Presentation on theme: "February 3, 20091 NASA/GSFC Safety & Mission Assurance Directorate - A Value-Added Organization February 5, 2009 Presented by Mike Kelly, Institutional."— Presentation transcript:
February 3, 20091 NASA/GSFC Safety & Mission Assurance Directorate - A Value-Added Organization February 5, 2009 Presented by Mike Kelly, Institutional Support Office, Chief 8
February 3, 20092 AGENDA Safety and Mission Assurance Directorate Organization Charts How Code 300 Organization Interacts with a GSFC Projects –Code 323, Mission Assurance Branch –Code 324, Institutional Assurance Branch –NASA/GSFC Mission Assurance Approach –Standard MAR –Support at Suppliers –Software Assurance
February 3, 20093 Agenda (Cont) Code 301, System Review Office Code 302, Institutional Support Office –Supply Chain Management –Introduction to AS9100 Class at GSFC –Lead Auditor Class at GSFC –Code 300 Orientation Program –Code 300 Education Series –GOLD Rules –Supplier Conference at GSFC –Internal Audit Training Program –Mission Operations Assurance
February 3, 20094 Agenda (Cont) Code 300 EEE Parts/Workmanship Group –GIDEP Program –Workmanship Standards/Training –ESD Certification Program Code 321, System Safety Branch – Safety Program –Typical Safety Deliverables Code 322, Reliability and Risk Analysis Branch - Reliability and Risk Management Program –Typical Reliability Deliverables Code 305, Resource Analysis Office Presenters Lessons Learned
February 3, 20095 GSFC Organization Chart * November 2008 Safety & Mission Assurance Directorate * Safety & Mission Assurance Directorate, Deputy was added. M. So
February 3, 20096 Safety and Mission Assurance Directorate (Code 300) * (Draft, 02/02/09) * Principal Engineer changed to Vacant (Vacant)
February 3, 20097 Actual Manpower Numbers GSFC Greenbelt: 2957 civil servants GSFC: Greenbelt 5706 contractors supporting the civil servants (FY05) GSFC Safety & Mission Assurance Directorate: 207 total distributed as follows: –100 contractors –107 civil servants 87 permanent 18 term 2 co-op –Approximately 100 contractors total from Mantech/SRS and Honeywell
February 3, 20099 How Code 300 Organization Interacts With GSFC Projects QUALITY ENGINEERING TEAM (HW/SW) Code 320 SYSTEM SAFETY ENGINEERING Code 321 RELIABILITY ENGINEERING Code 322 Code 320 MATERIALS ENGINEERING Code 541 EEE PARTS/ RADIATION ENGINEERING Code 562 Code 561 CONTAMINATION Code546 RESIDENT OFFICE SUPPORT AT SUPPLIERS FACILITIES PROGRAM MANAGER PROJECT MANAGER Chief Safety & Mission Assurance Officer (CSO) SOFTWARE ASSURANCE
February 3, 200910 Chief Safety and Mission Assurance Officers (CSO, Code 323, Mission Assurance Branch) Robert Savage, (Branch Chief) Projects: –POES, Sam Archer-Davies –GOES NOP, Dave Bogart –SAM, Roger Counts –GLORY, Jack Ellis –LDCM, RSDO, Patty Huber –GLAST, James Lohr –NPP, Tim Bowser –TDRSS K, David Smalts
February 3, 200911 Chief Safety and Mission Assurance Officers (CSO, Code 324, Institutional Assurance Branch) Rob Sticka, (Branch Chief) Projects: –JWST ISIM, Sue Aleman –MMS, John Blackwood –IBEX/RBSP, Robert Calvo –SDO, Oscar Cheatom –ELC, Joseph Hall –LRO, Ronald Kolecki –LRO/SMAP, Lydia Lee –HST, Lynette Marbley –GPM, John Rauscher –HST, Renee Robinson –JWST, Joe Radich –S/GN/SNE/NIMO/SCiP, Thomas Toutsi
February 3, 200912 Organization Functions Chief Safety and Mission Assurance Officer CSO CSOs assigned to Projects (formerly known as SAMs and FAMs before that) –Co-located with Projects –Reports to Project Manager (dotted line) –Assurance program includes Quality Assurance, Safety, Reliability, Workmanship, Risk Management, Parts, Materials Reports independently back to Code 300 Works Project full life-cycle from Concept through Launch Manages assurance program for both in-house and out-of-house Projects Generates and implements Mission Assurance Requirements (MAR)
February 3, 200913 Organization Functions CSOs contd Lead for Problem Report/Problem Failure Report (PR/PFR) System Lead for Work Order Authorization (WOA) implementation (IAB) Typically the Projects ISO 9001 Implementation Manager Responsible for manufacturing and QA oversight of Project contractors by utilizing: –Defense Contracts Management Agency (DCMA) –NASA Contractor Assurance Services (NCAS) –Code 300 Support Contractors Works with Systems Safety Engineers to implement project safety program Works with Reliability engineering to implement project reliability program
February 3, 200914 Organization Functions CSOs contd Member of Parts Control Board. Works closely with Code 562 Parts Engineers. Implements Government-Industry Data Exchange Program (GIDEP) compliance and dispositions Works with Code 541 Materials to determine acceptability of printed wiring boards by coupon evaluation Ensures parts and materials lists are thoroughly reviewed and acceptable for use. Coordinates radiation requirements and implementation with Code 561 (Radiation Effects) Implements Workmanship Standards such as soldering, cabling, harnessing, conformal coating
February 3, 200915 NASA/GSFC Mission Assurance Approach NASA Chief Safety and Mission Assurance Officer (CSO) is the program/project focal point and is responsible for supporting the Goddard missions from an End-to-End Perspective which includes Procurement Activities through On-Orbit Operations. CSO has an independent reporting chain to the GSFC Center Director. The Mission Assurance Team supports the Program and Project Offices in their daily operations. However, if there are conflicting opinions it is the CSOs responsibility to report those disagreements to NASA management. (CONTINUED)
February 3, 200916 NASA/GSFC Mission Assurance Approach Generally the CSO is co-located with the project office, to provide the most efficient access to the project manager and his staff. It is desirable to have safety and reliability personnel co-located there as well. CSO must be a good communicator and understand where support is needed and keep the Project in the loop. CSO walks a fine line between supporting the Project and remaining an independent entity. (CONTINUED)
February 3, 200917 Chief Safety and Mission Assurance Officers (CSO, Code 323, 324) CSO duties in support of the Project are as follows: –Voting member of CCB and risk management board –Conduct audits/assessments at hardware developers (and provide follow-up). Responsible for determining mandatory inspection points –Support in resolution of hardware/software problems –Member of Source Evaluation Boards –Member of Senior Staff –Interface for all Printed Wiring Board (PWB) coupons –Point of contact for all manpower in Code 300 –Ensure LOD and LOA (task order) are written and followed to support the project. All task orders are in the Task Order Management System (TOMS). –Attendance and participation at all major reviews –Provide monthly presentations to Code 300 Management –Provide presentations to Project/Program Management as required –Development of Mission Assurance Requirements –Present Safety and Mission Success Review to Headquarters
February 3, 200918 Standard MAR In the recent past, the CSO used as a guide the Mission Assurance Guidelines (MAG) Procedure (300-PG-7120.2.2) and consultation with functional disciplines in Codes 301, 302, 320 and other GSFC organizations to develop the MAR for the Instrument, Spacecraft, and Ground System More recently, a Standard MAR began development. This is to be used as a tailoring tool to generate project MARs. The Standard MAR, including the requirements narrative and DIDs, are available on the Agency's PBMA web site in a community work area called "Goddard Mission Assurance Guide. The current versions of the individual components are available on the web site and are not expected to undergo further revisions. A controlled version of the Standard MAR has been prepared and is under review in anticipation of being placed under CM in the near future. A new Code 320 PG is being developed to establish relevant procedures and processes for its use.
