albert sierra

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Viewing Projects & Missionsas Solution Delivery Efforts

Presented to:PM Challenges 2012

Presented by:Adalberto Sierra

Flight Projects Chief, Launch Services Program, KSC

Tim Kotnour, PhD.Engineering Leadership & Innovation Institute

University of Central Florida

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We’ll Share a Conversation about Delivering Missions.

• LSP exists to deliver launch service solutions to our spacecraft customer

• We are continuing an evolutionary journey to enhance our services to our customers

• To help us to continue to improve, we viewed our work from a “solution delivery” perspective

• We are continuing to improve

• We have lessons learned on how to use the “lunch and learn” process

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LSP VisionTo be the recognized leader in launch services

LSP MissionLeadership and expertise in providing on-orbit, on-time,

on-cost launch services

LSP Goals:Goal 1: Maximize Mission SuccessGoal 2: Assure Long-Term Launch ServicesGoal 3: Promote Evolution of a US Commercial Space Launch Market Goal 4: Continually Enhance LSP’s Core Capabilities

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LSP acts as the broker…

With a goal of ensuring mission success

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Verify and validate mission engineering and analysis

Insight and Approval of production, integration, testing and processing

Manage launch vehicle to spacecraft integration

Acquire Launch Services

Certify launch systemsfor NASA use

Launch Services Overview

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Provide technical, operational, contractual, budget and business knowledge and expertise to future

missions

Establish strategic partnerships and make investments to satisfy Agency launch service

needs

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Launch Services Program (LSP)

• LSP manages commercially-developed and procured launch services for NASA – LSP provides acquisition management, technical management, mission

integration and launch management– Science Mission Directorate is LSP’s primary customer, although other

Government agencies also use NASA launch services – LSP uses a mixed fleet of vehicles (small, medium & intermediate) with

varying levels of performance to support a variety of mission requirements

– Launches are conducted from multiple ranges: CCAFS, VAFB, RTS (Kwajalein), WFF (Wallops), and Kodiak

• Launch service providers sell the same basic launch service to commercial and other government customers– The launch service providers, rather than NASA, retain title to hardware

and control of vehicle standards, specifications, etc.

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Launch Services Management Approach

• Acquire launch services under fixed price contracts with consistent level of technical oversight over full spectrum of launch capability for mission success– Heritage and evolved systems– Primary payloads on all classes of vehicle

• NASA Governance Model provides independent technical assessment– Two independent assessments provided to the Program:

» Safety and Mission Assurance (S&MA) Technical Authority» Engineering Technical Authority

• Establish partnerships with NRO, USAF, and other agencies (MDA, DARPA) on mission assurance and lessons learned from launch failures– Share information and data across government organizations responsible for

mission assurance– Each organization evaluates data based on its own risk posture– LSP considers the rationale for other organization’s decisions; although does not

have to always concur

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Pegasus Taurus XL Atlas V Falcon 9

Taurus IIMinotaur IV/V

Vehicles On NLS II Contract

Falcon 1

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Athena IC Athena IIC

Delta IV

Potential/Emerging Vehicles

Delta II

LSP Mixed Fleet Approach

http://upload.wikimedia.org/wikipedia/commons/1/12/Delta_II_Dawn_liftoff_1.jpg

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Roles and Responsibilities of the LSP Flight Projects Office

• The Flight Projects Office is responsible for managing the launch service provided for the spacecraft missions

• It accomplishes its role through the Mission Manager which is the project manager/team leader for Launch Services Program mission integration teams

• This team is responsible for technical, schedule, and resources, from early spacecraft design/development through launch and mission success determination

• The office is the primary program point of contact for the spacecraft customers and launch service contractors for all mission activities and requirements

• The office is also responsible for ensuring consistent implementation of effective processes across missions, for management of special projects, and for producing LSP publications that benefit the LSP and the spacecraft community

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• The Mission Manager (MM) is the project manager and primary interface for the Launch Services Program to the NASA Spacecraft Programs/Projects and to the launch service contractors for assigned missions (typical is 2-5 missions at various phases in lifecycle).

• The MM is ultimately responsible for managing all aspects (technical, resources, and schedule) of the integration of assigned missions from advanced planning through integration, launch, and mission success determination.

• The MM executes the duties of mission management through

leadership and management of a multi-disciplined mission team. Day-to-day decision authority on the mission is with the MM.

Roles and Responsibilities of the MM

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We are Continuing an EvolutionaryJourney to Enhance Our Services to Our

Customers.

