Title: Management Module Space Systems Engineering, version 1.0
1Management Module Space Systems Engineering,
version 1.0
2Module Purpose Management
- To discuss the differences between a project
managers responsibility and that of a systems
engineer by highlighting the key responsibilities
of the manager. - To introduce two key management documents the
project plan and the systems engineering
management plan. - To understand two types of workforce management
in-line and matrix.
3Project ManagementA Humorous Example
- It seems there was a customer in a pet shop who
was interested in acquiring a parrot. And, so the
shopkeeper pointed to three kinds of similar
looking parrots that were situated on a perch
together. They were basically identical, and he
inquired about the price of the parrots. - And, the shopkeeper said, Well, the parrot on
the left cost 500. And, he thought that was a
remarkable price for a parrot, and asked about
why. And, the shopkeeper said, Well, that parrot
on the left has great computer skills. So, he
knows how to run a computer. - And, he inquired about the second parrot, and was
told that the second parrot was a thousand
dollars, because, not only did he possess all the
skills that the first parrot had, but he could
also do math and physics. - And, when he inquired about the third of
course, hes increasingly concerned about these
prices, he inquired about the third parrot, he
discovered the third parrot was priced at two
thousand dollars. And, when he asked the
shopkeeper why, what special skills does this
third parrot posses, the shopkeeper said, Well,
to be honest with you, Ive never seen him do
anything. But, the other parrots tend to defer to
him, and they call him the project manager.
4The Project Managers Role
- Manage and Control the Project
- Maintain oversight of all Project activities
- Review and report technical, schedule and
financial status - Ensure timely detection and correction of
problems - Assess cost/work progress against plans
- Ensure that all work complies with institutional,
sponsor, and any other applicable policies,
requirements and practices - Manage and Control the Project Risk
- Assess progress and develop projections
(technical, schedule, cost) - Ensure timely detection and mitigation of threats
- Control and guard scope
The decision authority who must balance the
projects 3 variables technical, cost, and
schedule.
5How Does the Project Manager Deliver?
- Start with a realistic product
- Select a talented team
- Motivate the team
- Clear communications internal and external to the
project - Ask penetrating questions
- Track the schedule and cost
- Prioritize work
- Carefully manage margins
- Understand and balance risk across the system
- Note for a government project,
- Create a viable acquisition strategy
- Maintain good contractor relations
6In Comparison, What is a Systems Engineer
Responsible for?
- The Many Roles
- Requirements owner
- System designer
- System analyst
- Validation / Verification engineer
- Logistics / operations engineer
- Glue among the subsystems
- Customer interface
- Technical manager
- Information manager
- Process engineer
- Coordinator
- Classified ads system engineer
Source Twelve Roles of Systems Engineers,
Sarah Sheard
7Management Documents
- Project Plan
- Systems Engineering Management Plan
8Project Plan
The document that establishes the projects
baseline for implementation, signed by the
project manager and his/her management
chain. Defines Who? What? When? How? How much?
Requirements
Work Breakdown Structure
Resources Staff, materials, facilities
Activities
Time-phased Budget
Schedule
Baseline
9Pause and Learn Opportunity
Review an example Project Plan with the class,
using the James Webb Space Telescope (JWST) Draft
Project Plan. Reference document DRAFT JWST
Program-Project Plan (in process - 30 Oct).doc
10Systems Engineering Management Plan(SEMP)
- The SEMP is the subordinate document to the
Project Plan - The SEMP defines for all project participants how
the project will be technically managed within
the constraints established by the Project Plan. - All other technical documents, such as a
configuration management plan, depend on the SEMP
and must comply with it. - For a NASA-managed project, the civil servant
systems engineering team will produce the primary
SEMP. - Each contractor involved in the project will
produce a contract-unique SEMP that describes how
it will manage in accordance with both its
contract and the NASA projects technical
management practices. - For additional information on the contents of a
SEMP, see the NASA Systems Engineering Handbook,
2007, Appendix J SEMP Content Outline. (and
backup slides for example SEMP outline.) - Also see the JWST SEMP for an example
(JWST_000872 SEMP Baseline.doc).
11People Management
- Direct Project-Line Management
- Matrix Management
12Traditional Project/Product-Line Organization
Characterized as a project or product managed as
a self-sufficient organization relative to the
entire system design life cycle. Each project
will contain its own management structure, its
own engineering function, its own production
capability, its own support function, and so on.
