1. Viewing Projects & Missions
as Solution Delivery Efforts
Presented to:
PM Challenges 2012
Presented by:
Adalberto Sierra
Flight Projects Chief, Launch Services Program, KSC
Tim Kotnour, PhD.
Engineering Leadership & Innovation Institute
University of Central Florida
1

2. We’ll Share a Conversation about
Delivering Missions.
• LSP exists to deliver launch service solutions to our spacecraft customer
• We are continuing an evolutionary journey to enhance our services to our
customers
• To help us to continue to improve, we viewed our work from a “solution
delivery” perspective
• We are continuing to improve
• We have lessons learned on how to use the “lunch and learn” process
2

3. LSP Vision
To be the recognized leader in launch services
LSP Mission
Leadership and expertise in providing on-orbit, on-time,
on-cost launch services
LSP Goals:
Goal 1: Maximize Mission Success
Goal 2: Assure Long-Term Launch Services
Goal 3: Promote Evolution of a US Commercial Space Launch Market
Goal 4: Continually Enhance LSP’s Core Capabilities
3

4. LSP acts as the broker…
With a goal of
ensuring mission success
4

5. Launch Services Overview
Verify and validate Insight and Approval of
Acquire Launch Services mission engineering and analysis production, integration,
testing and processing
Provide technical, operational,
contractual, budget and Manage launch vehicle to
business knowledge and spacecraft integration
expertise to future missions
Establish strategic partnerships and make
Certify launch systems investments to satisfy Agency launch service
for NASA use needs 2
5

6. Launch Services Program (LSP)
• LSP manages commercially-developed and procured launch services for
NASA
– LSP provides acquisition management, technical management, mission
integration and launch management
– Science Mission Directorate is LSP’s primary customer, although other
Government agencies also use NASA launch services
– LSP uses a mixed fleet of vehicles (small, medium & intermediate) with
varying levels of performance to support a variety of mission
requirements
– Launches are conducted from multiple ranges: CCAFS, VAFB, RTS
(Kwajalein), WFF (Wallops), and Kodiak
• Launch service providers sell the same basic launch service to commercial
and other government customers
– The launch service providers, rather than NASA, retain title to hardware
and control of vehicle standards, specifications, etc.
6

7. Launch Services Management Approach
• Acquire launch services under fixed price contracts with consistent level of technical
oversight over full spectrum of launch capability for mission success
– Heritage and evolved systems
– Primary payloads on all classes of vehicle
• NASA Governance Model provides independent technical assessment
– Two independent assessments provided to the Program:
» Safety and Mission Assurance (S&MA) Technical Authority
» Engineering Technical Authority
• Establish partnerships with NRO, USAF, and other agencies (MDA, DARPA) on mission
assurance and lessons learned from launch failures
– Share information and data across government organizations responsible for
mission assurance
– Each organization evaluates data based on its own risk posture
– LSP considers the rationale for other organization’s decisions; although does not
have to always concur
7

8. LSP Mixed Fleet Approach
Vehicles On NLS II Contract
Pegasus Taurus XL Atlas V Delta II Falcon 1 Falcon 9 Athena IC Athena IIC
Potential/Emerging Vehicles
7
Minotaur
Taurus II Delta IV
IV/V
8

9. Roles and Responsibilities of the
LSP Flight Projects Office
• The Flight Projects Office is responsible for managing the launch service
provided for the spacecraft missions
• It accomplishes its role through the Mission Manager which is the project
manager/team leader for Launch Services Program mission integration
teams
• This team is responsible for technical, schedule, and resources, from early
spacecraft design/development through launch and mission success
determination
• The office is the primary program point of contact for the spacecraft
customers and launch service contractors for all mission activities and
requirements
• The office is also responsible for ensuring consistent implementation of
effective processes across missions, for management of special projects,
and for producing LSP publications that benefit the LSP and the spacecraft
community
9

