February 6, 2007February 6, 2007
Project Management Challenge 2007Project Management Challenge 2007
Dave LengyelNASA Exploration Systems Mission DirectorateIntegrated Risk and Knowledge Management
Dave LengyelNASA Exploration Systems Mission DirectorateIntegrated Risk and Knowledge Management
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Outline
• Why Integrate Risk and Knowledge Management?
• Lessons Learned on Lessons Learned
• ESMD Integrated Risk and Knowledge Management Practices– Pause and Learn– Knowledge-Based Risks– Communities of Practice– Knowledge-Sharing Forums– Experience-Based Training
• Summary
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Why Integrate Risk and Knowledge Management?
Practice 1: Establish Pause and Learn Processes
Practice 2: Generate and Infuse Knowledge-Based Risks (KBRs)
Practice 3: Establish Communities of Practice (CoP)
Practice 4: Provide Knowledge Sharing Forums
Practice 5: Promote Experienced-Based Training
Designing a complex architecture of hardware, software, ground and space-based assets to return to the Moon and then go on to Mars will require:
1) an effective strategy to learn from past lessons, and2) a set of processes to generate and share knowledge for reuse as we
progress forward. ESMD risk and knowledge management communities have embarked on an effort to integrate risk and knowledge management (KM) over the lifecycle of the Constellation and Advanced Capabilities Programs using a set of inter-related strategies, which include:
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Practice 1: Pause and Learn (PaL)
“The Need to Pause, Reflect, and Learn” PAL is modeled after the Army After Action Review (AAR) system by Dr. Ed Rogers KM Architect at the GSFC.
While the AAR was developed to learn from training exercises, the 25 years of experience, theoretical foundations and practical tools make it a valuable source of lessons for NASA.
The idea is to create a learning eventat the end of selected critical events in the life of a project. End of project reflections are good but are too infrequent for the organization to learn in a timely manner.
PAL meetings are intended to be integrated into the project life cycle at key points as a natural part of the process. PAL meetings are structured and facilitated by specialists who are not project members
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Investigation Phase Facilitation Phase Documentation Phase
Research Literature (Project Websites,
MSRs, Etc.)
Interview Stakeholders(Projects Leader,
Project Members, etc.)
Develop Areas ofDiscussion
Discussion PointsFacilitator and Note-taker
IntroductionGround Rules and
ExpectationsBrief High-Level Overview
of ProjectFacilitated DiscussionFacilitated Review of Major
Discussion Points
Review Non-attributionNotes
Send Hotwash Reportto Project Manager
BeginNon-attribution
Discussion
Follow-up meeting withProject Manager
Discuss Future of HotwashReport
Evaluate PaL Process
Create Hotwash Report
Facilitator &Team Lead
Facilitator, Note-taker &Entire Team
Facilitator &Team Lead
Pause and Learn (PaL) Process
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• Start Early
• Need to Capture, Learn From and Repeat Successes--Need to Learn from and Prevent Failures, Mishaps, Near Misses
• There was a limited number of useful lessons learned in the NASA Lessons Learned Information System database. The good ones are masked by the hundreds of poor ones, so that extensive effort is required to sort them out.
• Lesson Learned – Well-understood mechanisms for “transfer of knowledge”during Program development are crucial to a successful long-term Program.
• Flow all applicable Lessons Learned into Requirements, Processes, and Plans and Periodically Verify Compliance. Institutionalize the Use of Lessons Learned.
• Provide Sufficient Resources, Planning, and Management Support to Analyze and Incorporate Lessons Learned. NASA and Contractor Must Work Together
• The best lessons learned for running a major program should be captured in a living handbook of best practices. New lessons learned should be screened for applicability, and included in the handbook.
Lessons Learned on Lessons Learned
Why ESMD Is Taking a New Approach to Lessons Learned?Why ESMD Is Taking a New Approach to Lessons Learned?
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Practice 2: Knowledge-Based Risks
Knowledge-Based Risk n. 1. A risk based on lessons learned from previous experience. 2. A closed risk with documented lessons learned appended. 3. A means of transferring knowledge in a risk context.
Definition
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Knowledge-Based Risks Strategy
The ESMD KBR strategy is intended to convey risk-related lessons learned and best practices to ESMD personnel. This strategy integrates the existing Continuous Risk Management (CRM) paradigm used at NASA with knowledge management--with the primary focus on integrating transfer of knowledge through existing work processes and not adding an additional burden to the workforce to incorporate new KM tools and concepts.
