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THEMIS Mission CDR Project Management Peter R. Harvey University of California - Berkeley. Agenda. Project Status Mission Architecture Programmatics Organization Processes Reviews and RFAs Schedule Resources Cost Risks Issues Summary. Mission. Mission Launch

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Themis mission cdr project management peter r harvey university of california berkeley

  • THEMIS Mission CDR

  • Project Management

  • Peter R. Harvey

  • University of California - Berkeley


Agenda

Agenda

  • Project Status

    • Mission Architecture

    • Programmatics

    • Organization

    • Processes

    • Reviews and RFAs

    • Schedule

    • Resources

    • Cost

    • Risks

    • Issues

    • Summary


Mission

Mission

  • Mission

    • Launch

      Vehicle:Delta II, Eastern Range

      Injection:305 km x 12 Re, 9.5 degrees inclination

      Date:October19, 2006

    • Space Segment

      Spacecraft:5 Spinning probes with fuel for orbit/attitude adjust

      Instruments:3-Axis Electric Field, Magnetic Field

      3-D Ion & Electron Particle Detectors

      Orbit Period(s):1, 2 and 4 days

      Orientation:Ecliptic normal (South Pointing Antenna)

    • Ground Segment

      Observatories:20 Northern of All Sky Imaging and Magnetometers

    • Operations

      Phases:I&T, L&EO (3 mo), Campaigns (Dec-Mar), Deorbit

      Lifetime:2 years


Programmatics

Programmatics

  • Programmatics

    • “PI/GSFC Team” Mode

      PI Team Provides Space, Ground, Data Segments

      PI Team Provides Cost, Schedule, Performance Assurance

      PI Team Provides Education/Public Outreach

      GSFC to Provide Oversight in QA, Safety, LV, Range interface

    • Cost and Schedule Caps

      Single Cost Cap for the Mission

      Launch no later than March 2007

    • Performance Assurance

      MIDEX Quality Requirements

    • Implementation Strategy

      Use Heritage Instrumentation

      Coordinate Common Buy Parts

      Keep Probe/Probe Carrier Simple and Robust


Organization

Mission Manager

Frank Snow, GSFC

Project Scientist

D. Sibeck, GSFC

Launch Vehicle

G. Skrobott, KSC

THEMIS PI

V. Angelopolous, UCB

Science Co-I’s

EPO

N. Craig, UCB

Project Manager

P. Harvey, UCB

Quality Assurance

R. Jackson, UCB

Scheduling

D. Meilhan, UCB

Financial Mgr

K. Harps, UCB

Subcontracts

J. Keenan, UCB

Mechanical/ Thermal Systems

P. Turin, UCB

C. Smith, UCB

Mission Systems

E. Taylor, UCB

Probe/Probe Carrier

Management

UCB Oversight: D. King

Swales Mgr: M. Cully

Instruments

P. Berg, UCB

Software Systems

D. King, UCB

Mag Cleanliness

C. Russell, UCLA

Mission I&T

R. Sterling, UCB

Ground Segment

M. Bester, UCB

Organization


Organization1

Instruments

P. Berg

Instrument

Data Processor

Unit (IDPU)

M. Ludlam

Electric Field

Instrument

(EFI)

J. Bonnell

ElectroStatic

Analyser

(ESA)

C. Carlson

Solid State

Telescope

(SST)

D. Larson

Fluxgate

Mag

(FGM)

U. Auster

Search Coil

Mag

(SCM)

A. Roux

Robert Abiad

Peter Berg

Heath Bersch

Dorothy Gordon

Frank Harvey

Selda Heavner

Jim Lewis

Jeanine Potts

Chris Scholz

Nestor Castillo

Forrest Mozer

Greg Delory

Art Hull

Bill Donakowski

Greg Dalton

Robert Duck

Mark Pankow

Dan Schickele

Stu Harris

Hilary Richard

M. Marckwardt

Bill Elliott

Ron Herman

Chris Scholz

Heath Bersch

Robert Lin

Davin Larson

Ron Canario

Robert Lee

T. Moreau

TUBS/IWF

Uli Auster

K.H. Glassmeier

W. Magnes

CETP

Alain Roux

Bertran de la Porte

Olivier Le Contel

Christophe Coillot

Abdel Bouabdellah

Mag

Booms

LASP

Robert Ergun

Aref Nammari

Ken Stevens

Jim Westfall

Hari Dharan

Y. Kim

Tien Tan

Bill Tyler

Organization


Organization2

Organization

Ground Segment

Mission Ops Science Ops

(Mission Planning)