10. Roles and Responsibilities of the MM
• The Mission Manager (MM) is the project manager and primary
interface for the Launch Services Program to the NASA Spacecraft
Programs/Projects and to the launch service contractors for assigned
missions (typical is 2-5 missions at various phases in lifecycle).
• The MM is ultimately responsible for managing all aspects (technical,
resources, and schedule) of the integration of assigned missions from
advanced planning through integration, launch, and mission success
determination.
• The MM executes the duties of mission management through
leadership and management of a multi-disciplined mission team.
Day-to-day decision authority on the mission is with the MM.
10

11. We’ll Share a Conversation about
Delivering Missions.
• LSP exists to deliver launch service solutions to our spacecraft customer
• We are continuing an evolutionary journey to enhance our services to our
customers
• To help us to continue to improve, we viewed our work from a “solution
delivery” perspective
• We are continuing to improve
• We have lessons learned on how to use the “lunch and learn” process
11

12. We are Continuing an Evolutionary
Journey to Enhance Our Services to Our
Customers.
How we lead the program
Strategic
Strategic Strategic Strategic
Problem
Planning Management Leadership
Solving
How we relate to the customer
Customer Customer
Customer
Satisfaction Relationship
Input
Measurement Management
How we deliver the mission
Technical Project Solution
Process Management Delivery
12

13. We are Continuing an Evolutionary
Journey to Enhance Our Services to Our
Customers.
John F. Kennedy Space Center
LAUNCH SERVICES PROGRAM
BOSS
Business Operating Success Strategies
(LSP-UG-330.01 rev. Basic)
Project Management Challenge
What is BOSS?
John F. Kennedy Space Center
LAUNCH SERVICES PROGRAM
February 26, 2007
4
13

14. We’ll Share a Conversation about
Delivering Missions.
• LSP exists to deliver launch service solutions to our spacecraft customer
• We are continuing an evolutionary journey to enhance our services to our
customers
• To help us to continue to improve, we viewed our work from a “solution
delivery” perspective
• We are continuing to improve
• We have lessons learned on how to use the “lunch and learn” process
14

15. To Help Us to Continue to Improve,
We Saw the Need to View Our Work
from a Solution Delivery Perspective.
• Program Drivers
– Align to the program’s emerging and expanding strategic direction
– Understand and align to customer expectations and feedback
– Improve program performance
• FPO Drivers
– Enhance MM awareness and performance
– Build a common understanding across MMs
– Enhance overall consistency in delivering the program
• Understand “best practices”
– Internal to the program
– External from other organizations
15

16. To Help Us to Continue to Improve,
We Saw the Need to View Our Work from a
Solution Delivery Perspective.
Traditional View Solution Delivery View Different Light
• Delivering the launch service is • LSP delivers solutions • New perspectives
a project
• Solution = Close a gap • Adjustments to daily
• Focus on meeting the service at activities
cost, schedule, and technical is • Spacecraft customer’s gap =
a project Launch service that meets cost, • Adjustments to core
schedule, and technical needs processes
• The Mission Manager manages
the project management • Solution delivery requires
process integrated approach of many
disciplines
• The Mission Manager manages
the solution delivery process
• Delivering 6 daily outcomes will
deliver the 4 project outcomes
16

17. LSP Operates in a Complex Environment.
• Different providers—manage a fleet of services
• Different customers/missions
• Different products and services
• More than just launches
– Full life-cycle support
– Mission assurance
– Technical integration
– S/C processing facility/support
– Business/contract management
• Many missions in different stages of execution
• Go beyond a single mission
17

