decision making process
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Decision Making Process. Program Planning and Control. Deana Hackfeld Management Systems Office November 17, 2006. Decision Making Structure. - PowerPoint PPT PresentationTRANSCRIPT
Decision Making ProcessProgram Planning and Control
Deana HackfeldManagement Systems Office
November 17, 2006
Decision Making Structure
• The Constellation Program uses a board/panel structure for making decisions that affect the project, as well as for making technical implementation decisions.
• Example of the decisions that affect the project:– Anything that requires a change to an already approved
designed component. • Example of a technical implementation decision:
– Whether to approve a design modification requiring additional funding, or selecting which launch pad the program will use and develop at Kennedy Space Center.
ESMD Program Mgt. Council(DPMC)
•Program and Project Plans•Performance, Cost, Schedule•Lv 1 NGOs
•Program and Project Plans•Performance, Cost, Schedule•Lv 2 NGOs
<Project>ControlBoard
Cx Systems EngineeringControl Board
(CxSECB)•Technical Baseline•SEMP, Related Docs
Lv 3Control Boards
Hw/Sw
Cx Safety Engineering Review Panel(CxSERP) *
Lv 3Safety Panels
Cx Asset Management Panel
(CAMP) *
Cx Safety, Reliability &Quality Assurance (CxSRQA) Board
Launch Cx Range Safety Panel
(LCRSP)
Cx Crew ProceduresControl Board *
(CxCPCB)
Cx FlightTechniques Panel *
(CxFTP)
Joint SSP/ISS CxPReq. Control Board
JPRCB
Joint ISS/CxP MissionIntegration Control Board
JMICB
CxPControl Board
(CxCB)
OperationsControl Panel *
(CxOP)
• CEV-CPCB• ELP*• GO*• MO*• EVA*
External or Joint
Cx Internal
* = Not yet formally chartered thru CxCB
Legend:
•SR&QA Plan•SRQA Related Docs
Flight Ops IntegrationControl Board *
(FOICB)
Cx Flight RulesControl Board *
(CxFRCB)
ESMD Program Mgt. Council(DPMC)
•Program and Project Plans•Performance, Cost, Schedule•Lv 1 NGOs
•Program and Project Plans•Performance, Cost, Schedule•Lv 2 NGOs
<Project>ControlBoard
Cx Systems EngineeringControl Board
(CxSECB)•Technical Baseline•SEMP, Related Docs
Lv 3Control Boards
Hw/Sw
Cx Safety Engineering Review Panel(CxSERP) *
Lv 3Safety Panels
Cx Asset Management Panel
(CAMP) *
Cx Safety, Reliability &Quality Assurance (CxSRQA) Board
Launch Cx Range Safety Panel
(LCRSP)
Cx Crew ProceduresControl Board *
(CxCPCB)
Cx FlightTechniques Panel *
(CxFTP)
Joint SSP/ISS CxPReq. Control Board
JPRCB
Joint ISS/CxP MissionIntegration Control Board
JMICB
CxPControl Board
(CxCB)
OperationsControl Panel *
(CxOP)
• CEV-CPCB• ELP*• GO*• MO*• EVA*
External or Joint
Cx Internal
* = Not yet formally chartered thru CxCB
Legend:
•SR&QA Plan•SRQA Related Docs
Flight Ops IntegrationControl Board *
(FOICB)
Cx Flight RulesControl Board *
(CxFRCB)
Proposed CxP Board Structure
Decision Making Process
• Boards and Panel structure established as the Program’s decision making bodies
• Formal Program decisions are documented on Program Directives– Change Directive– Management Directives
Notional Decision Model
Identify Problem/Issue• Document via white paper (archived)Does a decision need to be made• No, archive white paper• Yes, follow decision processPrepare the Decision Maker, Brief the
Decision Maker• Formulate decision package • Identify stakeholder – Define evaluators• Elevate discussion through working groups
to Boards and Panels for decision – Create a Program Directive and presentation material, including white paper
Notional Model Cont.
Make a decision and implement• Authorize Directive and create actions to
implement decision• Track actions through closureDissenting Opinion• Documented in decision package• Elevate through appropriate independent
review – Chief Engineer, NESC• Return to decision body for implementationArchive to Authoritative repository – ICE
Identified change
Change Engineer to coordinate OPR
for Budget/ Schedule Priority
Constellation Program ProgramIntegrated Change Management Process
Example flow
CE to coordinate (as needed) with PP&C for Support:
Change ManagementAssessmentsResourcesProcurement
Evaluation of change content. Evaluators
submit impacts, issues, or
concurrence
Conduct Technical
Coordination Meeting
CE to initiate CRwith description of
Change, With technical and
programmatic language
CE to Develop preliminary
technical requirements
CE to present IDP to SIGs and other
Panels as required
CE/OPR to develop New or Mod existing ITA,
if required
CE/Procurement to develop
New or Mod existing contract
Change Screening Group to validate CR
& determine required evaluators
and board dates
Resources to generate a budget change
directive (BCD), if required
DevelopDirective/Decision
Package (IDP)
1 2 3
45
8 9 10 11 12
17
18
19
Complete Directive out of
Board
If Meets Boarding Requirements
NO
YES
13
CE to present IDP to Control
Board with Technical,
Budget, and Schedule Analysis
14
Reviseor
disapprove
Boardapproves
NO
YES
15
Board Member
Authorization/ signature
NO
YES
6
Cancel orrework
Obtain Head of Contracting activity
Approval
UCA required
YES
NO
16
Change Management
status and report open actions and track
CR/Directive to closure
20
Procurement Issues UCA
YES
NO
CM Receipt Desk receives
request7 Fast Track
ArchiveRecords
21
ReflectionCan you think of other systems where decisions are made using a board and panel process?
What are the advantages of this type of decision making process? What are the disadvantages?
Why is documentation so important throughout the decision making process?