February 3, 200919 Support at Suppliers The work activities performed by the developer and/or his suppliers are subject to evaluation and audit by government-designated representatives. CSO supports project by selecting on-site supplier representatives by one of several methods: –(1) a Defense Contract Management Agency (DCMA) person via a Letter Of Delegation (LOD), –(2) an independent assurance contractor (IAC) via a contract NASA Contract Assurance Services (NCAS) Code 300 Mission Assurance Support Contract (MASC) DCMA and NCAS contract employees: –Advantage: Funded by NASA HQ, not by the GSFC Program/Project budget –Disadvantage – Usually working several projects at one time MASC contract employees: –Advantage - Usually works exclusively on your project –Disadvantage - Costs are directly to the GSFC Program/Project budget
February 3, 200920 Software Assurance Our primary objective is to assess program / project products and processes to assure that programmatic capabilities are achieved. Software Assurance shall apply to flight and ground system software developed by or for GSFC. Government off-the-shelf (GOTS) software Modified off-the-shelf (MOTS) software Commercial off-the-shelf (COTS) software Overview Software assurance comprises a set of disciplines that strive to improve the overall quality of the product/software while employing risk mitigation techniques. Software Quality Software SafetySoftware Reliability Verification and Validation (V&V) Independent Verification and Validation (IV&V). SW Quality Assurance Functions: assures that the standards, processes, and procedures are appropriate for the project and correctly implemented, assures adherence to those software requirements, plans, procedures and standards, shall plan and conduct process and product assurance activities throughout the project development life cycle. Assures compliance to Center Software Process Improvement (SPI) initiatives and performs Product Process Quality Assurance (PPQA) assessments.
February 3, 200921 Goddard Review Process System Review Office, Code 301 Name: Mark Goans Title: Office Chief Tel: 301-286-9763 Email: Mark.D.Goans@nasa.gov
February 3, 200922 Independent Review Process The Systems Review Office (SRO) is the implementation arm of the GSFC independent review process. Types of Independent Reviews –Mission Life-Cycle Reviews conducted by Standing Review Board (SRB) / HQ Driven Reference: NPR 7120.5D NASA Space Flight Program and Project Management Requirements –GSFC Level Independent Reviews conducted by a SRO chartered Review Team Reference: GPR 8700.4F Integrated Independent Reviews –Engineering Peer Reviews conducted by an independent peer review team Reference: GPR 8700.6A Engineering Peer Reviews
February 3, 200923 Project Life-Cycle and Reviews SMSR
February 3, 200924 Center Level Independent Reviews (1 of 2) Center Level Independent Reviews comprise life cycle reviews for the Spacecraft(s), Instrument(s), Ground System(s) and Operations. –For larger projects dozens of reviews may be conducted The SRO convenes review teams to conduct Center Level Independent Reviews For each project, the SRO assigns a Systems Review Manager (SRM) to serve as the review team chair. The SRM develops a Systems Review Plan in conjunction with the Project that appropriately tailors the GSFC process to the mission needs. For each element the SRM establishes an appropriate independent review team with members chosen for their management and technical expertise The SRM presides at each review and ensures compliance with center-level processes.
February 3, 200925 Center Level Independent Reviews (2 of 2) The review team evaluates the project based on compliance with the review objectives and adherence to Key Project Management Practices –Formal Requests for Action or additional information are generated as needed –The review team caucuses and out briefs the project at the conclusion of the review The SRM provides a report to the Project documenting the review results and makes appropriate recommendations to the GSFC Center Management Council The SRM provides feedback the to mission SRB (HQ team) regarding key results from Center Level Reviews
February 3, 200926 Engineering Peer Reviews Each GSFC flight project is required to develop an Engineering Peer Review Plan Engineering Peer Reviews (EPRs) are conducted for spacecraft subsystem, instrument component, software and crosscutting functional elements. The project manager (PM) appoints an independent EPR chairperson for the various elements. For each element, the EPR chairperson recruits independent review team members based on their technical knowledge and practical experience. For each review the EPR chairperson provides a report with findings to the PM and the assigned SRM Engineering Peer Review Results are summarized at the next schedule Center Level Independent Review and/or Mission Life- cycle Review
February 3, 200927 Institutional Support Office, Code 302 Name: Mike Kelly Title: Office Chief Tel: 301-286-0662 Email: Michael.P.Kelly@nasa.gov
February 3, 200928 SMA Configuration Mgmt *Rhonda Weaver/CSC Michael P. Kelly Office Chief Regina Martin Administrative Assistant Mission Ops Support/ Anomaly Management James La *Jim Suraci/SRS *Nicole Smith/SRS Environmental Test Verif & Problem Reporting Analysis Scotty Milne NASA/HQ OCE Support G.S. Krishnan (detail to HQ) GSFC Management System / Internal Audit Lead (VACANT) Darryl Younger (Detail from 500) *Mark Bollard/Honeywell *Linda Emerson/Honeywell Sue Aleman Code 302 Institutional Support Office 1 Lead Systems Engineer *Tom Clifford/SRS Draft 01/16/09 GOLD Rules Management Jerry Kosko *Contractor Supply Chain Management Louis Thomas Charles Kim Jonathan Root *V. DiMarco/SRS (02/02/09 tc) 1 Added an internal auditor
February 3, 200929 Organization Functions Conducts Supplier assessments Maintains Records of assessments in GSFC audit database Sponsors Quality training (e.g. AS9100 quality system, ISO Lead Auditor) Sponsors suppliers conferences Is Technical Liaison for NASA Contract Assurance Services (NCAS) Is Focal Point for Defense Contract Management Agency (DCMA) Working with NASA Assurance Management Team (NAMT) – all NASA Centers Participation Working with Joint Audit Planning Committee (JAPC) – Primes and other Government Agencies (NASA, MDA, NRO, and DCMA)
February 3, 200930 The Assessment Approach/Process NASA Goddard Supply Chain Manager has a large role in the planning of the assessment in order to work issues/concerns upfront He is calling suppliers to set up the assessments (not NCAS) He is conducting the in-brief when possible to set the proper tone for both the assessment team and the supplier He is attending each out-brief (sometimes remotely) Draft copy of the Suppliers Assessment Plan is forwarded to the Supplier for their comments and feedback to ensure agreements are reached prior to the assessment No scoring is used during the assessment process Only non-compliances, observations, & commendations and A final out-brief package is left with the supplier at the end of the assessment (CONTINUED)
February 3, 200931 The Assessment Approach/Process (cont) A final report is written and forwarded to the supplier Point of Contact for comment –This report will be a few pages long and will contain the assessment cards and the final out-brief package NASA/GSFC provides a Supplier Assessment Team Evaluation Survey Form to solicit both positive and negative comments about the assessment process and the participation of each assessor NASA/GSFC does care about the Corrective Actions and wants to work with each supplier to support Closure of each one. –Plan to conduct follow-up assessments if necessary and/or if requested by the supplier (CONTINUED)
February 3, 200932 Assessment Objectives Assess the suppliers processes for compliance to: –the requirements of ISO9001:2000 or AS9100, (if supplier is third party certified, we will assess the supplier to it.) –to the applicable NASA Contractual Requirements, and –to the requirements of the internal Quality Management System. –Follow up on previous NASA assessments The goal of each assessment is to identify strengths and areas for improvement.