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Knowledge-Based Risks
- XXX- XXX
- XXX- XXX
- XXX- XXX
- XXX- XXX
ESMD Risk ListESMD Risk List
ESMD Watch ListESMD Watch List
Over Time: Orion, Ares Risks…Over Time: Orion, Ares Risks…
Active Risk Manager®(ARM) Database
- Orbital Space Plane- Space Shuttle - Space Station- Next Gen Launch Technology- Other
- Orbital Space Plane- Space Shuttle - Space Station- Next Gen Launch Technology- Other
Knowledge-Based RisksKnowledge-Based Risks
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Risk Management Assurance Mapping
SSP Project
Constellation ProgramC3PO SOMD ProgramsAdvanced Capabilities Programs and Projects
48Lunar Precursor Robotic Program (LPRP) Manager
(Lavoie)
46Human Research Program Manager
(Laurini)
42Technology
Development Program Manager
(Peri)
44Centennial Challenges
Program Manager(?)
49Lunar Precursor Robotic Program
(LPRP) Risk Manager(Powell)
47Human Research
Risk Manager(Morrison)
43Technology
Development Risk Manager(Cerro)
45Centennial
Challenges Risk Manager
(?)
40Lunar Robotic Orbiter (LRO)
Program Manager(Tooley)
41Lunar Robotic
Orbiter (LRO) Risk Manager
(Rad)
38LCROSS Program
Manager(Andrews)
39LCROSS Risk
Manager(Squires)
Constellation Projects
1NASA
Administrator (Griffin)
2ESMD AA(Horowitz)
110Constellation
Program Manager(Hanley)
Risk Management Assurance Mapping
111Constellation Risk Manager
(Turner)Constellation Program Office
CxCB
Manage Risk Data in ARM
Manage Risk Data in CxIRMA
RMP
RMP
Other Constellation Projects
78EVA Project
Manager(Lutz)
79EVA Risk Manager
(Mulligan)
88ARES-V (CaLV) Project Manager (Cooke / Kynard)
89ARES-V (CaLV) Risk Manager
(Kulpa / Coleman)
82Ground
Operations Project Manager(Talone)
83Ground
Operations Risk Manager
(Anderson)
84Mission
Operations Project Manager(Webb)
85Mission
Operations Risk Manager(Smith)
86C3PO Project
Manager(Lindenmoyer)
87C3PO Risk Manager
(Erminger)
MO RRB
C3PO RRB
GO RRB EVA RRBCaLV RRB
Manage Risk Data in CxIRMA
ARES-I (CLV)
66ARES-I (CLV)
Project Manager (Cooke)
67ARES-I (CLV) Risk Manager
(Kulpa)
68ARES-I First Stage
Manager(Burt)
69ARES-I First Stage
Risk Manager(Mabry)
70ARES-I Upper Stage Manager
(Davis)
71ARES-I Upper
Stage Risk Manager
(Jasper / Ogle)
72ARES-I Upper Stage Engine
(J2X) Manager(Snoddy)
73ARES-I Upper Stage Engine
(J2X) Risk Manager
(Byrd / Ogle)
74ARES-I Flight Test
& Integration Office (FITO)
Manager(Taylor)
75ARES-I Flight Test
& Integration Office (FITO) Risk
Manager(Cole / Wood)
76ARES-I Vehicle
Integration Manager(Reuter)
77ARES-I Vehicle Integration Risk
Manager(Kulpa / Wood)
CLV RRB
Manage Risk Data in CxIRMA EEV RMP
Orion (CEV)
50Orion (CEV)
Project Manager(Hatfield)
51Orion (CEV) Risk
Manager(Perera)
52Orion Program Planning and
Control Manager(Floyd)
53Orion Program Planning and Control Risk
Manager(Floyd)
54Orion Vehicle
Integration Manager(Gahring)
55Orion Vehicle
Integration Risk Manager(Manuel)
56Orion Safety and
Mission Assurance Manager
(Thiessen)
57Orion Safety and
Mission Assurance Risk Manager
(Jenkins)
58Orion Crew
Module Manager(Piatek)
59Orion Crew Module Risk
Manager(Peterson)
60Orion Service
Module Manager(Free)
61Orion Service Module Risk
Manager(Gibson)
64Orion Test & Verification Manager(Hurlbert)
65Orion Test &
Verification Risk Manager
(See)
62LAS Manager
(Stover)
63LAS Risk Manager
(Wood / Cole)
CEV RRB
Manage Risk Data in CxIRMA RMP
Manage Risk Data in ARM
ESMD Divisions / Orgs
5ESMD Directorate Integration Office
(Woodward)
10ESMD Chief
Information Officer(McManus)
8ESMD Resource
Management Officer
(Hunter)
4ESMD Chief
Engineer(Lyles)
7ESMD Advanced
Capabilities Division Chief
(Walz)
6ESMD Constellation
Systems Division Chief
(Stanton)
9ESMD Strategic Integration and
Management Officer(Allen)
3ESMD Deputy
Associate Administrator
(Cooke)