Technical

Process

Project Management

Solution Delivery

Strategic Problem Solvi

ng

Strategi

c Planning

Strategic Managemen

t

Strategic Leadersh

ip

Customer

Input

Customer Satisfactio

n Measurem

ent

Customer Relationshi

p Managem

ent

How we lead the program

How we relate to the customer

How we deliver the mission

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We are Continuing an EvolutionaryJourney to Enhance Our Services to Our

Customers.

LAUNCH SERVICES PROGRAMJohn F. Kennedy Space Center

Project Management Challenge

February 26, 2007

BOSSBusiness Operating Success Strategies

(LSP-UG-330.01 rev. Basic)

LAUNCH SERVICES PROGRAMJohn F. Kennedy Space Center

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What is BOSS?

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To Help Us to Continue to Improve,We Saw the Need to View Our Work from a Solution Delivery Perspective.

• Program Drivers– Align to the program’s emerging and expanding strategic direction– Understand and align to customer expectations and feedback– Improve program performance

• FPO Drivers– Enhance MM awareness and performance– Build a common understanding across MMs– Enhance overall consistency in delivering the program

• Understand “best practices”– Internal to the program– External from other organizations

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To Help Us to Continue to Improve,We Saw the Need to View Our Work from a Solution

Delivery Perspective.

Traditional View• Delivering the launch service is

a project

• Focus on meeting the service at cost, schedule, and technical is a project

• The Mission Manager manages the project management process

Solution Delivery View• LSP delivers solutions

• Solution = Close a gap

• Spacecraft customer’s gap = Launch service that meets cost, schedule, and technical needs

• Solution delivery requires integrated approach of many disciplines

• The Mission Manager manages the solution delivery process

• Delivering 6 daily outcomes will deliver the 4 project outcomes

Different Light• New perspectives

• Adjustments to daily activities

• Adjustments to core processes

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LSP Operates in a Complex Environment.

• Different providers—manage a fleet of services• Different customers/missions• Different products and services• More than just launches

– Full life-cycle support– Mission assurance– Technical integration– S/C processing facility/support– Business/contract management

• Many missions in different stages of execution• Go beyond a single mission

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Pre- Phase A Phase A Phase B

ADVANCED PLANNING MISSION PHASES

Laun

ch S

ervi

ces

Spac

ecra

ft

Pre-MissionPlanning

Launch – 10-4yrsL – 4-3 yrs

SRR MDR PDR/NAR

AssignMT

MCR MissionPlan

ADVISORY (A)

POTENTIAL ADVISORY (PA)

INTERNATIONAL (I)

Jason-3 (I)SMAPGEMSGOES R / SEXOMARS / TGO

ICESAT 2Solar OrbiterSolar Probe PlusOSIRIS-Rex (NF3)JPSSTSISExplorers 2011

Supporting Programs/AO’s

Earth Venture (EV)Explorers• MIDEX• SMEXDiscovery

New FrontiersNew Millennium

LPRPESSP

ICRS/COTS (A)O.C.T.

DECADAL

HyspIRIPATHASCENDSGRACE-IIGEO-CAPESCLPACEGACMSWOTLIST3D-Winds

MARS (NASA/ESA Partnership)

• MARS ROVERS (1 NASA, 1 ESA) - 2018• MARS SAMPLE RETURN – 2020

» MSFC

GSFC

• JPL

o GRC

ARC

○ JSC

Updated Dec 2011

º LaRC

LSP Activity

S/C Activity

MissionPlanning

Discovery 12Jupiter Europa Orbiter (JEO)Jason CS1Cryo-PropStorg Transf (CPST)ILN (I)GPM LIO

Support to Agency Planning / Initiatives • Commercial Crew Development• Orion Test Flight-1 • Docking Node

LSP Supports Many Missions.

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NASA LSP MISSIONS ON CONTRACT

Phase D

Pre-Phase A

Phase A

Phase B

Phase C

Phase E

Launch – 10-4yrs L – 4-3 yrs L – 3 or L-2 yrs L – 27 mo to L-3 mo L – 3 mo-10 days L – 10 days-Launch Launch + 3 mo

SRR

ATP(LSP

)

MDR

PDR/NAR

FPB

LVRRLSRR

CDR

SMSR

ORR

FRR

LRR

LAUNCH

MissionSuccess

Assign

MIT

MIWGs/

GOWGs

HARs

GOR

MCR SIR PLARMission

Plan

S/C PROJECT LIFE CYCLE

LSP MISSION LIFE CYCLE

INTEGRATED ACTIVITIES

FORMULATION

Launch Services Program (LSP)

Spacecraft (S/C)

LEGEND

* : Range Date**:Advisory ServiceE: Extended Integration

CycleNET: No Earlier

Than U/R: Under Review

MSFCGSFC

JPLDODARC

JSC

LaRC

IMPLEMENTATION FPO Update: Dec. 2011

2012

NuSTAR, [KWAJ, NET

Mar.]*

RBSP [Cx41, Sept.]

