Table Of Content0
756 9 Management of Space Projects
Table 9.1.3: Acceptance data package (ADP). Table 9.1.3: Continued
•
COVER SHEET AND TABLE OF CONTENTS LIMITED LIFE PRESSURE VESSEL ITEMS LIST
•
CHANGE RECORD AND DISTRIBUTION LIST PRESSURE OPERATING TIME/CYCLES RECORD
STATEMENT OF COMPLIANCE PYROTECHNIC, RADIOACTIVE AND LASER ITEMS DATA LIST
DELIVERED ITEMS DATA: TRR/QR/AR/DR MINUTES
•
LIST OF DELIVERED ITEMS INTERFACE DESCRIPTION
2
•
PACKAGING/HANDLING TRANSPORT AND STORAGE DATA DESIGN DESCRIPTION
SHEET
•
SHIPPING DOCUMENTS
9.1.3.2 Project Leadership
CERTIFICATES
3 C.I.D.L./AS BUILT CONFIGURATION LIST Though not the focus of this chapter, leadership is
NOTES AND COMMENTS essential and often the cause of problems and failures
HISTORICAL RECORD if not executed correctly.
OPERATING TIME/CYCLES RECORD In particular, large projects represent small,
a utonomously organized units whose team members
CONNECTOR MATE-DEMATE RECORD
have a clearly defined goal and tasks and a recognized
4 AGE/LIMITED LIFE ITEMS:
identity distinguishing them from “the rest” for a
•
LIMITED LIFE ITEMS LIST
period of time.
•
LIMITED LIFE RECORD A project manager’s claim to leadership for exe-
•
AGE SENSITIVE ITEMS RECORD cuting a project under his or her sole responsibility
MISSING ITEMS LIST is legitimized by an announcement and assignment
5
TEMPORARILY INSTALLED ITEMS RECORD of obligations and authority by the management of
the organization and is based on the mission and
LOOSE DELIVERED ITEMS LIST
project goals.
NON CONFORMANCE LIST AND COPIES OF ALL MAJOR NCRs
Clearly, the following personal characteristics
RFW LIST AND COPIES OF ALL RFWs
and behavior of a project manager contribute to a
6 RFD LIST AND COPIES OF ALL RFDs project’s success:
ECP/CCN LIST AND COPIES OF ALL ECPs/CCNs • Identification with the mission objectives and
NON STANDARD CALIBRATION ITEMS LIST project goals.
SAFETY DATA PACKAGE • Authority
• Resoluteness
TEST PLAN
• Capability of teamwork
7 PROCEDURES
• Capability of motivating
TEST REPORTS • Capability of moderating
INSPECTION REPORTS • Loyalty
OPEN WORK/OPEN TEST/DEFERRED WORK • Fairness and transparency
MASS AND POWER BUDGET RECORDS: • Communication behavior
8
MASS BUDGET RECORD SHEET • Abstraction and analytical capabilities
ELECTRICAL CONSUMPTION BUDGET RECORD SHEET • Verbal and rhetorical skills
• Capability of self-criticism and learning
OPERATION AND MAINTENANCE MANUAL
• Resilience.
TOP ASSEMBLY DRAWINGS, INTERFACE DRAWINGS
9 PHOTOS Which of these capabilities will positively affect the
PACKING, UNPACKING, HANDLING, STORAGE AND project depend on the kind of project, its criticality,
TRANSPORTATION PROCEDURES
size and complexity, as well as on the team members
PRESSURE VESSEL DATA: and institutions involved.
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9.1 Management of Space Projects 757
Loss of trust by the project partners caused by • Efficient workloads which avoid continuous over-
insufficient capabilities is often attributed to “bad burdening. 1
management” and is difficult to regain.
Interfaces to Internal Management: Regular and
formalized project reviews are recommended, infor-
9.1.3.3 Project Control ming about:
• Resource loads
An essential task of project management is monitoring • Capacity 2
project performance.
• Risks
The objective is to determine the actual project
• Problems
param eters and factors in correlation with plan-
• Quality
ned v alues, as well as to analyze deviations and
• Cost
consequences by defining preventive and corrective
• Schedule. 3
measures.
The most important elements of this assessment
Status reports supplied on a weekly or monthly basis
are:
depending on the size of the project or the risks in-
• Cost elements
volved are common.
