http://pmchallenge.gsfc.nasa.gov/podcasts2008.htm Welcome to NASA's Project Management Challenge Podcasts. Here are some of the speakers audio podcasts of their presentations at past PM Challenge events. en-us Jennifer.Poston@nasa.gov (jennifer Poston) Wed, 27 Feb 2008 00:56:00 EST NASA Project Management Challenge NASA Project Management Challenge Podcast Welcome to NASA's Project Management Challenge Podcasts. Here are some of the speakers audio of their presentations at the seminar. NASA, NASA PMC, Project Management, Program Management, NASA Seminar, NASA Project Management Challenge Seminar, NASA podcasts Jennifer Poston Jennifer.poston@nasa.gov no Today's NASA project teams face numerous project management, safety, systems engineering, and communications challenges. Join several members of the agency's leadership team as they share their perspectives on meeting the program and project Challenges of the next few years - and beyond. Wed, 25 Feb 2009 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2009/PanelGeneralSession.mp3 NASA Missions are popping up all over the web – on places like Facebook, Twitter, and Feedburner as well as blogs and wikis. How do project managers keep up with the changing Web 2.0 landscape? This presentation will provide an overview of social media and collaboration tools, what NASA is doing in this area, and explain how using these services can add value to your mission. Wed, 25 Feb 2009 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2009/EmmaAntunes.mp3 Cutting cycle time to field capability by embedding systems engineering, test and evaluation, engagement with requirements and early phase acquisition, Changing engineering culture, both vertically and horizontally, across Government and industry, Development of an SE Human Capital Strategy to assure workforce competency, Enhancement of SE tools and practices to meet the complexity of today's systems, Advancing the engineering state-of-practice through research and transition, Implementing a comprehensive solution for system assurance, Ensuring awareness of the cyber threat, Implementing countermeasures into acquisition and engineering activity, We are also continuing our analysis of systemic issues that we see in our Program Support Reviews, and defining new guidance for instituting systems Engineering and Program Protection into Pre-Milestone B requirements, Concept Refinement, and Technology Development phases. Wed, 25 Feb 2009 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2009/KristenBaldwin.mp3 This session utilizes case studies to examine the process by which we choose leaders within our organizations. Each case study involves a boss who must make a crucial decision concerning who will lead a critically important activity. It is a highly interactive session, with extensive participation from the audience. The attendees at the session will be asked to discuss the case study, state what they would do if they were the boss, and share with the group the rationale for their decisions. The group discussion will then be followed by a short presentation that reveals the identities of the actual people involved in the case studies, the challenges those people faced, and the outcomes of their decisions. Wed, 25 Feb 2009 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2009/JohnBaniszewski.mp3 How many of us have played the game, “Bring Me A Rock” with our customer or boss? If this phrase made you laugh, or wince, you’ve felt the frustration of developing a project’s top level requirements in an inefficient, iterative way. There are a number of proven techniques to help a customer with a vision develop specific top level goals and requirements: “A Day In The Life Of”, “Why Five Times”, “Beginning With The End In Mind”, and the most basic of all, “Tell Me Why You Want This.” While these techniques may be well known, we often forget them in the frenzy of trying to satisfy our customers without wasting their valuable time. This session will help Project Managers, and Project Team Members, remember the importance of getting the right requirements the first time. Wed, 25 Feb 2009 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2009/KevinBerry.mp3 The NASA Office of the CIO has implemented a new governance structure for advancing the success of the Agency’s IT programs and projects. NPR 7120.7, NASA Information Technology and Institutional Infrastructure Program and Project Management Requirements, requires that IT programs and projects be overseen by Governing Bodies at the Agency and Center levels, referred to as the Agency IT Program Management Board (PMB) and the Center IT PMBs. This presentation will discuss how the IT PMBs were constituted, how they function, and the resulting benefits for the Agency’s IT programs and projects. The presentation will also describe the IT PMBs in the context of the overall Agency governance structure. Understanding the new governance structure for IT program/project management will benefit all managers who may one day present to the IT PMBs or who want to better understand this key new model for contributing to program and project management success. Wed, 25 Feb 2009 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2009/RobertBenedict.mp3 For more and more government procured systems, software development will consume the majority of resources, schedule and cost while generating the bulk of program risk. Earned Value Management (EVM) is a project tracking tool based on cost, schedule and risk. Its application to software intensive projects is a little different from its application to hardware development. This talk gives a brief review of EVM, describes current issues and challenges using it for software development, and evaluates commonly used software measures in terms of effectiveness as an EVM measure. The talk presents scenarios and examples to clarify the concepts. Wed, 25 Feb 2009 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2009/BrendaBizier.mp3 The focus of this discussion will be twofold. After a brief synopsis of the overall process, the first discussion subject will be on the methods used to collect data. There are five distinct categories of data collection techniques. Each of these will be discussed. The second discussion subject will be on the analysis of the assessment results. Outputs such as graphic and tabular histogram data, risk critical simulations, and sensitivity data will be reviewed and the analysis techniques will be discussed. Wed, 25 Feb 2009 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2009/GregSmithJimmyBlack.mp3 This presentation will share the changes present with the new NASA policy NPR 7120.5D. Wed, 25 Feb 2009 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2009/MikeBlythe.mp3 This presentation will discuss planning and techniques for the workforce to understand an every changing work environement. Wed, 25 Feb 2009 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2009/KenBowersox.mp3 In this presentation you learn a methodology that follows the initial introduction of the PM methodology thru the completion of a project. You will see how to report the financial and the intangible benefits from project management. This will allow you to build a balanced scorecard reporting system that shows the value of project management in your organization. Wed, 25 Feb 2009 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2009/WayneBrantley.mp3 In this presentation, participants will learn how to align their most critical resources in order to realize the delivery of quality goods and services. The presentation will demonstrate the development of the foundation from which all projects evolve — from enterprise architecture to program management and finally into project management and business analysis. Wed, 25 Feb 2009 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2009/GlenBrule.mp3 NASA has standardized a Continuous Risk Management (CRM) Process for implementation within the agency. CRM is an engineering management practice with processes, methods and tools for managing risks within a project or program. This practice provides a disciplined environment that continually assesses what could go wrong, identifies strategies to mitigate those risks, and helps prioritize resources based on risk. Wed, 25 Feb 2009 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2009/MichaelCanga.mp3 Every project determines its reserve levels during the initial budget estimating process. Very rarely these reserve levels are calculated or based on any analysis or past performance. For most projects the reserve is based on a programmatic guess of what would be acceptable to the sponsor. Everyone knows: if you request high reserve the sponsor may think that you do not have good cost estimate, if you go too low your project may be considered as high risk. The space industry’s rule of thumb of 30% reserve is a good psychological medium between the two extremes but usually leads to budgetary trouble. Wed, 25 Feb 2009 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2009/ArthurChmielewski.mp3 NASA NPR 8000.4 which documents Agency’s approach to risk management (RM) has recently been revised significantly to promote a proactive, risk-informed approach to decision making. The NPR addresses the application of RIDM and CRM processes to the safety, technical, cost, and schedule mission execution domains throughout the life cycle of programs and projects. In addition, institutional risks and the coordination of risk management activities across organizational units within NASA hierarchy are addressed. Wed, 25 Feb 2009 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2009/HomayoonDezfuli.mp3 In this presentation, we will cover the advantages and disadvantages of both performance-based and attribute-based competency assessment. We will also explain the overall structure of the standard by presenting sample elements of competence and performance criteria. Finally, you will have a chance to do a self-assessment against part of the standard! Wed, 25 Feb 2009 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2009/WilliamDuncan.mp3 This presentation will begin with the mysterious world of codes which were employed as early as the time of Caeser. We will then examine what took place to assemble, in urgency and secrecy in the midst of global war, the right skills, capabilities and environment to meet the challenge of code breaking, code making. The presentation will conclude with reflections on how such creative project and team development may provide lessons learned for NASA’s future missions, particularly manned long duration space exploration and habitat development which will impose new challenges and require a range of skills and potentially non-traditional approaches to meet those challenges. Wed, 25 Feb 2009 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2009/JohnEmond.mp3 Does the project team have confidence that the project baseline is achievable, and is there cost, schedule, and technical integration? This presentation will cover what exactly an IBR is, and what it is not. We will discuss the NASA requirements for conducting an IBR and when it typically occurs based on the contract award date, training the NASA IBR team, assigning roles and responsibilities, information requirements, data gathering, and preliminary assessments, conducting a mock IBR and Control Account Manager (CAM) interviews, all the way to actually conducting the onsite IBR at the contractor facility, as well as follow-on activities. In addition, we will review example NASA forms, reports, and other documents. Wed, 25 Feb 2009 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2009/JohnFleming.mp3 This overview of planning provides guidance for small to mid-sized projects on developing planning information so that a simple baseline can be developed that supports project execution. We’ll focus on simple techniques that allow planning data to be utilized for a number of tracking and reporting purposes. Specifically we’ll look at formats that allow planning information to be