IRIS [ VAFB, Dec.]

TDRS-K [ Cx41, U/R Dec.]

2013

LDCM [ SLC3, Jan.) ]

OCO-II [ 576E, NET

Feb. ]

LADEE [WFF, Mar.] **

GPM Core [TK, July.] **

MAVEN [Cx41, Nov.]

2011

GRAIL [Cx17, Sept.]*

JUNO [CX41, Aug.]*

AQUARIUS [SLC2, June]

NPP [SLC2, Oct*]

MSL [Cx41, Nov.*]

* Tracks ATP’d/awarded missions in the LSP Mission Life cycle Phase III through Phase VII

Phase 1: Pre-Mission Planning

Phase 2: Mission Planning

Phase 3: Baseline Mission

& Procure Launch Services

Phase 4: Launch Vehicle &

Spacecraft Engineering &

Manufacturing

Phase 5: Launch Site Ops.

Phase 6: Launch

Phase 7 Post Launch

December 2011

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We Took a Solution Delivery Perspective to View our Work: We Went Below the Waterline to Understand Deeper.

What outcomes define mission success for a project?

What requirements do we need to meet to deliver on these outcomes?

What disciplines/functions are needed to deliver the requirements?

What activities do we execute on a daily basis for the functions?

Why

How

Cost, Schedule,Technical, &

Customer Satisfaction

6 Solution Delivery

Requirements

16 Disciplines

85 Daily Functions

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We Took a Solution Delivery Perspective to View our Work: Six Solution Delivery Requirements.

(Kotnour 2008, Strategic Solutions Delivery™)

Cost, Schedule,Technical, & Customer

Satisfaction

6 Solution Delivery

Requirements

16 Disciplines

85 Daily Functions

3) Produce the Right Products

& Services

5) Execute as Promised &

Meet Accountabilities

1) Gain Needed Commitment &

Resources

2) Gain Customer

Acceptance and Use

4) Apply the Right

Knowledge

6) Mature the Business

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We Took a Solution Delivery Perspective to View our Work: Sixteen Disciplines.

(Kotnour 2008, Strategic Solutions Delivery™)

Cost, Schedule,Technical, & Customer

Satisfaction

6 Solution Delivery

Requirements

16 Disciplines

85 Daily Functions

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Solution Delivery

Core

Dis

cipl

ines

Del

iver

yRe

quire

men

tsFi

rst O

rder

Out

com

esWe Took a Solution Delivery Perspective

to View our Work: A WBS View.

Successful Project = Delivered Solution = Closed a Gap

(Copyright, Kotnour 2005)

Cost Technical PerformanceSchedule Customer

Satisfaction

Gain Needed Resources and Commitment

Gain Customer Acceptance and

Use

Execute as Promised and

Meet Accountabilities

Apply the Right Knowledge

Produce the Right Products &

Services

Mature the Business

1. Strategic management

2. Portfolio management

3. Customer relationship management

4. Stakeholder management

5. Change management

6. Systems engineering

7. Technical excellence

8. Technology management

9. Human capital management

10. Partner management

11. Project management

12. Project leadership

13. Critical thinking

14. Knowledge management

15. New business development

16. Performance improvement

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We Followed a Systematic “Lunch and Learn” Process.

Introductory Session

Self-Assessment Survey

Six Reflection Sessions Wrap-Up Session

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We Reflected Upon Our Performance.

1) Definition of the focus

2) Customer Feedback

3) Self-Assessment

4) Group Discussion Reflection• How do we now perform

the role?• What are we doing well?• What are not doing well?• What are the roles &

responsibilities?• What can we do to

improve?

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1) Gain Needed Commitment & Resources

Discipline LSP’s Current Implementation

Strategic Management• Aligning the project to the organization’s strategy and developing an

overall strategy for the project.

