Multi-Level SE Management Considerations 57

Figure 7.6-2 shows a notional organizational structure for an ML/MP program wherein NASA is acting as the program-level integrator, and wherein there is no program-level prime contractor. It builds upon the three levels of NASA management depicted in Figure 7.6-1. Program work is distributed in discrete Work Packages (WPs) to project offices, each at a different NASA Center. International Partners (IPs) and Commercial Partners (CPs) may also be present in ML/MP programs. While not considered Level III, IPs/CPs interface technically with the program office in much the same way as does Level III, including through Level II interface control

documentation. However, IP/CP participation also is governed by Agency-level agreements, some of which may be reflected in Level I requirements.

NASA Headquarters  Program Executive/  Program Director NASA Headquarters  Program Manager NASA Center  Project Manager Level I Level II Level III

Figure 7.6-2 Notional Organization for an ML/MP Program wherein NASA is the Program-Level Integrator and wherein there is No Program-Level Prime

Contractor

A summary of the NASA SE scope on ML/MP programs is given below. This summary excludes the significant SE work performed by WP prime contractors and subcontractors as they may be considered Level IV or lower-level team members.

7.6.4.1.1 Level I

NASA Level I typically controls key top-level program functional and performance

requirements, key top-level schedule milestone dates, and top-level technical user resource allocations. Level I also controls international agreements, such as those for IP payload utilization. In addition, Level I may, along with Level II, control CP agreements. A support contractor staff may supplement the Level I office by participating in Systems Engineering and Integration (SE&I) activities and by conducting selected analyses for the program

executive/program director.

7.6.4.1.2 Level II

The Level II program office (and its SE&I contractor) develops and delivers a verified and validated end-to-end system, by stage. (See Figure 7.6-3 for stage depictions.) The Level II program office develops and controls requirements (functional, performance, interface), technical resource allocations (e.g., mass, power, thermal, volume, extravehicular activity time, etc.), architectures, verification plans, development schedules, and operational sequences (including design reference missions) for the integrated end-to-end system by stage. It also conducts integrated functional and performance analyses (e.g., power, structural, thermal, attitude control, flight mechanics, utilization and operations assessments, etc.), life-cycle

International Partner (IP)

KR = Contractor Level II III I WP-3 Project Office WP-1 Project Office WP-2 Project Office WP-1 Prime KR WP-2 Prime KR Prime KRWP-3 IP-1 Engr. IP-1 Project Office IP-1 Prime KR WP-2 Engr. WP-1 Engr. WP-3 Engr. IP-2 Engr. IP-2 Project Office IP-2 Prime KR Work Package (WP) HQ Program Office/SE&I SE&I KR Support KR International Agreements CP Engr. CP Project Office Commercial Partner (CP) Commercial Agreements Commercial Agreements HQ Program Executive /Director

reviews, and verification/validation for the integrated end-to-end system by stage. Due to their end-to-end scope, Level II analyses usually are broader and shallower than analyses conducted by Level III and serve a complementary role to Level III analyses. Level II life-cycle reviews are held to confirm integrated system design and operation meets Level II requirements, resource allocations, operational sequences, etc., when all Level III and IP/CP elements are integrated into stage configurations. Life-cycle reviews may address multiple stages when key capabilities are achieved. For example, if key capabilities are achieved at stages 3, 6, and 10, reviews might be held for stages 1-3, 4-6, and 7-10. The program office manages to technical, cost, and schedule requirements that flow down from key requirements and allocations managed at Level I. The Level II program office conducts a Level II Configuration Control Board (CCB), membership on which includes project managers from NASA Level III and IP project offices. Change requests typically may be initiated by NASA Level II, by the Level II SE&I contractor, by NASA Level III, or by an IP/CP. When initiated by NASA Level III or an IP/CP, the change first goes through the Level III or IP/CP CCB process, respectively.

7.6.4.1.3 Level III

Level III project offices develop and deliver verified and validated, launch-ready flight hardware and software end items, e.g., elements, utilities (utilities are discussed in Section 7.6.5), etc. Each project office develops and controls requirements (functional, performance, interface), designs, technical resource allocations (e.g., mass, power, thermal, volume, extravehicular activity time, etc.) verification plans, development schedules, and operational sequences for its end items and conducts end item-level functional and performance analyses, life-cycle reviews, and verification/validation at the element or utility level. Life-cycle reviews may address multiple stages, consistent with Level II reviews. Each project office manages to its own set of technical, cost, and schedule requirements that flow down from system-level requirements and allocations managed at Level II. Each project has contract deliverables and its own CCB. Center engineering organizations typically provide engineering support to work package project offices.

7.6.4.2 Program-Level SEMP

Having a comprehensive program-level (Level II) SEMP in place at the time the program’s respective projects start Phase B (see Figure 3.0-4)is an essential enabler. The Level II SEMP establishes the who, what, where, when, and how of SE&I process implementation, a key step in delineating program-wide SE roles and responsibilities. Along with clearly identifying forums used for program-wide technical integration and technical decision-making, it facilitates

important transparency in product development among projects as well as between projects and Level II SE&I. Baselined by program SDR (see Figure 3.0-1, 2 and 3), the Level II SEMP also serves as a guide for developing project-level SEMPs which are baselined by project SRR. While gaining agreement on program-wide SE roles and responsibilities can be challenging on multi- level programs, particularly when IPs and CPs are involved, deferring agreement on roles and responsibilities in an approved Level II SEMP can lead to even greater, recurring challenges. When multi-level programs are also multi-phase programs, these recurring challenges are likely to incur additional impacts as the effects of indecision on SE conduct for one stage are likely to reappear in multiple stages.

7.6.4.3 Technical Resource Allocation

One of the responsibilities of SE&I is to allocate technical resources (see Section 7.6.4.1) among projects to fit within available system capabilities. Resource allocations initially are established in Level II requirements at the end of concept design, consistent with Level I requirements. These allocations can be refined under Level II configuration control as the program evolves. Investing time in establishing a resource allocation approach that incentivizes project managers to negotiate with unneeded resources (e.g., WP-1 trades 100 kg of mass to WP-2 in exchange for 80 W of power for the mutual benefit of WP-1, WP-2, and the program) versus holding

unneeded resources is recommended. Without such an approach, reallocating can be difficult and time consuming for programs with multiple projects, multiple stages, and international/CP agreements, even with best efforts among Level II and Level III SE teams. This is particularly true for programs that are also over-budget, behind schedule, and below advertised performance.