Rotation Perspectives– Insights and Lessons Learned

Rotation Perspectives– Insights and Lessons Learned

December 2, 2009

Panel Participants

• Craig Dinsmore of JSC's Engineering Directorate, served a one-year rotation to Headquarters' Office of Program Analysis and Evaluation's Strategic Investments Division

• Sophia LeCour of the International Space Station Program, served as assistant to the director for JSC Director Mike Coats, then rotated to Headquarters' Office of External Relations

• Matt Lemke of the Constellation Program, rotated to the Jet Propulsion Laboratory in support of the Mars Science Laboratory as part of his Space Systems Engineering Development Program experience

January 28, 2009

Mr. Dinsmore Goes Went to

Washington

The Work…..

• PA&E = Program Analysis and Evaluation (in the Office of the Administrator)

• Responsible for:– Providing programmatic studies and analysis – Cost analysis– Program cost and schedule performance evaluation– Independent program assessment for the agency– Assembly of the NASA budget

• The organization has high-level insight into everything that NASA is doing.

The Work…..

• I was in the Strategic Investments Division– SID analyses the technical, cost and schedule

performance of NASA programs and prepares decision packages for NASA management.

– Assembles the NASA Strategic Plan– Assembles the Budget– Negotiates and Communicates NASA program

performance goals with the Administration and Congress

The Work…..

• Who I got to work with– Mission Directorates (SMD,

ESMD, SOMD and ARMD)– Office of the Chief Engineer– Chief Financial Officer– Government Accountability

Office (GAO-Congress)– Office of Management and

Budget (White House)– Some really smart people…..

The Work…..

• Mostly performed analysis on Science Mission Directorate projects. (Did you know that NASA does things other than human space flight?)

• In NASA’s budget, we commit to the Congress, (the American people) what we are going to accomplish for the money that we are given.

• Determined how well we adhere to our project cost and milestone schedule commitments– What we report internally to ourselves– What we report to Congress and the OMB– How we perform against the Integrated Budget and

Performance Document (IBPD)

• Performed Space Station Program Threats vs. Reserves analysis.

• Helped to define reporting requirements and key decision point milestone definitions for NASA Project and Program Milestones per 7120.5D

• Helped to define policy for project re-baselining

• Helped Acquisition Policy Team

The Work…..

The Work…..

Kepler Cost Growth from Milestone Estimates

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

35.0%

40.0%

45.0%

50.0%

0 10 20 30 40 50 60 70

Time since Initial Estimate (Months)

Life C

ycle

Cost E

stim

ate

Gro

wth

(%

)

Growth SinceInitial Est.

Growth SinceKDP-C

Growth SinceCurrent BL

Init Est. at Mission SRR - Oct-03Baseline Est at KDP-C - Dec-04Re-Plan 1 - May-05Re-Plan 2 - Jun-06Re-Plan 3 (Current BL) Jul-07Current Estimate as of - Aug-08

Initial Cost Estimateat Mission SRR

($404M)

LCC Estimate Baselineat KDP-C (Confirmation)($457M)

Current LCC Estimate($584M)

Re-plan-1

Re-plan-2

Re-plan-3Current Baseline

KDP-C

Growth in Est.LCC since InitialCost Est. - 44.6%

Growth in Est.LCC sinceKDP-C - 27.8%

Growth in Est.LCC since Replan-3(Current BL) - 2.1%

The Work…..

Project Development Phase and Development Slip

Solar Orbiter

Cx Mission Ops

EVA

MMS

Cx Ground OpsGPM

LDCM

RBSP

GRAIL

Orion

AriesTDRS K/L

JUNO

JWST

WISE

MSLLRO

Glory

Aquarius

OCO

Phoenix

KeplerSDO

Dawn

NPP

GLAST

Herschel

Pro

ject

Development Phase Duration1/01 1/02 1/03 1/04 1/05 1/06 1/07 1/08 1/09 1/10 1/11 1/12 1/13 1/14

Today

Months of schedule slipincluded in Development

(X)

Note: SOFIA entered development in 1996.LRD not defined but in Development until FOC in 2015

ConstellationSpace OperationsScience

The Work…..

• The best thing about the job –

What we worked on was presented directly to NASA leadership and we were actually there when decisions were being made based on the analysis and presentations that we provided!

Living in Washington DC

So much to do…..so little time…..

Benefits of the Rotation…..