18. LSP Supports Many Missions.
ADVANCED PLANNING MISSION PHASES
Supporting ADVISORY (A)
Spacecraft
Pre- Phase A Phase A Phase B
Programs/AO’s
POTENTIAL
ADVISORY (PA)
Earth Venture (EV)
Explorers INTERNATIONAL (I)
Pre- • MIDEX
Mission
Mission • SMEX
Planning
Planning Discovery
New Frontiers
S/C Activity
New Millennium
LPRP
DECADAL ESSP
Launch – 10-4yrs
L – 4-3 yrs ICRS/COTS (A) LSP Activity
HyspIRI
Launch Services
PATH O.C.T.
ASCENDS
MCR SRR Assign Mission PDR/
GRACE-II MDR
MT Plan NAR
GEO-CAPE
Discovery 12  ARC
SCLP ICESAT 2
ACE
Jupiter Europa Jason-3 (I) o GRC
Orbiter (JEO) Solar Orbiter
GACM SMAP
Jason CS1 Solar Probe Plus  GSFC
SWOT GEMS
Cryo-PropStorg OSIRIS-Rex (NF3)
LIST GOES R / S • JPL
3D-Winds Transf (CPST) JPSS
TSIS EXOMARS / TGO ○ JSC
ILN (I)
GPM LIO Explorers 2011 º LaRC
» MSFC
MARS (NASA/ESA Partnership)
Support to Agency Planning / Initiatives
•MARS ROVERS (1 NASA, 1 ESA) - 2018
•MARS SAMPLE RETURN – 2020 • Commercial Crew Development
• Orion Test Flight-1
• Docking Node
Updated Dec 2011 18

19. NASA LSP MISSIONS ON CONTRACT
* Tracks ATP’d/awarded missions in the LSP Mission Life cycle Phase III through Phase VII
FORMULATION IMPLEMENTATION FPO Update: Dec. 2011
S/C
PROJECT Pre- Phase Phase Phase Phase Phase
LIFE CYCLE Phase A A B C D E
LSP
MISSION
LIFE CYCLE
INTEGRATED
Launch – 10-4yrs L – 4-3 yrs L – 3 or L-2 yrs L – 27 mo to L-3 mo L – 3 mo-10 days L – 10 days-Launch Launch + 3 mo
ACTIVITIES
MCR SR Assi MD PD Missi FP ATP CD SIR MIWGs HAR GO LSR LVRR OR SMS FR LR LAUNC PLAR Mission
R gn R R/ on B (LSP R /GOW s R R R R R R H Success
LEGEND MIT NA Plan ) Gs
Launch R 2011
Services GRAIL [Cx17, Sept.]*
Program (LSP)
Spacecraft (S/C) JUNO [CX41, Aug.]*
AQUARIUS [SLC2, June]
NPP [SLC2, Oct*]
2012 MSL [Cx41, Nov.*]
* : Range Date NuSTAR, [KWAJ, NET
**:Advisory Mar.]*
Service
RBSP [Cx41, Sept.]
E: Extended
Integration IRIS [ VAFB, Dec.]
Cycle
TDRS-K [ Cx41, U/R
NET: No Earlier
Than Dec.]
U/R: Under
Review 2013
LDCM [ SLC3, Jan.) ]
ARC JPL OCO-II [ 576E, NET Feb.
DOD JSC ]
GSFC MSFC
LaRC LADEE [WFF, Mar.] **
GPM Core [TK, July.] **
MAVEN [Cx41, Nov.]
December 2011 19

20. We Took a Solution Delivery Perspective to
View our Work: We Went Below the
Waterline to Understand Deeper.
Why
Cost, Schedule,
What outcomes define mission success Technical, &
for a project? Customer
Satisfaction
6 Solution
Delivery
What requirements do we need to meet
to deliver on these outcomes? Requirements
What disciplines/functions are needed to
16 Disciplines
deliver the requirements?
What activities do we execute on a daily
85 Daily Functions
basis for the functions?
How
20

21. We Took a Solution Delivery Perspective to
View our Work: Six Solution Delivery
Requirements.
1) Gain Needed
6) Mature the
Commitment &
Business
Resources
Cost, Schedule,
Technical, & Customer
Satisfaction
6 Solution
Delivery
Requirements 5) Execute as 2) Gain
Promised & Customer
16 Disciplines
Meet Acceptance and
Accountabilities Use
85 Daily Functions
4) Apply the 3) Produce the
Right Right Products
Knowledge & Services
(Kotnour 2008, Strategic Solutions Delivery™)
21

22. We Took a Solution Delivery Perspective to
View our Work: Sixteen Disciplines.
Cost, Schedule,
Technical, & Customer
Satisfaction
6 Solution
Delivery
Requirements
16 Disciplines
85 Daily Functions
(Kotnour 2008, Strategic Solutions Delivery™)
22