Ground Based Observatories

Manfred Bester

Mark Lewis

Tim Quinn

Sabine Frey

Tai Phan

John Bonnell

Laura Peticolas

All Sky

Imagers

Ground Magnetometers

Fielding

& Operation

(UC&UA)

Stephen Mende

Stu Harris

Steve Geller

Harald Frey

UCLA

Chris Russell

Joe Means

Dave Pierce

Bob Snare

UC

Eric Donovan

GSFC/GCND

David Sibeck

Mark Beckman

Bob DeFazio

David Folta

Rick Harman

UA

J. Samson


Organization3

Organization

Organizational Roles and Responsibilities


Processes

Processes

  • Management Responsibilities

    • Staffing and Facilities, Training and Certification – Ongoing (more to go)

    • Subcontract Generation and Tracking – Only SAI to be completed

    • Schedule Generation and Tracking – Bi-weekly & bi-monthly reviews

    • Budget Generation and Tracking – Monthly

    • Cost .v. Schedule Compliance – Monthly (see below)

    • Risk Identification, Risk Tracking, Risk Actions - Weekly

    • Descope Identification, Cost Evaluation, Descope Actions - Complete

    • Trade Studies Identification, Evaluation, Changes – 13 System changes

    • Action Item Generation, Distribution and Tracking - Ongoing

    • Technical & Financial Report Generation – Monthly


Processes1

Processes

  • Systems Engineering Responsibilities

    • Requirements Identification and Formalization - Complete

    • Design Coordination, Studies (FTA, FMEA, etc) - Complete

    • Technical Review Coordination, Informal and Formal - Ongoing

    • ICD Generation - Complete

    • Configuration Control - Ongoing

    • Verification Matrix Development - Complete

    • Design Compliance - Coming Up

    • Operations Plan Development - Complete

    • Action Item Management - Ongoing

    • Weekly telecons on S/C bus, Instrumentation, Ground Systems - Ongoing

    • Periodic On-site meetings - Ongoing


Processes2

Processes

Request for Action Status – not including SC peer reviews


Processes3

Processes

  • Performance Assurance Responsibilities

    • Assurance Requirements Identification - Complete

    • Performance Assurance Implementation Plan - Complete

    • Subcontractor Assurance Plan Reviews - Complete

    • System Safety – Complete (to date)

    • Supplier On-Site Inspections of Facilities and Procedures - Complete

    • Parts and Materials Research, Selection - Complete

    • Parts Qualification, Procurement incl. Common Buy Program - Complete

    • Verification Planning (Oversight) - Upcoming

    • Inspections and Test Verifications - Upcoming

    • Failure Report Management - Upcoming

    • Weekly telecons on S/C bus, Instrumentation, Ground Systems - Ongoing

    • Periodic On-site meetings - Ongoing


Processes4

Processes

  • Independent Verification and Validation

    IV&V Initial Assessment of Essential Software

    • Bus Avionics Unit: Telecom, Bus Control, Minimal Autonomy - Completed

    • IDPU : Instrument Control, Data Storage, Calculations - Completed

    • Operations: ReUse of GSFC-supplied software – Completed

      IV&V Recommended Approach / MOA – Completed

      IV&V Participation in FSW Monthly Status - Ongoing


Processes5

Processes

  • Team Communications

    • Day-to-Day

    • Email List Server

    • FTP sites for documents

    • Expanded Conferencing

    • Weekly Meetings/Telecons

    • Status of Space & Ground

    • Eng Change Notices

    • Cost and Schedule

    • Risks

    • Monthly Meetings and Reports

    • Comprehensive Report Integrating All Internal Status

    • All Development Team Leads Provide Narratives

    • Swales Narrative, Long-Lead and Milestone Schedules, Costs

    • Integrated Reports Available on the THEMIS website


Schedule

Schedule

  • Key Features

    Instrument Development

    • EM Instrument I/F Testing with EM Probe I/F – August 2004

    • Integrate Instrument Complement at UCB Prior to S/C Integration

    • Instrument Complement F1 Tested First Followed by Pairs

    • Added F1 Pre-Ship Review before F2-F5 Qualification

    • All Instrument Complements are Complete before S/C I&T Begins – Not!

