1、National Aeronautics and MSFC-HDBK-3684Space Administration BASELINE EFFECTIVE DATE: February 26, 2013George C. Marshall Space Flight CenterMarshall Space Flight Center, Alabama 35812CS40PROJECT PLANNING AND CONTROLHANDBOOKApproved for Public Release; Distribution UnlimitedCHECK THE MASTER LIST VERI
2、FY THAT THIS IS THE CORRECT VERSION BEFORE USE at https:/repository.msfc.nasa.gov/docs/multiprogram/MSFC-SPEC-3684Provided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-MSFC Technical StandardCS40Title: Project Planning and Control HandbookDocument No.: MSF
3、C-HDBK-3684 Revision: BaselineEffective Date: February 26, 2013 Page 2 of 233DOCUMENT HISTORY LOGStatus (Baseline/Revision/Cancelled)Document RevisionEffective DateDescriptionBaseline 2/26/2013 Baseline Release. Document is authorized through MPDMS.CHECK THE MASTER LIST VERIFY THAT THIS IS THE CORRE
4、CT VERSION BEFORE USE at https:/repository.msfc.nasa.gov/docs/multiprogram/MSFC-SPEC-3684 Provided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-MSFC Technical StandardCS40Title: Project Planning and Control HandbookDocument No.: MSFC-HDBK-3684 Revision: Ba
5、selineEffective Date: February 26, 2013 Page 3 of 233TABLE OF CONTENTS1. INTRODUCTION 101.1 BACKGROUND AND PURPOSE 101.2 SCOPE. 111.3 REFERENCE DOCUMENTS . 132. RELATIONSHIP OF PP and in the case of projected over-runs, determine the amount of technical content that should be removed from the projec
6、t, or the amount of reserves that should be utilized, to meet budget, schedule, and minimum success criteria. Mission support analysis and strategic planning is critical to ensure that MSFC is providing the optimum workforce, facilities, and infrastructure required for current and future Center proj
7、ects, and to identify and mitigate cross-cutting risks to mission success.Managing the development and operations of the Centers missions with limited resources is one of the most significant challenges facing MSFC today. The result of effective project management and mission support execution is th
8、e delivery and successful completion of the program / project /activity within the specified limits of cost, schedule, technical, and risk management. The manager for the given area is responsible for the outcome, and is closely supported by a deputy manager, and possibly a technical manager (or chi
9、ef engineer, lead systems engineer, etc.), a Chief Safety Officer, and a project business manager (or Project Control manager, PP proposed and agreed to project scope changes; proposed or agreed to risks and associated actions; etc. MSFC-HDBK 3173, Project Management and Systems Engineering Handbook
10、, was developed to provide guidance and best practices for the project management and systems engineering disciplines. This companion handbook provides PP however, the emphasis of this handbook is to describe the processes necessary for project and mission support business management. The MSFC Assoc
11、iate Director for Management is the executive sponsor for the PP financial accountability; Earned Value Management (EVM); workforce assessment; programmatic analysis and reporting; and the technical, quality, risk, and configuration change aspects affecting PP however, all have a life-cycle that beg
12、ins by maturing a concept into a specific scope and set of requirements that define a project deliverable. These requirements drive a design phase that leads to product fabrication, integration, and testing. Many project products culminate into space flight and operation. NASA Headquarters is organi
13、zed into major mission and support directorates that manage portfolios of programs and supporting projects. MSFC work ranges from very large projects to much smaller activities, which are referred to and managed as projects by Center personnel and follow the same project life-cycle.The project life-
14、cycle management process receives oversight from a Governing Project Management Council (GPMC). Depending on the project size and complexity, the GPMC may be the MSFC Center Management Council (CMC), a MSFC project directorate, an Agency Mission Directorate, or the Agency Program Management Council.
