1、Lessons Learned Entry: 1851Lesson Info:a71 Lesson Number: 1851a71 Submitting Organization: KSCa71 Submitted by: Scott Estesa71 POC Name: Scott Estesa71 POC Email: Scott.Estes-1nasa.govSubject: KSC Checkout and Launch Control System (CLCS) - Project, Systems, SM&A Abstract: The CLCS project was initi
2、ated in FY 1997 to modernize the Launch Processing System (LPS) that was engineered and developed in the 1970s. The modernization was needed to ensure continued safe and dependable launch support for the Shuttle program. Per initial planning, CLCS was projected to reduce the costs for Shuttle operat
3、ions at KSC, in addition to being an architecture in place that would support future planning and new program activities to occur at KSC. The CLCS project experienced many significant challenges even from the project startup (i.e., time and resources that included both funding and manpower). This le
4、sson document covers project/program management, systems engineering, and safey and mission assurance.Description of Driving Event: N/ALesson(s) Learned: Project startup takes time. Its difficult for the agency to free up resources (people and $) to get a project started. While a relatively small pr
5、oject office can perform initial project planning, follow-on contracts and civil service support takes a significant amount of time and effort to get in place.Provided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-Recommendation(s): Project/Program Manageme
6、nt 1. Dont fall into the trap of success-oriented planning. While it sells well, it causes a lot of pain down the road when problems inevitably occur. If the customers/sponsors cant stand the truth upfront, negotiate something that they can stomach or cancel the project. Make sure that the early pro
7、ject milestones are readily achievable so that the project gets off to a good start. Overly aggressive Code T plans appear to be ripe for downstream, massively public scrutiny. 2. Establish reserves for both schedule and budget. Projects usually remember to include a budget reserve, but schedule res
8、erve is equally important. When schedules slip, expensive labor curves shift to the right. Its important for the project/program manager to have both types of contingency built into the plan. 3. Establish success criteria for the project. Its important that stakeholders have key cost, schedule, and
9、technical parameters that are agreed on up front. Measure progress against near term and long term milestones and criteria. Systems Engineering 1. Systems Engineers need design budgets. System designers need to have development and Life Cycle Cost budgets to constrain their designs. They also need t
10、o have clear finish points. System engineers will continue to design until they are turned off resulting in unnecessary system features and cost. 2. Systems Engineers need performance budgets. System designers need to breakdown system level performance requirements and establish lower level performa
11、nce budgets. For example, a software system needs to establish CSCI/CSC processing time budgets and spacecrafts need to establish subsystems weight budgets. Safety and Mission Assurance 1. Include Safety Engineers in the Systems Engineering effort. While good system designers can effectively design
12、in safety, its important that Safety Engineers are also involved upfront. Waiting until the end to get safety input increases the cost of fixing perceived problems.Evidence of Recurrence Control Effectiveness: N/ADocuments Related to Lesson: Provided by IHSNot for ResaleNo reproduction or networking
13、 permitted without license from IHS-,-,-Click here to download document. Mission Directorate(s): N/AAdditional Key Phrase(s): a71 Additional Categories.Launch Processa71 Additional Categories.Launch VehicleAdditional Info: Approval Info: a71 Approval Date: 2009-01-27a71 Approval Name: mbella71 Approval Organization: HQProvided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-
