ESMD Systems Integration Workshop SI Strategy & Implementation Plan Doug Cooke Craig Cornelius 15 December 2004

ESMD Systems Integration WorkshopSI Strategy & Implementation PlanESMD Systems Integration WorkshopSI Strategy & Implementation Plan

Doug CookeDoug CookeCraig CorneliusCraig Cornelius

15 December 200415 December 2004

2For Workshop Use Only – PRELIMINARY – For Workshop Use Only

Presentation Content

Overview: ESMD Objectives, Status, Acquisition Strategy

SI Organizational Structure Formulation

Strategy Team Progress: Benchmarking, Workshop

Path Forward: Decision Analysis, Implementation Plan, RFP


The Vision for Space Exploration

Implement a sustained and affordable human and robotic program to explore the solar system and beyond

Extend human presence across the solar system, starting with a human return to the Moon by the year 2020, in preparation for human exploration of Mars and other destinations;

Develop the innovative technologies, knowledge, and infrastructures both to explore and to support decisions about the destinations for human exploration; and

Promote international and commercial participation in exploration to further U.S. scientific, security, and economic interests.

THE FUNDAMENTAL GOAL OF THIS VISION IS TO ADVANCE U.S. SCIENTIFIC, SECURITY, AND ECONOMIC INTEREST THROUGH A ROBUST

SPACE EXPLORATION PROGRAM



Objectives

Implement a sustained and affordable human and robotic program

Extend human presence across the solar system and beyond

Develop supporting innovative technologies, knowledge, and infrastructures

Focus ISS research to support exploration goals

Use lunar activities to further science, and test approaches for exploration to Mars & beyond

Robotic exploration of Mars to prepare for future expedition

Human Expedition to Mars

Promote international and commercial participation in exploration

Major Milestones

2008: Initial flight test of CEV

2008: Launch first lunar robotic orbiter

2009-2010: Robotic mission to lunar surface

2011 First Unmanned CEV flight

2014: First crewed CEV flight

2015-2020: First human mission to the Moon

2012-2015: Jupiter Icy Moon Orbiter (JIMO)/Prometheus

Key Elements of the Nation’s Exploration Vision


Implementing the Vision for Space Exploration…Concept Exploration & Technology Progress to Date

Lessons-learned reviewed and incorporated into management process Agency-wide, Orbital Space Plane, Next Generation Launch Technology

Lessons-learned incorporated into Risk Management Plan

Released Request for Information (RFI )(May 04) Over 1000 responses

Incorporated into Concept Exploration & Refinement (CE&R) Broad Agency Announcement (BAA)

Released CE&R BAA (Jun 04) 37 proposals received; down-select to 11; on-board 8 Sep for 6 months to validate

acquisition and requirements strategies

Released System of Systems Intramural Call for Proposals (ICP) for

Spiral 2 & beyond (May 04) 1300 Notices of Intents (NOIs) received; initial down-select to 137 full proposals; 47

projects selected (Jul 04)

Released Extramural System of Systems BAA for Spiral 2 & beyond (Jul 04) 3700 NOIs received; initial down-select to 500 full proposals; 70 selected


Required Features & Characteristics

Developing Requirements and an Investment PlanStrategy-to-Task-to-Technology Process

Vision

NSPD

Mission Concepts & Requirements

Science Objectives & Concepts of Operations

Tasks & Technology Roadmaps

PROGRAM

MISSION

ENGINEERING

DeficienciesDeficiencies

TradeTradeStudiesStudies

Investment Plan

Operational Environments

Available Technologies

PROGRAM

MISSION

OPERATIONS

Modeling& Modeling& Simulation Simulation

Modeling/Simulation

SystemRequiremen

tDocuments

Affordable System Design & Development


Crew Exploration Vehicle (CEV)—One ExampleSpiral Acquisition Process

Spiral nth?

