Lengyel dave

February 6, 2007February 6, 2007

Project Management Challenge 2007Project Management Challenge 2007

Dave LengyelNASA Exploration Systems Mission DirectorateIntegrated Risk and Knowledge Management

Dave LengyelNASA Exploration Systems Mission DirectorateIntegrated Risk and Knowledge Management

2IRKMO001_hq20061219awh

Outline

• Why Integrate Risk and Knowledge Management?

• Lessons Learned on Lessons Learned

• ESMD Integrated Risk and Knowledge Management Practices– Pause and Learn– Knowledge-Based Risks– Communities of Practice– Knowledge-Sharing Forums– Experience-Based Training

• Summary


Why Integrate Risk and Knowledge Management?

Practice 1: Establish Pause and Learn Processes

Practice 2: Generate and Infuse Knowledge-Based Risks (KBRs)

Practice 3: Establish Communities of Practice (CoP)

Practice 4: Provide Knowledge Sharing Forums

Practice 5: Promote Experienced-Based Training

Designing a complex architecture of hardware, software, ground and space-based assets to return to the Moon and then go on to Mars will require:

1) an effective strategy to learn from past lessons, and2) a set of processes to generate and share knowledge for reuse as we

progress forward. ESMD risk and knowledge management communities have embarked on an effort to integrate risk and knowledge management (KM) over the lifecycle of the Constellation and Advanced Capabilities Programs using a set of inter-related strategies, which include:


Practice 1: Pause and Learn (PaL)

“The Need to Pause, Reflect, and Learn” PAL is modeled after the Army After Action Review (AAR) system by Dr. Ed Rogers KM Architect at the GSFC.

While the AAR was developed to learn from training exercises, the 25 years of experience, theoretical foundations and practical tools make it a valuable source of lessons for NASA.

The idea is to create a learning eventat the end of selected critical events in the life of a project. End of project reflections are good but are too infrequent for the organization to learn in a timely manner.

PAL meetings are intended to be integrated into the project life cycle at key points as a natural part of the process. PAL meetings are structured and facilitated by specialists who are not project members


Investigation Phase Facilitation Phase Documentation Phase

Research Literature (Project Websites,

MSRs, Etc.)

Interview Stakeholders(Projects Leader,

Project Members, etc.)

Develop Areas ofDiscussion

Discussion PointsFacilitator and Note-taker

IntroductionGround Rules and

ExpectationsBrief High-Level Overview

of ProjectFacilitated DiscussionFacilitated Review of Major

Discussion Points

Review Non-attributionNotes

Send Hotwash Reportto Project Manager

BeginNon-attribution

Discussion

Follow-up meeting withProject Manager

Discuss Future of HotwashReport

Evaluate PaL Process

Create Hotwash Report

Facilitator &Team Lead

Facilitator, Note-taker &Entire Team

Facilitator &Team Lead

Pause and Learn (PaL) Process


• Start Early

• Need to Capture, Learn From and Repeat Successes--Need to Learn from and Prevent Failures, Mishaps, Near Misses

• There was a limited number of useful lessons learned in the NASA Lessons Learned Information System database. The good ones are masked by the hundreds of poor ones, so that extensive effort is required to sort them out.

• Lesson Learned – Well-understood mechanisms for “transfer of knowledge”during Program development are crucial to a successful long-term Program.

• Flow all applicable Lessons Learned into Requirements, Processes, and Plans and Periodically Verify Compliance. Institutionalize the Use of Lessons Learned.

• Provide Sufficient Resources, Planning, and Management Support to Analyze and Incorporate Lessons Learned. NASA and Contractor Must Work Together

• The best lessons learned for running a major program should be captured in a living handbook of best practices. New lessons learned should be screened for applicability, and included in the handbook.

Lessons Learned on Lessons Learned

Why ESMD Is Taking a New Approach to Lessons Learned?Why ESMD Is Taking a New Approach to Lessons Learned?


Practice 2: Knowledge-Based Risks

Knowledge-Based Risk n. 1. A risk based on lessons learned from previous experience. 2. A closed risk with documented lessons learned appended. 3. A means of transferring knowledge in a risk context.

Definition


Knowledge-Based Risks Strategy

The ESMD KBR strategy is intended to convey risk-related lessons learned and best practices to ESMD personnel. This strategy integrates the existing Continuous Risk Management (CRM) paradigm used at NASA with knowledge management--with the primary focus on integrating transfer of knowledge through existing work processes and not adding an additional burden to the workforce to incorporate new KM tools and concepts.


