REG NASA-LLIS-0619-1999 Lessons Learned Management& Planning Production Fabrication Development.pdf

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1、Lessons Learned Entry: 0619Lesson Info:a71 Lesson Number: 0619a71 Lesson Date: 1999-04-09a71 Submitting Organization: GSFCa71 Submitted by: Don Margolies/Elizabeth SmithSubject: Management & Planning, Production/Fabrication/Development Description of Driving Event: The primary objective of the Advan

2、ced Composition Explorer (ACE) Project was to determine and compare the elemental and isotopic composition of several distinct samples of matter, including the solar corona, the interplanetary medium, the local interstellar medium, and galactic matter. The Goddard Space Flight Center (GSFC) and the

3、National Aeronautics and Space Administration (NASA) Headquarters Office of Space Science (OSS) undertook the ACE mission development including the execution phase. The GSFC agreed to launch ACE no later than December 1997 on a not-to-exceed cost basis. The end result was that the missions actual co

4、st was considerably less than the limit and the launch date was earlier than projected.Lesson(s) Learned: The ACE project approach was to stick to design where “good is good enough“ and not allow hardware changes just for the sake of “improvement“. A reasonable schedule with key milestones was estab

5、lished with heavy emphasis on maintaining it. The ability to reallocate funds as needed was crucial to keeping the mission on target. The management arrangement was innovative and resulted in a 3-way nexus of centers, the GSFC for project management, the California Institute of Technology (CIT) for

6、the payload development and the Johns Hopkins University JHU Applied Physics Laboratory (APL) for the spacecraft development. Each center had enough power and independence that aided in reaching solutions and working out difficult situations.Specific techniques used during the execution of ACE inclu

7、ded:1. Maintain full and open communications with all project peers in up, down and sideways directions. Foster team approaches by being open, honest and frank in discussions with team members.Provided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-2. Place

8、heavy emphasis on schedule maintenance and design to cost.3. Delegate development responsibility in order to facilitate effective results and maximize resources. Provide adequate reserves to APL and CIT managers to use, as they deem appropriate.4. Define project/instrument descope options early in t

9、he program and develop a plan to implement them in a timely manner.5. Decide very early in the program to use the same core hardware and software system for Integration and Test (I&T), mission operations and the science data center to provide for greater efficiency, cost savings and better trained o

10、perations personnel. This has become the model for many subsequent missions.6. Establish a review board of technical experts, primarily in the payload area, who are not project staff. Retain the same people on the board for the duration of the development phase. This board worked in an open and trus

11、ting environment with the CIT Payload Management office, the Instrument Development Teams, APL and the GSFC Project Office. The board had a very significant impact on the ability of a number of ACE instruments to be successfully completed on time and within budget.7. Form the Flight Operations Team

12、(FOT) early in the development phase so as to: a. Include FOT key personnel in the early phases of the spacecraft development in order to assist in the formulation of systems operations concepts and to influence the operations (and test) philosophy.b. Include FOT personnel in the I&T process (e.g.,

13、as test conductors) in order to help in procedure preparation and problem identification, receive the best kind of on the job training, and to be synergistic with the APL I&T team. This approach paid big dividends.8. Coordinate project reviews in conjunction with other NASA centers. Use a dual Chair

14、man approach in the implementation of these reviews so as to reduce the total number of reviews needed.9. Always remember who the customer is.Recommendation(s): See Lesson(s) Learned.Evidence of Recurrence Control Effectiveness: N/ADocuments Related to Lesson: N/AMission Directorate(s): Provided by

15、IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-N/AAdditional Key Phrase(s): a71 Administration/Organizationa71 Policy & Planninga71 Test & VerificationAdditional Info: Approval Info: a71 Approval Date: 1999-04-14a71 Approval Name: Ellen Herringa71 Approval Organization: 300a71 Approval Phone Number: 301-286-7393Provided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-