15、 After initial project authorization approval is granted, projects formalize their life-cycle phases, life-cycle gates, and major events such as key project reviews. Single-project programs and MSFC projects follow the project life-cycle and its associated decision gates and major events as shown in
16、 Figure 2. Each type will follow the associated requirements as specified in Marshall Procedural Requirements (MPR) 7120.1, MSFC Engineering and Program/Project Management Requirements.A Key Decision Point (KDP) is the event where the Decision Authority (DA) determines the readiness of a project to
17、progress to the next phase of the life-cycle. KDPs for projects are labeled with capital letters (e.g., KDP A). Transition to a following phase occurs immediately following KDP approval except for transition from Phase D to E where transition occurs following on orbit checkout and initial operations
18、.2.1.1 Project FormulationDuring project formulation (Pre-Phase A, Phase A, and Phase B), PP approved risk list with an evaluation of cost and schedule impacts associated with approved risk mitigation; and cost, schedule, and risk assessment of any approved project design changes as a result of the
19、PDR that is conducted during this phase) for the KDP C review that are required to demonstrate that the technical challenges, major risks, and the cost and schedule are sufficiently understood, and stakeholder expectations and formulation requirements have been met. By approving the project, the DA
20、commits the budget resources necessary to continue into implementation. 2.1.6 Project ImplementationThe role of PP CHECK THE MASTER LIST VERIFY THAT THIS IS THE CORRECT VERSION BEFORE USE at https:/repository.msfc.nasa.gov/docs/multiprogram/MSFC-SPEC-3684 Provided by IHSNot for ResaleNo reproduction
21、 or networking permitted without license from IHS-,-,-MSFC Technical StandardCS40Title: Project Planning and Control HandbookDocument No.: MSFC-HDBK-3684 Revision: BaselineEffective Date: February 26, 2013 Page 18 of 233assessment and decisions associated with identified risks; and reporting of resu
22、lts to project stakeholders.2.1.7 Phase C: Final Design and FabricationDuring Phase C, the project completes the design that meets the detailed requirements and begins fabrication of test and flight architecture (e.g., flight article components, assemblies, and subsystems). These activities focus on
23、 implementing the project in accordance with the Project Plan, completing the final design, and assuring that the systems engineering activities are performed to determine if the design is mature enough to proceed with full-scale implementation. Phase C is focused toward the Critical Design Review (
24、CDR) and the System Integration Review (SIR). Completion of Phase C culminates in KDP D. Project costs (labor, equipment, test facilities, etc.) peak at the end of Phase C and early into Phase D; therefore, unexpected problems and delays are most costly (and critical to be resolved as quickly as pos
25、sible) during this time. 2.1.8 Phase D: System Assembly, Integration, Test, Launch, and CheckoutDuring Phase D, the project performs system assembly, integration, test, launch, and system checkout activities. These activities focus on preparing for the System Acceptance Review (SAR),Operational Read
26、iness Review (ORR), Flight Readiness Review (FRR) for human space flight projects or the Mission Readiness Review (MRR) for robotic space flight projects. KDP D marks the decision to conduct launch and early on-orbit operations, launch, and the Post-Launch Assessment Review (PLAR). Entrance and succ
27、ess criteria for PLAR and all major project technical reviews are documented in MPR 7123.1, MSFC Systems Engineering Processes and Requirements, Appendix E.The transition to Phase E occurs after on-orbit checkout at the conclusion of the PLAR. PP and 2. Provide recommendations for avoiding a repetit
28、ion (or obtaining a repeat of a success). The recommendations merely provide pointers to subject matter experts on measures that have worked in the past. PP accounting; and economic principles and techniques.b. Understanding of project objectives, content (technical, budget, schedule, and risks), ke
29、y milestones, and interrelationships.c. Ability to maintain status and cost estimates, and assess programmatic trends for project elements at all levels.d. A high degree of analytical ability.e. Ability to integrate, analyze, and understand project elements and how they fit together.f. Ability to id
30、entify high risk areas and their relationship/impact on the technical, budget, and schedule baseline.g. Ability to identify and clearly communicate the issues to management.3.1.3 Characteristics of PP changes to it should be formally approved by the project office.i. Not all top-level WBS elements w
31、ill be subdivided to the same level of detail. As associated element risk, cost, and/or complexity increases, further breakdown may be necessary.3.2.1 WBSThe work content contained in the project scope of work is analyzed and used to develop a WBS by hierarchically decomposing the work. This analysi
32、s and iterative decomposition results in thedevelopment of the WBS, the WBS Dictionary, and the project organization structure to meet the requirements, and identification of the functions and activities required by the scope. The WBS Dictionary and the scope are cross-referenced to ensure that all