• Technical approach
Interface to the Customer: If not already contrac-
• Requested quality 4
tually agreed, the contractor’s project management
• Time and implementation schedule.
should report on a regular basis to the customer’s
representatives. The following information should be
The results of assessments are summarized in an
provided as a minimum:
internal status report delivered to the internal ma- • Project progress, including the most important
nagement or, if requested and contractually agreed, 5
events of the reporting period
to the customer. • Planned activities for the next reporting period
• Agreed deviations or discrepancies from functio-
9.1.3.4 Communication and Reporting nal requirements and specifications
• Identified problem areas and risks
Communication between project team members is • Status of quality 6
an essential instrument of effective and successful • Actual schedule, including work accomplished
project management (see Figure 9.1.1). The content
to date
and amount of the needed communication effort is • Status of cash flow and planning
related to the tasks and interests of the project partners • Technical budgets, control and schedules.
involved (see Table 9.1.1).
7
By no means should this management task be Furthermore, verbal communications with the
underestimated, because bad communication gene- customer’s representatives on a regular basis are re-
rates mistrust and dissatisfaction and always results commended, as is the provision of ad-hoc information
in bad project relationships. in case of critical events.
The portfolio of successful project management Additionally, it is recommended that all data and
8
includes the following tasks. information is stored on a jointly accessible project ser-
Interfaces to the Project Team: ver to allow the customer to carry out ad-hoc reviews
• Regular team meetings and evaluation of documentation. As an example, con-
• Up-to-date and complete exchange of information sider the master schedule. This schedule is discussed
• Positive and negative feedback only at the highest level due to its extraordinary size
• Formulation of problems in the case of large programs. However, a detailed and 9
• Clear task requirements complete schedule covering all working levels must be
• Clear and unambiguous work package descrip- updated at appropriate intervals and always available
tions to facilitate transparent communication.
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758 9 Management of Space Projects
9.1.4 Tools of Project Management responsibility with a direct reporting path to the
management is essential.
9.1.4.1 Organizational Structures With this delegated responsibility the project
manager can establish and control a specific project’s
Companies and organizations with an increasing
organization adapted to the program goals. An
number of employees may be structured according
example of this for a satellite project is shown in
to their specific areas of competence and functions.
Figure 9.1.20.
2 Figure 9.1.18 shows a typical example of a line
orga nization.
Due to the interdisciplinary character of projects it
9.1.4.2 Model Philosophy
may be difficult to establish and guide project teams.
Cooperation and control may be difficult, particularly The model philosophy is developed from the mission
3 in cases of conflict since the decision path and process and program requirements. For programs following
are complex and time consuming. the ESA approach the model philosophy is developed
Such structures may lead to inefficient burea- in Phase A and finalized in Phase B.
ucracy and are not useful for large-scale projects. The variances are based on value for money,
For programs requiring flexible and systematic quality and risk considerations, and define the kind
structures, a matrix organization is recommended of models to be developed, including the depth of
4
(Figure 9.1.19). verification and test spectrum. See also Figure 9.1.16
In this organizational form the management and Section 8.3.2.
establ ishes a project team under the control of the Although the model philosophy is developed by
leading project manager. The delegation of overall technical engineers, the project manager supports the
decision process for selecting an optimized solution.
5 Only when the types and number of models and
processes are agreed can they be considered in the
CEO
implementation planning.
Procurement programs with minimum deve-
Department A Department B
lopment risks produce only flight models for cost
6 Section A-A Section A-B Section B-A Section B-B reasons and because they can rely on the long ex-
perience of manufacturers. Qualification models or
Expert A PM Expert D prototypes are usually not considered. However, it is
Expert B Expert E
not unusual that even in flight models components or
items are used which are not available as commercial
Expert C
off-the-shelf(COTS) products and which have to be
7
Figure 9.1.18: Line organization. specially developed for the program.
8
9
Figure 9.1.19: Matrix
organization.
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9.1 Management of Space Projects 759
PM 1
PA Controlling
Systems
Satellite Operation AIT
technique 2
Demands Software Integration
BUS Payload
Interfaces Funct. test
CM Structure Subcontractor Mission
3
Thermal Provider Environmental
test
OBDH
Power
AOCS 4
LAUNCH
Figure 9.1.20: Satellite
GSE project organization (ex-
ample).