    • Instrument I&T Team Will Be Focusing Upon S/C I&T – Need 2 teams

    • Added Facilities for Qualifying Instruments in Parallel

      Spacecraft Development

    • Integration and Test of Probe1 Completed Prior to Probes 2-5 – OK

    • Added P1 Pre-Ship Review before P2-P5 Integration

    • Sufficient Manpower and Equipment for Parallel I&T

      Ground Development

    • Development and Deployment of 5 GBOs 2 in 1Q05, all 20 in 1Q06

      Launch No Earlier Than October 19, 2004 – GSFC Requirement


Schedule1

THEMIS INSTRUMENT TOP LEVEL SCHEDULE

PROJECT MGR. : PETER HARVEY

STATUS AS OF 6/04/04

MISSION MGR. : FRANK SNOW

MISSION MGR. : FRANK SNOW

CY 2005

CY 2004

MILESTONES

M

D

J

M

M

M

J

S

O

N

F

A

A

J

A

CR

4/22

MAJOR REVIEWS

11/12

MISSION PDR

FGM/SCM CDR

4/06-08

CRR

2/04

1

IDPU DEVELOPMENT

INSTRU. CDR

4/19-20

MISSION CDR

6/14-18

BOARD I&T COMPL.

IDPU ETU DESIGN, FAB, I&T

IDPU ETU I &T COMPL

LEGEND

7/20

8/12

4

2

6

3

5

1

IDPU FLIGHT FABRICATION & I&T

FLT 1 BD FAB/ASSY COMPL

-- ETU Activity

FLT I&T COMPL

-- Flight Activity

11/16

11/01

11/30

10/04

11/09

11/23

12/07

2

EFI SPB / AXB DEVELOPMENT

ETU COMPL

FLT FAB

3

1

2

4

5-6

FLT I&T COMPL

EFI SPB DESIGN, FAB, I&T (ETU & FLT)

ETU COMPL

8/26

6/22

FLT MACH

9/30

10/21

12/09

11/18

12/30

4

2

5-6

1

3

EFI AXB DESIGN, FAB, I&T (ETU & FLT)

FLT I&T COMPL

7/02

5/03

10/19

12/21

9/28

11/09

11/30

3

ESA DEVELOPMENT

BOARD I&T COMPL.

DSG COMPL.

ESA ETU DESIGN, FAB, I&T

ESA ETU I &T COMPL

8/12

8/26

3/25

FLT 1-6 BD FAB/ASSY COMPL

1-6

EFI FLIGHT FABRICATION & I&T

FLT I&T COMPL

10/20

11/26

4

SST DEVELOPMENT

BOARD I&T COMPL.

DSG COMPL.

SST ETU I &T COMPL

SST ETU DESIGN, FAB, I&T

6/25

6/11

3/05

5

1

4

FLT 1-6 BD FAB/ASSY COMPL

2

3

6

SST FLIGHT FABRICATION & I&T

FLT I&T COMPL

9/10

10/12

11/02

11/23

10/22

10/01

11/12

5

FGM DEVELOPMENT

FGE ETU DEL. To GERMANY

FGE ETU/F6 I &T COMPL

FGM ETU DESIGN, FAB, I&T

6/04

3/19

FGE/PCB FLT 1-5 DEL to GERMANY

1-2

3-5

FGM FLIGHT FABRICATION & I&T

FLT I&T COMPL

9/13

11/08

1/31

6

SCM DEVELOPMENT

SCM EM DESIGN, FAB, I&T

SC/EM I &T COMPL

6/11

4-6

CUBE DEL.