February 3, 200933 Assessment Reporting Assessment Team Members will document closed and outstanding non- compliances & observations during the course of the assessment as well as note any observed commendations Critical Noncompliance:Failure to follow requirements that could lead to loss of life, serious injury to personnel, or damage to high-value equipment. Noncompliance:Failure to comply with Federal, State, local, Agency, or Center requirements that would not have the impact of a Critical Noncompliance Observation:A condition that is not contrary to documented requirements, but, in the judgment of the assessor warrants improvement or clarification. Commendation:A process that is considered an industry benchmark by the assessor. Daily debrief will entail informal discussions of the days activities. Draft copies of Corrective Action Reviews will be provided at the Out- briefing. A formal report will be provided within 20 working days after the assessment.
February 3, 200934 Sample Assessment Plan items to be reviewed The following list provides an outline of some of the topics the assessment team will review: Flowdown of contractual requirements Receiving inspection Configuration Management / Change Control Packaging Handling Parts sampling, selection, and traceability Training and Certification of operators/inspectors/disposition authorities/testers Process documentation adequacy (work orders, shop aids, drawings, etc.) Document control Workmanship and inspection Travelers, routers and configuration recording Nonconforming product control Scrap control Rework and repair processes Acceptance Data Packages Problem Reporting System Internal Audit Calibration GFE Industrial Safety System Safety GIDEP
February 3, 200935 The following chart is a sample assessment One-Pager that is presented to Code 300 management after each assessment. Management One-Pager
February 3, 200936 NCAS Supplier Assessment Summary Supplier XYZ City, State September 18-20, 2007 Products Developer of processors, command and data handling systems, and related electronics for space flight. Expertise in planetary and space science instrument design and fabrication and data systems development. Centers/projects which may be impacted (if known) GSFC Project A, JSC Project B, JPL Project C Summary of Issues Identified No evidence that SAM and/or SSM had reviewed & approved PAIPs and Safety Plan. GSFC approval for PWB coupon evaluations not required by Mission PAIP. Missing and/or lost test & measuring devices. Software Reliability plan not developed, and S/W risk prediction not calculated. QMS not fully compliant with ISO Q9001,i.e., Continual Improvement, Customer Satisfaction, Analysis of Data, Management Responsibility. No continual process (semi-annual only) for addressing vendors falling below 80% rating. Training not performed in accordance with developed training procedure.
February 3, 200937 Supplier Assessments - Non-Code 302 SUPPLIER NAMECITY, STATEDATE(S)By Supplier A Redmond WA11/16/06JPL Supplier B Goleta, CA11/09/06JPL Supplier C Palo Alto, CA10/04/06GSFC-OSSMA Supplier D Deerfield Beach, FL06/28/06JPL Supplier E Goleta, CA10/05 - 10/06/2005JPL Supplier F Baltimore, MD09/15/05GSFC-OSSMA Supplier G Glen Burnie, MD08/25/05GSFC-OSSMA Supplier H Hagerstown, MD08/24/05GSFC-OSSMA Supplier I Lorton, VA08/17/05GSFC-OSSMA Supplier J Upper Marlboro, MD 08/12/05GSFC-OSSMA Supplier K Baltimore, MD08/09/05GSFC-OSSMA
February 3, 200938 How to Obtain all NASA/GSFC Assessments Reports
February 3, 200939 GSFC Audit Database Link http://auditsystem.gsfc.nasa.gov Civil Servants Click here. Non-civil-servants do not have access to Supplier records.
February 3, 200940 Introduction to AS9100 Class at GSFC Civil servants and contractors are invited to attend a class presenting the requirements of Aerospace Standard AS9100 and ISO 9001/2000. The class is sponsored by Mike Kelly, Supply Chain Manager for the Safety and Mission Assurance Directorate. Presented by DCMA Headquarters Representatives, Gil Kimbrough and James Rodden The course is an in-depth overview of requirements, organization, structure, and use of the Quality Management Standard (agenda is available per request). Contact (301) 286-4333, email@example.com@mscmail.gsfc.nasa.gov The objective is to give the student a working knowledge and auditing skills of the International Organization for Standardization (ISO) Quality Management Standard (QMS) for the year 2008 and AS9100 Aerospace requirements. The room can accommodate 25 to 30 persons and spaces will be reserved on a first-come, first-served basis. Where: Goddard Spaceflight Center or vicinity. When: Eighth class is scheduled for February 17-19 2009, Tuesday through Thursday. Class starts at 8am. (01/22/09)
February 3, 200941 Lead Auditor Class at GSFC Civil servants and contractors are invited to attend a class …. The class is sponsored by Mike Kelly, Supply Chain Manager for the Safety and Mission Assurance Directorate. Presented by Plexus Corporation The course is an in-depth overview of requirements, organization, structure, and use of the Quality Management Standard (agenda is available per request). Contact (301) 286-4333, firstname.lastname@example.org@mscmail.gsfc.nasa.gov The course provides either new or current aerospace auditors with an understanding of the AS9100 standard, the process approach of ISO 9001:200, and how the process approach impacts auditing practices. The course includes a simulated audit to develop and refine newly acquired knowledge and skills including the application and evaluation of a process based quality management system. A successful completion of Plexus Corporations program meets the training requirements for certification of individual QMS Auditors and Aerospace Auditors. The class can accommodate 10 persons. Where: Goddard Spaceflight Center or vicinity. First class occurred: May 19 - 23, 2008 Another class is planned for all Directorates personnel. Date is TBD.