5
9.1.4.3 Risk Management • Recovery Indicator (time in months): Estimate of
time within which the risk effect can be corrected,
Risk management must identify and eliminate risks as
for calculating repair costs.
early as possible with appropriate preventive measures • Risk Owner: Designation by the PM of the person
to avoid or limit possible damage which may materi-
responsible for managing the risk.
alize during the program. Thus the focus must be on • Technical Mitigation: Description of preventive 6
risks which may affect the success of the mission or
technical measures for avoiding risk.
project. Additionally, risk management supports the • Contractual Mitigation: Description of contrac-
achievement of realistic schedule, cost, and resource
tual measures to control risks.
planning for the program. • Contingency: Description of measures which have
Risk must be identified and included in a risk
to be initiated if the risk occurs. 7
matrix with keyword information on the following
All the defined resulting measures must be monitored
items:
• Risk Item Description: Description of the risk with on a regular basis by project management and their
status reported to and discussed with the internal
respect to cost, time and quality requirements.
• Cause of Risk: Summary of all possible causes management.
8
for the risk.
• Description of Consequence: Summary of conse- 9.1.4.4 Cost and Schedule Planning
quences and impact on project success and costs. The main contractor must work out an overall sche-
• Probability of Risk (1–100%): Estimation of dule for program monitoring and control in which
probability of risk occurrence. all relevant measures, work and process steps and
• Effect of Risk (1–10): Evaluation of the risk effect m ilestones are included. In this sense the schedule may 9
based on predefined criteria. be seen as the transfer of work package descriptions
• Criticality of Risk: Calculated by multiplying the into processes; these also include all the tasks assigned
risk probability by the effect of the risk. to subcontractors.
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760 9 Management of Space Projects
System Level Subsystem Level Component level
Kick-off Kick-off
Planning Planning
Design Development
Review Review
2 Release of procurement Production
Procurement – components Purchase order
Planning
Income inspection
Design
Integration
Review
Qualification
Factory acceptance
3 Procurement – components
Delivery
Income inspection
Production
Integration Qualification
Verification Factory acceptance
Acceptance Delivery
Figure 9.1.21: System- Delivery
Commissioning
atics of the schedule.
4
For effective project control each process must • Analysis of the critical path
provide the following information: • Presentation of project reports (cost summary,
• Task description of the individual process steps resource capacity and consumption, status)
• Work package number • Presentation of Gantt diagrams
5 • Responsible partner (name and organization) • Presentation of Pert diagrams
• Identification of milestones (review, MIP, KIP) • Change management.
• Cost elements (fixed costs, variable costs, travel
The use of commonly available software tools for
costs)
project planning and control is recommended.
• Time duration with date of project start and fixed
Because of the importance of project planning,
6 limitations
the schedule for the project should be available to all
• Work effort
project partners on a common server.
• Resource planning
Due to the increasing complexity of large-scale
• Documents to be provided on completion of the
space programs, thousands of individual process
work package (if applicable).
steps may be necessary to achieve the mission goal. In
7
this case it is essential to subdivide the overall project
The following aspects are therefore essential:
• All subsequent process steps must follow a closed into smaller projects and to link them accordingly
(see Figure 9.1.21).
loop concept and a standard structure with the
To better manage the schedule and assure its func-
following contents:
tionality, the following aspects should be the basis for
– Receiving tasks (e.g., KIP, inspection)
8 its implementation:
– Performing tasks
• Clarity of single (sub)processes
– Approval, checking task results
• Similar level of detail for each process
– Delivery/handover to the next subprocess.
• Linking of all relevant processes according to the • Product/process-oriented structure of the sche-
dule
workflow.
• Integration of internal milestones as KIP
9
Only if the above requirements are fulfilled can the • Integration of subcontractor and supplier mi-
planning tasks be efficiently performed. These are: lestones
• Establishment and maintenance of a master plan • Color coding of essential process steps
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9.1 Management of Space Projects 761
• Linking of individual work steps within larger systems of the organization (e.g., according to ISO
blocks; minimization of links across blocks. 9001 and ISO EN 9100). 1
Maintenance of the schedule should be carried out
9.1.4.7 Logistic Aspects
and coordinated by project management to assure
in-time control and monitoring of the progress of In order to support economical services or opera-
work. tions with minimum life cycle costs, the basics of 2
The synchronization and updating intervals integrated logistic support (ILS) and logistic sup-
should be shortened as the project progresses, from port analysis (LSA) should be applied early in the
two months at the beginning of the project down to operational phases, in particular to support efficient
a weekly update sequence for critical activities. The interoperability with other missions (multimission
level of detail should increase accordingly. compatibility).