1-3

SCM FLIGHT FABRICATION & I&T

FLT I&T COMPL

7/23

ETU I &T COMPL

11/10

9/28

7

FAB FLT HINGES

1-2

3-4

5-6

FGM/SCM BOOM FLIGHT FAB & I&T

FLT I&T COMPL

3/05

7/08

7/16

9/30

10/14

10/28

1

ETU INSTRU. I &T COMPL

START FLT INSTRU I&T

8

1/17

INSTRUMENT I&T

3

2

8/12

10/08

11/01

3/03

4

5

6

INSTRUMENT INTEGRATION & TEST

2/21

5/18

4/07

4/14

**BASED ON SCHEDULE FROM 2/20/04

Schedule


Schedule2

THEMIS S/C & I&T MISSION SCHEDULE

PROJECT MGR. : PETER HARVEY

STATUS AS OF: 06/13/04

MISSION MGR. : FRANK SNOW

CY 2004

CY 2005

CY 2006

MILESTONES

J

D

S

O

J

M

A

M

J

A

S

N

D

J

M

A

M

J

A

S

O

N

J

M

A

M

J

J

A

F

J

O

F

F

CRR

2/04

4/22

CR @ HQ

PSR

5/26

6/07

P1 PER

MAJOR REVIEWS

P2/P3 DELTA PER

11/09

4/06-08

FGM/SCM CDR

5/25-26

INSTRUMENT CDR

4/19-20

P4/P5 DELTA PER

12/14

6/15-16

MISSION CDR

P1 INTEGRATION & TEST

BOTTOM PANEL

RCS

1

LEGEND

PROBE SUBSYSTEM HARDWARE

2/03

BUS/INSTRU.

AVIONICS

-- Bus Slack

2/04

5/09

BUS INTEGR. & BUS/INSTRU. INTEGR.

3/18

INSTRU COMPL

20 DAYS

-- Critical Path

BUS/INSTRUMENT ENVIRONMENTALS

6/08

8/22

Contingency

12/27

-- Project Reserve

9/06

POST ENVIRONMENTAL ACTIVITIES

15 DAYS

-- Instrument Slack

P2 INTEGRATION & TEST

2

PROBE SUBSYSTEM HARDWARE

AVIONICS

BUS/INSTRU.

6/23

10/31

BUS INTEGR. & BUS/INSTRU. INTEGR.

8/04

9/28

6 DAYS

INSTRU COMPL

BUS/INSTRUMENT ENVIRONMENTALS

11/10

12/24

1/31

1/06

POST ENVIRONMENTAL ACTIVITIES

5 DAYS

P3 INTEGRATION & TEST

3

PROBE SUBSYSTEM HARDWARE

AVIONICS

BUS/INSTRU.

6/23

10/31

BUS INTEGR. & BUS/INSTRU. INTEGR.

8/04

9/28

6 DAYS

INSTRU COMPL

BUS/INSTRUMENT ENVIRONMENTALS

11/10

12/24

2/7

1/06

POST ENVIRONMENTAL ACTIVITIES

5 DAYS

P4 INTEGRATION & TEST

4

PROBE SUBSYSTEM HARDWARE

AVIONICS

BUS/INSTRU.

8/05

12/05

BUS INTEGR. & BUS/INSTRU. INTEGR.

11/01

9/15

6 DAYS

INSTRU COMPL

BUS/INSTRUMENT ENVIRONMENTALS

12/15

2/11

3/7

2/22

POST ENVIRONMENTAL ACTIVITIES

5 DAYS

P5 INTEGRATION & TEST

5

PROBE SUBSYSTEM HARDWARE

AVIONICS

BUS/INSTRU.

8/05

12/05

BUS INTEGR. & BUS/INSTRU. INTEGR.

11/01

9/15

6 DAYS

INSTRU COMPL

BUS/INSTRUMENT ENVIRONMENTALS

12/15

2/11

3/14

2/22

POST ENVIRONMENTAL ACTIVITIES

5 DAYS

3/07

6

PROBE CAR. / INSTRU. INTEGR.

5/16

7

PROBE CARRIER ASSY TEST

7 DAYS

8

MISSION RESERVE

7/31

45 DAYS

9

10 DAYS

MISSION RESERVE

8/01

10

LAUNCH PROCESSING/LAUNCH

10/19

Schedule


Deliverables

Deliverables

Contract Deliverables – PDR-CDR


Deliverables1

Deliverables

Contract Deliverables – PDR-CDR


Deliverables2

Deliverables

Contract Deliverables – PDR-CDR


Resources

Resources

  • SSL Projects at PDR

    STEREO Personnel Not Available; MMS Now Starting Up

    SNAP and MMS Projects Will Help Offload Personnel


Resources1

Resources

  • SSL Projects at CDR

    “Moon/Mars” Delay for MMS & SNAP removes incentive to complete

    Will Lose Talent Capable of Building MMS unless something done

Moon-Mars Gap


Resources2

Resources

  • Facilities

  • Chamber Availability at UCB/SSL

    • Numerous Tanks of Varying Sizes & Types – All Still in Use by STEREO!