developed so that it can be used by a number of project stakeholders with a special emphasis on line management organizations. These formats use standard off-the-shelf tools like Excel and support analysis using simple databases like Access. Wed, 25 Feb 2009 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2009/MauraFujieh.mp3 Thomas Gavin will speak on his expereinces at JPL with Popular Risk Methodologies. Wed, 25 Feb 2009 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2009/ThomasGavin.mp3 This presentation will discuss the coordinated effort to establish an engineering plan which serves the technical team and program management team during development and deployment of the system. The Chief Engineer, or systems engineer, needs to understand programmatic and business realities along with a strong breadth of technical expertise. A strong Systems Engineering Technical Review (SETR) process which supports the on going technical oversight of the program can only be effectively implemented in a supportive business environment. Contractual support is needed for engineering artifacts that support oversight and interaction with the design. A roadmap and template for establishing the system engineer’s environment at the beginning of a program and the subsequent roles and responsibilities within the program management team will be proposed. Wed, 25 Feb 2009 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2009/MichaelGaydar.mp3 To help ensure that America’s next steps into space will be successful, NASA has commissioned an independent, technically rigorous oversight effort by establishing six Constellation Standing Review Boards. The Orion Standing Review Board oversees the Orion Project. For over two years, this Board has been conducting comprehensive reviews of the Orion programmatics, systems engineering and integration, and spacecraft subsystems including assessments of the design requirements, technical approaches, progress against plans, and readiness to proceed into the preliminary phase. Wed, 25 Feb 2009 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2009/MarkGeyer.mp3 For the first time in more than 30 years, a successful propulsive descent landing was achieved on Mars May 25th. The Phoenix Lander touched down above the arctic circle and completed its full mission success criteria before the end of the prime mission, and then continued to operate until the eventual demise as the sun sets in the northern hemisphere. The Phoenix Project inherited both the hardware from the Mars 2001 Lander, and the Entry Descent and Landing (EDL) architecture from the lost Mars Polar Lander mission. Wed, 25 Feb 2009 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2009/BarryGoldstein.mp3 This difficulty if further complicated because these same engineers and managers have typically bought in to risk controls at earlier steps of risk creep. The Challenger mishap serves as the basis for this assessment. Each decision or step in risk creep leading to the Challenger mishap is assessed against the constraints of the Agency risk matrix. The purpose of this presentation is simply to review the lessons of Challenger and bring risk creep to the attention of Project Managers. Wed, 25 Feb 2009 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2009/RonnieGoodin.mp3 To maximize the likelihood of success for a project in development, the Project Manager (PM) needs a strong buffer of scope margin and fiscal reserves. The buffer, in and of itself, is not sufficient unless the PM can understand whether it is enough as well as how and when to spend those reserves. In other words, the PM needs a good reserves management plan. This presentation will describe a process for defining scope margin, as well as a methodology for understanding whether the reserve dollars are sufficient. Based upon this methodology, a reserves spending plan can then be generated. Finally, this presentation will explore methods to effectively track and manage reserves, to include possible future usage. Factors to be addressed over the course of this presentation include science scope margin, baseline vs. minimum science, baseline vs. minimum mission success and how these contribute to scope margin. Next, factors such as inheritance and requirements vs. capabilities will be discussed and how these factors contribute to developing a risk profile against which reserve dollars can be assigned. Factors such as liens, threats and probabilities, reserve percent on cost-togo, and red-yellow-green zones will be examined in relation to tracking, managing and forecasting reserve expenditures. Wed, 25 Feb 2009 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2009/RichardGrammier.mp3 Computer systems developed for scientific calculations quickly replaced rooms full of drafting tables. Tools developed for the business office were applied to the business of managing projects. Concepts formerly gauged by experience and instinct became precisely measured metrics complete with pie charts. These technologies no longer seem revolutionary, but a new wave of technology is available to the consumer market. MySpace, Facebook, LinkedIn, YouTube, and the iPhone may not become part of the average project update, but the technologies and trends they represent are becoming part of American culture. As project teams, stakeholders, and customers acclimate to these technologies, their expectations and capabilities will evolve. Today’s project manager needs to capture the opportunities they present while mitigating their inherent risks. Wed, 25 Feb 2009 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2009/MichaelGraybill.mp3 Frequently the optimum solution is not invented by the home team. While most of us are schooled to believe there is one technically correct solution to any technical problem, the truth is that there are many approaches that may work and there are more considerations than the purely directly technical. Total costs are not always associated with budget. Optimum solutions require an understanding of the human element. Wed, 25 Feb 2009 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2009/WayneHale.mp3 This session will not only explore the concept of “engagement” in business and its importance in executing strategy, but also look at how people learn and what holds them back from engaging/succeeding. It will detail how to create visual representations of communication gaps and corporate strategy, and how to use those visuals to facilitate discussion around everyone’s roles. Wed, 25 Feb 2009 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2009/JimHaudan.mp3 Software schedules are notoriously inaccurate and volatile. Why aren’t we doing a better job of estimating and tracking software schedules? We have been measuring, tracking, and reporting software development for years, and we still rate software as high risk for any program because of our lack of confidence in our schedules. We will look at the standard methods used to establish and track software schedules, discuss their strengths and weaknesses, and consider some different approaches and ways to evaluate status. Wed, 25 Feb 2009 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2009/MarghiHopkins.mp3 Project Termination can have a profoundly negative impact on a project team and its members. The impact has been described in the same manner as dealing with the death of a loved one or a divorce. The stress caused may lead to grieving and lost productivity. This presentation will explore the project termination process, including factors that often cause a project termination, impact of project termination on team members, and suggested management techniques to best deal with such occurrences. The presentation will include historical examples from several projects terminated at NASA. Wed, 25 Feb 2009 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2009/RobertHurley.mp3 In his presentation, Mark will answer common questions relating to collaborativemanagement such as: - What is Project Management 2.0 and how does it affect me? - How does collaborative management relate to project planning? - How does collaborative management relate to leadership? - How does collaborative management relate to Earned Value Management reporting? - What are dos and don’ts of collaborative management? Wed, 25 Feb 2009 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2009/MarkHyatt.mp3 Listen to John James prespectives on they NAVSEA's approach to project and program management and how it relates to NASA. Wed, 25 Feb 2009 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2009/JohnJames.mp3 A fundamental issue central to the concept of sound risk management is that of predicting, as accurately as possible, a project or program’s risk realization rate and likely impact to budget reserves. This presentation outlines the International Space Station Program’s incorporation of quantitative risk analysis (QRA) into its risk posture assessment methodology. The classification of risks into realization likelihood levels, and the subsequent tuning of the levels’ risk distributions to match the Program’s historic risk realization rate and impact level more closely, are discussed. The QRA’s actual predictive accuracy is presented, as is the process used to update its tuning, which can be adapted in the formulation phase to turn the QRA into a predictor not only of general risks, but known-unknown v. unknown-unknown risks. Wed, 25 Feb 2009 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2009/MichaelJansen.mp3 The NASA Project Management and Systems Engineering practices include frequent use of peer reviews to verify products against their requirements and to discover defects in those products. This presentation will describe the Product Peer Review process used at the JSC Engineering Directorate, which meets the requirements for inspection/peer reviews in NPR 7120.5D, NPR 7123.1 and NPR 7150.2. The presentation will include a live demonstration, where participants will conduct a peer review. Wed, 25 Feb 2009 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2009/KenJenks.mp3 In the five years since its creation, the NASA Engineering and Safety Center (NESC) has advanced the art of building broad-based diverse technical teams to effectively investigate NASA’s most critical engineering and scientific issues. NESC teams are built with peer-recognized experts from across the Agency, combined with experts from industry, academia, and other U.S. Government Agencies. By deliberate design, these teams are assembled to be diverse in thought and experience, and to be interdisciplinary and cross-generational. This diversity creates benefits for the Agency, its Centers, its Programs, its Projects, and its people, thereby assuring continued technical excellence now and in the years to come. Wed, 25 Feb 2009 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2009/MikeKelly.mp3 The CCM team is realizing synergies from its diverse team arrangement. The innovative solutions they are developing are valuable to the Agency today, and the experience being gained by the team’s Agency participants will make them better decision-makers in the future. The professional associations being forged between participants will persist as a valuable resource for the Agency for years to come. Wed, 25 Feb 2009 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2009/MikeKirsch.mp3 Creating successful teams requires conscious and deliberate investment of time and effort. Teams are built around four basic principles that recognize the importance of Team Structure, Team Process, Team Culture and Team Influence. Structure provides leadership and organization. Process provides discipline and predictability for team interaction. Culture builds the foundation for a team’s norms and values for successful interdependence and relationships. Influence helps the team to leverage internal and external politics in a constructive way to drive the project to a successful outcome. Wed, 25 Feb 2009 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2009/DhanuKothariRomeoMitchell.mp3 