February 3, 200942 Code 300 Orientation Program TIMETOPICWHO 8:30-8:45Welcome; overview of 300; Introduce the staff in 300 Office Marcus Watkins 8:45-8:55RAOCindy Fryer 8:55-9:05Resource OfficeGale Fleming 9:05-9:20WorkmanshipJeannette Plante 9:20-9:30SW Assurance and IV&VEsmond Marvray 9:30-9:45SafetyBo Lewis 9:45-10:05ESD AwarenessTeresa James 10:05-10:15Role of a CSOMike Delmont 10:15-10:35Reliability OfficeTony Diventi 10:35-10:50System Review OfficeMark Goans 10:50-11:05Mission Assurance/ Institutional AssuranceRob Sticka 11:05-11:35Institutional Support OfficeMike Kelly 11:35-11:50Wrap UpMarcus Watkins Code 300 Orientation FINAL Agenda B6 - S019: October 22, 2008
February 3, 200943 Code 300 Education Series A series of presentations being sponsored by SMA-D in support of communication and outreach initiatives identified in NASA's Strategic Plan. The intent of the series is to foster a greater understanding of key NASA activities, functions, and processes. 1st session: Bryan OConnor presented "Quality & NASA" on July 28, 2008. 2nd session: Safety and Mission Assurance Directorate (SMA-D, Code 300) welcomed Mr. Gregory Robinson on September 30, 2008. Mr. Robinson is a NASA Ambassador supporting the Office of Chief Engineer, NASA HQ. –He presented Systems Engineering, with Quality. –NPR 7123.1A: Impacts of the Implementation Architecture, SE Engine, & Application. –Forty attended in Building 8 auditorium. –This was the second in 3rd session: The third session addressed NPR 7120.5 D, Program and Project Management and the impact on mission success. –Presented by Michael Blythe, NASA HQ, January 9th (01/22/09) (CONTINUED)
February 3, 200944 Code 300 Education Series (cont) Topic #4: SMARTS –An internet-based information system designed to: Collect all SMA policy and procedural requirements at the Agency and Center levels and from appropriate sources external to NASA Support research into SMA requirements by providing a means to filter, collect, search, and sort requirements into virtual documents to meet specific needs Support the data associated with the verification of compliance to SMA requirements Support maintenance and development of new SMA policy and implementation documents/requirements Trace links of SMA requirements to improve effectiveness and help limit duplication of requirements Presentation by John Lyver, NASA HQ, Date: 18 February 09, 1-2:30 p.m., in Bldg 26, Room 205 Also tied into NASAs Supplier Assessment System (SAARIS) Proposed Topic #5 –Procurement & Quality Specific topic under review with James Becker Presenter/Date TBD Future Topics –Plan to pursue topics to be presented by QED-related Vendors and Aerospace Corp. (01/22/09)
February 3, 200945 GOLD Rules Goddard Open Learning Designhttp://gsfcrules.gsfc.nasa.gov –Rules for the Design, Development, Verification, and Operation of Flight Systems, (GSFC - STD - 1000) –The Rules are a high-level subset of all the design rules required for safety and mission success for all space flight products regardless of implementation approach. All products shall be designed, developed, verified and operated in accordance with the GSFC Rules. The rationale is based on sound engineering practice, systems management principles, or lessons learned; and A systems engineering product or other objective verification method is identified at one or more milestones in the project life cycle. –Each "Gold Rule" includes a Principle, Rationale, and Activities and Verification by phase. –Code 500 owns the Rules. –Code 300 hosts the server, involved in all waiver approvals, and currently updating the GPG. (CONTINUED)
February 3, 200946 GOLD Rules screenshot
February 3, 200947 Supply Chain 2008 2nd Annual NASA Supply Chain Quality Assurance Conference October 28-30, 2008 @ NASAs Goddard Space Flight Center Go to http://supplychain.gsfc.nasa.gov for agenda, online registration and other conference informationhttp://supplychain.gsfc.nasa.gov Outstanding interest with 165 attended. Unique gathering of leaders and practitioners from aerospace industry, suppliers and across NASA, including: GSFC, JPL, JSC, KSC, NASA Headquarters,Hamilton Sundstrand, Space land & Sea, Mantech/SRS, Johns Hopkins University Applied Physics Laboratory, Lane Industries, Inc., Goodrich ISR Systems, SGT, Inc., ITT Space Systems Division, REI Systems, Inc., Honeywell Technology Solutions, Inc., ATK - Tactical Propulsion and Controls Elkton Division, ITT Space Systems Div., DCMA, Ball Aerospace & Technologies Corp., University of Bradford/UK, Lockheed Martin Space Systems Company, Space Dynamics Laboratory/USURF, Boeing Space and Intelligence Systems, Moog Inc. Space and Defense Group, Ball Aerospace & Technologies Corporation, Northrop Grumman Technical Services, General Dynamics C4 Systems, Raytheon Vision Systems, Raytheon Missile Systems, Harris Corporation, SSG-Tinsley, MIT Lincoln Laboratory, ITT Industries Space Systems, LLC, PolarOnyx, Inc., aPeak Inc, Qualtech Systems, Inc., Orbital Sciences Corporation, Diamond Materials, Inc., Pratt Whitney Rocketdyne, Advanced Power Solutions, Inc., The Aerospace Corporation, Advanced Cooling Technologies, Comet Technology Corporation, Raytheon Information Systems, MDL Manufacturing Industries, Inc., L-3 Communications SSG-Tinsley Inc., TRAX International, Booz Allen Hamilton, Inc., Applied Biomathematics, Southwest Research Institute, Co-eXprise, Aerojet, NOAA, MDL Manufacturing Industries, Missile Defense Agency, Syneren Technologies Corporation Hosted by the Institutional Support Office, Safety and Mission Assurance Directorate, GSFC (10/02/08 jr) (CONTINUED)
February 3, 200948 GSFC Management System Moving from ISO 9000 to AS9100 –Compliance only, Not certification Goddard Directives Management System (GDMS) Lab Management GPR and Training Program
February 3, 200949 Number of Internal Audits * Excludes DNV/NQA and external audits (02/02/09)
February 3, 200950 February 3, 200950 Internal Audit Training April 08, May 08 and September 08 Training opportunity for current Goddard internal auditors and auditor candidates Experienced lead auditors from the Supply Chain Assessment Team provided training and mentoring (Charlie Robinson and Larry Oien) –Auditors were from Honeywell –Part of the NASA Contract Assurance Services (NCAS) contract –Free service for GSFC (Headquarters Funded) Visited labs in eleven buildings –Verbal results were provided prior to leaving the lab and at the daily outbriefs. –Written results were provided to each lab point of contact. Follow-up assessments will be coordinated as-needed