• A better understanding of why Headquarters does what they do and how and where many of our actions and policies originate

• Appreciation for the complexity of NASA’s mission, programs, projects and processes and how they are balanced within the boundaries of the budget and the political climate

• Opportunity to meet and work with a few of the really good people who work at Headquarters

• Realization that work is done at Headquarters much the same way that it is here, by smart people sitting in rooms and making the best decisions that they can with the information that they have.

• An opportunity to live and work in a city that makes you feel like you are part of something big

LeCour’s 10 Months Adventure Through Two

Rotations

Sophia LeCour

• 6-month rotation as assistant to the JSC Center Director • 4-month rotation at NASA HQ Office of External Relations

(OER)

Rotations

Duties as Assistant to the JSC Center Director

• Shadowed the center director and other members of the center director's office

• Provided support by working with the center director staff to ensure the director is properly briefed on upcoming meetings, events and courtesy visits

• Served as liaison for the center director's office on advisory groups and fact-finding activities

• Assisted in planning, coordinating, scheduling and logistics of travel for the center director

• Traveled with the Center Director with the exception of Strategic Management Council (SMC) and Program Management Council (PMC).

• Worked with the chief of staff to maintain the center director's daily schedule and a long-range planning calendar for the director's suite

• Considered a member of the Director’s Staff. I had access to the Director’s Reading File, official correspondence from NASA HQ, and other internal documents.

Lessons Learned

• There is a BIG world out there• Most interesting learning experience of my NASA career.

– Learned about JSC, the Programs and the Agency

• Take note of the leadership and management styles of the CD and other meeting attendees

• Need to expand my knowledge outside my technical area – acquire tools for my tool bag

• Importance of Inclusion & Innovation (I&I)• Keep everything in proper perspective – big picture

NASA HQ Office of External Relations (OER) Rotation

• The mission of the Office of External Relations (OER) is to provide executive leadership and coordination for all NASA international activities and partnerships and for policy interactions between NASA and other U.S. Executive Branch offices and agencies.

• OER serves as the principal Agency liaison with the National Security Council, the Office of Science and Technology Policy, the Department of State, and the Department of Defense.

• OER also directs NASA’s international relations; negotiates cooperative and reimbursable agreements with foreign space partners; provides management oversight and staff support of NASA’s advisory committees, commissions and panels; manages the NASA Export Control Program and foreign travel by NASA employees and manages the NASA History Division.

Sophia’s Activities at OER • At the request of Mr. Gerstenmaier, worked with Office of Legislative

and Intergovernmental Affairs on the Questions For the Record (QFRs) by performing a consistency cross-check on the answers.

• Supported the STS-124 Guest Op activity • NASA Point of Contact for the International Astronautical Federation

(IAF) Special Symposium• Supported the Multilateral Coordination Board (MCB) and Heads of

Agency (HOA) meetings• Attended the Center for Strategic & International Studies “Space

Launch after the Shuttle” Event • Attended the Commerce, Science, and Transportation, Senate

Subcommittee on Space, Aeronautics and Related Sciences (Chairman Bill Nelson)

• Attended a week long Congressional Operational Seminar • Participated and volunteered at the Smithsonian Folklife Festival • Attended three embassy events

Lessons Learned

• There is a REALLY BIG world out there• Quote from Glynn Lunney “HQ is a different planet”• HQ operates differently from JSC

– It was difficult for a short term detailee to get a real assignment due to HQ’s rigid culture

– Due to HQ environment and DC surroundings, bureaucracy is prevalent

– “Information is power” might be the nature of just being inside of the beltway

• Have a better understanding how HQ operates• Expanded my network and enhanced working relationship

(e.g., Legislative & Intergovernmental Affairs, mission directorates)

Systems Engineering Leadership Development Program (SELDP)

Jet Propulsion LaboratoryMars Science Laboratory

Highlights & Thoughts

Matt Lemke

May contain Caltech/JPL proprietary information and be subject to U.S. Government Export Laws; U.S. recipient is responsible for compliance with all applicable U.S. export regulations. Pre-Decisional: For Planning and Discussion

Purposes Only.