04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 2004 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20

VisionVision

• CEV Init Flt• 1st Launch Lunar Robotic Orbiter

1st Crewed CEV Flt

1st Human Moon Mission

1st UncrewedCEV Flt

Mars (2020+)

Mars (2020+)

Spiral Nth

Systems Engineering

Critical Milestones Non-advocacy ReviewsIndependent Cost Reviews

Crewed Space Flight in LEO

Crewed Space Flight in LEO

Moon:

Ext. Duration

(2015-2020)

Moon:

Ext. Duration

(2015-2020)

Spiral 1

Spiral 2

Level 0, 1…

Requirements

Requirements

Level 0, 1…

System Demonstration

System Integration

DesignReadiness Review

CB

SRR SFR PDR CDR

System Demonstration

System Integration

DesignReadiness Review

CB

SRRSRR SFRSFR PDRPDR CDRCDR

Tech Maturation for

Spiral insertion

Tech Maturation for

Spiral insertion

Production &Deployment

Operations& SupportSystem

IntegrationSystem

Demonstration

System Development and DemonstrationDesign

ReadinessReview

FRPDecision

TechnologyDevelopment

OT&E

Concept Refinement

ConceptDecision



IntegrationSystem

Demonstration


ReadinessReview

FRPDecision


OT&E



IntegrationSystem

Demonstration


ReadinessReview

FRPDecision


OT&E

Concept Refinement

ConceptDecision

ProgramInitiation



IntegrationSystem

Demonstration


ReadinessReview

FRPDecision


OT&E


Vision Requires System-of-Systems IntegrationCross-Agency Coordination & Integration

Transit andLaunch Systems

CrewTransport

Launch

CrewSupport

Supporting Research

Resource Identificationand Characterization

Biomedical Countermeasuresand Limits

Surface andOrbital Systems

LandingSystems

SurfaceMobility

Comm/Nav

Commonality/EvolvabilityFor Future Missions

MarsCandidates

TelescopeCandidates

Outer Moons Candidates

Technology Options

Long-DurationHabitation

Surface Power andResource Utilization

Pre-PositionedPropellants

The Human: anEssential Element

of theSystem of Systems

10For Workshop Use Only – PRELIMINARY – For Workshop Use Only 5

Vision Leads to Implementation Strategy

Mars Robotic Missions

Lunar Robotic Missions

NASA led Human Lunar Missions

Human Mars Missions

Commercial Lunar Objectiv es/ Opportunities

Lunar Security Objectives/ Opportunities

Research and Technology

Space Shuttle and ISS

• Education

• International

• Privatization

• Multiple Customers

• Exploration

• Basic and Applied Science








NRC Report Findings & Key Considerations

Standing up SI model is critical near-term requirement

Focused on traditional Constellation Systems Integration tasks

No single model (e.g. Center-Based, Non-Aerospace) is ideal

NASA Centers and Prime Contractors scored well, with deficiencies

NASA HQ understaffed on systems engineering capabilities required to execute the function

Attracting government engineering talent to DC will be a challenge

Space domain expertise is essential

Hardware engineering & integration expertise is essential

Standing up a new corporate entity would take time


Government-Only ResponsibilitiesNRC Report Findings

“Regardless of the systems integration approach selected, systems integration tasks related to the areas below (among others) should remain a government function.” accident investigations approval of cross-contract system interfaces astronaut selection, training, and certification handling of extraterrestrial material (lunar and Martian) high-level requirements definition interactions with other federal agencies international interfaces and agreements launch approval operations planetary protection and quarantine relations with the public, the Administration, and the Congress Safety Independent assessment space medical and health issues top-level budget authority use of nuclear material (in partnership with the Department of Energy)

“Rather than subcontract work back to the government, it would be better for the government to reduce the scope of work of the nongovernmental systems integrator.”

Key Reason for Government Role in System-of-Systems

Integrator Model


Defining a System-of-Systems Integrator ModelUse Organizations Where They Are Most Capable

Performance on criteria highly complementary between NASA, Aerospace Companies, & Other Options


Preliminary Findings & Analysis

“Systems Integration” Will Take Place At Multiple Tiers Must be prepared to support with maximum efficiency, minimum bureaucracy

Need for SI functions across Agency & Directorate, in addition to Constellation

SI authority should reside with execution responsibility @ lowest possible level

System-of-Systems Integration Demands Creative Solution No single model evaluated by NRC offers complete solution

Complete expertise and competence is not available in any one sector

Certain functions can only be executed by government personnel

“Hybrid model” using government and industry strengths is attractive

Strong imperative for solidifying Constellation SI function prior to CEV award

ESMD SI Model Will Be Built-Up Over Time Near-term solution may evolve to different Long-term solution

Time-phased plan for developing capabilities is required

Systems Integration Will Take Place at Multiple Tiers Tiers structured around functional responsibilities


Systems Integration Functions:Tiers Based on Level of Execution Responsibility

Tier Function Architecture Requirements Resource Management PM Processes Program Approach Critical SI Functions