23. We Took a Solution Delivery Perspective to
View our Work: A WBS View.
Solution Delivery
Successful Project = Delivered Solution = Closed a Gap
Outcomes
First Order
Technical Customer
Cost Schedule
Performance Satisfaction
Requirements
Delivery
Execute as
Gain Needed Gain Customer Produce the Right
Apply the Right Promised and Mature the
Resources and Acceptance and Products &
Knowledge Meet Business
Commitment Use Services
Accountabilities
1. Strategic 3. Customer 6. Systems 9. Human capital 11. Project 14. Knowledge
management relationship engineering management management management
Disciplines
2. Portfolio management 7. Technical 10. Partner 12. Project 15. New business
Core
management 4. Stakeholder excellence management leadership development
management 8. Technology 13. Critical 16. Performance
5. Change management thinking improvement
management
(Copyright, Kotnour 2005) 23

24. We’ll Share a Conversation about
Delivering Missions.
• LSP exists to deliver launch service solutions to our spacecraft customer
• We are continuing an evolutionary journey to enhance our services to our
customers
• To help us to continue to improve, we viewed our work from a “solution
delivery” perspective
• We are continuing to improve
• We have lessons learned on how to use the “lunch and learn” process
24

25. We Followed a Systematic “Lunch and
Learn” Process.
Introductory Self-Assessment Six Reflection
Wrap-Up Session
Session Survey Sessions
25

26. We Reflected Upon Our Performance.
2) Customer Feedback 4) Group Discussion
Reflection
• How do we now perform
the role?
• What are we doing well?
• What are not doing well?
1) Definition of • What are the roles &
the focus responsibilities?
• What can we do to
improve?
3) Self-
Assessment
26

27. 1) Gain Needed Commitment & Resources
Discipline LSP’s Current Implementation
Strategic Management • Launch Service Task Order (LSTO)
• Aligning the project to the organization’s strategy and developing an • Flight Planning Board
overall strategy for the project.
Portfolio Management
• Understanding and aligning the project to other projects within the
organization’s portfolio of projects
Improvement Ideas
• Bring lessons learned from other missions earlier into the process
• Hold a meeting with the SC project earlier in the mission before the formal reviews
• Attend spacecraft system requirements meetings
27

28. 2) Gain Customer Acceptance and Use
Discipline LSP’s Current Implementation
Customer Relationship Management • Customer Forums
• Developing an ongoing productive relationship with the customer • Mission Integration Teams
• Flight Planning Board
Stakeholder Management • Mission Integration Working Groups
• Understanding and influencing external and internal environments (MIWGs)
and creating positive relationships with stakeholders
Change Management
• Transitioning individuals, teams, and organizations from a current
state to a desired future state
Improvement Ideas
• Conduct lessons learned with the spacecraft project team
• Provide an “informal” routine conversation to share emerging issues with projects and customers
• Re-instate the MM monthly meeting to share LL/issues/concerns among the FPO team (e.g., 7/15 meeting
started this new approach)
• Formalize customer meeting for each gate
• Implement approach to visit with customer to have a conversation on how well doing
• Understand how we need to adapt the process and approach for the given mission
28

29. 3) Produce the Right Products & Services
Discipline LSP’s Current Implementation
Systems Engineering • Mission Integration Teams (MITs)
Converting customer needs into requirements that a solution can be • Task Assignments (TAs)—contract mods
built from—Managing requirements (e.g., define, allocate, trace, and • Engineering Review Boards (ERBs)
verify) • Pre-board meetings
Technical Excellence
Producing the solution—design, engineering, programming, etc.
Technology Management
• Ensuring the appropriate technology is used—technology scanning,
forecasting, and selection
Improvement Ideas
• Understand how NASA’s new direction will impact LSP provided services
• See if need a “master technology strategic” plan vs. just mission-by-mission
• Connect to studies process
• Look for ways to increase LV capability
• Reinvigorate line item for LV capability
29