February 3, 200951 Calibration –Past due equipment –Issues with calibration, no calibration required, and calibrate before use stickers Safety –Trip hazards and egress issues –Blocked entries –Safety glasses not used –Equipment certifications expired –Improper storage of flammables, corrosives, and food items –Items stored on top of cabinets and not secured WOA Processing –Items not performed in sequence –Inspection column not completed –Performed by and inspected by initialed and dated by the same employee Housekeeping –Clutter in work areas –Needs in improvement in general Shelf Life –Expired shelf life materials (ex. Rosin Core Solder and Heat Shrink) –Items stored in unmarked or improperly marked containers Chemical Cabinet –Out-of-date or incorrect inventory lists –Spillage in cabinets –Items stored in unmarked or improperly marked containers ESD –Grounding checks not performed periodically or recorded –Non-ESD materials (i.e., non-ESD Kimwipes) and tools in ESD areas –Earth grounds not tagged –ESD Benches not checked periodically –Tacky mats not used or in poor condition –Certifications not available or current –Temperature and humidity monitoring 2008 Internal Assessment Results of GSFC Labs
February 3, 200952 2009 Internal Audit Schedule Additional Code 600 Internal Audits Identified but not Scheduled NuSTAR Mirror Lab – TBD High Performance Super Computing Facility, Bldg 28, Code 606.2 – TBD Cassini Operations Center – Code 692 – TBD Plasma Laboratory supporting MMS – Code 670 – TBD Code 300 Audits - TBD Audit IDLead AuditorResponsible Org For NCRs Schedule DateContact Name IA09-9Mark A BollardCode 562 Parts, Packaging, and Assembly Tech Office1/27/2009KUSUM K SAHU IA09-2JERRY G KOSKONPOESS Preparatory Project2/15/2009BOB L BRIDGERS IA09-8TOM W CLIFFORDLandsat Data Continuity Mission (LDCM)2/24/2009Michelle Marrie IA09-13JOHN F ANDERSExPRESS Logistics Carrier (ELC)2/25/2009Robert L. BRIDGERS IA09-11Linda A Emerson Suborbital and Special Orbital Projects Directorate Code 8003/9/2009REGENA W HAUGH IA09-4DONNA M JACKSONCode 561 Flight Data Systems and Radiation Effects3/9/2009KEN E LI IA09-1TOM W CLIFFORDHubble Space Telescope, Operations3/15/2009Jim White IA09-12Linda A EmersonCode 250 Radiation Program3/24/2009DANIEL S. SIMPSON IA09-14JOHN F ANDERSGlobal Precipitation Measurement (GPM)3/24/2009BOB L. BRIDGERS IA09-10Linda A EmersonSupply and Equipment Management Branch4/7/2009SARA A JENSEN IA09-15DONNA M JACKSONEarth Science Mission Operations (ESMO)4/14/2009BOB L BRIDGERS IA09-16Mark A BollardTracking and Data Relay Satellite (TDRS) Project5/19/2009BOB L BRIDGERS IA09-17Darryl L YoungerMAGNETOSPHERE MULTISCALE MISSION6/16/2009BOB L. BRIDGERS IA09-5JOHN F ANDERSCode 564 Microelectronics & Signal Processing Branch7/13/2009BOB L KASA IA09-6JERRY G KOSKOPropulsion Branch7/13/2009SCOTT E GLUBKE IA09-7DONNA M JACKSONCode 540 Recert Program9/7/2009STANLEY Y CHAN
February 3, 200953 Mission Operations Assurance Goals Compliance with NPD 8700.1 NASA Policy for Safety & Mission Success Provide solutions to continuously improve overall Center mission performance through out the its life cycle Provide mission assurance oversight and insight support to on-going projects Provide in-depth analysis and management on project relevant Anomaly & Problem data Provide the stakeholder feedback on cross-project critical anomaly issues and lessons learned Assess mission performance through policy, data analysis, compliance verification, validation, early intervention, and risk management Assuring the success of Center missions on an ongoing basis
February 3, 200954 Mission Operations Assurance Plans Establish central database for Center missions anomaly reports Coordinate Center Goddard Procedures and Guidelines (GPG) for conducting anomaly investigations Apply consistent practices regarding anomaly investigations Improve access to Project and contractor documents via central library –Need to address process for dealing with international partners Implement process for management review and approval of corrective actions for all Center missions Capture and share lessons learned from investigation Determine systematic factors and common threats from anomalies Develop collaboration toolset to support anomaly investigation activities Introduce guidelines and information exchange for out-of-house missions
February 3, 200955 Code 300 EEE Parts/Workmanship Group Mike Sampson (NASA Electronic Parts and Packaging Program (NEPP) Manager) Jeanette Plante (NASA Workmanship Technical Committee Head)
February 3, 200956 GIDEP Program GIDEP ( Government Industry Data Exchange Program) –The GIDEP representative at GSFC and ALERT coordinator is Mike Sampson (the NASA Electronic Parts and Packaging Program (NEPP) Manager) Michael.J.Sampson.email@example.com 301-614-6233 Michael.J.Sampson.firstname.lastname@example.org –GIDEP offers WWW database access to failure experience data as a result of ALERTs, SAFE-ALERTs, Problem Advisories and Agency Action Notices Notifies users of nonconforming parts, components, chemicals, processes, materials, safety and hazardous situations. This data also includes failure analysis and problem information submitted from laboratory analysis. –NASA participation is directed by 'Procedures For Exchanging Parts, Materials, and Safety Problem Data Utilizing the GIDEP and NASA Advisories', NPR 8735.1A. provides the procedures for the preparation, distribution, and closeout of GIDEP ALERTS, –The GSFC ALERT data and Project status is maintained on VOSSMA. (CONTINUED)
February 3, 200957 GIDEP Screen Shot from the Database (CONTINUED)
February 3, 200958 Workmanship Group The NASA Workmanship Technical Committee is headed by Jeanette Plante: email@example.com, 301 614-5944 firstname.lastname@example.org –Information is available at http://workmanship.nasa.govhttp://workmanship.nasa.gov –The NASA Workmanship Technical Committee works closely with the NASA Manufacturing Technology Transfer Center (NMTTC) to ensure training is available and stays current with NASA's standards –The NMTTC Eastern Region is currently managed under the Mission Assurance Services Contract (MASC) and is located at the HTSI headquarters 7000 Columbia Gateway Drive, Columbia, Maryland. –HTSI Administrator Coordinator (course schedule, prices and registration): Elaine Hill / Elaine.Hill@honeywell.com Tel: 410-964-7616 Fax: 410-964-7609 (CONTINUED)