The project manager has the authority and the
responsibility for all aspects of the project,
whether it is a success or a failure.
13Matrix Organization Structure
14Matrix Organization Characteristics
- Functional organizations, such as engineering or
safety, own the personnel with expertise in
particular areas. - The functional organizations assign technical
personnel from their pool to specific projects as
those projects identify their skill needs. - Both the project manager and the functional
division manager agree to the duration of the
assignment, the tasks to be accomplished, and the
basis for the individuals performance review. - Proven to be the most effective use of technical
personnel. Project management only pays for the
personnel on an as-needed basis has access to
broad talent pool can phase work assignments
with project life cycle. - Common approach for large projects used
predominantly at NASA Centers responsible for
development projects.
15Interview with Dr. John Matheron Management of
the COBE MissionNASA ASK Magazine, 2007
- COHEN What kinds of problemsother than
engineering realitiesdid you face? - MATHER Some were organizational. We had
something called matrix management, which we
love and hate. The good thing about it is theres
a huge pool of talent you can draw on. The bad
thing is those people are not yours. When you
want their time, they may be busy doing something
that someone else said was important. We had a
cartoon that showed two boats with lots of
oarsmen. Matrix management is people paddling in
every direction and no manager at the end of the
boat. The other one is project management the way
project managers like to do it they know whos
in the boat theres a guy at the end beating a
drum everybody is paddling in the same
direction. Our problem wasnt about scientists
versus engineers. It was engineers, managers, and
everybody fighting over a scarce resource.
John Mather Nobel Prize Winner, Physics,
2006 COBE Project Scientist
16One way to look at it
- From an Interview with NASA Administrator, Mike
Griffin on The True Challenge of Project
Management - See http//pmperspectives.gsfc.nasa.gov/2007/2006/
truechallenge.htm - Based on Mike Griffins remarks at the 2006 PM
Challenge (March 21, 2006). - Dr. Griffin continued that systems engineering
and project management are opposite sides of the
same coin. To talk about one without the other is
flawed. - The losses of Challenger and Columbia, the Hubble
Space Telescopes flawed optics, Mars Observer,
Mars Climatology Observer 99, Mars Polar Lander,
Genesis - all of these programs issues were due
to failures in project management and systems
engineering. They all must be looked at as
learning experiences, to learn as much from them
as possible so we can repeat as few of them as
possible.
17Module Summary Management
- A Project Managers roles and responsibilities
are different from those of the Project Systems
Engineer. The manager is continuously balancing
the three project variables of cost, schedule and
technical content. - The Project Plan documents the project baseline
for implementation. It includes the work
breakdown structure, the associated activities,
the resources required to accomplish the work,
and the planned schedule for completing the work. - The Systems Engineering Management Plan (SEMP) is
the projects guiding technical document. All
subordinate technical documents, like a
requirements document or test plan, must follow
the guidelines of the project SEMP. - Companies and government agencies usually use two
different approaches to managing their workforce.
In-line management means the responsible
workforce directly reports to the project
manager. Matrix management means the majority of
the workforce is assigned temporarily to a
project for a fixed period of time for a
specified task.
18Backup Slides for Management Module
19SEMP Contents Outline (1/4)
- Title Page
- Systems Engineering Management Plan
- System Name or Identifier
- Table of Contents
- Scope
- Purpose of the System
- Summary and Purpose of SEMP
- Relation to other plans and schedules such as the
Integrated Master Plan (IMP), Integrated Master
Schedule (IMS), and Earned Value Management
System (EVMS) - The following statement This SEMP is the plan
for the complete, integrated technical effort.
