3. Reality
Activity or $$
1-2 yr 2-3 yr 4-6 yr
Lack of:
Budget
Human Resources
Infrastructure
decision mobilization peak launch &
ops
4. Reality
Activity or $$
1-2 yr 2-3 yr 4-6 yr
Lack of:
Budget
Human Resources
Infrastructure
decision mobilization peak launch &
Gov't Changes ops
Political OK! Economical crisis
talks Let's go Changes in priorities
5. Reality
What was
expected
Activity or $$
1-2 yr 2-3 yr 4-6 yr
Lack of:
Budget
Human Resources
Infrastructure
decision mobilization peak launch &
Govn't Changes ops
Political OK! Economical crisis
talks Let's go! Changes in priorities
6. Project Organization
Strong Matrix Structure
(80' – 90')
Mech. Electr.. Ground AIT QA ...
Eng. Eng. Segment
Project Office
Project Office = Management + Systems Engineering
QA, AIT, Ground Seg. completely dedicated to this single
project
7. Project Organization
Weak Matrix Structure
(90' – 00')
Systems Mech. Electr.. Ground AIT QA ...
Eng. Eng. Eng. Segment
Project Office 1
Project Office 2
Project Office 3
Competition for project resources, human resources and budget
8. Planning
Scope Scope Schedule
WBS
Planning Definition Devel.
Risk Mgt. Cost HR Activity Activity
Plan Estimating Planning Definition Resources
Risk Cost
Identification Budgeting Activity Activity
Sequencing Duration
Qualit. Quality
Risk An. Planning
Quant. Comm.
Risk An. Planning
Risk Resp. Plan Purch. Plan
Planning & Acq. Contracting
9. “out of control” variables
Planning “under relative control”
variables
Scope Scope Schedule
WBS
Planning Definition Devel.
Risk Mgt. Cost HR Activity Activity
Plan Estimating Planning Definition Resources
Risk Cost
Identification Budgeting Activity Activity
Sequencing Duration
Qualit. Quality
Risk An. Planning
Quant. Comm.
Risk An. Planning
Risk Resp. Plan Purch. Plan
Planning & Acq. Contracting
10. “out of control” variables
Planning “under relative control”
variables
and focus
Scope Scope Schedule
WBS
Planning Definition Devel.
Risk Mgt. Cost HR Activity Activity
Plan Estimating Planning Definition Resources
Risk Cost
Identification Budgeting Activity Activity
Sequencing Duration
Qualit. Quality
Risk An. Planning
Quant. Comm.