Knowledge-Based Risks

- XXX- XXX

- XXX- XXX

- XXX- XXX

- XXX- XXX

ESMD Risk ListESMD Risk List

ESMD Watch ListESMD Watch List

Over Time: Orion, Ares Risks…Over Time: Orion, Ares Risks…

Active Risk Manager®(ARM) Database

- Orbital Space Plane- Space Shuttle - Space Station- Next Gen Launch Technology- Other

- Orbital Space Plane- Space Shuttle - Space Station- Next Gen Launch Technology- Other

Knowledge-Based RisksKnowledge-Based Risks


Risk Management Assurance Mapping

SSP Project

Constellation ProgramC3PO SOMD ProgramsAdvanced Capabilities Programs and Projects

48Lunar Precursor Robotic Program (LPRP) Manager

(Lavoie)

46Human Research Program Manager

(Laurini)

42Technology

Development Program Manager

(Peri)

44Centennial Challenges

Program Manager(?)

49Lunar Precursor Robotic Program

(LPRP) Risk Manager(Powell)

47Human Research

Risk Manager(Morrison)

43Technology

Development Risk Manager(Cerro)

45Centennial

Challenges Risk Manager

(?)

40Lunar Robotic Orbiter (LRO)

Program Manager(Tooley)

41Lunar Robotic

Orbiter (LRO) Risk Manager

(Rad)

38LCROSS Program

Manager(Andrews)

39LCROSS Risk

Manager(Squires)

Constellation Projects

1NASA

Administrator (Griffin)

2ESMD AA(Horowitz)

110Constellation

Program Manager(Hanley)

Risk Management Assurance Mapping

111Constellation Risk Manager

(Turner)Constellation Program Office

CxCB

Manage Risk Data in ARM

Manage Risk Data in CxIRMA

RMP

RMP

Other Constellation Projects

78EVA Project

Manager(Lutz)

79EVA Risk Manager

(Mulligan)

88ARES-V (CaLV) Project Manager (Cooke / Kynard)

89ARES-V (CaLV) Risk Manager

(Kulpa / Coleman)

82Ground

Operations Project Manager(Talone)

83Ground

Operations Risk Manager

(Anderson)

84Mission

Operations Project Manager(Webb)

85Mission

Operations Risk Manager(Smith)

86C3PO Project

Manager(Lindenmoyer)

87C3PO Risk Manager

(Erminger)

MO RRB

C3PO RRB

GO RRB EVA RRBCaLV RRB


ARES-I (CLV)

66ARES-I (CLV)

Project Manager (Cooke)

67ARES-I (CLV) Risk Manager

(Kulpa)

68ARES-I First Stage

Manager(Burt)

69ARES-I First Stage

Risk Manager(Mabry)

70ARES-I Upper Stage Manager

(Davis)

71ARES-I Upper

Stage Risk Manager

(Jasper / Ogle)

72ARES-I Upper Stage Engine

(J2X) Manager(Snoddy)

73ARES-I Upper Stage Engine

(J2X) Risk Manager

(Byrd / Ogle)

74ARES-I Flight Test

& Integration Office (FITO)

Manager(Taylor)

75ARES-I Flight Test

& Integration Office (FITO) Risk

Manager(Cole / Wood)

76ARES-I Vehicle

Integration Manager(Reuter)

77ARES-I Vehicle Integration Risk

Manager(Kulpa / Wood)

CLV RRB

Manage Risk Data in CxIRMA EEV RMP

Orion (CEV)

50Orion (CEV)

Project Manager(Hatfield)

51Orion (CEV) Risk

Manager(Perera)

52Orion Program Planning and

Control Manager(Floyd)

53Orion Program Planning and Control Risk

Manager(Floyd)

54Orion Vehicle

Integration Manager(Gahring)

55Orion Vehicle

Integration Risk Manager(Manuel)

56Orion Safety and

Mission Assurance Manager

(Thiessen)

57Orion Safety and

Mission Assurance Risk Manager

(Jenkins)

58Orion Crew

Module Manager(Piatek)

59Orion Crew Module Risk

Manager(Peterson)

60Orion Service

Module Manager(Free)

61Orion Service Module Risk

Manager(Gibson)

64Orion Test & Verification Manager(Hurlbert)

65Orion Test &

Verification Risk Manager

(See)

62LAS Manager

(Stover)

63LAS Risk Manager

(Wood / Cole)

CEV RRB

Manage Risk Data in CxIRMA RMP


ESMD Divisions / Orgs

5ESMD Directorate Integration Office

(Woodward)