30. 4) Apply the Right Knowledge
Discipline LSP’s Current Implementation
Human Capital Management • Establishing MITs
• Identifying the skill needs for the project and organize the resources • Making mid-course corrections when
on the team need to
• Support contract and NASA seamless—
Partner Management ”badge free” zone
• Managing external partners on the team—Identifying the partners • Partnership meetings
and managing their involvement on the team • NLS II
Improvement Ideas
• Work with launch services providers on challenges they face and on ensuring they deliver—they are
becoming less responsive
• Ensure team members have the skills aligned with the mission needs
• Provide training opportunities to keep MM leadership skills current with new ideas/techniques
• Gather feedback on team work while in the mission
• Conduct “start-stop-continue as a team” discussion at a gate
• Conduct “what doing well, not so well as a team” discussion at a gate
• Conduct “team alignment” discussion at a gate
30

31. 5) Execute as Promised & Meet
Accountabilities
Discipline LSP’s Current Implementation
Project Management • BOSS
• Planning, organizing, directing, and controlling of resources to meet • Integrated schedules
project objectives • Monthly mission review
• PTI (MM’s only)
Project Leadership • Adapt approach to the customer and
• Building the project team into a cohesive unit that understands and mission
meets its accountabilities
Critical Thinking
• Practicing good problem solving and decision making
Improvement Ideas
• Work with launch services providers on challenges they face and on ensuring they deliver
• Ensure team members have the skills aligned with the mission needs
• Ensure the MM is in the loop during the launch campaign
• Share knowledge across mission (e.g., run the PTI like used to)
• Manage the middle phases better
• Use BOSS beyond just the gate review
31

32. 6) Grow the Business
Discipline LSP’s Current Implementation
Knowledge Management • New capabilities
• Improving learning within and across projects. • PPODS
• XPC
• Advisory role
• DOD asking how LSP does business
New Business Development • Using the BOSS for standardization
• Understanding the current project can lead to future projects for the • Adapting the BOSS as see areas that need
current or new customer to be improved
• Share lessons learned via M3
Performance Improvement • Adapting the BOSS real-time
• Improving the process, tools, and skills within the project and
improving the organization’s overall processes, tools, and skills used
on all projects
Improvement Ideas
• Adapt the BOSS to other types of missions beyond end-to-end (e.g., advisory, PPODS, XPC)
• Understand how the Air Force uses different tools that we don’t (e.g., government certified pricing)
• Balance resources for growing the business and delivering the business
• Improve the way do lessons learned to make them part of the process, inherent part of the process--
Overcome the view that lessons learned are a database
32

33. LSP Is a Solution Provider.
Requirement Discipline LSP’s Implementation
Gain Needed • Strategic Management • Launch Service Task Order (LSTO)
Commitment and • Portfolio Management • Flight Planning Board
Resources
Gain Customer • CRM • Customer Forums
Acceptance and Use • Stakeholder • Mission Integration Teams
• Change • Flight Planning Board
• Mission Integration Working Groups (MIWGs)
Produce the Right • Systems Engineering • Mission Integration Teams (MITs)
Products and Services • Technical Excellence • Task Assignments (TAs)—contract mods
• Technology • Engineering Review Boards (ERBs)
Management • Pre-board meetings
Apply the Right • Human Capital • Establishing MITs
Knowledge Management • Making mid-course corrections when need to
• Partner Management • Support contract and NASA seamless—”badge free” zone
• Partnership meetings
• NLS II
Execute as Promised and • Project Management • BOSS
Meet Accountabilities • Project Leadership • Integrated schedules
• Critical Thinking • Monthly mission review
• PTI (MM’s only)
• Adapt approach to the customer and mission
Mature the Business • Knowledge • New capabilities
Management • PPODS
• New Business • XPC
Development • Advisory role
• Performance • DOD asking how LSP does business
Improvement • Using the BOSS for standardization
• Adapting the BOSS as see areas that need to be improved
• Share lessons learned via M3
• Adapting the BOSS real-time
33