• Launch Service Task Order (LSTO)• Flight Planning Board

Portfolio Management• Understanding and aligning the project to other projects within the

organization’s portfolio of projects

Improvement Ideas• Bring lessons learned from other missions earlier into the process• Hold a meeting with the SC project earlier in the mission before the formal reviews• Attend spacecraft system requirements meetings

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2) Gain Customer Acceptance and Use


Customer Relationship Management• Developing an ongoing productive relationship with the customer

• Customer Forums • Mission Integration Teams• Flight Planning Board• Mission Integration Working Groups

(MIWGs)Stakeholder Management• Understanding and influencing external and internal environments

and creating positive relationships with stakeholders

Change Management• Transitioning individuals, teams, and organizations from a current

state to a desired future state

Improvement Ideas• Conduct lessons learned with the spacecraft project team• Provide an “informal” routine conversation to share emerging issues with projects and customers• Re-instate the MM monthly meeting to share LL/issues/concerns among the FPO team (e.g., 7/15 meeting

started this new approach)• Formalize customer meeting for each gate• Implement approach to visit with customer to have a conversation on how well doing• Understand how we need to adapt the process and approach for the given mission

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3) Produce the Right Products & Services


Systems EngineeringConverting customer needs into requirements that a solution can be built from—Managing requirements (e.g., define, allocate, trace, and verify)

• Mission Integration Teams (MITs)• Task Assignments (TAs)—contract mods• Engineering Review Boards (ERBs)• Pre-board meetings

Technical ExcellenceProducing the solution—design, engineering, programming, etc.

Technology Management• Ensuring the appropriate technology is used—technology scanning,

forecasting, and selection

Improvement Ideas• Understand how NASA’s new direction will impact LSP provided services• See if need a “master technology strategic” plan vs. just mission-by-mission• Connect to studies process• Look for ways to increase LV capability• Reinvigorate line item for LV capability

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4) Apply the Right Knowledge


Human Capital Management• Identifying the skill needs for the project and organize the resources

on the team

• Establishing MITs• Making mid-course corrections when

need to• Support contract and NASA seamless

—”badge free” zone• Partnership meetings• NLS II

Partner Management• Managing external partners on the team—Identifying the partners and

managing their involvement on the team

Improvement Ideas• Work with launch services providers on challenges they face and on ensuring they deliver—they are

becoming less responsive• Ensure team members have the skills aligned with the mission needs• Provide training opportunities to keep MM leadership skills current with new ideas/techniques• Gather feedback on team work while in the mission

• Conduct “start-stop-continue as a team” discussion at a gate• Conduct “what doing well, not so well as a team” discussion at a gate• Conduct “team alignment” discussion at a gate

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5) Execute as Promised & Meet Accountabilities


Project Management• Planning, organizing, directing, and controlling of resources to meet

project objectives

• BOSS• Integrated schedules• Monthly mission review• PTI (MM’s only)• Adapt approach to the customer and

missionProject Leadership• Building the project team into a cohesive unit that understands and

meets its accountabilities

Critical Thinking• Practicing good problem solving and decision making

Improvement Ideas• Work with launch services providers on challenges they face and on ensuring they deliver• Ensure team members have the skills aligned with the mission needs• Ensure the MM is in the loop during the launch campaign• Share knowledge across mission (e.g., run the PTI like used to)• Manage the middle phases better• Use BOSS beyond just the gate review

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6) Grow the Business


Knowledge Management• Improving learning within and across projects.

• New capabilities• PPODS• XPC• Advisory role

• DOD asking how LSP does business• Using the BOSS for standardization• Adapting the BOSS as see areas that need

to be improved• Share lessons learned via M3• Adapting the BOSS real-time

New Business Development• Understanding the current project can lead to future projects for the

current or new customer

Performance Improvement• Improving the process, tools, and skills within the project and

improving the organization’s overall processes, tools, and skills used on all projects

Improvement Ideas• Adapt the BOSS to other types of missions beyond end-to-end (e.g., advisory, PPODS, XPC)• Understand how the Air Force uses different tools that we don’t (e.g., government certified pricing)• Balance resources for growing the business and delivering the business• Improve the way do lessons learned to make them part of the process, inherent part of the process--

Overcome the view that lessons learned are a database

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LSP Is a Solution Provider.

