123.1A - NASA Systems Engineering Processes and

Requirements w/Change 1 (11/04/09) Systems Engineering NPR Implementation Plan SP-2007-6105 NASA Systems Engineering Handbook Project System Engineering Management Plan (SEMP)

Page 8

NASA Governing Documents

From: “NPR 7123.1A Overview”

• Three elements that make up NASA systems engineering capability Common Technical Processes Tools and Methods Workforce

NASA Systems Engineering Framework

NPR 7123.1A, Figure 1.1

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NASA Systems Engineering Engine

NPR 7123.1A, Figure 3.1

Page 11

Application of SE Engine Processes within System Structure

NPR 7123.1A, Figure 3.2

Page 12

Recommendations for Project Managers

• Hire Experienced & Knowledgeable Staff Multidisciplinary SEs (domain/mission/product experts) Apply the “TRL” process to your key personnel Get expert advices

Non-Advocate Reviews, industry advisory groups, etc. Not just technical, but also on management practices

• Plan, plan, plan … then plan some more Failure to plan = Plan to fail Unrealistic schedule = cost over-run

Page 12

SPACE TRANSPORTATION SYSTEMS BREAKDOWN STRUCTURE (SBS) TEMPLATE

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Level)1.0 System Architectural Concept Name

1.1 Vehicle Element (e.g., Booster, Orbiter, Payload element, repeat as needed for elements)1.1.1 Airframe Structure & Mechanisms

1.1.2 Propulsion 1.1.3 Power Management

1.1.4 Thermal Management1.1.5 Guidance, Navigation and Control

1.1.6 Communications, Control and Health Management1.1.7 Life Support

1.1.8 Environmental and Safety Management

1.2 Vehicle Elements Integration (Booster, Orbiter, TLI element, Planet or Moon Decent/Ascent element)1.2.1 Element to element structural attachment

1.2.2 Element to element communication1.2.3 Provide monitoring & control of safe environment between elements

1.2.4 Element to Element Separation

1..31.3.1 Flight Element Processing1.3.2 Payload Element Processing1.3.3 Integrated Processing

1.3.4 Flight and Ground Traffic Control and Safety Management1.3.5 Ground Infrastructure Support and Management

Ground Infrastructure Element(s)

VEHICLE

INTERFACE

GROUND

FBS

229

230

231

232

233

234

235

236

237

238

239

240

241

242

243

244

245

246

247

248

C D E F G H I

1.1.2 Propulsion 1.1.2.1 Booster/Planetary Ascent Propulsion

1.1.2.1.1 Fill & Drain 1.1.2.1.1.1 Oxidizer F&D system 1.1.2.1.1.2 Fuel F&D system t

1.1.2.1.2 On-Board Propellant Storage1.1.2.1.2.1 Oxidizer tank 1.1.2.1.2.2 Fuel tank

1.1.2.1.3 Cryogenic On-Board Propellant and hardware Conditioning for Engine Start1.1.2.1.3.1 Oxidizer bleed or bubbling system to provide thermal conditioning1.1.2.1.3.2 Fuel bleed and fluid circulating system to provide thermal conditioning

1.1.2.1.4 Storable Propellant Conditioning for Engine Start1.1.2.1.4.1 Engine oxidizer feed system fill & bleed1.1.2.1.4.2 Engine fuel feed system fill & bleed

1.1.2.1.5 On-Board Purge1.1.2.1.5.1 Engine oxidizer system purge & conditioning to remove contamination1.1.2.1.5.2 Engine fuel system purge & conditioning to remove contamination

1.1.2.1.6 Pressurization1.1.2.1.6.1 Oxidizer tank pressurization 1.1.2.1.6.2 Fuel tank pressurization

Launch Systems (Level II) Functional Breakdown Structure (FBS)

Propulsion Subsystems (Level VI) Functional Breakdown Structure (FBS)

1.3.1Propulsion Subsystem

Hardware

1.3.1.4Fill/Drain System

1.3.1.5 Propellant Feed

System

1.3.1.3 Pressurization

System

1.3.1.2 Thrusters

1.3.1.6 Instrumentation

1.3.1.1Tankage

1.3.1.1.2Propellant Tank

1.3.1.1.1Pressurant Tank

1.3.1.2.2 Reaction Control

Engine

1.3.1.2.1 Orbital

Maneuvering Engine

1.3.1.3.4Pressure

Regulators

1.3.1.4.1Fill/Drain Valves

1.3.1.4.2Filters

1.3.1.5.2Filters

1.3.1.5.1Latch Valves

1.3.1.5.3 Propellant Feed

Lines

1.3.1.6.2Temperature

Sensors

1.3.1.6.1 Pressure Sensors

1.3.1.3.3Filters

1.3.1.3.2Pyro Valves

1.3.1.3.1Latch Valves

1.3.1.3.5Pressurant Lines

1.3.1.1.2.1Propellant Tank

Structure

1.3.1.1.2.2Propellant

Management Device

1.3.1.4.3Fill/Drain Lines

1.3.1.2.3Engine Controllers

1.3.1.3.6Pressurization

Subsystem Valve Drivers

1.3.1.5.4Feed Subsystem

Valve Drivers

1.3.1.7Thermal Control

System

1.3.1.8Ancillary Hardware

1.3.1.7.1Active Thermal

Control

1.3.1.7.2Passive Thermal

Control

1.3.1.7.1.1Heaters

1.3.1.7.2.1Insulation/Blankets

1.3.1.8.1Power Distribution

& Harness

1.3.1.8.2Secondary Structure

Propulsion Subsystems (Level VI) Work Breakdown Structure (WBS)

Page 13

Recommendations

• Trade, trade, trade …. Then trade some more No “point design” No “show stoppers”

Technical, cost & schedule Challenge technical teams on “what – if’s”

• Manage stakeholder expectations & requirements “creep” Establish early, seek inputs

• Execute, execute… and execute Make decision !

Indecisiveness causes schedule delay, cost-over run with no accomplishments

Streamline Control Board Process Requirements & Change Management Latency

• Communicate, communicate, and more Keep the team informed Listen to the team (feedback)

Page 14

Technical Recommendations

• Minimize Technology Development in a Launch Vehicle Project Require component/ subsystem technology at TRL > 6

• Get decisions made between elements (Payload, LV, and Ground Systems) Lack of decision makers delay schedule & increase cost

• Allow technical teams to communicate Avoid “silos” mentality

• Do not manage by Spec and ICDs Manage by decision – making, not by documentation

• Design-to-Requirements, not Design-to-Performance Control technical metrics, affordability, and schedule

Page 15

Questions?