Risk An. Planning
Risk Resp. Plan Purch. Plan
Planning & Acq. Contracting
11. Impacts
PM under severe HR and Budget Restrictions
Low responsivity
Schedules not used as actual management tool
Small number of concurrent projects
Low industry dynamics
Focus on WBS
Focus on Activity Definition & Sequencing
Focus on Quality/Verification Planning
Special focus on Risk Planning
12. Thank you!
Himilcon de Castro Carvalho
Director of Space Policy and Strategic Investments
Brazilian Space Agency
himilcon@aeb.gov.br
13. Mini-SAR
An Imaging Radar on India’s Chandrayaan-1 Mission to the Moon
Paul D. Spudis
MSR Principal Investigator
Lunar and Planetary Institute
Houston TX
spudis@lpi.usra.edu
www.spudislunarresources.com
NASA Program Management Challenge 2010
February 2010
1
14. Origins
Waikaloa, Hawaii 2003
Dr. Narendra Bhandari talk on proposed Chandrayaan-1
mission (not yet selected for flight)
I approach him to fly radar; he encourages it
APL submits unsolicited letter proposal
ISRO decides on open competition for foreign payloads
(< 10 kg, < 100 W), Feb. 2004
Submit formal proposal, April 2004
Selected for flight, September 2004
2
15. Approval
Getting the money from NASA
Technology interest from SOMD; exploration interest from ESMD
Technology development package developed and jointly funded
Getting approval from Dept. of State
Present instrument concept/overview to DoS Dec. 2004
Formal application for export license Jan. 2005
State approval June 2005
Getting final approval from ISRO
TAA draft sent to ISRO in June 2005; no response
Continuous delay; demand for change of title of TAA document
TAA signed during May 2006 India visit by M. Griffin (NASA
Administrator)
3
16. Build and test
Mini-SAR (re-named Mini-RF) gets
underway May 2005; instrument
PDR Dec. 2005
Chandrayaan/MSR ICD draft
written and approved Nov. 2005
Mini-SAR CDR Sept. 2006
Chandrayaan-1 CDR May 2007
Mini-SAR ship to APL; calibration
and test March-June 2007
MSR ship to ISRO, August 2007
I&T at ISAC, August 2007-July
2008
4
21. Mini-SAR Experiment Objectives
Map the deposits of both poles of
the Moon (> 80° lat.) at optimum
viewing angles (~40°) to
characterize permanently dark
areas and definitively determine
their RF backscattering
properties using both SAR and
scatterometry
Complete the global map of the
Moon by mapping dark regions
in lunar polar areas
Characterize the physical nature of
the polar regolith and surface
SAR mapping of other targets of Moon South Pole
Clementine 750 nm base map
opportunity as possible
9
22. Circular Polarization Ratio (CPR)
Ratio of received power in both
right and left senses
Normal rocky planet surfaces =
polarization inversion (receive
opposite sense from that
transmitted)
“Same sense” received indicates
something unusual:
double- or even-multiple-
bounce reflections
Volume scattering from RF-
transparent material
High CPR (enhanced “same
sense” reception) is common
for fresh, rough (at
wavelength scale) targets and
water ice
10
24. 180˚
Plaskett
Haskin
Rozhdestvensky
Lovelace
Whipple Nansen
90˚ W Hermite 90˚ E
Peary
Sylvester
88˚ N
84˚ N Byrd
Gloja
Main L De Sitter
80˚ N
0˚ 12
29. 180˚
Plaskett
Haskin
Rozhdestvensky
Lovelace
Whipple Nansen
90˚ W Hermite 90˚ E
Peary
Sylvester
88˚ N
84˚ N Byrd
Gloja
Main L De Sitter
80˚ N
0˚ 17
30. 180˚
Fresh craters
Anomalous craters
90˚ W 90˚ E
88˚ N
84˚ N
80˚ N
0˚ 18
32. Summary
Mini-SAR successfully mapped about 90% of both polar
areas; due to some operational issues, coverage is
not contiguous
Calibration data from Earth and Moon have been
acquired and partly processed; used to quantify radar
response
Non-polar areas analyzed; results consistent with
previous S-band radar mapping from Earth
Areas of high CPR have been identified:
Some high CPR is clearly associated with surface roughness
(e.g., Main L ejecta blanket)
Some deposits (e.g., near north pole on floor of Peary) show
high CPR and are restricted to the interior of craters; these
features are in permanent darkness.
20
33. Some Lessons Learned
Sensitivities about ITAR
US must recognize that foreign institutions may view
ITAR restrictions negatively
Foreign governments must realize that wording is
not chosen by the flight partners
ITAR issues did not materially interfere with MSR
build, test, and operation
ITAR compliance is simply an overhead lien that
must be paid
21
34. Some Lessons Learned
Interactions with the press
Other governments may have different relationships
with press
Keep quiet and let your lead partner set the tone
“No comment” is a comment; it will not deter a
determined reporter
22
35. Project Management Practices
for Indian Space Vehicles
Dr. BN Suresh
Director, Indian Institute of Space Science and Technology,
(Former Director, Vikram Sarabhai Space Centre)
Thiruvananthapuram, India.