    • One New Chamber Needed for THEMIS – 3 Being Built/Tested!

    • One Calibration Chamber Needs Parts – Could not be Fixed, Replaced.

  • TV Plan Assumptions

    • 2 Component-Level TV Cycles

    • 6 Instrument Level TV Cycles

  • Schedule has assumed new chambers are ready.

    • Established weekly tag-up meetings on these TV chambers

    • Put people experienced in these systems on the project

    • Have contacted NTS (LA) for availability of chambers as a backup.


Themis mission cdr project management peter r harvey university of california berkeley

Cost

  • Changes from PDR

    Additional Management

    • Added Swales/FSW Oversight

      Growth in Probe/Probe Carrier

    • Added RCS Pressurant System to deal with Mass Growth

    • ESC Compliant Solar Arrays

      Growth in I&T Costs

    • GSFC Review of P1 Qualification before P2-P5 Integration

    • GSFC Review of F1 Qualification before F2-F5 Qualification

      Growth in LV Cost

    • All “TLX” separation system recommended by GSFC

    • Disallowed as a Mission Unique by KSC


Themis mission cdr project management peter r harvey university of california berkeley

Cost

  • Cost Performance v Budget thru MCDR

    • Cumulative Costs + Liens v Budget at +3%

    • Cumulative Costs v Budget alone at –19%

    • Schedule is appx –12% (bracketed by the float)


Themis mission cdr project management peter r harvey university of california berkeley

Cost

  • Descopes Remaining

    L1 Requirements Allow Flexibility in Instrumentation

    Power, Mass, Cost Impacts


Themis mission cdr project management peter r harvey university of california berkeley

Risk

  • Reduction Activities since PDR

    • Added Thermal Expertise (Paul Cleveland)

    • Added Structural Expertise (Terry Scharton)

    • Added Spacecraft Oversight (David King)

    • Added Bi-Monthly Schedule Reviews with Code 500

    • Added Monthly Probe Software Status Meetings

    • Increased Fuel Capacity to re-establish adequate margins

    • Added Instrument and Probe #1 Reviews before #2-#5

    • Changed to the “all TLX” separation system

    • Prioritized Safety Studies and Planning

    • Added ESA HV Enable Plug


Themis mission cdr project management peter r harvey university of california berkeley

Risk

Risk List (UCB view, Top-Down)


Themis mission cdr project management peter r harvey university of california berkeley

Risk

Risk List (UCB, Top Down)

P/I Definitions

Matrix


Issues

Issues

  • Significant New Issues since PDR

    • Delay in Confirmation Review for 2 months

      • No LV-to-Spacecraft Interface Definition for CDR

    • Delay in Launch Date for 2 months

      • Decreased Time to Deploy 5 Probes Before 1st Winter

      • Will Switch Science Plans at some point if launch date slips more

      • Need to have a clear launch-date decision point

    • KSC Determination that TLX be Handled by UCB/Swales

      • Messy Organizational Interface with Boeing

      • If there is a mishap, this will be the “root cause.”

      • Recommend a clear MOU on roles & responsibilities

    • Delay in MMS and SNAP Projects

      • Difficulty in Offloading Personnel

      • Potential Cost and Schedule Impacts

      • PM to develop offloading strategy


Summary

Summary

  • Summary

    Stable Science and Mission Concept

    No Show Stoppers Identified Development or Review Teams

    Organization is Active in All Development Areas

    Weekly and bi-weekly Telecons Active in all Major Areas

    Systems Engineering

    Reliability Analyses, ICD’s and Verification Plans Complete

    Review Process in Place

    Successful Reviews at Subsystem Level

    RFAs Being Worked

    Detailed Design Efforts at Full Speed

    Drawings Complete

    Board-level Engineering Modeling in Progress

    Mechanism ETU Testing and Qualifications in Progress


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