REG NASA-LLIS-1500-2003 Lessons Learned - Orbital Space Plane Risk Driven Management.pdf

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1、Lessons Learned Entry: 1500Lesson Info:a71 Lesson Number: 1500a71 Lesson Date: 2003-07-01a71 Submitting Organization: MSFCa71 Submitted by: Lisa CarrSubject: Orbital Space Plane Risk Driven Management Abstract: The Orbital Space Plane (OSP) had many changes in risk systems, a shortage of risk expert

2、s, and ineffective application demoted risk management to a box to be checked. Define the risk management system to be used by the program at program/project onset. Description of Driving Event: Changes in risk systems, a shortage of risk experts, and ineffective application of risk management syste

3、ms.Lesson(s) Learned: Risk Driven Management was intended to be at the center of the Space Launch Initiative (SLI)/OSP modes of operation, equal to the triad of cost, schedule and technical excellence. Many changes in risk systems, a shortage of risk experts, and ineffective application demoted risk

4、 management to a box to be checked.Additionally: a. Integrate Risk Management Development of a system that involves multiple programs requires a central collection and control of individual program risks that affect the overall system. OSP did not develop an integrated process for assessing and scor

5、ing system risks. Nor was OSP risk management integrated with the Launch Services Program (LSP) or International Space Station (ISS) program risks. Cost, schedule, and technical risks associated with the delivery of launch vehicles and ISS elements were not part of the OSP system risk management pro

6、cess which effectively blurred the overall risk exposure to OSP management.Provided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-b. Risk Management Tools OSP Risk management tools were not fully deployed; Users were not adequately trained, nor was risk man

7、agement fully implemented.c. Rules of Engagement-Risk The OSP programs desire for a “culture change” in how NASA influences contractor designs was not fully communicated to the supporting engineering groups.Recommendation(s): Define the risk management system to be used by the program at program/pro

8、ject onset, integrate it with partner programs, contractors, and stake-holders risk programs, staff appropriately, and MANAGE BY IT. All program elements should integrate their risks into one common risk management plan and common database. Risk decision levels should be assigned to the appropriate

9、level of management or inter-programmatic boards. Program/project management from the formulation phase should identify a risk management system, the risk hierarchy scheme and processes, and the tools needed to track risks and mitigation plans/status. Government design participants must be clearly c

10、harged with the responsibility for evaluating the technical adequacy of the contractors risk definition and primary/contingency mitigation plans as the customer participant in the prime contractor integrated product teams. Evidence of Recurrence Control Effectiveness: N/ADocuments Related to Lesson:

11、 N/AMission Directorate(s): a71 Exploration Systemsa71 Space Operationsa71 Aeronautics ResearchAdditional Key Phrase(s): a71 Administration/Organizationa71 Policy & Planninga71 Program and Project Managementa71 Risk Management/AssessmentAdditional 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-,-,-