Manage Risk Data in ARM
Mission Support Offices
31Chief Health & Medical Officer
(Williams)
32Chief Health & Medical Officer Risk Manager(Liskowsky)
33Shuttle Transition Office Manager
(Lightfoot)
34Shuttle Transition
Office Risk Manager(Araiza)
23Infrastructure and
Administration (I&A) Manager(Dominguez)
24Infrastructure and
Administration (I&A) Risk Manager
(Hoyt)
Manage Risk Data in ARM
ARM = Active Risk ManagerCEV = Crew Exploration VehicleCLV = Crew Launch VehicleC3PO = Commercial Crew and Cargo Program OfficeCxCB = Constellation Control BoardECANS = Exploration Communications and Navigation SystemsEVA = Extravehicular ActivitiesIRMA = Integrated Risk Management ApplicationLAS = Launch Abort SystemLCROSS = Lunar Crater Observation Sensing SatelliteLRO = Lunar Reconnaissance OrbiterLPRP = Lunar Precursor Robotic ProgramOSPP = Office of Security and Program ProtectionRMWG = Risk Management Working GroupSOMD = Space Operations Mission DirectorateSR&QA = Safety, Reliability, and Quality Assurance
97SOMD AA
(Gerstenmaier)Manage Risk
Data in CxIRMA
11Space Shuttle
Program (SSP) Manager
(Hale)
12Space Shuttle
Program (SSP) Risk Manager(Turner)
13International
Space Station (ISS) Program
Manager(Suffredini)
14International Space
Station (ISS) Program Risk
Manager(Lutomski)
SSP RRB ISS RRB
Manage Risk Data in
SSP_IRMA
Manage Risk Data in
ISS_IRMA
RMP RMP
98Constellation
Program Planning & Control Manager
(Waddell)
99Constellation
Program Planning & Control Risk
Manager(Holsomback)
100Constellation Test
& Verification Manager
(Arceneaux)
101Constellation Test & Verification Risk
Manager(Schwarz)
102Constellation Operations Integration Manager(Castle)
103Constellation Operations
Integration Risk Manager
(Nise)
104Constellation
Systems Engineering & Integration (SE&I)
Manager(Hardcastle)
105Constellation
Systems Engineering & Integration (SE&I)
Risk Manager(Curiel)
106Constellation
SR&QA Manager(Hansen)
107Constellation SR&QA Risk
Manager(Turner)
108Constellation
Advanced Projects Manager(Noriega)
109Constellation
Advanced Projects Risk Manager
(Dorris)
80ECANS Project
Manager(Ondrus)
81ECANS Risk
Manager(Naves)
ECANS RRB
RMP
Manage Risk Data in CxIRMA
EEV RMP
ISS Project
ARES-I Risk Mgt Working Group
Orion Risk Mgt Working Group
Indicates Chain of Command interface that provides RM status and escalated risks
Indicates information interface that provides RM status and escalated risks
RRB Indicates a Risk Review Board
Manage Risk Data in ARM
Indicates risks are housed in ARM
Manage Risk Data in IRMA
Indicates risks are housed in IRMA (either CxIRMA, SSP IRMA, or ISS IRMA). Note that CxIRMA will be integrated with ARM
Indicates that a risk management plan has been created at this level
RMP
ESMD RMWG
TCB
OSPP(?)
OSPP Risk Manager
(?)
ARES-I Risk Mgt Working Group
Multiple KBR Capture Points – Multiple Delivery Points
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Knowledge-Based Risks (Continued)
2006
2007
2008
2009
2010
2011
2013
2012
2006
2007
2008
2009
2010
2011
2013
2012
2006
2007
2008
2009
2010
2011
2013
2012
CEV
L&MS
CLV
CEV
L&MS
CLV
CEV
L&MS
CLV
Num
ber o
f Doc
umen
ted
Ris
ksN
umbe
r of D
ocum
ente
d R
isks Num
ber o
f Doc
umen
ted
Ris
ks
KBRs
Standalone Program Risksin ARM
Integrated Program Risksin ARM
Integrated and Knowledge-Based Risks in ARM
More access to risk information is required to close “knowledge gaps”
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Knowledge-Based Risks (Continued)
NASA Standard WBSNASA Standard WBS
ARM allows automated delivery of new KBRsARM allows automated delivery of new KBRs
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Knowledge-Based Risks (Continued)
• Embedded 3-8 min Video Nugget with Transcript
• Related Knowledge Bundles
• Related Content –reports, documents, etc.