Tier A Inter-Directorate & Agency Alignment

Formulate overarching exploration strategy and approve key architecture to enable

Strategic & Capability Roadmapping, Core Competency Management, Strategic Plan Formulation

Agency budget allocation & negotiations, New initiative process inputs

ESMD PMC Administration, ESRRB Administration

Manage interfaces to Centers, Directorates and Agency offices @ policy level, overseeing issue resolution at multiple levels; Managing interfaces to other government Agencies, academic institutions, etc.; Managing interfaces to International partners, Defining International strategy

Tier B Division Interface Management

Aligning positions on major/key architecture and exploration strategy (STT)

Final disposition & validation of requirements documents

Program Planning (Cost estimate coordination, Budget formulation, Program control & execution, Contracting Strategy and Execution)

Config Control PM Processes (SEMP, SAMP, PMHandbook)

Programmatic Risk Assessment

Tier C Development Program Integration

Analysis, approval & oversight of major/key architecture and system development decisions (particularly when interdependent between Themes/PEOs)

Requirements validation, Synchronizing acquisition strategy & requirements formulation

Allocation of resources within Development Programs Division, including analysis of acquisition strategy, schedule, costs, and performance parameters

Defining PM Processes (SEMP, SAMP, PMHandbook)

Alignment of program content & schedules across Themes/PEOs [Analysis, approval, & oversight of Acquisition Program Baselines (APBs), Key Performance Parameters (KPPs)]

Alignment of research & technology investment with systems development activities

Tier D Constellation System-of-Systems Integration

Support major/key architectural decisions, acquisition strategy and program schedule formulation, and resource allocation at the Constellation System-of-Systems (Theme/PEO) level (Includes budget/program advocacy)

Refinement/flowdown of SS requirements to Systems and Elements, including: (1) SS and System Requirements V&V, (2) Operational sequence definition & block diagrams, etc,

Management of program resource allocations and institutional support requirements for SS and System-level programs, including gov't engineering workforce support

Oversee and manage execution of PM Process in accordance with Directorate/Agency guidelines

Refinement and control of program approach and phasing for SS and System level development; Definition and management of implementation requirements such as affordability, reliability, redundancy, commonality

Establishment and management of critical systems integration functions:-- development of functional and system interface requirements, configuration management and control (including SS change control board)-- mission assurance and safety including SS failure mode and effects analysis (FMEA)-- SS risk analysis and risk reduction programs


Systems Integration Organization:Structured Based on SI Execution Tiers

Requirements Formulation /Systems Integration

Engineering Mgt / ITA /IPAT Administration


Organizational Design Mechanisms:Product/Activities/Interfaces Matrix

SEMP Section

Product OPR Support B/L Output to Frequency Type

4.1 Exploration Architecture4.1 Exploration Integration Plan (long-range projection of SS

evolution with associated cost estimates including rationalization of priorities; defines logical mission sets and spirals; functions as an architecture-level initial capabilities document) Principal Tier A/B integration product – tightly coupled with STTDP

SI/SP&AO RQ, DP ? POP, Master Schedule, Acquisition

Planning Section 4.3.1

One Architecture; update as evolves

Plan

4.1 Cost as An Independent Variable (CAIV) targets per mission, system configuration, technology, etc. - balanced and prioritized versus the Vision schedule and NASA/ESMD strategies

SI/SP&AO RQ, DP ? Capability Requirements Development,

Section 4.2

One Architecture; update as evolves

Plan

4.1 Exploration Architecture: SI/DI&RV RQ, DP ? Section 4.2 One Architecture; update as evolves

Concept

4.1 Architecture Operational View RQ - ? One Architecture; update as evolves

Concept

4.1 Architecture Systems View RQ DP ? One Architecture; update as evolves

Concept

4.1 Architecture Technical View RQ DP ? One Architecture; update as evolves

Concept

4.1 Architecture Analysis of Alternatives SI/DI&RV RQ, DP ? Section 4.2 One Architecture; update as evolves

DD

4.1 System of Systems Requirements (Programmatic, Technical, and Guidelines; spanning all the level 0 requirements; including the science and operations requirements; defining multiple spirals)

RQ SI/SP&AO, SI/DI&RV,

DP

? Section 4.2 One Architecture; update as evolves

Rq

4.1 Architecture Interface/Interoperability Requirements (e.g., Interface with Eastern Test Range)

RQ DP ? Section 4.2 One Architecture; update as evolves

Rq

4.1 Technology Requirements (high impact, multi-use across systems, for use in downstream spirals; subject to change as specific system designs evolve; compiled/summarized in Strategy-to-Task-to-Technology Development Plan (??))

