REG NASA-LLIS-1499-2003 Lessons Learned - Orbital Space Plane Centralized Technical Management.pdf

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1、Lessons Learned Entry: 1499Lesson Info:a71 Lesson Number: 1499a71 Lesson Date: 2003-07-01a71 Submitting Organization: MSFCa71 Submitted by: Lisa CarrSubject: Orbital Space Plane Centralized Technical Management Abstract: The Orbital Space Plane (OSP) failed to quickly charter a strong, centralized t

2、echnical authority. New programs should establish a systems engineering and integration role with the authority to integrate all program elements. Description of Driving Event: Failure to quickly/clearly charter and mobilize a strong centralized technical authority.Lesson(s) Learned: Failure to quic

3、kly/clearly charter and mobilize a strong centralized technical authority with responsibility to make binding technical decisions across all elements within OSP and across program boundaries weakened the programs Phase A technical implementation. Additionally: a. Systems Engineering and Integration

4、Authority. The Space Launch Initiative (SLI) program was well grounded with a credible, authoritative Systems Engineering and Integration (SEI) organization. SEI was slow to mature in OSP, partially because we thought we knew what we were doing since we had transformed from SLI.b. Unfair Trades. Gov

5、ernment facilities cost and operational data is not widely disseminated nor readily accessible; therefore, the contractors did not have the full cost accounting data or insight necessary to perform these trades. NASA strategic planning and facility master planning can/will conflict with trade studie

6、s of facilities.Provided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-c. Trade Studies. The trade studies for smart buyer, requirement feasibility and requirement validation were initially unintegrated. Recommendation(s): Establish a Systems Engineering an

7、d Integration role with the authority to integrate all program technical elements, organizations, and other affected parties. Establish a Program Chief Engineer with the overall technical authority to negotiate technical agreements among programs and resolve impasses within the program. NASA strateg

8、ic planning and facility master planning can/will conflict with trade studies of facilities. For areas involving key NASA assets or capabilities, NASA should request the contractors to work with NASA in performing joint trade studies. The final assessment and decision should be made by NASA alone, b

9、ased on impacts to efficiency and cost, as well as long-term strategic needs and vision of the agency. A horizontal integration team (HIT) should be organized up-front to develop the trade process based on accepted systems engineering practices. Evidence of Recurrence Control Effectiveness: N/ADocum

10、ents Related to Lesson: N/AMission Directorate(s): a71 Exploration Systemsa71 Space Operationsa71 Aeronautics ResearchAdditional Key Phrase(s): a71 Policy & Planninga71 Program and Project ManagementAdditional Info: Provided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-Approval Info: a71 Approval Date: 2005-04-01a71 Approval Name: Lisa Carra71 Approval Organization: MSFCa71 Approval Phone Number: 256-544-2544Provided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-