February 3, 200959 NASA workmanship standards GSFC-GPR 8730.6 Electrostatic Discharge (ESD) Control GSFC-WM-001 GSFC Workmanship Manual for Electrostatic Discharge Control NASA-STD-8739.1A Workmanship Standard for Staking and Conformal Coating of Printed Wiring Boards and Electronic Assemblies NASA-STD-8739.2 Surface Mount Technology NASA-STD-8739.3 Soldered Electrical Connections NASA-STD-8739.4 Crimping, Interconnecting Cables, Harnesses, and Wiring Change 3 NASA-STD-8739.5 Fiber Optics Terminations, Cable Assemblies, and Installation NASA-STD-8739.7 Electrostatic Discharge Control (Excluding Electrically Initiated Explosive Devices)
February 3, 200960 The Lab ESD Certification Process GSFC labs will be reviewed for ESD protection standards. –Pre-Certification Review (as requested by the lab) –Full Certification Assessment –Follow-up Assessment Scheduling –Will be scheduled using the formal assessment schedule developed by Code 300. –Shall be requested by lab management, branch management, and/or project quality personnel prior to performing ESD work unless the workstation has been previously certified by Code 300. Follow-Up Assessment –Scheduling will be by Code 300. –Lab Environment will be re-assessed for continued compliance. –Verification that the monthly workstation measurements are being performed and documented. –To provide further assistance to the lab personnel relative to ESD. –Documentation and Reporting Lab Follow Up Assessment Report Action Items
February 3, 200961 Code 300 ESD Program Control Team NameOfficeWhen to Call Chanel Duncan, Interim ESD Team Lead Chanel.C.Duncan@nasa.gov Terry James, MAES Technical Lead email@example.com 301-614-5850 c) (443) 864- 0202 301-286-9671 c) 301-830-1252 Coordinator for scheduling initial lab/workstation certifications, requests for pre-certification reviews, and/or general issues or questions relative to the Code 300 activities (Primary) Same as above (Secondary) Al Moore, Team Risk Mgmt/Auditor firstname.lastname@example.org 301-286-3263Same as above (Alternate) Jose Sancho, ESD SME email@example.com Feliz Frades Craig Firman 301-614-6038 410-964-7602 410-964-7272 All Technical Questions (Primary) NMTTC Instructor, Technical Questions (Alternate) Elaine Hill410-964-7616NMTTC Certification Training, Scheduling and Registration www.honeywell.com/workmanship
February 3, 200962 Code 321: Systems Safety Branch Name: Bo Lewis Title: Branch Head Office: Systems Safety Branch Tel: 301-286-7123 Email: firstname.lastname@example.org
February 3, 200963 Why Do We Need Safety? If eternal vigilance is the price of liberty, then chronic unease is the price of safety." - James Reason, Managing the Risk of Organizational Accidents NOAA N Challenger Delta II Ariane V Columbia
February 3, 200964 GSFC Safety Organizations (as documented in new GPR 8710.5 GSFC Safety Program Management) Assistant Director Safety & Security (Code 100) System Safety Greenbelt (Code 321) Institutional Safety (Code 250) System Safety & OS&H Wallops (Code 803) Greenbelt I&T Facility Safety Lab Safety (Code 500) Lifting Devices & Pressure Vessels Recertification (Code 540)
February 3, 200965 Safety Roles at GSFC Assistant Director for Safety and Security (Code 100) –Overall integration of GSFC safety program Institutional Safety (Code 250) –Occupational Safety & Health –Environmental Management Safety in I&T Complex (B7, 10, 15, & 29) (Code 500) –Recertification Program Lifting devices and equipment (LDE), and ground-based pressure vessels and pressurized systems (PV/S) at Greenbelt and Wallops. Certification and recertification of LDE Operators and Critical Lift Coordinators is also included. –Lab Safety –Facility Safety Safety at Wallops (Code 803) –Occupational Safety & Health –Project Safety for Wallops payloads and sounding rockets System Safety at Greenbelt (Code 321) –Organized, disciplined approach to early identification and resolution of system hazards impacting personnel, hardware, software, operations, GSE, and facilities. –Support all GSFC Greenbelt managed programs & projects –ELV, Shuttle, ISS, etc
February 3, 200966 Systems Safety Branch (Code 321) Bo Lewis Branch Head Roman Kilgore CSO & PSM (GOES R) Susie Pollard PSM (ELC, GLORY) Carol Hamilton PSM (NPP, SDO, TDRS K), Mishap POC Jana Rezac PSM (LRO, LOLA) Angela Melito PSM (MMS, LDCM), Proposal Support POC Will Conn PSM (GLAST, GPM) Paul Gibbons PSM (GOES, POES, JWST) Brian Smolnik PSM (HST ground ops, Station payloads) Dick Bolt PSM (SSMAP), NSRS POC, B6 FOM Jamie Harper Senior PSM (IBEX, RBSP, SAM, WFF support) Bob Dedalis Senior PSM (HST)
February 3, 200967 Code 321 Charter Code 321, the Systems Safety Branch (SSB) is responsible for supporting the implementation of systems safety over the program life cycle (Phase A up through separation from launch vehicle) for GSFC managed space flight missions. –It is the goal of the branch to assist the GSFC missions in early identification and resolution of safety related issues. –Safety can then be effectively addressed to better support the Projects challenge of managing mission risk with respect to both cost and schedule constraints. –The office provides technical support and consultation to project teams to assist in defining and interpreting safety requirements and in developing solutions to safety issues to enhance the likelihood of safely achieving mission success. The SSB works to policy guidelines set by NASA Headquarters and the Center, and to safety implementation requirements set by the Agency, OSHA, the STS and ISS Program Offices and the various launch range authorities (AF, ESA, JAXA, etc.). –As support team members to the Projects, the SSB personnel provide expertise and other resources to fulfill Program, Center and Enterprise mission objectives. The SS&RO also supports the center by serving as the NASA Safety Reporting System (NSRS) Technical Advisory Group Member, with responsibility for investigating or supervising investigations of GSFC incidents reported through the NSRS.
