The Systems Engineer’s Role in Project Success

1. The Systems Engineer’s Role in Project Success J. H Rothenberg May 1, 2006

2. Project Success • Mission Success and Project Success are not the same • Mission Success is measured by results against requirements and is a necessary but not sufficient ingredient for Project Success • Project Success is measured by both reality and perceptions of the stakeholders that varies over the project lifecycle • The project Systems Engineer is key to Mission Success and as such is a key partner with the Project Manager in enabling Project Success

3. An Important Characteristic of a Successful Project No Surprises

4. Project Stakeholders • Project Advocates • NASA Administrator • Program Executive • Sponsoring HQ Directorate • Science Community • Prime Contractors • Project Sponsors & Oversight • NASA Administrator • Sponsoring HQ Directorate • NASA Comptroller • Office of Science & Technology Policy (OSTP)& Office of Management & Budget(OMB) • Congress • Center Director & Institutional Managers • Project Execution • Program Executive • Center Director & Institutional Managers • Project Manager • Systems Engineer • Prime contractor • Development and Operations Team

5. Systems Engineering Systems Engineering “an approach to engineering that emphasizes the scientific method and examination of all aspects of the engineering project”* Systems Engineering Product Ensuring within an acceptable risk level the delivery of a competitive cost and technically effective system to meet an objective ** *Source: Encarta Encyclopedia ** Source: Anonymous - found on a discarded note pad in the GSFC Library

6. Challenges to Mission Success • Science risk • Systems engineering leadership • Requirements definition & stability • Programmatic resource constraints • Enabling technology maturity • Project mission complexity/risks • System integration complexity • System resources margins

7. Risks • Opportunity for risks to be introduces occur at every stage of a program but many are built-in during the early stages of a program • Science measurement risk • Schedule driven development decisions and before requirements are solidified • Technical complexity of the mission • Design choices and margins • Technology maturity assumptions • Analysis, test and operations program designed to meet budgets • Optimistic schedule and cost projections required to sell the program • Development cost and schedule Risk • Residual Mission Success risks at launch • Risks are all viewed differently by each stakeholder and their risk tolerance changes over a project’s life cycle

8. Characteristics of Project Success • Mission Success • No surprises • Cost growth funding without major impact to other programs • Leave a Project legacy in approach/ technology/ programmatic success • No surprises • Mission Success

9. Challenges toProject Success

10. Typical Challenges as Viewed by a Project Manager Project Formulation = Sell phase • Attract staff for Study Team • Concept design - Innovative • Mission design – Affordable & low risk • Make/buy decision Design Phase = Meet requirements & manage risk within shrinking margins • System design – More affordable & prudent risk management plan Phase C/D Budget Allocation = Reallocation of resources & survival phase • Reduced capability, margins & risk reduction plans • Budget cuts • Reduced margins & risk reduction plans • Navigate development challenges & control expectations • Reduced margins & risk reduction plans • Absorb budget cuts and cost growth Launch & Operational Commissioning = I’m done • Give keys to operations and find another job

11. Management Tools

12. Systems Engineering Opportunities to Enhance Probability of Project Success Provide proactive technical leadership • Mission Design and System Requirements Trades • Leading the prioritization and controlling of requirements • Identify and ensure stakeholder recognition inherent residual risk at launch and options for mitigation • System architecture and interface choices • Build in options and decision points for descope • System Design and Analysis • Use cost as design parameter • System Risk Mitigation and Management Plans • Recognize and appropriately plan programmatic and mission risk mitigation and management • System and Operations Development Technical Management • Ensure stakeholder recognition of risks resulting from external environment changes • ConOps & operations design to safe, reliable and cost effective mission operations

13. Management Tools to Enable Probability of Project Success Make stakeholders a partner through open and frequent upward communications of baseline and changes • Mission requirements & commitments • Technical and programmatic risks and mitigation plans • Resource requirements including reserves and technical resources margins • Buy-in to Project unique challenges and residual risks • Descope options with key decision points • Impact of externally imposed changes • Residual risks “at launch”

14. Management Tools to Enable Probability of Project Success Routine open upward and downward communications supportive to reporting problems/impacts at all levels • Informational/ trends/ problems & solutions in-work/need for management actions - Weekly “Top Ten” - informational for all stakeholders • Monthly - resources commitments/margins • Routine informational visits to stakeholders & open invitation to attend reviews • Build trust and a partnership with all stakeholders Ensure appropriate “external’ independent reviews

15. Mission and Project Success Requires the Project Manager and Systems Engineer to: • Understand the external and internal environment at all times • Take lead in baseline and control of requirements • Establish realistic baseline, key descope opportunities/decision points and make stakeholders a partner • Maintain open communications • Anticipate outcomes and control stakeholder expectations – No surprises • Independent review used appropriately are OK and should be viewed as both an oversight and communications channel • Active management - use runway before you No Surprises