RQ DP, PO ? Section 4.3.1 One Architecture; update as evolves

Rq

4.1 Infrastructure and Facility Requirements (high impact, multi-use; documented in STTDP (??) or Investment Plan)

RQ DP, PO ? Section 4.3.1 One Architecture; update as evolves

Rq


Tier A: Inter-Directorate & Agency Alignment

Formulate overarching exploration strategy and approve key architecture to enable strategy

Strategic & Capability Roadmapping, Core Competency Management, Strategic Plan Formulation

Agency budget allocation & negotiations, New initiative process inputs

Manage interfaces to HQ Offices, Centers, ESMD POC Administration

Managing interfaces to International partners, Defining International strategy

Managing interfaces to other government Agencies, academic institutions, etc.

ESRRB Administration

Tier A Configuration Management Data Management


Tier B: Division Integration & Requirements Validation

Aligning positions on major/key architecture and exploration strategy (STT)

Requirements coordination/approval/handoff/V&V, Synchronizing acquisition strategy & requirements formulation

Program Planning (Cost estimate coordination, Budget formulation, Program control & execution, Contracting Strategy and Execution)

Defining Directorate Processes (SEMP, SAMP, PMHandbook)

DPMC Administration

Tier B Configuration Management Data Management

SEPARATE

Risk Assessment, Safety & Mission Assurance


Tier C: Development Programs Division Integration

Analysis, approval & oversight of major/key architecture and system development decisions (particularly when interdependent between Themes/PEOs)

Allocation of resources within Development Programs Division, including analysis of acquisition strategy, schedule, costs, and performance parameters

Analysis, approval, & oversight of Acquisition Program Baselines (APBs), Key Performance Parameters (KPPs)

Alignment of program content & schedules across Themes/PEOs

Alignment of research & technology investment with systems development activities

Support maintenance & execution of SEMP, SAMP, PMHandbook

Tier C Configuration Management Data Management


Tiers A-C: Organization/Acquisition Strategy

Assumptions: Government personnel will be used to meet functional requirements

(especially from unfunded capacity) unless function can’t be filled by government workforce or is inherently non-governmental (e.g. scheduler)

Full set of functional requirements staffed at HQ

Acquisition Strategy Key Characteristics: Need: Domain experts to support agency strategy & budget formulation,

management of interfaces to other Directorates, Centers, and external Agencies

Need: Systems engineers to support architecture alignment with agency strategy, requirements approval & coordination, program planning, and definition/administration of directorate processes

To be resolved: Availability of sufficient government workforce to staff HQ requirements

Possible use of SI Contractor to provide analytical support


Tier D: Constellation System-of-Systems Integration

Support definitions of: architecture/requirements/resource allocation Support major/key architectural decisions, acquisition strategy and program

schedule formulation, and resource allocation at the Constellation System-of-Systems (Theme) level (Includes budget/program advocacy)

Refinement/flowdown of System-of-Systems requirements to Systems and Elements, including: (1) System-of-systems and System Requirements V&V, (2) Operational sequence definition & block diagrams, etc.

Definition of implementation requirements such as reliability, redundancy, commonality

Refinement and control of program approach and phasing for Super-System and System level development

Establishment and management of critical systems integration functions: Development of functional and system interface requirements and configuration

management Configuration management and control (including System-of-Systems change

control board) Mission assurance and safety including System-of-Systems failure mode and effects

analysis (FMEA) Definition of test & evaluation, safety & mission assurance approaches System-of-Systems risk analysis and risk reduction programs

Management of institutional support requirements for Super-System and System-level programs, including gov't engineering workforce support


Tier D: Constellation Organization/Acquisition Strategy

Assumptions: Government team will provide systems engineering & integration functions necessary to

complete Spiral 1 System-of-Systems design through SRR in FY2006(3rd Q) Initial acquisition strategy should support path to desired end-state SI organization (include key

problem areas in RFP for contractor proposal) Government retains Total System Performance Responsibility Constellation Program and SE&I Offices co-located (location TBD)