Used with Permission
37. Management Structure
(For Launch Vehicle Programmes)
A Core Project team with overall Matrix Management Structure
responsibility
Project Director
System Projects in new / critical areas
Asso. Project Director
Distributed work environment (work
centers all over India) System Project Directors
System
Projects
System
New technology development at ISRO units Projects
System System Projects
Projects
System
Large scale facility build-up Projects
Projects
Launch complex, Propulsion systems development,
Development
Agencies
testing, Avionics systems and Vehicle level testing Dy. Project
& mock ups etc. Directors
Large scale industrial production
Motor cases, Light alloy structures & Propellant tanks Project Managers
Liquid / Cryo engine systems, Avionics system for various systems
components, Propellants & chemicals, Sub
assemblies integration etc.
Implementation of change & configuration
Project Engineers
control
38. Core Project Responsibilities
Responsibilities of the Core Project have been :
Definition and implementation of project management plan &
procedures.
Communication of project objectives and plans to all levels
Mission specification & interfaces with users.
Launch complex and tracking network interfaces.
Vehicle systems definition and specifications.
Stage engineering and interfaces control.
Vehicle / stage level configuration control & change management
Direct monitoring of progress in all key areas
Speedy execution without compromising performance and
quality
Programme management, cost/schedule monitoring and control.
Organise project related reviews at micro and macro levels
39. Programme Control Cycle
Used in Development
• Generated programme plans,
Establishing system development plans,
Targets schedules & milestone plans.
Monitoring • Monitored through weekly
biweekly and monthly review
Performance meetings, progress reports.
Programme • Compared actual progress with
Analysis expected performance.
Management • Identified solution options,
implemented decisions & follow
Reporting up of needed actions.
40. Techno- Managerial Review Mechanisms
Management of Scope, Time & Cost without compromising Quality
Project Review Meetings
Weekly review of project activity status
Project Executive Reviews (PEX) : Tier - 1
Scope
Monthly reviews for resolving technical / managerial issues Quality
Reviews by Centre Director
Time Cost
Technical / managerial
Reviews by Project Management Boards (PMB) : Tier - 2
General guidelines, budget approvals, schedules, facility & manpower
Reviews by Project Management Council (PMC) : Tier - 3
Overall policy guidelines
Reviews by Chairman, ISRO
Technical / managerial
41. Technical Review Milestones followed
Preliminary Objectives are closely tracked
System Design
Concept In all milestone reviews.
Review Critical
Review Design
PDR
SCR Review Test
CDR Readiness
Normalised work load
Review System
TRR Readiness
Review
SRR
Time in years 6-7 years
Objectives SCR PDR CDR SRR
System configuration. Technical adequacy of Approval of specs. Detailed interface
System /subsystem design approach and design. performance checks.
specs. Firm up specs. for Approval of baseline Certify system
Manufacturing & test system / subsystems production performance meets
facilities. Physical and functional Firm up interfaces requirements
Schedule & resource interfaces definition. Firm up detailed test Finalise system
projections Clearance for detailed plan configuration
design. Approval for7 system
commissioning
42. Overall Management Approach
Managing Technical Schedule
Risks Management
Launch Vehicle
Project
Management
Quality management New Technology
Cost Management Development
43. Managing Technical Risks
The following procedures are strictly implemented.
Identification of single point failure
Redundancy management for mission critical Avionics / Control systems
Vendor directory /Preferred part list
Well evolved part screening for electronic components
Process documents & QA / QC plans
Test & evaluation at different levels
Integrated system level checks
Detailed simulations at different levels
FMECA analysis /Fault tree analysis
44. Project Schedule Management
Optimal sharing of resources between numerous operational and
development programmes
The following methodologies are strictly implemented throughout the
Project phase
Work Break down Structures (WBS)
Schedule analysis (PERT/CPM) & simulations
Identifying ‘limiting factors’
Anticipating criticalities
Time management
‘Feed forward’ control– Real time correction of plans
as work progresses, Work around plans
Fast tracking through Concurrent Engineering approach
Near critical paths & criticality index
Integrated Information network for faster communication
45. Management Information System used
Data Input From Work centres
Analysis/Processing By Project
To Management
Information/Output
For decision making For progress monitoring
Project Executives & Management Participating Agencies, Centre level
Forums Forums
46. Quality Management
Key processes and continuous Quality control during development
and realisation of all launch vehicle subsytems are identified and
carried out.