In an environment in which collaboration makes a difference to the quality of outcomes and the safety of endeavors, every participant in conversation has the opportunity to ensure clarity of communication and shared perspective at the end of conversation. It is too easy to think that shared words equate with shared meaning, and in projects of the scope of NASA projects, easy produces danger at worst, poor quality work at best. Wed, 25 Feb 2009 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2009/LinKroeger.mp3 How early in the life of a project or task can you accurately start predicting the extent to which the project or task will meet its objectives? Most project managers are very skilled at assessing the historical performance of their project and using that understanding to assess where their project is at a given point. This is what we are asked to do. This is what we are trained to do. The power in understanding performance to date on any piece of work is being able to use that knowledge to predict the future, not to tell where we have been, but to predict where we are going in time to affect the outcome. Establishing an integrated plan that captures all elements of performance (technical, cost, schedule, and risk) along with rigorous statusing can allow a project manager to take control of their future. Using these tools and processes can help managers avoid surprises and allow them to better drive future performance instead of being a victim of the surprises. Wed, 25 Feb 2009 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2009/RichardLaw.mp3 Hear the correlation between scientist and Project Management and how it works together. Wed, 25 Feb 2009 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2009/LaurieLeshin.mp3 Numerous NASA projects have had difficulties in developing science instruments for application to their missions, which has affected projects across the NASA mission directorates. NASA’s Office of the Chief Engineer chartered a comprehensive crosscutting study to evaluate instrument development capability across the Agency. The National Oceanic and Atmospheric Administration (NOAA) and the Department of Defense (DoD) also participated in this Study. This study, which is known as the NASA Instrument Capability Study (NICS), was chartered to determine if NASA instrument developments are facing challenges that impact the capability to design and build quality instruments, or if there are flaws in the acquisition strategy evidenced by schedule delays, cost overruns, and increased technical risk via design deficiencies. The NICS team implemented a comprehensive study plan to acquire and analyze data across eight cross-cutting areas with the purpose of evaluating whether instrument development issues were isolated or generic. The NICS team also sought feedback from government and industry instrument providers to acquire a thorough understanding of the issues observed and to seek options for solutions to recover degraded capability. Wed, 25 Feb 2009 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2009/DonyaDouglas.mp3 To prepare for pursuit and execution of new government contracts, United Space Alliance (USA) recently established an Enterprise Earned Value (EV) system and is now pursuing Defense Contract Management Agency (DCMA) Validation of the system. Drawing on a limited past experience in EV, the USA team anticipated and successfully avoided some major pitfalls, yet also encountered and dealt with unanticipated challenges. The presentation highlights these challenges and successes during selection and implementation of the EV tool, establishment of the processes, and initial implementation of EV on new contracts. Wed, 25 Feb 2009 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2009/AnneMartt.mp3 Through employing wikis, blogs, and other collaborative web tools, organizations have tapped into the power of social networks to fuel creativity, promote knowledge transfer, and find new ways to manage projects. We believe government, especially research organizations such as NASA, would also benefit by using these tools. The DASHlink project (a Web 2.0 site at NASA, https://dashlink.arc.nasa.gov/), is an effort to bring Web 2.0 to NASA researchers. The project started with the simple idea of building a website for disseminating NASA’s work (algorithms and data sets) to the public and supporting collaboration between Data Miners and Systems Health Experts working on NASA sponsored research projects. Soon it became clear that the entire site needed to be public since many key collaborators are in fact outside of NASA (NRA winners, SAA partners). Further, community websites are only powerful when ideas are shared openly, making the collective community knowledge available to each member. Implementing the “openness” concept within a government context has proven extremely difficult. In the course of creating our this site we have identified some of the biggest hurdles faced by Web 2.0 advocates in government and used our own creative collaborative tools to overcome them. The DASHlink website, a community-centric site, is designed to allow users to easily upload and share information, find other researchers in their field, and carry on discussions. These types of tools will become increasingly more important to help NASA progress in the internet age. Wed, 25 Feb 2009 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2009/DawnMcIntosh.mp3 The informative value of the returned Stardust heatshield could be greater, however. The lack of pre-flight measurements of the heatshield make it is impossible to obtain quantitative determination of recession, asymmetry in recession rates…etc. We discuss how such oversights occur and might be mitigated in the future. Outstanding efforts by a multi-partner team have, however, been able to maximize the information garnered from the study of Stardust and obtain valuable information for Constellation. The difficulties in obtaining and interpreting these results extends beyond a lack of pre-launch technical data and includes experiential lessons learned in recovery and post-processing. We will discuss these lessons learned how they can be used to improve the Orion test program and recovery planning. Wed, 25 Feb 2009 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2009/KarenMcNamara.mp3 On February 1, 2003, the Space Shuttle Columbia broke apart during reentry, resulting in its loss along with its seven crewmembers. For the next several months, an extensive investigation of the accident ensued involving a nationwide team of experts from NASA, industry, and academia, spanning dozens of technical disciplines. The Columbia Accident Investigation Board (CAIB), concluded that the most likely cause of the loss of Columbia and its crew was a breach in the left wing leading edge Reinforced Carbon-Carbon (RCC) thermal protection system initiated by the impact of thermal insulating foam that had separated from the orbiters external fuel tank 81 seconds into the mission's launch. During reentry, this breach allowed superheated air to penetrate the leading edge and erode the structure of left wing, resulting in the breakup of the orbiter. The findings of the CAIB were supported by ballistic impact tests, which simulated the physics of External Tank Foam impact on the RCC wing leading edge material. These tests ranged from fundamental material characterization tests to full-scale Orbiter Wing Leading Edge tests. Following the accident investigation, NASA spent 18 months returning the Shuttle safely to flight. Critical to this effort was the evaluation of all potential impact threats to the Shuttle during ascent through an extensive impact analysis and testing program. Results from the tests validated high-fidelity computer models, capable of predicting real and potential impact threats to the Shuttle, which have been used for flight certification since STS-114. Wed, 25 Feb 2009 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2009/MatthewMelis.mp3 ORevolutionary research – research that goes beyond extrapolations of known technology – presents unique management challenges. In addition to prioritizations and resource allocation, revolutionary research adds the difficulty of distinguishing potentially breakthrough research from fringe research, and then the challenge of converting longrange prospects into near-term progress. The lessons from NASA's "Breakthrough Propulsion Physics Project" are described. Wed, 25 Feb 2009 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2009/MarkMillis.mp3 This talk will address the importance, complexity and insights into how the Constellation program’s transportation and surface systems are architected for returning humans to the moon for long duration. The presentation will cover the overall architecture and how it was developed and validated. Specific aspects of the art and science of the architecting process will be featured. Wed, 25 Feb 2009 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2009/BrianMuirhead.mp3 A startlingly large number of IT projects fail, and many of the successes are, at best, marginal successes. Miscommunication is a major risk to any project, and the gap between Project Managers and Information Technology Professionals remains notoriously large. As a project progresses, gaps appear in the execution, priorities are misunderstood and teams find themselves working at cross-purposes…time is lost, funds are wasted, risk is increased and mission success is jeopardized. Project Managers and IT Professionals approach problem-solving differently and they often define success differently. Shifting jargon (“Why does my developer keep talking about subverting management?”), disconnected priorities (“Doesn’t my PM see the risk we are taking?”) and the realities of money and security only complicate the issues. The author has been on both sides of this gap. He will share his experiences as a frustrated IT professional, as an exasperated project manager and as a bridge-builder. Wed, 25 Feb 2009 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2009/JoelOffenberg.mp3 SRBs are the Agency’s approach to answering the Administrator’s charge: You can’t grade your own homework, regardless of the position you hold as part of the program and project. Learn more about Independent Reviews, Standing Review Boards, Independent Cost Estimates, Key Decision Points, Schedule Risk Assessments, and collaboration with agency stakeholders in these informative sessions as part of this presentation. Wed, 25 Feb 2009 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2009/JamesOrtiz.mp3 In this presentation, NSC representatives will show you how to use case studies to help your teams recognize and break the causal chains that lead to mishaps. Wed, 25 Feb 2009 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2009/PhilipMonganSuzanneOtero.mp3 NASA Project Management provides many opportunities to challenge an individual in the project manager position. Deputies and Assistants have often been instrumental in the success of many NASA missions. The Lunar Reconnaissance Orbiter Deputy Project Manager will talk about how an “outsider” was brought to a team to provide the leader with an additional set of skills and experience base to help ensure a successful first step in NASA’s exploration vision. Examples from past deputy positions held by the LRO DPM will also be utilized in the presentation. Wed, 25 Feb 2009 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2009/CatherinePeddie.mp3 Participants will discuss the GAO’s conclusions about NASA’s project management policies and practices from their initial review in 2008, as well as what to expect from this "Quick Look" down the road. In addition, we'll described how NASA has folded the GAO data collection into quarterly cost and schedule data call, and the importance of project, program, and HQ coordination in these updates. Wed, 25 Feb 2009 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2009/JuliePolit.mp3 Sound schedules are a key ingredient for successful