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1993-06-08
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Space Station Fact Sheet
Management Structure
The Station Redesign Team has proposed new management
structures for the redesigned space station options. Common
management characteristics, regardless of the design selected, are:
o Build a single team under a Program Manager with budget
authority, contract management responsibility and accountability
for the program; authority to add and remove people and
appraise performance. Initially locate the team at the same site
but allow members to re-locate to contractor plants as the
products move from design, to construction, to test. Dissolve the
distinction between the "Program" management (typically at
Headquarters) and "Project" management (typically at a field
center).
o Organize the management organization for development around
a systems engineering and integration function and "Integrated
Product Teams." The tiered product team approach would
provide teams at each level of buildup - component, subsystem,
system, and ultimately the launch package stage. Teams would
follow product through all stages of development - design,
integration, construction, test and initial on-orbit operation.
Teams are fully accountable for technical aspects of deliverable
product, as well as cost and schedule.
o Select a single prime contractor to be responsible for integration
of the space station, thus removing this responsibility from the
Government, and manage this contractor out of the Program
Office. All hardware contractors will be subcontractors to the
prime. Program Manager will be the fee determination official.
o Limit the use of Center institutional capabilities only to cases
where the task is clearly defined, will contribute to an end
product or provide a needed facility, and is cost effective.
o Combine Space Shuttle and Space Station under a single Associate
Administrator.
o Limit the growth of the organization by clear job descriptions and
accountability, and assign each job once.
o Safety criteria and independent advice to the Program Manager is
provided by the Office of Safety and Mission Assurance, but
Product Teams conduct safety analysis and quality control of
hardware and procedures to ensure safety criteria are met.
o Establish a single, independent verification and validation
function to conduct a single check and balance on Vehicle
Manager and prime contractor effort.
o Strengthen Utilization and Science office under Program Manager
and fund development of some payloads to enhance builder-to-
user relationships and create a more focused user constituency
for the space station.
Specific Recommendations for Option A and Option B
o Locate the Program Manager and core team at a "Host" center.
o As the launch package moves through its development, launch
processing and on-orbit phases, allow the Integrated Product
Teams to move with it until it is successfully on-orbit at which
time they can transition into part of the mission management
team or they can move on to the next launch package.
Specific Recommendations for Option C
o Locate the Station Program Manager and the core team at the
same site as the Shuttle Program Manager to increase
communications between the two organizations.
o Analytical support for the new Integrated Launch Vehicle will be
performed by the Shuttle's system integration organization.
o An alternative approach would be to place both the Shuttle and
Space Station programs under a single Program Manager.
Ways New Management Structure Will Save Money and
Increase Efficiency
NASA estimates at least a 10 percent savings in overall program
management costs can be achieved with the new proposed
management structure based on analysis of Government and
Industry programs which used a single prime contractor and
Integrated Product Team approach in major development programs.
Those savings come from:
o Program Manager's core team of civil service will be about 1/3
the size of the current combined Level 1, 2 and 3 organizations.
Supporting institutional civil service manpower can be reduced
nearly in half.
o Fewer boards, panels will result in fewer civil servants and
corresponding contractors which will improve efficiency and
increase speed in decision making and decision implementation.
o Assigning civil service to operations capability development and
operations tasks, currently being performed by contractors.
o Moving to a single prime contractor to reduce overlap created by
multiple contractors performing similar functions.
o Giving contract management authority to the core team to avoid
costs to subcontractors resulting from excessive management by
NASA at too low a level.