3
The number of items to be controlled is based on
9.1.4.5 Quality Management Aspects
the product tree and must be included in the cost plan.
Quality management plays both a preventive and a The most important cost items include:
corrective role in achieving high project and product • Space segment (development and procurement):
quality; the goal is reliable and efficient project per- – Satellite platform
4
formance to reach the mission aims. – Payload compound
International standards for space applications – Test and analyses
(ECSS), industrial applications (ISO) and in-house – Orbit transfer
rules are applicable. The application of in-house stan- • Ground segment:
dards is meant to ensure that the optimized, qualified – Infrastructure (leasing rates)
5
and certified processes of the companies involved in – T echnical equipment (leasing rates and
the project are used to achieve the program goals. purchasing)
Quality assurance standards may be tailored to – Operation (including leasing rates)
technical and programmatic requirements, cost and – Ground support equipment
time demands and should take the experience of
• Program management, for example:
former projects (heritage) into account. 6
– Project and quality management
It is the task of the management to establish an effi-
– Procurement and purchasing
cient quality assurance or product assurance process
which is independent of the engineering process and • Disposal of all products
reports directly to the project management. • Personnel cost and training/qualification
• Maintenance and spare parts 7
9.1.4.6 Configuration Management
• Changes and modifications to hardware and
The goal of configuration management is to docu-
software.
ment the status of delivered services, functions and
physical requirements, providing full transparency. In particular, requirements concerning mean time
Software, hardware, drawings and documents are to for repair (MTFR) must be analyzed and evaluated 8
be documented and archived, in each case with the appropriately.
revision status, so that an overview of the “as-built” Business models for selected components and
status is available at any time. services of the space segment as well as the ground
Configuration management documents the pro- segment (including personnel, training and qualifica-
duct tree and identifies all hardware and software in tion) require a standardized ILS concept for mission
9
the configuration item data list (CIDL). operation. This should provide information on:
Configuration management may be seen as a sup- • Logistic requirements for construction, reliability,
porting process, controlled by the quality m anagement material stability
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762 9 Management of Space Projects
• Maintenance and management of materials and • Agreements with the personnel involved to ensure
tools (overall concept, stages as required, equip- that data classified as confidential is not transferred
ment pools) to unauthorized persons.
• Software maintenance and change
• Storage, conservation, packing and labeling, in The effort in carrying out the measures briefly de-
scribed above depends on the requirements and size
particularly for long lead items
• Cataloging and indexing of the project. On request they may be analyzed and
2
• Training and training tools. defined in a security concept which is integrated into
the program by project management.
9.1.4.8 IT Security Aspects
9.1.4.9 Safety Aspects
The function of IT security is to handle, store and
3 National and international laws and regulations
communicate information in such a way that its
r equire specific consideration of safety-relevant as-
security (confidentiality), integrity, availability and
pects during realization of a project.
authenticity are assured.
Safety is primarily related to human safety, that
Security of data means that information about and
is to prevent injury or death, but it is also related to
data resulting from operations and services are only
4 provided to authorized persons or organizations. damage to satellites and lower level subsystems and
components.
Integrity means the protection of data against
Safety aspects must be analyzed systematically and
manipulation and disturbance.
considered throughout the entire AIT process as well
To assure data security, various measures must be
as during the life cycle of a satellite.
taken which can be categorized into four groups and
The mission safety program consists of the fol-
5 are described in the following.
lowing activities as a minimum:
Technical Measures: • Definition of safety-relevant requirements in the
• Safe locking of the satellite transport container for context of a product assurance and safety (PA&S)
transport to the launch pad plan
• Encryption of data transfer and transmission • Performance of a tailored safety analysis.
6 • Safe storage on secured data storage media
These measures take into account the complete pro-
• Installation and operation of firewalls for pro-
duct tree, in particular work on the spacecraft and
tection against hacking, data manipulation and
use of ground support equipment (GSE) as well as
deletion
transport and lifting tools.
• Use of crypto units
Work at the launch pad is controlled by the rele-
7 • Authentication by passwords.
vant site safety procedures.
The safety analysis is performed at the beginning
Organizational Measures:
• Definition of responsibilities and authorization of of the program with the aim of identifying safety-
critical items and considering appropriate measures
ground segment operations personnel
• Complete documentation control of corrective, early in the design so that the relevant processes are
8
covered.
installation and maintenance work on hardware
Typical safety-relevant aspects are:
and software.