34. We Confirmed Our Core Job as Solution
Providers.
1) The entire space industry is under pressure
2) FPO continues to be aligned with the program’s strategic direction
3) The MM is accountable for delivering a solution over the life-cycle of the
mission
4) The MM’s core solution/mission delivery process has three elements
5) The MM plays a different role for each task
6) The MM balances being an administrator and a leader
7) The MM needs to adjust the mission delivery process to
a) To specific mission needs and the program’s big picture
b) The specific mission’s variables
c) The launch service provider and the customer
8) The MM engages the customer over the mission’s life-cycle
9) The MM builds a relationship with the customer over the mission’s life-cycle
34

35. LSP Tailors Its Products and Services to
the Needs of the Customer.
Mission Solution Delivery
Governance Mission Delivery Daily
(BOSS) Leadership
• 7120 • Deliverables • Communication
• 8610 • Reviews • Relationship building
• 8623 • Services • Meetings
• Team structure &
interactions
(NASA & LSP) (FPO) (Mission Mgr)
Increasing flexibility to adjust and tailor
35

36. LSP Tailors Its Products and Services to the
Needs of the Customer.
NASA Strategic
Context
(Congress &
Agency
Guidance)
HQ
?
Relationships
Tailoring Daily
Mission
MIT Team Mission Type
Management
Approach
Launch Vehicle
MM (Provider)
Experience (contract
mechanisms)
S/C Project
Mgr & Team
36

37. The MM Plays a Different Role for Each
Task.
37

38. We’ll Share a Conversation about
Delivering Missions.
• LSP exists to deliver launch service solutions to our spacecraft customer
• We are continuing an evolutionary journey to enhance our services to our
customers
• To help us to continue to improve, we viewed our work from a “solution
delivery” perspective
• We are continuing to improve
• We have lessons learned on how to use the “lunch and learn” process
38

39. We Have Lessons Learned on
How to Use the “Lunch and Learn” Process.
• Tie the effort to the Program’s overall strategy and improvement efforts
• Use a model to guide the self-assessment survey and conversations. The overall model was
used to
– Develop our BOSS
– Develop our customer-satisfaction survey
– Develop the self-assessment survey and the lunch and learn sessions
• Use other data (e.g., customer survey data) to provide mission specific feedback and
examples
• Provide time in between sessions to process data and try new things
• Balance the conversation with the push for new actions
– This is as much about viewing the job differently as (maybe more than) identifying new
action items
– Our action items ranged from program-level actions to individual mission manager
changes to common philosophy agreement
39

40. We’ll Share a Conversation about
Delivering Missions.
• LSP exists to deliver launch service solutions to our spacecraft customer
• We are continuing an evolutionary journey to enhance our services to our
customers
• To help us to continue to improve, we viewed our work from a “solution
delivery” perspective
• We are continuing to improve
• We have lessons learned on how to use the “lunch and learn” process
40

41. Questions, Thoughts, Concerns, Ideas…
41

42. • NEW HORIZON
◊ MAVEN
◊ MSL
• MARS ORBITER-1
◊ ExoMars/T
• MARS LANDER-1
GO • MER-A & B
• MRO
◊ GRAIL • ODYSSEY
• LRO/LCROSS • PHOENIX
MOON
• AIM ◊ JUNO
• AQUA
• AQUARIUS
• AURA
• CALIPSO/CLOUDSAT
• MESSENGER • DART • KEPLER
• DS1-SEDSAT
• EO1/SAC-C/MUNIN
• FUSE
• HESSI • GALEX • OCO
• SORCE • GENESIS • OSTM/Jason-2
◊ NuSTAR • WISE • GLAST • QUIKSCAT
• SDO • GLORY • SCISAT
• GOES – L, M • SORCE
• GP-B • ST-5
• HETE-2 • SIRTF ◊ JASON-3
• IBEX • SWAS ◊ LDCM
• ICESAT/CHIPSAT • SWIFT ◊ MMS
• IMAGE • TDRS – H, I, & J ◊ NPP
• JASON/TIMED • TERRA ◊ OCO-2
• KODIAK STAR • TERRIERS ◊ RBSP
• LANDSAT-7 • THEMIS ◊ TDRS-K, L
• CONTOUR • MAP • WIRE
• DAWN • NOAA – L, M, N, N’
• DEEP IMPACT
• STARDUST
42