February 3, 200968 Project Safety Functions Negotiating range safety requirements (and potential tailoring) with the applicable launch range (AF & KSC) Interpreting the range safety requirements to allow projects to meet them in cost efficient manner Performing hazard analysis and implementing closed loop hazard tracking system to ensure all hazards are adequately controlled and verified Support Project Reviews (PDR, CDR, PER, PSR) & Launch Site Reviews (GOWG, MIWG, etc.) Documenting the design and analyses in Safety Data Packages to be sent to KSC and AF Range Safety for approval Reviewing hazardous operating procedures & monitoring hazardous operations at GSFC I&T facility & at launch site Providing technical support during the development and test of the mission hardware and software Providing system safety certification letter to project to allow them to ship payload to launch site Providing on-site safety coverage as necessary at the launch site
February 3, 200969 GSFC System Safety Effort Throughout Project Lifecycle Proposal Support Requirements Definition Design Assessment Identification of Hazards Recommended Hazard Controls Assessment of Risk Verification of Hazard Controls Development of Safety Data Packages Interface with KSC & Range Safety Safety Support during I&T Activities Track Closure of Verification Items Safety Certification Prelaunch Safety Support
February 3, 200970 Typical Safety Deliverables (1 of 3) SAFETY DELIVERABLEOBJECTIVETIME OF DELIVERY Operations Hazard Analysis (OHA) OHA addresses the implementation of safety requirements for personnel, all procedures, and equipment used during, testing, transportation, storage, and integration operations. 45 days prior to PER Ground Operations ProceduresGOP documents all ground operations procedures to be used at GSFC facilities, other integration facilities, or the launch site for submittal to GSFC OSSMA for review and approval. Includes launch site ground operations procedures to be submitted to applicable Range Safety prior to use. – Launch Range Procedures - Provide 45 days after PSR and submit to applicable Range Safety 45 days prior to first use. – GSFC Procedures - 7 days prior to first operational use. Missile System Pre-Launch Safety Package (MSPSP) Provides a detailed description of the payload design sufficient to support hazard analysis results, hazard analysis method, and other applicable safety related information. The developer shall take measures to control and/or minimize each significant identified hazard. – Preliminary MSPSP, Mission PDR + 30 days – Intermediate MSPSP, Mission CDR – 30 days Verification Tracking Log (VTL)The VTL provides documentation that demonstrates the process of verifying the control of all hazards by test, analysis, inspection, similarity to previously qualified hardware, or any combination of these activities. with final MSPSP, with regular updates until all hazards control verifications have been closed
February 3, 200971 Typical Safety Deliverables (2 of 3) SAFETY DELIVERABLEOBJECTIVETIME OF DELIVERY Preliminary Hazard Analysis (PHA) PHA identifies safety provisions and alternatives needed to eliminate instrument design or function hazards or reduce their associated risk. – instruments or subsystems with the SAR at PDR + 30 days – spacecraft with the MSPSP at PDR + 30 days (S/C or Mission). Operating and Support Hazard Analysis (O&SHA) The O&SHA evaluates procedurally controlled activities for hazards or risks introduced into the system during pre-launch processing and to evaluate adequacy of procedures used to control identified hazards or risks. with final MSPSP Safety Assessment Report (SAR) SAR shall identify all safety features of the hardware, software, and system design, as well as operational related hazards present in the system. – Deliver the Preliminary SAR, PDR + 30 days (instrument / subsystem) – Deliver the Intermediate SAR, CDR - 30 days (instrument / subsystem). – Deliver the Final SAR, PSR - 30 days (instrument / subsystem) Safety requirements compliance checklist The checklist indicates for each requirement if the proposed design is compliant, non-compliant but meets intent, non-compliant (waiver required) or non-applicable. – instrument/subsystems with the SAR at PDR + 30 days – spacecraft with the Missile System Pre-Launch Safety Package (MSPSP) at PDR + 30 days (S/C or Mission)
February 3, 200972 Typical Safety Deliverables (3 of 3) SAFETY DELIVERABLEOBJECTIVETIME OF DELIVERY Safety VariancesWhen a specific safety requirement cannot be met, the developer shall submit an associated safety variance, per NPR 8715.3; to GSFC OSSMA that identifies the hazard and shows the rationale for approval. Deliver to GSFC OSSMA as early as known. Orbital Debris Assessment (ODA) ODA identifies any stored energy sources in instruments (pressure vessel, dewar, etc.) as well as any energy sources that can be passivated at end of life. - PDR - CDR
February 3, 200973 Reliability & Risk Analysis Branch, Code 322 Name: Tony Diventi Title: Branch Head Tel: 301-286-6507 Email:
February 3, 200974 Staffing New Hire SAM, MAVEN, IDC* * - Subject to re-assignment pending new hires. - Indirect - Direct - Contractor Belkacem Manseur GOES-R GND MAM
February 3, 200975 Code 322, Reliability and Risk Analysis Reliability Program The Reliability section of Code 322 performs a wide range of reliability engineering analyses for both in-house and out-of-house missions: –Probabilistic Risk Assessment –Fault Tree Analyses –Failure Mode and Effects Analyses –Reliability Block Diagrams and Numerical Assessments, –Worst Case Analyses (facilitate/review), –Parts Stress Analysis (facilitate/review), –Mission Success Criteria (facilitate/review) –Limited-Life Items –Trend Analyses –Numerous other statistical analyses that support design engineering and decision making functions
February 3, 200976 Typical Reliability Deliverables RELIABILITY DELIVERABLEOBJECTIVETIME OF DELIVERY Reliability Program PlanDescribes the planned approach for the reliability activities and scheduling of those activities relative to project milestones. Preliminary to be included with proposal for GSFC review and evaluation. Draft 30 days after contract award for GSFC review. Final 30 days before developer PDR for GSFC review and approval. Updates as required including changes for GSFC review and approval. Probabilistic Risk Assessment (PRA) A comprehensive, systematic and integrated approach to identifying undesirable events, the scenarios leading to those events, the frequency or likelihood of those events and the event consequences. Plan with proposal for GSFC review. Preliminary 30 days before PDR for GSFC review. Final 30 days before CDR for GSFC approval. Updates as required for GSFC approval. Failure Mode and Effects Analysis (FMEA) and Critical Items List Used to identify all modes of failure within a system design, its first purpose is the early identification of all catastrophic and critical failure possibilities so they can be eliminated or minimized through design correction at the earliest possible time. Preliminary 30 days before PDR for GSFC review. Final 30 days before CDR for GSFC review Revisions as required for GSFC review
February 3, 200977 Typical Reliability Deliverables RELIABILITY DELIVERABLEOBJECTIVETIME OF DELIVERY Fault Tree AnalysisUsed to assess mission failure from the top level. Undesired (top-level) states are identified; all possible combinations of basic (lower-level) events are considered to derive credible failure scenarios. The technique provides a methodical approach to identify events or environments that can adversely affect mission success providing an informed basis for assessing system risks. The developer shall consider hardware, software and human factors in the analysis. Preliminary 30 days before PDR for GSFC review. Revisions 30 days before CDR for GSFC review Final 30 days before Mission Operations Review Worst Case Analyses (WCA)Demonstrate design margins in electronic circuits, optics, electromechanical and mechanical items by analyses, test or both to ensure they meet design requirements. The developer shall consider all parameters set at worst case limits and worst case environmental stresses. Available 30 days prior to CDR Updates with design changes
February 3, 200978 Typical Reliability Deliverables RELIABILITY DELIVERABLEOBJECTIVETIME OF DELIVERY Reliability Assessments and Predictions Comparative numerical reliability assessments and reliability predictions in order to evaluate alternative design concepts, redundancy, and part selections. Available at PDR and CDR for information Available upon request Software Reliability (addressed in Software Assurance section of MAG) Activities to be undertaken to achieve the software reliability requirements, as well as the activities to be undertaken to demonstrate that the software reliability requirements have been verified. The developer shall collect, analyze, and track measures that are consistent with IEEE Standard 982.1-1988, IEEE Standard Dictionary of Measures to Produce Reliable Software. Measurements for evaluating reliability (e.g., defect density, mean-time-to-failure, and code complexity) shall be documented. The developer shall document their Software Reliability program in the Software Management Plan. Initial draft due upon project inception. Updated periodically throughout the lifecycle, as necessary. Final due no later than requirements phase. Trend AnalysesMonitoring of selected parameters for trends. The developer shall maintain and submit a list of subsystem and components to be assessed, and parameters to be monitored. The developer shall provide a list of parameters to be monitored at the CDR. The developer shall provide trend analysis reports at the PER, PSR, and FRR.