project management. This session introduces the Schedule Test and Assessment Tool (STAT), a NASA developed tool that can be used for assessing schedule health and integrity. Past experience teaches us that a schedule’s credibility is directly related to the integrity of its logic network. For this reason a project schedule must reflect the following characteristics; accurate and complete task sequencing, valid constraints, up-to-date progress, and realistic forecasting of task starts and completions. Wed, 25 Feb 2009 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2009/KenPoole.mp3 This presentation discussesthe motivations and collaborative development of the SE leading indicators. It defines the leading indicator construct, introduces the initial set of 13 indicators, and discusses guidance for implementation, analysis, and interpretation of these indicators. The initial set of indicators, developed through a collaboration of industry, government, and academia, has recently undergone validation through pilot studies and surveys. This work serves as a foundation for industry implementation and for further research to improve and expand the set of indicators, including development of a better understanding of how to best implement and use the leading indicators in a given program context. Current and planned future research directions will be discussed including the development of several new indicators, extension to systems of systems, and enhancement for human systems integration considerations. Wed, 25 Feb 2009 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2009/DonnaRhodes.mp3 Beginning with a brief history of NASA and ending with an inspirational slide show highlighting human exploration this presentation has been called one of the “best ever about NASA”. It is meant to inspire and educate, excite and entertain. With over 250 slides and some of the greatest photography ever taken of our earth and space this presentation is meant to be used as a tool that anybody can customize and use to share the NASA Mission. Each slide has a notes page explaining the content of the slide. The presentation focus on the current Shuttle program, the International Space Station, Orion and Ares for Constellation, Hubble, and other current and future robotic missions. Wed, 25 Feb 2009 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2009/RussellRomanella.mp3 In this presentation you will get new perspectives on the purpose of a meeting, when to hold a meeting (and when not to), and specific guidelines on conducting effective meetings that people would not miss. Software tools will be reviewed that support the implementation of these guidelines. Using these guidelines, a NASA center senior executive group reduced their weekly meeting times from 8 hours to 2 hours, a result that still holds eight years later. A project leadership team used web-based tools for action items, weekly status, risk management, and meeting minutes to dramatically increase the throughput and efficiency of recurring meetings. The use of software tools in conjunction with effective meeting management improved the connection between team members and their individual accountabilities in the near term contributing to measurable results in fulfillment of year-long obligations. Wed, 25 Feb 2009 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2009/IvanRosenberg.mp3 Altair Project management, because of the uniquely mass constrained design environment of the lunar landing vehicle, adapted the alternative strategy of a zerobased risk informed design process. Here the design began not with a set of individual requirements but with a set of functional requirements per mission phase, and the development of a minimal mass equipment set that might satisfy those requirements. In this case, the subsystem designers were forced to consider synergistic options to achieve risk robustness beyond simple identical unit redundancy and to revisit decisions made at every level of mass addition up until the mass limit changing individual subsystem complements to ensure optimal global integrated design risk. Wed, 25 Feb 2009 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2009/RandyRust.mp3 Listen to a topic that explains why we do the things that we do. Wed, 25 Feb 2009 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2009/MikeRyschkewitsch.mp3 Designing and building a safe and reliable space vehicle involves good design and good manufacturing. In other words “design it right and build it right”. Good designs sometimes are hard to build or manufacture, mainly due to difficulties in process control. Process control can be a challenge. Low levels of process control lead to reduced quality which leads higher system risk. The Space Shuttle has experienced some of those cases, but has overcome these difficulties through extensive redesign efforts and process enhancements. The most recent example is the Space Shuttle External Tank (ET) Thermal Protection System (TPS) issues that contributed to the Columbia accident. This presentation provides lessons learned from the redesign and process enhancement activities performed in preparation for Return to Flight after the Columbia accident. It clearly shows the criticality of process control in managing the Space Shuttle system risk. Wed, 25 Feb 2009 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2009/FayssalSafie.mp3 The design and manufacture of MLAS has been an excellent example of integration and coordination between civil service and contractors from Virginia to California. The project is managed by the NESC at the Langley Research Center with team members from all NASA Centers and several contractors. MLAS is a fast-paced project that is utilizing off-the-shelf equipment to the extent practical. Based upon specific areas of expertise, partnerships with various Centers and contractors have been established – for example, the GSFC’s Wallops Flight Facility sounding rocket experience and Northrop Grumman composite materials experience. The benefits of MLAS go beyond an alternative system and include the opportunity to grow young NASA engineers by involving them in the design and manufacture of a new system. The knowledge and experience the engineers gain will serve to benefit the Agency in the years to come. NASA veterans from the Apollo and Space Shuttle Programs are also engaged to help apply the lessons learned from past programs. Wed, 25 Feb 2009 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2009/DawnSchaible.mp3 This presentation will provide a risk retrospective, using first-hand examples from the Delta Clipper-Experimental Advanced (DC-XA) and the X-33 single-stage-to-orbit flight demonstrators, while looking ahead to the upcoming Ares I-X uncrewed test flight. The DC-XA was successfully flown twice in 26 hours, setting a new turnaround-time record. Later, one of its 3 landing gears did not deploy, it tipped over, and was destroyed. During structural testing, the X-33’s advanced composite tanks were unable to withstand the forces to which it was subjected and the project was later cancelled. These are examples of successful failures, as the data generated are captured in databases used by vehicle designers today. Wed, 25 Feb 2009 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2009/ChrisSinger.mp3 What do established companies like Hyatt, Best Buy, Honda, Dell, Proctor and Gamble, Dell, and Starbucks have in common with online ventures such as Wikipedia, youTube, Facebook, Ebay and Amazon? They are all organizations that have created value for their business by allowing non-traditional participants to voluntarily contribute their time, energy and expertise to the organization’s mission. This paper/presentation will discuss the role of the “user contribution system” as applied to the future of space exploration. A background on recent legislation passed in 2008 on “participatory exploration” requiring NASA to identify opportunities to leverage new technologies and to facilitate participation by the public, the private sector, nongovernmental organizations, and international partners, will be discussed. Wed, 25 Feb 2009 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2009/NickSkytland.mp3 This presentation will help build an Understanding of the Planning, Programming, Budget and Execution (PPBE) process and how it is integrated into the Performance Measurement Baseline(PMB). Wed, 25 Feb 2009 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2009/DonnieSmith.mp3 This presentation will discuss simple but effective methods of identifying and managing risks that has worked for the author in his 44 years of Aerospace experience, over half of his experience is in Project and Program Management. A complex multi-agency, multi-contractor NASA Flight Research project will be highlighted and real world examples of how the author personally used the techniques to successfully meet all cost, schedule and technical objectives of the project will be discussed. Emphases will be on how these techniques can be used to improve project success, in addition examples will be presented on how Risk Management can be used to improve other areas of a Project Managers life. Wed, 25 Feb 2009 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2009/JamesStewart.mp3 Key workshop objectives are government and contractor team alignment and planning for the first major review, normally an initial baseline review or preliminary design review. Emphasis is on the IPTs understanding their tasks and how they objectively measure project or program progress. The workshop highlights the value of early planning for project or program execution. Workshop maturation is sponsored by the National Defense Industry Association Industrial Committee for Program Management (NDIA ICPM), a joint industry and DoD committee. Wed, 25 Feb 2009 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2009/JesseStewart.mp3 Participants will discuss how NASA is measuring and reporting performance against these success goals, coupled with progress of the seven initiatives NASA has developed to bring about the necessary improvements: Program/Project Requirements and Implementation Practices, Agency Strategic Acquisition Approach, Contractor Cost Performance Monitoring, Project Management Training and Development, Improve Life- Cycle Cost/Schedule Management Processes, IEMP Process Improvement, and Procurement Processes and Policies. Wed, 25 Feb 2009 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2009/RitaSvarcas.mp3 This presentation illustrates how perceptions cause serious trouble and describes a methodology for measuring and managing the "translation" challenge. With this approach, critical 'intangibles' can be made 'tangible' and dealt with effectively. Examples include dealing with change management, goal alignment, technology program utilization, employee satisfaction, project management, and productivity improvements. Wed, 25 Feb 2009 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2009/MichaelSwiger.mp3 The GRAIL Project built upon the experiences of others to create a detailed review preparation plan and organization. Personnel were assigned to the key roles of Review Captain and leads for documentation, information systems, and logistics. Aids were produced, including a detailed preparation schedule and a comprehensive gate products production table. Lessons learned the hard way from an earlier Center review were factored into the process. Principal Investigator (PI) and Project Manager (PM) involvement and institutional support were key success factors. This nuts-and-bolts presentation will provide practical advice to help with your next life-cycle review. Wed, 25 Feb 2009 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2009/MichaelSwiger.mp3 There has been a lot of discussion about establishing a “confidence level budget” for all programs and projects. How do we determine if a project can be done in a certain time frame for the dollars that are available? We seem to understand that there is a relationship between cost and