Requirement Discipline LSP’s Implementation

Gain Needed Commitment and Resources

• Strategic Management

• Portfolio Management

• Launch Service Task Order (LSTO)• Flight Planning Board

Gain Customer Acceptance and Use

• CRM• Stakeholder• Change

• Customer Forums • Mission Integration Teams• Flight Planning Board• Mission Integration Working Groups (MIWGs)

Produce the Right Products and Services

• Systems Engineering• Technical Excellence• Technology

Management

• Mission Integration Teams (MITs)• Task Assignments (TAs)—contract mods• Engineering Review Boards (ERBs)• Pre-board meetings

Apply the Right Knowledge

• Human Capital Management

• Partner Management

• Establishing MITs• Making mid-course corrections when need to• Support contract and NASA seamless—”badge free” zone• Partnership meetings• NLS II

Execute as Promised and Meet Accountabilities

• Project Management• Project Leadership• Critical Thinking

• BOSS• Integrated schedules• Monthly mission review• PTI (MM’s only)• Adapt approach to the customer and mission

Mature the Business • Knowledge Management

• New Business Development

• Performance Improvement

• New capabilities• PPODS• XPC• Advisory role

• DOD asking how LSP does business• Using the BOSS for standardization• Adapting the BOSS as see areas that need to be improved• Share lessons learned via M3• Adapting the BOSS real-time

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We Confirmed Our Core Job as Solution Providers.

1) The entire space industry is under pressure2) FPO continues to be aligned with the program’s strategic direction

3) The MM is accountable for delivering a solution over the life-cycle of the mission

4) The MM’s core solution/mission delivery process has three elements

5) The MM plays a different role for each task6) The MM balances being an administrator and a leader7) The MM needs to adjust the mission delivery process to

a) To specific mission needs and the program’s big pictureb) The specific mission’s variablesc) The launch service provider and the customer

8) The MM engages the customer over the mission’s life-cycle9) The MM builds a relationship with the customer over the mission’s life-cycle

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LSP Tailors Its Products and Services to the Needs of the Customer.

Mission Solution Delivery

Governance• 7120• 8610• 8623

(NASA & LSP) (FPO) (Mission Mgr)

Increasing flexibility to adjust and tailor

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LSP Tailors Its Products and Services to the Needs of the Customer.

Tailoring Daily Mission

Management Approach

NASA Strategic Context

(Congress & Agency Guidance)

HQ Relationshi

ps

Mission Type

Launch Vehicle (Provider)(contract

mechanisms)

S/C Project Mgr & Team

MM Experience

MIT Team

?

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The MM Plays a Different Role for Each Task.

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We Have Lessons Learned onHow to Use the “Lunch and Learn” Process.

• Tie the effort to the Program’s overall strategy and improvement efforts

• Use a model to guide the self-assessment survey and conversations. The overall model was used to – Develop our BOSS– Develop our customer-satisfaction survey– Develop the self-assessment survey and the lunch and learn sessions

• Use other data (e.g., customer survey data) to provide mission specific feedback and examples

• Provide time in between sessions to process data and try new things

• Balance the conversation with the push for new actions– This is as much about viewing the job differently as (maybe more than) identifying new

action items– Our action items ranged from program-level actions to individual mission manager

changes to common philosophy agreement

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Questions, Thoughts, Concerns, Ideas…

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• AIM• AQUA• AQUARIUS• AURA• CALIPSO/CLOUDSAT• DART• DS1-SEDSAT• EO1/SAC-C/MUNIN• FUSE• GALEX• GENESIS• GLAST• GLORY • GOES – L, M• GP-B• HETE-2• IBEX• ICESAT/CHIPSAT• IMAGE• JASON/TIMED• KODIAK STAR• LANDSAT-7• MAP• NOAA – L, M, N, N’

• CONTOUR• DAWN • DEEP IMPACT• STARDUST

• HESSI • SORCE

• MESSENGER

• NEW HORIZON

• OCO• OSTM/Jason-2• QUIKSCAT• SCISAT• SORCE• ST-5• SIRTF• SWAS• SWIFT• TDRS – H, I, & J• TERRA• TERRIERS• THEMIS• WIRE

• MARS ORBITER-1• MARS LANDER-1• MER-A & B• MRO• ODYSSEY• PHOENIX

◊ GRAIL

◊ MAVEN◊ MSL◊ ExoMars/

TGO

◊ JUNO

◊ JASON-3◊ LDCM◊ MMS◊ NPP◊ OCO-2◊ RBSP◊ TDRS-K, L

MOON

• KEPLER

• WISE• SDO

• LRO/LCROSS

◊ NuSTAR

albert sierra

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