33、required work is captured in the WBS Dictionary, and there is no “work” in the dictionary that is not in the approved scope definition.A WBS is developed early in the project development cycle. It identifies the total project work to be performed, which includes not only all MSFC in-house work conte
34、nt, but also all work content to be performed by contractors, international partners, universities, or any other performing entities. Work scope not contained in the project WBS should not be considered part of the project. The WBS divides the work content into manageable elements, with increasing l
35、evels of detail. The WBS is a product-oriented family tree that identifies the hardware, software, services, and all other deliverables required to achieve an end project objective. The purpose of a WBS is to subdivide the projects work content into manageable segments to facilitate planning and con
36、trol of cost, schedule, and technical content. It will serve as the basis for uniform planning, progress and performance reporting, project visibility and communication, and the assignment of responsibility. The WBS will be updated, as required, to reflect changes to the technical content and contra
37、ctual changes.The PM, in conjunction with the PP the trademark software backbone of the NASA Accounting System) to be used as the accounting charge numbers for tracking project funding and costs.CHECK THE MASTER LIST VERIFY THAT THIS IS THE CORRECT VERSION BEFORE USE at https:/repository.msfc.nasa.g
38、ov/docs/multiprogram/MSFC-SPEC-3684 Provided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-MSFC Technical StandardCS40Title: Project Planning and Control HandbookDocument No.: MSFC-HDBK-3684 Revision: BaselineEffective Date: February 26, 2013 Page 26 of 233
39、3.2.2 WBS Coding: NSM SystemThe NSM System is the internal coding schema used by the Agency to define and organize project work content. The WBS with its NSM nomenclature provides a common management framework for project management decisions and communication, the definition and authorization of wo
40、rk, the development of project schedules, and the planning and allocation of resources. This same coding system is also used to account for all financial activities associated with funds appropriated by Congress to accomplish project work. When developing a project WBS, the management team,assisted
41、by PP RS40 for CMO functions). Additional information regarding the MdM system may also be obtained by contacting the MdM Help Desk (mdmhelpdeskhq.nasa.gov). All modifications made to existing WBS element codes contained in Agency management systems listed above should also first be initiated and ap
42、proved through the MdM System. A WBS code that has been approved and officially entered into the MdM System cannot be removed. This restriction enhances a projects ability to maintain accurate historical project data. MdM interfaces with the Budget and Funds Allocation System (BFAS) for management o
43、f authorized Center projects and WBSs.3.2.3 Preparing WBS Element Tree DiagramsWBS tree diagrams are routinely developed to provide a visual display of a WBS. A pictorial view of the overall WBS aids all project staff in understanding how lower-level project components support and contribute to high
44、er-level components. This type of diagram is often called a “product tree” diagram.An example of a WBS tree diagram is shown in Figure 5, which reflects a portion of a Flight Project WBS structure with several key recommended development practices noted.The degree to which WBS elements are decompose
45、d or extended is governed by the following:a. Sponsors reporting requirements.b. Level where elements of work are managed and performed by one line organization.c. Subcontractor work.d. Risk, complexity, and criticality of elements of work to meet project requirements.e. Cost of the elements of work
46、.f. Visibility needed by management for controlling the element of work.g. Limitations of the NASA Accounting System and the NSM coding structure.Note: For additional information, see NASA/SP-2010-3404, NASA Work Breakdown Structure (WBS) Handbook, http:/evm.nasa.gov/handbooks.html, (refer to paragr
47、aph 3.4.3, Preparing Element Tree Diagrams.)CHECK THE MASTER LIST VERIFY THAT THIS IS THE CORRECT VERSION BEFORE USE at https:/repository.msfc.nasa.gov/docs/multiprogram/MSFC-SPEC-3684 Provided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-MSFC Technical St
48、andardCS40Title: Project Planning and Control HandbookDocument No.: MSFC-HDBK-3684 Revision: BaselineEffective Date: February 26, 2013 Page 28 of 233FIGURE 5. Partial Project WBS Element TreeNote: Recommended WBS development practices shown in red.3.2.4 WBS DictionaryThe PM, EMs, and responsible Man
49、agement Leads develop the WBS Dictionary that is maintained by the business management team or PP&C. The WBS dictionary provides a description of work and identifies each Control Account (CA). The WBS Dictionary (see Figure 6) does not replace the scope contained in the Project Plan, Space Act Agreements (SAA), or Intra-Agency/Center Work Agreements, but provides a logical cross-reference and traceability between th