Nothing herein shall relieve the Contractor of
meeting the requirements of the Contract. - Applicable Documents
- Government Documents to include contractual
requirements documents or specifications - Non-government Documents to include any
applicable from independent standards
organizations - Corporate Documents
20SEMP Contents Outline (2/4)
- Systems Engineering Process and Responsibilities
for its Implementation - Description of the Contractors systems
engineering process activities to be accomplished
during the contract to include the iterative
nature of the process application in the form of
narratives, supplemented as appropriate by
graphical presentations, detailing the
contractors processes and procedures for
completing the systems engineering effort - Requirements Analysis
- Functional Analysis and Allocation
- Synthesis
- Systems Analysis and Control to include Control
and Manage to include trade studies,
cost-effectiveness analyses - Risk Management
- Configuration Management
- Interface Management
- Data Management
- Technical Performance Measurements (TPMs)
initial list, criteria for changing the list,
update schedule, responsibility for monitoring,
and relationship to risk management - Technical Reviews and Audits
21SEMP Contents Outline (3/4)
- Description of products and results
- Decision Database describe development,
implementation, life-cycle accessibility, and
life-cycle maintenance including how traceability
of the information will be accomplished - Specifications (or equivalent) and configuration
baselines describe development, measures of
completeness, verifiability, traceability, and
how and when controlled - Verification Planning planning for verifying
all requirements to include identification,
configuration control, and maintenance of
accuracy/precision of all verification tools - Organizational responsibilities, authority, and
means of accountability for implementing the
process under the Contract - Work authorization methods for opening work
packages under the EVMS, closure, and
authorization of changes - Subcontractor technical effort description of
the level of subcontractor participation in the
technical effort as well as the role of systems
engineering in subcontractor and vendor selection
and management
22SEMP Contents Outline (4/4)
- Transitioning Critical Technologies
- Criteria for assessing and transitioning
technologies - Evolutionary/spiral acquisition strategies
- Integration of the Systems Engineering Activities
- How management plans and schedules (such as the
IMP and IMS) and the EVMS will be used to plan,
organize, direct, monitor and control the systems
engineering activities - Systems Engineering Tools
- Approach and process for system integration and
test - Additional Systems Engineering Activities
- Notes
- Glossary of terms used in the SEMP
- Appendices each appendix shall be referenced in
the main body of the SEMP where the data would
otherwise have been provided.
23Interview with Dr. John Matheron Management of
the COBE MissionNASA ASK Magazine
- Additional excerpt from John Mathers interview
- Tony Fragomeni, the observatory manager, used to
sit at the end of the table with a plastic
baseball bat and make sure he heard from the
right people. Running meetings well is a
tremendously important skill how to hear from
all the people so that you dont miss good ideas
how to send people away knowing somethings going
to happen. You have to say, I understand that
this is the decision. Absolute clarity is
required. If you dither around and put off the
decision for another week, youd better have a
plan for what youre going to do instead. Drawing
decisions out of discussions and actions out of
ideas is the secret for getting anything done.
24Interview with Dr. John Matheron Management of
the COBE MissionNASA ASK Magazine
- Additional excerpt from John Mathers interview
- The challenge for management, though, is deciding
whether they can afford to put a person on a
project full time. The project manager says, I
need to know whos on my project all the time. If
someone completes a particular job, Ive got
something else for him to do. The matrix manager
says, If that persons job is done, I want him
to work on another project. Its hard to cope
with matrix management flexibility if youre a
project manager. The lesson learned on matrix
management is its OK, but assign people full
time and make sure they know whom theyre working
for during big blocks of time. In the earliest
days of COBE, we had people charging a tenth of
their time. They were able to go to a meeting,
but they didnt have time to produce anything
useful. A tenth really equals zero. It drove us
crazy, and I dont think it made those people
happy.
25Keys to SuccessAdvise to University
Nanosatellite Programaccording to Air Force
Research Lab
- Administrative and student leadership
- Roles and communication
- Organized mission and requirements approach
- Thought processes, logical planning, and team
buy-in -
- Good systems engineering practices
- Set up a good foundation early
- Personnel management
- Know your strengths and weaknesses
Technical challenges can be time-consuming but
poor project management can absolutely devastate
your schedule! It is far more likely that your
program will fail due to management problems than
due to technical/engineering roadblocks!
26System, Systems Engineering, and Project
Management
- DEFINITIONS
- System The combination of elements that
function together to produce the capability
required to meet a need. The elements include all
hardware, software, equipment, facilities,
personnel, processes, and procedures needed for
this purpose. - Systems Engineering A disciplined approach for
the definition, implementation, integration and
operation of a system (product or service). The
emphasis is on achieving stakeholder functional,
physical and operational performance requirements
in the intended use environments over its planned
life within cost and schedule constraints.
Systems engineering includes the engineering
processes and technical management processes that
consider the interface relationships across all
elements of the system, other systems or as a
part of a larger system. - The discipline of systems engineering uses
techniques and tools appropriate for use by any
engineer with responsibility for designing a
system as defined above. That includes
subsystems. - Project Management The process of planning,
applying, and controlling the use of funds,
personnel, and physical resources to achieve a
specific result.
NASA NPG 7120.5D