• Threaded discussion (blog) feature to be added to comment on each KBR
• To be hosted on ESMD R&KM portal
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• The design of the LRO propulsion tanks was influenced by a number of factors including launch vehicle characteristics. The Delta II Expendable Launch Vehicle’s (ELV) spin stabilized upper stage made the Nutation Time Constant (NTC) a key parameter in assessing the stability of the spacecraft. The uncertainty in predicting the effects of liquid propellant motions and the relatively large propellant load and mass fraction for the LRO tank resulted in the identification of a potential risk. Close coordination and communication with all levels of management early in the design trade study process allowed for the effective mitigation of the risk and provided additional lunar exploration opportunity.
LRO Spacecraft Atlas V BoosterDelta II Booster LCROSSSpacecraft
First Closed Risk KBR – Lunar Recon Orbiter
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Practice 3: Communities of Practice (CoPs)
Knowledge resides with people and is often lost via actions like:
• Downsizing
• Retirements
• Shuttle Transition
• People Movement (Job Changes, Project Realignment, etc.)
5
4
3
2
1
1 2 3 4 5CONSEQUENCE
33
184
12LIKELIHOOD
CoPs allow the capture of knowledge which enables risk mitigation strategies to be developed or enhanced in multiple discipline areas
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Communities of Practice
• “Communities of Practice (CoP) are groups of people who share a concern, a set of problems, or a passion about a topic, and who deepen their knowledge and expertise in this area by interacting on an ongoing basis”
• “CoPs share information, insight and advice. They help each other solve problems.”
• “They may create tools, standards, generic designs, manuals, and other documents —”
• “Cultivating CoP in strategic areas is a practical way to manage knowledge as an asset, just as systematically as companies manage other critical assets.”
Communities of Practice. Wenger, et al
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Communities of Practice
• Risk & Knowledge Management
• Risk & Reliability Analysis
• Earned Value Management
• Technology Protection
• Systems Engineering & Integration
• Human Research
• Research and Technology
ESMD CoPs…
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The PBMA toolkit provides NASA CoPs with a secure environment to share documents, conduct threaded discussions, polls, manage calendars, locate expertise, collaborate and learn.
PBMA boasts over 7,500 users in 275+ communities of practice, communities of interest, and workgroups
Process-Based Mission Assurance (PBMA) Portal
NASA CoP Tool – PBMA Example
Information Security – ESMD KM Artifacts Must Be Secure
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• Wiki software selected -Confluence
• Several CoPs or Offices using Wiki (CxPavionics/software, ESMD risk and reliability analysts, DIO…)
• Establishing Wikitraining capability
Risk & Reliability Analysis Wiki
Information Security – ESMD KM Artifacts Must Be Secure
NASA CoP Tool – Wiki Example
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KM Practices Integration
Portal
Wiki
Knowledge-Sharing Forums
CoP
Rich Integration and Linkages
Rich Integration and Linkages
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Practice 4: Support Knowledge-Sharing Forums
• Engage NASA Alumni
• Utilize APPEL Forums
• Will utilize Webcast to broaden audience
• Post Videos on ESMD IRKMS portal
ESMD Alumni Sharing Events
Knowledge Sharing Workshops and Seminars
APPEL Master’s Forums
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Practice 5: Experience-Based Management and Technical Training
Leverage the existing infrastructure of training courses throughout NASA, but with the emphasis on transferring knowledge across its projects and across ESMD.
ESMD will help shape existing courses by providing ESMD-related lessons, gleaned from case studies, PaLs, KBRs, and other sources of lessons.
APPEL
SATERN
NESC
NASA
Safety
Center
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Summary
“ESMD faces exciting opportunities and formidable challenges. To reduce risk and apply knowledge more effectively, ESMD should integrate its KM, RM and OL initiatives into a comprehensive plan that will accomplish more with less bureaucracy. The goal is notcompliance with detailed processes and procedures but compliance with intent: the intent to learn, to share and probe every possible angle so ESMD’s missions have the highest possible chance of success. ESMD must take risks with ‘eyes wide open’ and ‘minds fully engaged’ at every decision, every trade and with every residual risk.”
From: Strategy for Exploration Systems Mission Directorate Integrated Risk Management, Knowledge Management
and Organizational Learning WhitepaperDave Lengyel & Dr. Ed Rogers