schedule but we haven’t established a reliable methodology for the integration of cost and schedule risk assessments. IPAO conducts an Independent Cost Estimate and an Independent Schedule Risk Analysis as part of the Standing Review Board process. This presentation will talk about the synergy between the two assessments. It will address the default timeline for our assessments, the methodologies used, the outcomes, and the roles of the SRB and the project being reviewed in contributing to a successful product that can be brought to the Governing Program Management Council. Wed, 25 Feb 2009 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2009/AnitaThomasRichardGreathouse.mp3 Over the past 20 years or so, interest in the application of risk management on programs and projects has grown tremendously. Risk management practice has evolved in complexity and effectiveness to meet the growing demand. Early NASA program and project risk management practice included formal organizational risk reviews to identify risks impacting technical, cost, or schedule goals, the use of qualitative scorecards to characterize the likelihood and severity of each risk, the use of information systems to track the status of these risks and verify closure, and regular management reviews to ensure progress in the prevention or mitigation of these risks at all levels of the WBS. Experience showed that while this minimal level of effort was essential to managing risk, it was not enough. NASA’s Constellation program is applying new practices designed to bring risk management to higher level of effectiveness. Wed, 25 Feb 2009 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2009/JohnTurner.mp3 Earned Value Management (EVM) has been around for many years, but the implementation of EVM on in-house government projects is a relatively new concept for the NASA community. While engaged in many projects requiring the implementation of EVM within NASA, the Constellation Program has led the innovation toward integrating cost and schedule data while improving project management for the agency. This study will outline the challenges faced by the Constellation team to determine the best approach, the tools selection to improve the efficiency and quality of the data, the standardized reporting techniques developed, and the monthly program review formats that were put in place to monitor the performance of the entire Constellation Program. An in depth look at the processes developed for each of these steps will provide you with the lessons learned in providing an enterprise solution to the complex needs of a NASA Program. Wed, 25 Feb 2009 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2009/DavidWarrenGlennHarrison.mp3 How often do you take to internalize why you may not be getting along with or meeting the expectations of certain customers? This presentation identifies 10 “pretty good rules” that can help you develop better customer relationships and enhance communication with customers, peers, and management. With today’s busy schedules and methods of electronic communication, we sometimes overlook the basics and importance of face-to-face communication and protocols. Going back to some basic principles and applying lessons learned from both negative and positive experiences is sometimes the most effective means in addressing the communication gap. When we communicate effectively, we can accomplish great things. Wed, 25 Feb 2009 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2009/MelbaYork.mp3 Building on the success of the SpaceShipOne program, Virgin Galactic's plans to launch operations include the development of commercial spaceships, creating a mass market for personal spaceflight and putting together a safe and service oriented operation in a purpose-built spaceport. The presentation includes an update on the program, a description of project management approaches used, and a summary of the main challenges, opportunities and lessons learned to date. Wed, 27 Feb 2008 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2008/JohnathanFirth.mp3 There are known knowns, known unknowns, and unknown unknowns, a well-known government official once said. While he wasn't addressing rocket science, he was obliquely addressing a concept that should be in use in every seminar room at NASA: counter-factual thinking. Counter-factual thinking is the idea that sometimes the right solution to a problem is the one that does not present itself in the ordinary data, the conventional wisdom of the group is not always correct. Author Nassim Nicholas Taleb calls this concept by a more colloquial name: the Black Swan. His reasoning runs that if you're only ever seen white swans, as Europeans had prior to discovering Australia, you will be prone to assuming that all swans are white. However, upon seeing your first black swan after stepping ashore Down Under, you are forced to reassess everything you know about swans. Counter-factual reasoning is the idea of making yourself see black swans as a possibility before ever seeing one in reality, counter-factual thinking can potentially help NASA improve not only safety-of-flight, but budget processes, management, and overall decision making. Wed, 27 Feb 2008 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2008/WilliamGerstenmaier.mp3 Successful project management always involves effective communication and negotiation to coordinate the activities of various project groups for the shared goal. I will discuss the inherent difficulties as well as particular benefits associated with international projects, which face some special challenges due to the culture differences and language problems. Wed, 27 Feb 2008 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2008/ToshiMukai.mp3 Projects and organizations frequently do a great job of documenting initial assumptions for their technical approaches, processes, budgets, schedules and risks. However, they do not always continuously review and challenge these assumptions throughout the project lifecycle to identify what has changed and what is now important. To focus on what is most important to project success, we have to be able to be healthy skeptics by examining and often changing the assumptions upon which we make our decisions as leaders and team members. Wed, 27 Feb 2008 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2008/BryanO'Connor.mp3 2008 marks the 50th anniversary of NASA. While the agency and the nation can look back with pride on our many achievements in space exploration, we must remain focused on the challenges and opportunities of the next 50 years. Program and project management will continue to play a vital role in the success of our future missions. Sharing knowledge among our program and project teams contributes to our ability to overcome challenges and exploit opportunities as we prepare for the discoveries that await us. Wed, 27 Feb 2008 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2008/BillParsons.mp3 The tension between system requirements definition, systems engineering capabilities and human systems limitations is a constant theme in engineering history from the Romans to modern day mega-projects. In this interactive session, NASA's Chief Engineer, Mike Ryschkewitsch will illustrate the effect of ignoring that tension with a chilling story where engineering knowledge limits collide with changing requirements and organizational challenges. The discussion will focus on how NASA is working to avoid the fate of the VASA, a magnificent Swedish sailing vessel that never made it out of the harbor. Wed, 27 Feb 2008 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2008/MikeRyschkewitsch.mp3 NASA's challenge is how to build our past successes to get back to the Moon, and then go on to Mars and beyond. The knowledge we've gained from Apollo, the Shuttle, the Station, the Mars rovers, and others will provide the basis for the difficult missions ahead. Wed, 27 Feb 2008 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2008/ChrisScolese.mp3 The first part of the speech will focus on the Lessons from Apollo, highlight the Flight of Apollo 15 (includes slides), the second part will discuss crew interaction and focus on the question - "Can you be friends and still get the job done." The third part will discuss details of the flight equipment. Within that discussion we will delve in the details around computer, navigation, Gyros, etc., compare to Shuttle in EARTH orbit, independence from MCC, EVA equipment- lessons of Apollo15, film retrieval, vacuum warning system, testing environment (vacuum chamber vs. tank), long term flight, crew integration, psychological aspects, and boredom. The second part of the speech will focus on what can we learn from Apollo, simple systems are best, and crew responsibility. Wed, 27 Feb 2008 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2008/AlWorden.mp3 There are two major complementary approaches to increasing the reliability of software. Software fault avoidance employs a disciplined development approach that minimizes the likelihood that defects will be introduced or will remain undetected. Software fault tolerance assumes a limited number of residual defects will remain despite the best efforts to eliminate them. The NASA Engineering and Safety Center (NESC) recently completed an in-depth assessment to document best practices for the Design Development Test and Evaluation (DDTandamp,E) of safe and reliable human-rated spacecraft systems. This presentation will summarize the NASA experience, from Gemini to the International Space Station, to state of the art practices currently employed, focusing on early analysis of software systems and the use of Computer Aided Software Engineering (CASE) tools. Wed, 27 Feb 2008 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2008/MichaelAguilar.mp3 NASA provides a wealth of information to the public and has won many awards for outstanding Web sites based on the quality and richness of the information we provide. However, our success is inconsistent. Why are some Web sites successful and not others? The answer, time and again, comes back to good project management. This presentation will help project managers understand how to apply their skills in a different subject area: how to set a vision for a Web site, define the scope and measures of success, learn about what's involved in building a site and sustaining it over time, and hear about best practices in Web technology. Wed, 27 Feb 2008 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2008/EmmaAntunes.mp3 An agency-wide team, led by the NASA Engineering and Safety Center (NESC), participated in a study chartered to assess driving requirements and consider alternative designs for the Crew Exploration Vehicle (CEV). One of the tasks involved a study of the Avionics configuration for the CEV with the express purpose of identifying safety, reliability, and mass drivers, and identifying how the avionics configuration effects vehicle mass. An integrated electrical systems team was assembled that included representatives from mission design, mission operations, software, vehicle health monitoring groups, as well as safety and reliability analysts. This presentation will describe how the team started with the simplest design with inherent safety, striving to "make it work" first, then added diverse and maybe lower performance systems to "make it safe", adding additional strings necessary to "make it reliable", and then assuring the system was "affordable". Alternate designs, operations concepts, or requirements were investigated when the system did not meet constraints or high level driving requirements. This "build up" approach provided definitive rationale based on safety and mission success risk for every box, every watt, and every pound of mass contributed by the avionics. In the end, decision makers utilized the results of the study to select an optimum configuration based on risk along with knowledge of the necessary power and mass resources. This iterative approach is described in the NESC report titled "Design, Development, Test, and Evaluation (DDTandamp,E) Considerations for Safe and Reliable Human Rated Spacecraft Systems". Wed, 27 Feb 2008 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2008/MichaelBay.mp3 In 2006 a new type of launch opportunity became available for the Exploration Systems Mission Directorate (ESMD). When the Lunar Reconnaissance Orbiter (LRO) was re-manifested from a Delta II to an EELV class vehicle, approximately 1450 kg of flight lift performance became available. ESMD recognized a quick opportunity to take advantage of this windfall to advertise, evaluate, and select an auxiliary mission for Lunar exploration. Since the launch date for LRO was set and the LRO spacecraft was already in development and launch vehicle selection underway, the launch integration timeline became very constrained the new mission. To compound the matter, the mission selected, the Lunar Crater Observation and Sensing Satellite (LCROSS) chose to include the spent second stage rocket body as 2/3 of their spacecraft mass and take that element into uncharted territory. This is a view of the launch integration process from the rocket side of the interface. Wed, 27 Feb 2008 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2008/NormanBeck.mp3 Project Teams go through predictable stages of development as identified by B.W. Tuckman (Developmental Stages in Small Groups, Psychological Journal, Vol. 63, 1965). Known as the "Tuckman Stages of Team Development," these stages may be defined in terms of four factors: the focus of individual team members, the primary behavioral issues that team members address, the degree of task accomplishment, and team morale that exist in each stage. Wed, 27 Feb 2008 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2008/WalterBowman.mp3 When organizations fail to meet their strategic goals, it is often the result of poor implementation rather than flawed strategies. Teams often fail at creating a disciplined process for a driving strategy from the executive suite to all levels of the organization, making it difficult - if not impossible - to declare success for key organizational initiatives. This session will teach managers the seven essential skills needed to successfully put strategic goals into action. The presentation will explain the concepts, tools and diagnostics needed to quickly and painlessly master these seven essential skills for translating vision into practice: creation, portfolio management, project roles, methodology, culture, reporting and organization. Attendees will learn how to diagnose their organization's strategic execution problems, energize and engage their project teams, monitor and report on initiatives and ROI, develop new processes and materials, fuel organizational change and growth, avoid the traps that derail projects, and top the competition with their projects. Wed, 27 Feb 2008 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2008/AlanBrache.mp3 All projects go through a period in which the team is formed and roles and responsibilities are defined. Sometimes teams are formed within one organization and the team structure is clear - including roles and responsibilities. Other projects - for a variety of reasons -- consist of a team formed across several organizations. When that is the case, differences in culture, vision, and values can affect team performance and morale. The STEREO project was made up of team members from NASA GSFC, HQ, APL, and universities across the country and the world. During STEREO's formulation and early implementation stage, these typical kinds of differences were apparent particularly between APL and GSFC. At first the cultural differences seemed easily surmountable but a survey revealed that the issues may be more deeply rooted, and were indicative of how culture could get in the way of success. Project management from both APL and GSFC recognized this issue and made a commitment to work together to address the challenge. This presentation addresses the actions and leadership aspects that were implemented in order to meld the cultures together and form a cohesive seamless team that was successful in implementing the STEREO mission. The STEREO experience will help identify ways and tools that your project may find useful for building productive relationships among organizational team members. Wed, 27 Feb 2008 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2008/NickChrissotimos.mp3 Have you ever been asked to use an IT system that just doesn't make any sense to you? Identifying the "system around the system" considerations that must be included as part of the project management plan is, an integral part of a successful project implementation. Project managers can easily fall into the trap of developing IT systems that are sound technically, but are not necessarily easy to use or operationally ready. This presentation will explore how project managers can develop systems that are both technically sound and include the appropriate change management around the business process to be operationally viable. Considerations for viewing the world through the eyes of the customer will be discussed with tips for how to meet your deadline with a system people will use. Wed, 27 Feb 2008 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2008/TerryConroy.mp3 How do you formulate and implement significant IT and communication initiatives to ensure sufficient management insight, an awareness of project interdependencies, repeatable processes that facilitate consistent performance and increased customer involvement? This presentation will explore the challenges in establishing an effective PMO within the IT and Communications Directorate at the Goddard Space Flight Center and the keys to success. The sense of urgency to improve IT project management was raised when key senior stakeholders communicated their concerns to the Directorate management team. In response, a PMO was established, reporting directly to the Center CIO, serving as the guiding team to drive the change, and define a framework of document deliverables, reviews and processes that were to be followed for IT projects. Challenges encountered were introducing a culture change, operating with limited resources, and utilizing inexperienced staff as project managers. A critical key to success was the endorsement of Center management in establishing a PMO and reviewing IT project status monthly, as is done with flight projects. Over the past year, project managers of six major IT initiatives were mandated to follow the framework. PMO managers actively coached project managers through the application of the framework, creating an atmosphere of trust and commitment to one another, while emphasizing outcome oriented behavior. A customer board participated in project reviews to determine the readiness of each project to proceed to the next phase. As a result, the organization has, demonstrated consistency and commitment to following the processes: provided project managers with a learning environment and increased customer involvement throughout the project lifecycle. Wed, 27 Feb 2008 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2008/RusselDare.mp3 During the 13A Shuttle to ISS docked phase on June 11, 2007, one of the Russian Service Module Central Computers went off-line. This computer loss was quickly followed by all six computers going off-line impacting the nominal ISS attitude control and power. Repeated attempts to bring the computers back to an operational state over the next three days produced erratic results. All non-essential ISS systems were powered down and luckily the Shuttle was present to provide ISS attitude control. By the end of the third day, the command cables between the computer controllers (BOK3) and computers were disconnected and a jumper added to set the computers into an ON state. This classic common cause failure is the subject of much discussion in designing computer architectures. The resulting investigation discovered the cause and several contributing factors. This classic common cause failure is the subject of much discussion in computer architectures. This presentation will explore the design, analysis and operational decisions that directly contributed to this near catastrophic event. The cause and contributing factors include the high level system architecture, design choices as well as environmental operational decisions. The discussion will be framed around the considerations cited in NESC's DDTE report. Wed, 27 Feb 2008 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2008/MitchellDavis.mp3 This presentation draws on other fields to illustrate how by adding just one step to project management it makes an amazing difference. It includes case studies showing how using this step has improved the outcome of projects in many fields. The secret is that each person has to see the relevance to them before they can allow themselves to be part of a team. It takes an approach that traverses culture and language, is simple, and immediately impacts activity and achievement. Wed, 27 Feb 2008 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2008/DianeDromgold.mp3 In the realm of technology transfer out and technology infusion in, the very nature of transfer/transition involves a partnering of effort. The challenge and the opportunity reside in the fact that partnerships are only sustained as long as the individual interests of the partners are being met, partnerships in name only will quickly wither and disappear. Unlike procurements that are legally binding and where funding is a primary incentive on the part of the contractor (though other factors such as prestige, demonstrated accomplishments etc. also play important roles), partnerships must be much more attuned to the internal needs and objectives of all parties, all team members involved. This dynamic of team building and recognition of/support for both individual and mutual objectives, convergence of needs, interests and capabilities, etc. is widely applicable: among NASA centers, between NASA centers and other federal agencies, between federal agencies and other levels of government including economic development organizations, and between government and other organizations whether academic or private sector. This presentation will focus on the key elements to attain and sustain partnerships through team building and shared goals, and will draw upon examples of successful partnerships that demonstrate effective team building. Wed, 27 Feb 2008 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2008/JohnEmond.mp3 As NASA has restructured and retooled itself to implement the VSE, using geographically dispersed teams has become the primary way to bring the talents of the entire agency to execute the mission. This geographic parity requires management both from the leading organization as well as unique adaptations from the supporting organizations. The paper will discuss the challenges and solutions to problems unique to NASA's geographically dispersed teams using examples and anecdotes. Wed, 27 Feb 2008 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2008/FrankGati.mp3 Do you feel daunted by all the NPR 7120.5D requirements that must be satisfied in order to have a successful PDR and pass Key Decision Point (KDP) C? How do these requirements affect your ability to establish your project and produce your preliminary design within cost and schedule constraints? This presentation will break all this down into manageable and understandable tasks and processes being used by Juno, while tying these to standard Phase B activities. In addition, we will explore Juno's key risk mitigation processes and actions being used during Phase B that complement these necessary activities in order to ensure a successful PDR and Confirmation Review. Wed, 27 Feb 2008 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2008/RichardGrammier.mp3 There is a dragon in each team project that threatens to destroy our dreams and lay to waste our daring deeds. This dragon lurks in the shadows, waits, and