10ESMD Chief

Information Officer(McManus)

8ESMD Resource

Management Officer

(Hunter)

4ESMD Chief

Engineer(Lyles)

7ESMD Advanced

Capabilities Division Chief

(Walz)

6ESMD Constellation

Systems Division Chief

(Stanton)

9ESMD Strategic Integration and

Management Officer(Allen)

3ESMD Deputy

Associate Administrator

(Cooke)


Mission Support Offices

31Chief Health & Medical Officer

(Williams)

32Chief Health & Medical Officer Risk Manager(Liskowsky)

33Shuttle Transition Office Manager

(Lightfoot)

34Shuttle Transition

Office Risk Manager(Araiza)

23Infrastructure and

Administration (I&A) Manager(Dominguez)

24Infrastructure and

Administration (I&A) Risk Manager

(Hoyt)


ARM = Active Risk ManagerCEV = Crew Exploration VehicleCLV = Crew Launch VehicleC3PO = Commercial Crew and Cargo Program OfficeCxCB = Constellation Control BoardECANS = Exploration Communications and Navigation SystemsEVA = Extravehicular ActivitiesIRMA = Integrated Risk Management ApplicationLAS = Launch Abort SystemLCROSS = Lunar Crater Observation Sensing SatelliteLRO = Lunar Reconnaissance OrbiterLPRP = Lunar Precursor Robotic ProgramOSPP = Office of Security and Program ProtectionRMWG = Risk Management Working GroupSOMD = Space Operations Mission DirectorateSR&QA = Safety, Reliability, and Quality Assurance

97SOMD AA

(Gerstenmaier)Manage Risk

Data in CxIRMA

11Space Shuttle

Program (SSP) Manager

(Hale)

12Space Shuttle

Program (SSP) Risk Manager(Turner)

13International

Space Station (ISS) Program

Manager(Suffredini)

14International Space

Station (ISS) Program Risk

Manager(Lutomski)

SSP RRB ISS RRB

Manage Risk Data in

SSP_IRMA

Manage Risk Data in

ISS_IRMA

RMP RMP

98Constellation

Program Planning & Control Manager

(Waddell)

99Constellation

Program Planning & Control Risk

Manager(Holsomback)

100Constellation Test

& Verification Manager

(Arceneaux)

101Constellation Test & Verification Risk

Manager(Schwarz)

102Constellation Operations Integration Manager(Castle)

103Constellation Operations

Integration Risk Manager

(Nise)

104Constellation

Systems Engineering & Integration (SE&I)

Manager(Hardcastle)

105Constellation

Systems Engineering & Integration (SE&I)

Risk Manager(Curiel)

106Constellation

SR&QA Manager(Hansen)

107Constellation SR&QA Risk

Manager(Turner)

108Constellation

Advanced Projects Manager(Noriega)

109Constellation

Advanced Projects Risk Manager

(Dorris)

80ECANS Project

Manager(Ondrus)

81ECANS Risk

Manager(Naves)

ECANS RRB

RMP


EEV RMP

ISS Project

ARES-I Risk Mgt Working Group

Orion Risk Mgt Working Group

Indicates Chain of Command interface that provides RM status and escalated risks

Indicates information interface that provides RM status and escalated risks

RRB Indicates a Risk Review Board


Indicates risks are housed in ARM

Manage Risk Data in IRMA

Indicates risks are housed in IRMA (either CxIRMA, SSP IRMA, or ISS IRMA). Note that CxIRMA will be integrated with ARM

Indicates that a risk management plan has been created at this level

RMP

ESMD RMWG

TCB

OSPP(?)

OSPP Risk Manager

(?)

ARES-I Risk Mgt Working Group

Multiple KBR Capture Points – Multiple Delivery Points


Knowledge-Based Risks (Continued)

2006

2007

2008

2009

2010

2011

2013

2012

2006

2007

2008

2009

2010

2011

2013

2012

2006

2007

2008

2009

2010

2011

2013

2012

CEV

L&MS

CLV

CEV

L&MS

CLV

CEV

L&MS

CLV

Num

ber o

f Doc

umen

ted

Ris

ksN

umbe

r of D

ocum

ente

d R

isks Num

ber o

f Doc

umen

ted

Ris

ks

KBRs

Standalone Program Risksin ARM

Integrated Program Risksin ARM

Integrated and Knowledge-Based Risks in ARM

More access to risk information is required to close “knowledge gaps”



NASA Standard WBSNASA Standard WBS

ARM allows automated delivery of new KBRsARM allows automated delivery of new KBRs



• Embedded 3-8 min Video Nugget with Transcript

• Related Knowledge Bundles

• Related Content –reports, documents, etc.