February 3, 200979 Typical Reliability Deliverables RELIABILITY DELIVERABLEOBJECTIVETIME OF DELIVERY Limited-Life ItemsDefines and tracks the selection, use and wear of limited-life items, and the impact on mission operations. The developer shall obtain a program waiver approval by GSFC when the use of an item whose expected life is less than its mission design life. Preliminary 30 days before PDR for review. Final 30 days before CDR for approval. Updates as changes are made; between CDR and delivery, for approval.
February 3, 200980 CRM Process Continuous Risk Management is a structured management practice with processes, methods, and tools for managing project risks CRM provides a disciplined environment for proactive decision making: –Identify: Continuously search for risks –Analyze: Evaluate impact, probability, timeframe; prioritize –Plan: Implement strategies; accept, watch, or mitigate risks –Track: Monitor watched and mitigated risks –Control: Correct for deviations from mitigation plan –Communicate and Document: Provide feedback (both internal and external) See http://CRM.nasa.gov and Contact Feng Hsu X63416 for support
February 3, 200981 Likelihood Consequence 23451 2 3 4 5 1 HIGH RISK LOW RISK MODERATE RISK Likelihood Safety (Estimated likelihood of safety event occurrence) Technical (Estimated likelihood of not meeting performance requirements) Cost/Schedule (Estimated likelihood of not meeting cost or schedule commitment) 5 Very High(P SE > 10 -1 )(P T > 50%)(P CS > 75%) 4 High(10 -2 < P SE 10 -1 )(25% < P T 50%)(50% < P CS 75%) 3 Moderate(10 -3 < P SE 10 -2 )(15% < P T 25%)(25% < P CS 50%) 2 Low(10 -6 < P SE 10 -3 )(2% < P T 15%)(10% < P CS 25%) 1 Very Low (P SE 10 -6 )(0.1%
10% increase over allocated, and/or cant handle with reserves Likelihood 1 2 3 4 5 GSFC Risk Matrix Standard Scale Code 300 Rev. 021307
February 3, 200983 Organization Charter RAO serves as a resource to Center Management for independent assessments of cost and schedule risk, so informed decisions can be made to promote mission success, thereby enhancing the Centers ability to deliver on its commitments.
February 3, 200984 Resource Analysis Office Organization Chart CODE 305 Chief: Cindy Fryer Deputy: Harry Born Program Operations Assistant: Michele Towle DCAN Team Dedra Billings Jerry Miller Marilyn Mitchell Param Nair Carla Ridgeway Bryon Wong Math Modeling Team Hossin Abdeldayem Paul Guill Independent Assessment Team Kevin Jones Francis Martinez Caleb Noblitt John Owusu Chris Ridenour Marshall Sutton Clay Templeton
February 3, 200985 RAO PRODUCTS RAO Products –Independent Assessments –Trade Studies –Operations Research Studies
February 3, 200986 RAO Independent Assessment Engineering Estimates Concept Center Proposal Directed Miss i on - Programmatics - Multi-concepts - Technology - Risk - Performance Baseline Mission RAO Independent Assessment Project Grass Roots Cost Est. HQ Budget/OMB Congressional Documents Pre-Phase A Pre-Formulation Phase A Formulation Phase B Formulation Phase C/D Implementation New Business A/B Gate Mission Confirmation RAO Timeline RAO Independent Assessment Project Grass Roots Cost Est. Impact on Mission Success Center, Program/ Project
February 3, 200987 Story of Success GSFC GPM 2005 In-House Spacecraft Win RAOs analysis was crucial to this in-house win. --Ed Weiler, Associate Administrator, SMD - comment made when he was the GSFC Center Director
February 3, 200988 Presenters Lessons Learned Mike Kelly
February 3, 200989 Presenters Lessons Learned Develop Mission Assurance Requirements and verify these requirements at the end of the procurement. Never approve suppliers Performance Assurance Implementation Plans (PAIPs). The project can review but not approve the PAIPs. CSOs should develop a professional relationship with all Mission Assurance Directors of Aerospace Companies they deal with CSO should develop a professional relationship with all levels within the project (this includes GSFC contracts reps., on-floor personnel, and mgmt.) CSO should use non-project (DCMA and NCAS/SAC) funded manpower to support the project in the field at all suppliers including (their suppliers-subs) (CONTINUED)
February 3, 200990 Presenters Lessons Learned (continued) CSO is on the same team as Project Managers. Project should understand exactly what the CSO is doing in support of their hardware/software. There must be open communication between the CSO and the Project members at all times. It is important that the CSO and Project communicate frequently to maintain a common understanding of intentions/expectations for resolving individual issues for monitoring of the contractor, and for communicating with the contractor. Frequent communication precludes "surprises" and "disconnects" from arising at inopportune times (such as formal reviews or contractor meetings). If CSO is working an out-of-house mission, the CSO should develop Letter of Delegation or Task Order for inspections and should visit the supplier regularly. If the CSO does not do this, then in my opinion, he/she is ineffective. (CONTINUED)
February 3, 200991 Presenters Lessons Learned (continued) Involve QA, Safety, and Reliability early in the project. Ensure that supplier or in-house GIDEP resolutions continue as a launch approaches, including searches of their subcontractors data. The frequency of GIDEP searches and status updates may need to be increased from the normal rate as launch date approaches. GIDEPs need to be dispositioned in near real-time in the days just prior to launch. Ensure that supplier supports post-launch anomaly resolutions. Ensure that supplier uses test as you fly methods. Ensure that supplier documents/tracks unknown cause anomalies since they will be scrutinized by Independent Review team. Ensure that supplier documents history of any engineering models in the event that they may become flight models. (CONTINUED)
February 3, 200992 Presenters Lessons Learned (continued) Institute a weekly telecon with all spacecraft/instrument suppliers to obtain status and track action items. Instruments developed by universities typically have been less rigorous in complying with quality requirements. University developers require extra scrutiny from Goddard. Visit the university to become familiar with the personnel, procedures, and standards. Institute periodic hardware inspections and facility audits. Compare the university standards to GSFC standards and identify differences. Determine workmanship certification status of personnel and their experience levels. During PWB development, some projects jump from the Engineering Model to flight development (did not have a protoflight model). Dont do this!!! Requirements Flow down and Supplier Control are key areas which must be addressed and performed successfully in order to reduce future spacecraft/instrument problems.
February 3, 200993 Mission Success Program Management Engineering Quality/Safety