watches. Then, when we are most vulnerable to its attack, it unexpectedly rears its ugly head, causing total chaos and team disruption. But even worse is when it captures and eats us-it's prey-without ever being seen. Careers can lay in ruin, team communication can be totally dismantled, and the project can end up derailed. But sometimes the dragon's attack is silent within us, and our other team members have no idea we're bleeding inside. The dragon has a name. We call it "Anger." Studies show that 45% of workers regularly loose their temper at work. 65% of office workers have experienced office rage. And 53% have been victims of bullying at work. But anger is actually a secondary emotion. It is a byproduct of another emotion, one we need to thrive in today's world. This workshop will explore the anger cycle, anger triggers, 5 unhealthy ways we deal with anger, and ways to turn this enemy into a teacher, and a friend. Wed, 27 Feb 2008 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2008/JamesHale.mp3 Leveraging the capabilities and knowledge of a diverse Constellation Program team from throughout NASA and industry involves an extraordinary commitment to teamwork. Transitioning the nationwide team from a focus over the past year on requirements definition to a focus on executing a design is a major undertaking. Planning, prioritizing, communicating and managing to a steady 'battle rhythm' in the day-to-day execution are paramount to maintaining focus in light of all the variables. Come learn how the program is managing this transition. Wed, 27 Feb 2008 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2008/ChristianHardcastle.mp3 NASA has been hit with criticism in the past by the NIAT, GAO, CAIB, and the DIAZ reports on the fundamental weaknesses in the collection and sharing of lessons learned for future missions. Several recommendations from these reports require that everyone understands their responsibilities and are given the authority to perform their jobs, with accountability for their individual and program's successes and failures, including lessons learned. Wed, 27 Feb 2008 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2008/GenaHenderson.mp3 This presentation draws on other fields to illustrate how by adding just one step to project management it makes an amazing difference. It includes case studies showing how using this step has improved the outcome of projects in many fields. The secret is that each person has to see the relevance to them before they can allow themselves to be part of a team. It takes an approach that traverses culture and language, is simple, and immediately impacts activity and achievement. Wed, 27 Feb 2008 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2008/EdHoffmanandJonBoyle.mp3 How do we learn to do our jobs? The NASA Academy of Program/Project andamp, Engineering Leadership (APPEL) asked roughly 70 experienced NASA practitioners to consider that question at its spring 2007 Masters Forum, and the results were illuminating. As we progress through our careers, it's clear that formal education decreases in importance and experience forms the core of what we know. Which elements of our experience teach us the most? This presentation will examine the answers that NASA practitioners offered at the Masters Forum, and give participants an opportunity to engage in an interactive discussion about the key learning elements of their own on-the-job experience. Wed, 27 Feb 2008 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2008/EdHoffmanMattKohut.mp3 Space flight is a risky business. This truism has been bandied about since the earliest days of the space program. When asked by the young daughter of a coworker, one of the Mercury astronauts likened launching into space to "riding a Roman candle" - it was both exciting and dangerous. Even in these more technologically advanced days, the solid rocket boosters and external tanks of the space shuttle provide a no less exciting, or dangerous, ride into space. However much the phrase "risk mitigation" is bandied about within the U.S. space program, there is still the history of the Apollo 1 fire during a ground test at Cape Canaveral, FL, the loss of the shuttle Challenger during liftoff, and the loss of the shuttle Columbia when returning to Earth to remind us that while we give deference to risk management, we have not learned to manage risk as well as we ought. Moreover, there are many more less dramatic, but equally critical, incidents that have occurred in association with the space program that also highlight our inability to accurately gauge and manage risk. Why do we seem caught in a senseless spiral in which we focus most on risk only after a tragedy? Why do we repeat serious mishaps and not learn from our mistakes? This presentation reviews some possible explanations for our risk-taking behavior and provides examples of interest to the NASA centers, while also discussing inter center and intra-center opportunities for sharing information to mitigate risk. Wed, 27 Feb 2008 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2008/MichaelHulet.mp3 Implementing projects of national and international importance offer challenges not encountered by most project managers. Achieving Constellation program goals will require designing, developing and building a spacecraft system that provides access to the International Space Station, transportation to the moon, and building a living environment on another heavenly body. To execute this complex integrated program with a team that is distributed across the globe, involving multiple cultures and subcultures, all the while operating in the public eye, requires a mastery of program and project management skills seldom matched in history. Program and project management excellence is not just a requirement, it is a mandate. We must develop a comprehensive system and processes that will provide continuity through-out the program and promote mission success and mission excellence. While a multi-year training program would be desired, it is not feasible. Some common ground should be established early to assure a solid foundation from which to work. In this discussion the presenter offers 5 fundamental elements of project management that are critical to the success of the Constellation program. Internalizing these 5 principles will assist in our quest to begin human exploration of places beyond low earth orbit and establish mankind as a permanent resident of other worlds. Wed, 27 Feb 2008 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2008/RandyHumphries.mp3 This presentation looks at project complexity and what is required to deal with it. Traditional project management guidance describes an orderly and linear process to identify the problem, decompose it into logical pieces, and then develop and integrate the solution to each piece as the overall solution. The more complex the problem the more that proponents of project management emphasize the importance of this process. But is it the best way? Research shows that although the model project managers say they use is something like this linear process, their real process is much more chaotic and difficult to describe. They often cannot describe it at all. As projects become more complex, the description of how they are making key decisions becomes even vaguer. So what is it that managers of complex NASA projects do that makes them so successful? The language project managers use to describe what they do may provide an opportunity to examine what is really going on. Dr. Mulenburg presents the findings of a number of studies and his own anecdotal evidence that, as project complexity increases, an increased level of intellectual processing is required to deal with it. It may be possible that this intellectual processing capacity can be identified in project managers through the language they to describe how they analyze and solve complex problems on their projects. How to do this will be examined through examples and discussion with the audience. Wed, 27 Feb 2008 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2008/GeraldMulenburg.mp3 The effectiveness and reliability of a complex space system is a function of (1) the technical performance of system hardware/software, (2) the effectiveness of the human elements of the system, including personnel performance, operational procedures, and training, (3) the operational environment, and (4) the interaction of all three. These last three facets of system design are addressed by human factors engineering (HFE). HFE is sometimes thought of as a "usability" check of the final design. Relegating consideration of user needs to final design checking and "band-aid" fixes, however, makes design changes difficult and costly to incorporate. Moreover, experience has shown that when HFE activities are performed independently from other engineering activities, their impact and effectiveness is greatly decreased. Wed, 27 Feb 2008 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2008/CynthiaNull.mp3 Lots of people talk about Mission Success but what does it really mean and how do you manage to ensure that you achieve it? This presentation will explore the approach that Lockheed Martin has taken in its space business to define, organize, staff, and manage for Mission Success, taking a philosophy and turning it into an attitude that affects everything we do. Wed, 27 Feb 2008 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2008/KenReightler.mp3 Experience indicates that in many projects that fail there are early warning signs that the project will run into trouble. However many times these signs are ignored, even when project team members try to warn the organization. Cultural issues and risk perception gaps, especially in international team settings, play an important role in the process, acting as communication barriers, creating project blind spots. Organizations end up not recognizing the early signs of failure, until it is too late. This presentation will explore the challenges of uncovering project risk perception gaps, Predictable Project Surprises, and the use of Project Catastrophe Mapping, a visual brainstorming tool designed to help identifying and discussing project risk perception gaps and blind spots. The term "catastrophe" as used in Project Catastrophe Mapping has a similar meaning as in Catastrophe Theory, meaning a discontinuous transition that occurs when a project status suddenly jumps, or is perceived to jump, from one status to another. Abrupt project status changes, surprises or "discontinuities," are referred to as "catastrophes." The project suddenly collapses leaving us wondering what went wrong. Unaddressed risk perception gaps are detrimental to project teamwork and commitment. This presentation will discuss cases, techniques, research and ideas that will help avoid predictable project surprises and transform early warning signs of project trouble into input for effective risk response strategies. Wed, 27 Feb 2008 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2008/PedroRibiero.mp3 Have you ever wondered why it is so hard to get the facilities you need when you need them? Why it takes so long to get facilities ready to meet your project's requirements met? This presentation will briefly explain the processes, associated laws, and best practices associated with the facilities program. NASA facilities best practices include front end planning, designing for maintainability, commissioning, building green (sustainable concepts), using constructability concepts, and partnering. This presentation will include facilities budget, funding rules and coordinating requirements between NPR 7120.X and NPD/NPR 8820. Wed, 27 Feb 2008 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2008/StephenRider.mp3 Mr. Sabelhaus has been a project manager for several NASA projects since the early 1990's. He will share his thoughts and experiences on surviving and being successful in the high pressure environment of NASA project management. He believes that skill and hard work are important