The Strict Quality Assurance is ensured by meticulously following the
various steps given below.
Approved specifications & design
Qualified materials, Process reviews
Inspection/Surveillance during production
Stage clearances Quality Quality
3 tier non conformance management Assurance Control
Batch testing for VOQ, Acceptance testing
The Quality Audit is given utmost importance
Using appropriate equipments
Quality
Reference Standards Audit
Monitoring of key characteristics
Maintenance of records & traceability
Verification through audits
47. Project Cost Management
Cost Estimation and Control
The costs of the resources needed to complete project activities including
infrastructure are worked out.
More than 2000 line items with individual line item code for each launch
vehicle project are identified to define the clear cut responsibilities
Methodologies adopted for cost control
Maximal use of available technologies, proven designs
Planning for contingencies & cost escalations in the initial stage itself
Standardization & stock piling standard parts in the beginning
Design for manufacture (DFM) & concurrent engineering methodologies.
Taking calculated risks - Realization of subsystems in numbers based on confidence
in design / analysis without waiting for test results
Optimal hardware rotation plan for different test programme
Optimal sequencing of number of tests & test durations
‘Make or buy’ decisions with focus on ‘comparative advantage’
S Curve
Expenditure Control Methodologies
Through Periodic management reviews
Changes through department approved re-
appropriation procedures & approval cycles
S-Curve analysis for schedule/cost
48. Managing Technology
Developments
Larger engines
in future
Indigenous 20 ton
Cryo engine by 2010
Indigenous 7.5/ 9
ton Cryo engine
(2008)
GK Cryo
(Russian)
Adopt available technologies or near term One gigantic leap may lead to failure
technologies
Step by step approach for new technology
Learning level
development. Manageable learning steps.
Identification of key improvement packages Feasible size jumps
in terms of performance, reliability & cost &
provide thrust for development
Identification of key strategic areas for Initial level
indigenization – e.g. Cryogenic technology
strategic materials Time
49. Change Management
Control of intersystem interfaces has been the major
responsibility of the project team.
The evolution and changes in the design are continuously
monitored and the impacts assessed.
Traceability of changes, decisions and inputs are utilised to
assess the impacts of a new change.
Design changes and requirements are closely monitored during
development and changes are meticulously catalogued.
Dissemination of the information across the system teams are
done expeditiously using management information tools.
Management of changes is given high priority to ensure the
success of operational launches.
50. Launch Campaign Management
• Launch vehicle
Integrated Team • Space craft
• Propellant servicing / Safety
Effort
• Tracking & ground station
• Logistics
• Mission Director
Campaign • Vehicle Director
management • Satellite Director
system • Range Director
Countdown
• Micro level scheduling on day to day 45 to 60 days
& hourly basis activity at
Planning • Orchestrated effort for resource Sriharikota
methodology deployment
• More than 100 people involved per
launch at different phases of time
• Technical /progress reviews
• Stage clearances
Reviews • Authorization reviews for launch
Mission Readiness Review, Launch
Authorization Board
51. Conclusions. (Success through Team effort)
The Management Structure which is in vogue has been very effective .
The Programme Control Cycle and the Overall Management approach have
been very efficient , leading to successful space launches.
Indian Space ia able to implement programmes with shoe string budget
through effective Schedule and Cost controls.
Focus has always been on achievement of collective results.
Time tested review mechanisms have helped to achieve technical excellence.
Some of the key factors for the effective management of Indian Space
Programme are:
Engaging the teams into productive, constructive discussions around ideas and
issues
Accepting and committing to decisions & plan of actions arrived at by the team.
Each identified team member is accountable for delivery as per the decided
plans.
Creative leadership, rewards and recognitions to the deserving team member/s
who make significant contributions.
Source: Patrick Lencioni, The Five dysfunctions of a Team- A Leadership Fable; 2006