• Threaded discussion (blog) feature to be added to comment on each KBR

• To be hosted on ESMD R&KM portal


• The design of the LRO propulsion tanks was influenced by a number of factors including launch vehicle characteristics. The Delta II Expendable Launch Vehicle’s (ELV) spin stabilized upper stage made the Nutation Time Constant (NTC) a key parameter in assessing the stability of the spacecraft. The uncertainty in predicting the effects of liquid propellant motions and the relatively large propellant load and mass fraction for the LRO tank resulted in the identification of a potential risk. Close coordination and communication with all levels of management early in the design trade study process allowed for the effective mitigation of the risk and provided additional lunar exploration opportunity.

LRO Spacecraft Atlas V BoosterDelta II Booster LCROSSSpacecraft

First Closed Risk KBR – Lunar Recon Orbiter


Practice 3: Communities of Practice (CoPs)

Knowledge resides with people and is often lost via actions like:

• Downsizing

• Retirements

• Shuttle Transition

• People Movement (Job Changes, Project Realignment, etc.)

5

4

3

2

1

1 2 3 4 5CONSEQUENCE

33

184

12LIKELIHOOD

CoPs allow the capture of knowledge which enables risk mitigation strategies to be developed or enhanced in multiple discipline areas


Communities of Practice

• “Communities of Practice (CoP) are groups of people who share a concern, a set of problems, or a passion about a topic, and who deepen their knowledge and expertise in this area by interacting on an ongoing basis”

• “CoPs share information, insight and advice. They help each other solve problems.”

• “They may create tools, standards, generic designs, manuals, and other documents —”

• “Cultivating CoP in strategic areas is a practical way to manage knowledge as an asset, just as systematically as companies manage other critical assets.”

Communities of Practice. Wenger, et al


Communities of Practice

• Risk & Knowledge Management

• Risk & Reliability Analysis

• Earned Value Management

• Technology Protection

• Systems Engineering & Integration

• Human Research

• Research and Technology

ESMD CoPs…


The PBMA toolkit provides NASA CoPs with a secure environment to share documents, conduct threaded discussions, polls, manage calendars, locate expertise, collaborate and learn.

PBMA boasts over 7,500 users in 275+ communities of practice, communities of interest, and workgroups

Process-Based Mission Assurance (PBMA) Portal

NASA CoP Tool – PBMA Example

Information Security – ESMD KM Artifacts Must Be Secure


• Wiki software selected -Confluence

• Several CoPs or Offices using Wiki (CxPavionics/software, ESMD risk and reliability analysts, DIO…)

• Establishing Wikitraining capability

Risk & Reliability Analysis Wiki

Information Security – ESMD KM Artifacts Must Be Secure

NASA CoP Tool – Wiki Example


KM Practices Integration

Portal

Wiki

Knowledge-Sharing Forums

CoP

Rich Integration and Linkages

Rich Integration and Linkages


Practice 4: Support Knowledge-Sharing Forums

• Engage NASA Alumni

• Utilize APPEL Forums

• Will utilize Webcast to broaden audience

• Post Videos on ESMD IRKMS portal

ESMD Alumni Sharing Events

Knowledge Sharing Workshops and Seminars

APPEL Master’s Forums


Practice 5: Experience-Based Management and Technical Training

Leverage the existing infrastructure of training courses throughout NASA, but with the emphasis on transferring knowledge across its projects and across ESMD.

ESMD will help shape existing courses by providing ESMD-related lessons, gleaned from case studies, PaLs, KBRs, and other sources of lessons.

APPEL

SATERN

NESC

NASA

Safety

Center


Summary

“ESMD faces exciting opportunities and formidable challenges. To reduce risk and apply knowledge more effectively, ESMD should integrate its KM, RM and OL initiatives into a comprehensive plan that will accomplish more with less bureaucracy. The goal is notcompliance with detailed processes and procedures but compliance with intent: the intent to learn, to share and probe every possible angle so ESMD’s missions have the highest possible chance of success. ESMD must take risks with ‘eyes wide open’ and ‘minds fully engaged’ at every decision, every trade and with every residual risk.”

From: Strategy for Exploration Systems Mission Directorate Integrated Risk Management, Knowledge Management

and Organizational Learning WhitepaperDave Lengyel & Dr. Ed Rogers

Education

Lengyel dave