to successful project management, but that luck and recognizing and taking advantage of opportunities are of equal importance. He also believes that taking care of yourself is critical to surviving the pressure that is inherent in the job. Wed, 27 Feb 2008 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2008/PhilSabelhaus.mp3 In everyday life mood and emotions are often debated. A single person is well aware of their influence on his/her behavior but when we are in a working setting mood and emotions are often considered as secondary. However, studies indicate that mood and emotions have strong influence on work and team performance. Based on these results mood and emotions are additional variables that should be recognized and managed in order to obtain the desired project outcomes. Positive moods and positive emotions are often considered as related to higher performance and in general this is true, but there is more to say: counterintuitive effects are present too. In addition, if a project manager wants to improve project performance by leveraging mood and emotions, first he/she has to be able to recognize the variables that influence mood and emotions and then he/she has to work on them. During the presentation, sources that affect mood and emotions and practical actions will be discussed. Wed, 27 Feb 2008 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2008/MarcoSampietro.mp3 With the launch of the Constellation program, NASA finds itself with the opportunity to design the next generation of crewed vehicles that will take humans to the Moon and beyond in the next two decades. While there are precedents for many aspects of the design, development, test, and evaluation (DDTandamp,E) task at hand - the Apollo program, Space Transportation System, International Space Station (ISS) and others - the optimum methodology for specifying requirements for mission success and crew safety are now under consideration. But what factors should be considered in developing the design and in capturing the requirements? How does the design team balance differing needs to make the system work, make it safe, and make it affordable? Wed, 27 Feb 2008 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2008/DawnSchaible.mp3 In today's environment of increasing cost to place small secondary payloads into orbital, methods to standardize these payloads need to be created to help in the control of cost. One method in the standardization is the Poly Pico satellite Orbital Deplorer (PPOD) developed by California Polytechnic State University (Cal Poly). PPOD was developed in support to the Stanford University CubeSat program to fly 10cm3 University experiments. PPOD provides a standard volume by which payloads can build their spacecraft and could fit on any PPOD mission. This interchangeability of SC means that if one SC is not ready to fly as a secondary, then it can be replaced by another SC with the same characteristics. This will eliminate the need to fly mass simulators and have wasted space on a mission. Wed, 27 Feb 2008 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2008/GarrettSkrobot.mp3 Programs, projects and organizations are often confronted with difficult situations whose implications can range from workplace distractions, to safety concerns, to possible impacts on mission success. This session explores examples of the types of difficult situations leaders and team members might face, and what steps they can take to resolve them. Open communications and proactive responses to changing circumstances are some of the key aspects of dealing with difficult situations that will be discussed in this informative talk by the Chief of Staff at the Johnson Space Center. Wed, 27 Feb 2008 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2008/BobbyWatkins.mp3 The Cassini - Huygens Mission to Saturn and Titan was designed to complete 75 different orbits of Saturn in 4 years. Each orbit uses multiple maneuvers to target encounters with Saturn's moons. The spacecraft and instrument commands are packaged into 41 carefully choreographed pre-built sequences that allow little room for error. Cassini uses a formal tracking tool to track risk likelihoods and consequences for the mission, but risk management is also an every day decision-making process. Over the years, Cassini has developed processes and procedures to ensure quick response to minor anomalies with Deep Space Network tracking stations and for spacecraft hardware and software anomalies. Those processes and procedures are incorporated in flight software, ground software and daily checklists. This presentation will review both the formal and informal processes for dealing with the every day risks. Wed, 27 Feb 2008 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2008/JulieWebster.mp3 NASA develops increasingly complex systems built by many organizations. NASA NPR 7123.1, NASA Systems Engineering Processes and Requirements, defines 17 technical processes to be used in engineering system products. The first four of these processes address System Design processes and are based on topdown system definition and design. These processes involve the definition of requirements at each level of the product hierarchy. These processes are not linear, but iterative and recursive - the definition of requirements at one level is dependent on the requirements that were defined at the previous level. As details emerge at one level, the previous level's requirements may need to be changed. As we move from one level to another, allocation and traceability are two key concepts that help us avoid common problems such as: requirements at the wrong level, higher-level requirements not implemented at lower levels, lower-level requirements that cannot be justified by higher-level requirements, and inadequate impact assessment of changes to requirements. These problems can add significantly to your product's development time and cost. This presentation provides participants with the understanding of what the allocation and tracing processes are and why doing allocation and traceability is important. Key terminology commonly used when describing these processes is also discussed. The presentation provides a clear explanation on "how to do" allocation and traceability. Finally, the presentation addresses how to use these concepts to manage the development of your requirements and how to use these concepts to manage change once your requirements have been baselined. Wed, 27 Feb 2008 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2008/LouisWheatcraft.mp3 When you are busy executing one budget and planning another, struggling to keep up with changes in funds distribution and accounting rules, it can be difficult to know how to answer even seemingly simple questions about your costs and schedule. This presentation will provide an overview of the most recent Congressional and OMB reporting requirements, insights into Congressional and OMB perspectives, basic information about how NASA is incorporating these requirements into its business practices, and suggestions for programs and projects in keeping up with it all. The session walks through the difference between baseline, update, and threshold reports and explains new requirements for reporting on contract performance, development work contracted for during formulation, and cost confidence levels. It explains the steps taken to streamline data collection from NASA projects and to align external reporting with NASA's 7120 program and project management policies. Finally, programs and projects are provided with information about how to treat reserves, risks, full cost accounting, and other nuances of program and project management in complying with external reporting requirements. Wed, 27 Feb 2008 00:56:00 EST http://pmchallenge.gsfc.nasa.gov/podcasts/2008/MaryBethZimmerman.mp3 Learn about the experience and perspective of a senior NASA resources manager as he describes his experience in managing budgets for multi-year Randamp,D developments in a system that deals in year-to-year appropriations. Wed, 7 Feb 2007 00:56:00 EST It has been 47 years since Yuri Garagin’s and Allen Shepperd’s historic flights. During the last 50 years we have learned how to build rockets, shuttles, and spacecraft, and now it is time to bring the next dimension of design, the design for cost effective operations, and affordability of ownership. Wed, 7 Feb 2007 00:56:00 EST It has been 47 years since Yuri Garagin’s and Allen Shepperd’s historic flights. During the last 50 years we have learned how to build rockets, shuttles, and spacecraft, and now it is time to bring the next dimension of design, the design for cost effective operations, and affordability of ownership. Wed, 7 Feb 2007 00:56:00 EST As one reflects on the last two decades of managing NASA launch vehicle projects, a pattern of success emerges against a backdrop of missteps and redirections, as the Agency has transformed through three NASA administrators and three presidential administrations. Wed, 7 Feb 2007 00:56:00 EST Project costs often exceed their estimates because those estimates do not take into consideration the actual duration of project activities. Cost risk will also be underestimated if it does not take into consideration schedule risk. This paper presents a method of incorporating the uncertainty in activities’ durations into the assessment of cost risk. Wed, 7 Feb 2007 00:56:00 EST The FY08 President’s Budget for NASA will be made public on February 5th, 2007. It will be the result of long debate, both within the Agency, as well as with the Administration, and finally represent the budget priorities for the Agency. Wed, 7 Feb 2007 00:56:00 EST The Office of Management and Budget, in OMB Circular A-123 "Management's Responsibility for Internal Control", has mandated that all federal agencies will implement a process for improving the accountability and effectiveness of federal programs by establishing, assessing, correcting and reporting on internal controls. Wed, 7 Feb 2007 00:56:00 EST The recently released Systems Engineering Procedural Requirements (NPG 7123.1) has been successfully applied to small, fast-paced projects as part of the Engineering and Science Contract at JSC to build flight hardware for Space Shuttle and Space Station use. Wed, 7 Feb 2007 00:56:00 EST NASA has come a long way in our journey to reduce the risks of operating the Space Shuttle system. The External Tank bipod Thermal Protection System has been redesigned to eliminate the proximate cause of the Columbia accident. Wed, 7 Feb 2007 00:56:00 EST All missions have processes and supporting systems in place to document and work the problems (anomalies) that occur during the development and operations phases. But this has a tendency, like many other functions, to be done within the confines of the project. Wed, 7 Feb 2007 00:56:00 EST Three intertwined categories of environmentally-driven risks exist for new programs and projects. These risk categories are materials and parts obsolescence, supply chain health, and hazardous and regulated material use. All NASA systems designed for a long operational life will face materials and parts obsolescence due to a number of drivers (e.g., vendor economics, natural disaster, technology advances, safety hazards, and environmental regulations). Wed, 7 Feb 2007 00:56:00 EST The Boeing Commercial Airplane Company (BCA) 737 program has made great strides in improving quality while reducing life cycle costs, even as they ramp up production to satisfy customer demands. Ten years ago, they were locked in a difficult situation where traditional design and productions processes could not accommodate the increased demand for production and customer needs. Wed, 7 Feb 2007 00:56:00 EST Project managers and executives do not like to talk about "problem" or "troubled" projects, however, the reality is that they do exist and most of us have had, or do have, a "problem" project. We may have created it, or maybe inherited it. But, there it is, staring at us in the face. Wed, 7 Feb 2007 00:56:00 EST