Technical CapabilitiesOne Mars Year surface operational lifetime (669 sols/687 days)Discovery Responsive over wide range of latitudes and altitudesPrecision Landing via Guided EntrySkycrane Propulsive LandingLong Distance Traverse Capability (20 km)Flexible & Robust Sample Acquisition & Processing

ScienceFocus on Past & Present Habitability of MarsHighly Capable Analytical LaboratoryNext Generation Remote Sensing & Contact InvestigationsSuite of Environmental Monitoring Instruments

Project Overview

May contain Caltech/JPL proprietary information and be subject to U.S. Government Export Laws; U.S. recipient is responsible for compliance with all applicable U.S. export regulations. Pre-Decisional: For Planning and Discussion Purposes Only.

MSL Spacecraft Major Elements

Cruise Stage

Backshell

Descent Stage

Rover

Heatshield with MEDLI

Backshell Interface Plate (BIP)Parachute Support Structure (PSS)

Parachute

Bridle & Umbilical Device

Separations & Pyros

4.5m x 3.5m


Entry Configuration

V

D

L

HEATSHIELD

BACKSHELL

RTG Access Door

Backshell Interface Plate (BIP)

Cruise Balance Mass and Separation Mechanisms (x2)

Vent (x2)

gMay contain Caltech/JPL proprietary information and be subject to U.S. Government Export Laws; U.S. recipient is responsible for

compliance with all applicable U.S. export regulations. Pre-Decisional: For Planning and Discussion Purposes Only.

Sky Crane / Flyaway Configuration

Skycrane Configuration Flyaway ConfigurationMay contain Caltech/JPL proprietary information and be subject to U.S. Government Export Laws; U.S. recipient is responsible for

compliance with all applicable U.S. export regulations. Pre-Decisional: For Planning and Discussion Purposes Only.

MSL MER

LV/Launch Mass Atlas V/4000 kg Delta II/1050 kg

Redundancy Dual String, Some SPFs Limited/Dual Mission

Payload 10 instruments (75 kg) 5 instrument (~9 kg)

Sample Acq/Processing Arm, Abrader, Corer, Scoop, Crusher Arm, Abrader

EDL Architecture Guided Entry/Skycrane MPF Heritage/Airbags

EDL Comm UHF + Partial DTE or DTE DTE + Partial UHF

Rover Mass 850 kg (allocation) 170 kg (actual)

Surface Power RTG*/2500 Whr/sol Solar/<900 Whr/sol


Stacked Spacecraft in Cruise STV

Stacked Spacecraft in Acoustic Chamber


Underside of Cruise Stage


Descent/Rover Stage


SELDP Rotation• Rough Start to my rotation

• Days after starting the project slips to the next launch window• Project becomes focused on re-planning and reducing staff from 750+ to ~300

in six weeks• My sponsor/mentor was one of the first casualties• No time for me

• Had to create my own position when I returned from Christmas• Way out of my comfort zone – great leadership learning experience

• Tasks• Managed the technical issues list for the chief engineer

• Gave me access to all lead engineers and a seat at the table when issues were being discussed

• Participated on the fault protection red team (tiger team)• Avionics and software re-architected to meet failure tolerance

requirements and testability issues• Facilitated the review of system design documents

• Design is an SE function, engineers are just implementers• First significant exposure outside of the world of avionics

• vehicle level and beyond considerations

Observations• Risk was a part of every discussion

• SMA integrated into team• Project’s job was to ensure mission was successful• SMA’s job was to ensure mission didn’t fail

• “Fly like you test”• Testing program constraints drove how the vehicle was operated

• “Test like you Fly” • Exceptions taken very seriously, reviewed at every TRR and major review• No blanket exceptions

• Life testing and testing beyond qualification

• Reserve Management

Observations (cont)• Very quick to write Problem Reports

• Must find root cause and be able to duplicate a problem before a fix is put in place

• Focus is on the problem and the solution – not the paperwork• Requires CogE, line management, project management, SMA to close

PFR

• Institutionalized rules for project design, management, reserves, etc…

• Project goes to center management for waivers to the rules• Not a big deal … but bring a sound technical story

• True Matrix organization• PM wouldn’t think of making a decision until they knew line management

agreed with the technical approach and risks

• Upper Management very visible• Lots of all hands• Attendance at working meetings• Line management switches with project management frequently

Observations (cont)

• What a difference a shared vision can make• Laser focus on successful mission• Everyone fully committed to the outcome• Confrontational meetings – beer afterwards

• Cross cutting SE and Phase Leads• Value of technical interchange meetings

• Optimizing across system boundaries• My view of this was limited – operations can play a big role

Q & A

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Rotation Perspectives– Insights and Lessons Learned

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