Acquisition Strategy Key Characteristics: Need: Gov’t (HQ/Center) integration & domain expertise, and system responsibility Need: Contractor hardware experience and capability that ensures quality SE&I (but excluding

non-hardware contractors may not be ideal) Need: Capabilities of non-aerospace companies in integration of complex multi-element

systems on schedule, on budget Contractor team will ramp up through Spiral 1 SRR and support Spiral 2 Pre-Phase A systems

engineering functions Contract Award ~January 2006

To be resolved: Desired End-State SI Org Model Gov’t SI Workforce Responsibilities Use of SI Contractor to Support Technology Program Integration Function SI Contract Stipulations:

Ownership of Element Prime Contracts, Hardware Exclusion/Conflict of Interest Teaming vs. Individual Contracts for different company-type capabilities

COTR Level


Tier D: Other Theme Systems Integration

Support definitions of: portfolios/requirements/resource allocation Support portfolio formulation, acquisition strategy and program schedule formulation,

and resource allocation at the ESRT/HSRT/Prometheus (Theme) level (includes budget/program advocacy)

Flow-down of Spiral 1-n System-of-System/System/Elements requirements to research/technology product requirements; Definition of threshold schedule requirements for research/technology infusion based on spiral requirements flow-down

Definition and management of implementation requirements such as reliability, redundancy, commonality

Refinement and control of program approach and phasing for system development and technology portfolio management

Establishment and management of critical systems integration functions: Support of role in Strategy-to-Task-to-Technology process

Systems engineering of research/technology project requirements and interfaces

Support management of technology maturation and infusion process

System development & technology risk analysis and risk reduction programs


Tier D: Other Themes Organization/Acquisition Strategy

Assumptions: Government personnel will be used to meet functional requirements

(especially from unfunded capacity) unless function can’t be filled by government workforce or is inherently non-governmental (e.g. scheduler)

Functional requirements may be staffed at HQ, Centers, other locations

Acquisition Strategy Key Characteristics: Need: Domain experts to support research/technology product

requirements formulation and portfolio management

Need: Systems engineers to support insight into system development activities, technology maturation & infusion

To be resolved: Availability of sufficient government workforce to staff HQ requirements

Possible use of support contractor to fill gaps, non-government functions

How will contract(s) for non-government support be managed separate from Tier D Constellation Systems Integrator contract?








ESMD SI Strategy Team

Co-Leads Doug Cooke Craig Cornelius

RFP & Implementation Plan Lead Dale Thomas

Organizational Design & Analysis Lead Vince Bilardo

ESMD DAA-SI Betsy Park

ESMD Requirements Division Representatives Don Monell Scott Altman

ESMD Development Division Representatives Mark Borkowski John Hutt

Constellation Theme Systems Engineering Garry Lyles Chris Crumbly

Other Theme Representatives Richard McGinness Terry Allard John Warren

System Integrator Implementation Team Reps Rajiv Doreswamy (RFP)


Benchmarking ProcessEvaluating Host Orgs per Evaluation Criteria

Organizations in blue are potential benchmarking targets

Virginia Class Submarine ProgramVirginia Class Submarine Program

BechtelBechtel

Proctor & GambleProctor & Gamble

NextelNextel

Chevron TexacoChevron Texaco


Industry Engagement Workshop Process

InvitedOrientation

Briefings

End StateOption

Synthesis 2

Contract Type,Teaming Structure,

Incentive DesignAssessment

Statutory, Regulatory,Policy

Assessment

Transition,Cost and Schedule

Tactical Assessment

ReadAheads

Session Briefouts Adjourn

Evaluate Options for

Day 2 Focus

SE&I Strategy

TeamExecutive Session

Pre-Workshop Wed 15Dec AM Wed PM Thu 16Dec AM

• NRC Report• Strategy Team Options

• Benchmarking Site Visit Summaries

SplinterTeam

Briefouts

EvaluationCriteria

Development

End StateOption

Synthesis 1

Splinter 1

Splinter 2

Splinter 3

Policy Splinter

Transition Splinter

Acquisition Splinter

Thu PM

Tue 14Dec PM

SE&I Strategy Team

AdditionalInputs



Calibration: Key Findings & Assumptions





System-of-Systems Integrator Acquisition PlanSI Model & RFP Formulation Process Flow

Key


Key Decision Events

Team RecommendsOrg & Acq Strategy

Detailed ImplementationPlan Approved,

RFP Team Kick Off

Industry & CentersRecommend

Options