• Collision
Infrastructural Measures: • Contamination
• Establishment of secure areas including access • Electric shock
9 control adapted to specific operational phases. • Explosion
• Fire
Personnel Measures: • Injury and illness
• Security checks of personnel • Temperature and pressure extremes
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9.1 Management of Space Projects 763
• Falls Table 9.1.4: Structure of a management plan.
• Lacerations. 1
1 Introduction
On the basis of the safety analysis and the identified 1.1 General
critical areas, specific safety procedures are developed
1.2 Objectives
and monitored by the safety engineer.
1.3 Applicability
1.4 Scope 2
9.1.5 Project Management 1.5 Compliance
Documentation 2 Documents
2.1 Applicable documents
9.1.5.1 Management Plan
2.2 Reference documents
The management plan is an element of the design 3
2.3 Normative documents
and planning work (see Figure 9.1.22), and has to be
3 Definitions
established in Phase A of a space program according
4 Mission description
to ESA requirements.
The phase of determining concepts and specifi- 4.1 General
cations leads to the establishment of a management 4.2 Mission goals 4
plan which defines and describes the structural and 4.3 Overview
methodical approaches and the resulting processes
4.4 Technical system description
required to successfully meet the mission goals with
4.4.1 Satellite system
respect to technical realization, time plan and cost
4.4.2 Platform
framework.
5
The management plan is structured in such a way 4.4.3 Payload
that, as the program proceeds, modifications can be 4.4.5 Functional tree
easily made or incorporated into the project handbook 4.4.6 Product tree
(see Section 9.1.5.2), up until kick-off of the imple-
5 Risk management
mentation phase (Phases C and D). At this milestone
5.1 Introduction 6
the management plan must be finalized and subject
5.2 Identified risks
to document control.
Table 9.1.4 shows the structure of a management 6 Project organization and management
plan. 6.1 Project organization and tasks
6.2 Project management
7
6.3 Work breakdown planning
System Functional Mission
Specification Description 6.4 MIP/KIP planning
Document
6.5 Project planning and reviews
System Concept 6.6 System acceptance
Report
6.6.1 General 8
Requirement
Justification File 6.6.2 Acceptance criteria
6.6.3 Non-compliance of requirements and goals
6.6.4 Final acceptance
Management Plan 6.7 Project management tools
System Technical Risk Management
9
Specification Cost Management & 7 Quality management
Schedule
7.1 Configuration management
7.2 Documentation management
Figure 9.1.22: Phase A planning documentation.
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764 9 Management of Space Projects
Table 9.1.4: Continued planning at the end of Phase B (approved at the PRR)
according to the standard ESA project management
7.3 Reporting
approach.
7.3.1 Status report
7.3.2 Final report
9.1.5.2 Project Handbook
8 Schedule planning
2 8.1 General A project handbook should be drawn up and issued
8.2 Planning approach by the program’s contractor, particularly if detailed
8.3 Structure of master schedule management planning as described in Section 9.1.5.1
is not available or if standardized procurement pro-
9 Cost planning
grams are not realized according to ESA guidelines.
9.1 General
The aims and objectives of a project handbook
3
9.2 Definition and acronyms
are to provide a complete description of the respon-
9.3 Calculation and cost planning sibilities, roles and tasks of all the partners involved
9.4 Cost control and reporting as well as a definition of the communication, control
and acceptance processes. Table 9.1.6 shows a typical
structure for a project handbook.
4
An essential part of the planning activities is the It should be mentioned that elaboration of a
characterization and summary of the deliverable management plan or a project handbook is onerous
documentation. Table 9.1.5 shows as an example an because it is a time-consuming task; its value, howe-
(incomplete) list of deliverable documents with typi- ver, becomes evident with time. A well-structured
cal delivery milestones. The final and binding list must and thoroughly defined planning process supports
5 be defined within the framework of m anagement the overall understanding of all the project partners
Table 9.1.5: List of deliverable documents according to ESA.
Deliverable documentation MDR PRR SRR PDR CDR
6 System functional specification D F
System technical specification D F
Justification file D F
System concept report F
Mission description document D F
7
Management plan D F U U
Technical specification D F
PA plan D F U
Design definition file D F
8 Design justification file D F
Interface requirements document D F
Configuration management plan D F
Document management procedure D F
Analyses D F
9
Specifications F
AIT plan D F
Documentation status: D = Draft, F = Final, U = Update.
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