# Presentation: 111064

## Surveillance Planning

- Presentation to S&MA Directors Meeting
- March 27, 2001
**Presented By**
**Larry Tucci (KSC)**
**Charlie Chesser (MSFC)**

## Surveillance Planning Team

***Surveillance suitable to the project***
***Surveillance proportional to the risk***
***Surveillance that meets project management needs***

*Surveillance as a method to improve likelihood of mission success*

## Surveillance Planning Team

***Team Goals: ***
***  *****Integrate surveillance approach:**
**Engineering, S&MA, Finance, Procurement**
**  ****Improve effective utilization of surveillance resources**
**  ****Enhance communication of surveillance results**
**  ****Surveillance to proactively mitigate risk (part of RBAM)**
**  ****Make surveillance more response to project   **
**    ****management**

**Surveillance Planning Team**

## Current Members:

**JSC - ****	****Connie Poole (procurement) **
**JSC - ****	****Lee Norbraten (Management Systems Office)**
**KSC - ****	****Larry Tucci (S&MA)**
**KSC - ****	****David Culp (Procurement)**
**KSC - ****	****Terry Smith (Quality)**
**MSFC -  Barry Musick (Engineering)**
**MSFC - ****	****Charlie Chesser (S&MA)**
**SSC - ****	****Mike Smiles (S&MA)**
**GSFC - ****	****Mary Clark (EVM)**
**S -  ****	****Nancy Porter (Program Office - Space Science)**
**Y -  ****	****Tom Magner (Program Office - Earth Science)**
**M -  ****	****John Castellano (Program Office - HEDS)**
**Q -  ****	****Steve Newman (PBMA)**
**Q -  ****	****Tom Whitmeyer (Quality)**
**H -  ****	****Jeff Cullen (Procurement)**

**Surveillance Planning Team**

## Based on “Risk Management””

***Based on “Risk Management”******”***

**Dynamic**

**Low Dollar Amount**
**Non Flight**
**No Hazardous Operations**

**High Dollar Amount**
**Flight**
**Hazardous Operations**

## Surveillance Proportional to the Risk 

- _Final Surveillance _
- _Plan_
- (High/Medium
- Risk) based on
-  selected
-  contractor)

- ACQUISITION  STRATEGY PROCESS

- Engineering
- Procurement
- S&MA, Other

- REQUIREMENTS

- POST AWARD

- SOURCE
- SELECTION

- SOLICITATION
- DEVELOPMENT

- ACQUISITION
- STRATEGY
- DEVELOPMENT

- Contract
- Performance

- _RISK RANKING_
- HIGH RISK
- MEDIUM RISK
- LOW RISK

- _Project Manager_
- _Risk Management_

- _Surveillance _
- _Results_

- Preliminary
- Surveillance Plan

## Surveillance Starts with the SOW

- Level 1

- Level 2

- Level 3

- Level 4

- Level 5

## SOW Example

- 

**Sensor **

**resolution**

- 

**Weight**

- 

**On-orbit life**

- 

**Data **

**distortion **

- 

**Operational **

**availability**

- 

**Weight **

- 

**Mean time **

**between **

**failures **

**(MTBF)**

- 

**Transponder Size**

- 

**Orbit**

- 

**Payload **

- 

**Product unit **

**cost**

- 

**Power **

**consumption**

**WBS XXXX**

**Instrument**

**Detector**

**WBS XXXXX**

**CW **

**Transmitter**

**WBS XXXXX**

**Data **

**Processor**

**WBS XXXXX**

**Antenna**

**SUBSYSTEM**

**COMPONENT**

- •

- AM Noise

- •

- FM Noise

- •

- Radiated Power

- •

- MTBF

- •

- MTBF

- •

- Memory

- •

- Proc Speed

- •

- MTTR

- •

- Slew Time

- •

- Beam Width

- •

- Side Lobes

- •

- MTTR

- •

- Power Density

- •

- Slew Time

- •

- CWI Ant Side Lobes

- •

- AM Noise

- •

- Pointing Accuracy

- •

- Power

- •

- MTTR

- •

- Angular Resolution

- •

- Detection Range

- •

- TI Ant Side Lobes

- •

- FM Noise

- •

- Weight

- •

- MTBF

- •

- Range Resolution

**SOW Example**

## SOW WBS Break Down

** **

## Performance Standard

** **

## Surveillance Method 

** **

## Adjusted Surveillance Method

** **

## Surveillance Evolves as Risk is Better Defined

- WBSS

- Formulation

- Implementation

- SRR

- PDR

- CDR

- FRR

- Operations

- Production

- WBS

- WBS

- Top-
- Level
- Rqmts.

- Trades

- Concepts.

- System
- Spec.

- End
- Item
- Specs.

- Analysis

- Prelim.
- Drawings

- Detailed
- Drawings

- Risk
- Plan

- Production/
- Manufacturing
- Package

- H/W & S/W
- Verification
- Plan

- Acceptance/
- COFR

- Risk Penetration
- Surveillance Matrix

- Identified Risk

- Identified Risk

## WBS Based Risk Analysis Process

**CONSEQUENCE**

**Level**

**Performance**

**Schedule**

**Cost **

- Minimal or No Impact

- Acceptable with some

- reduction in margin

- Acceptable with significant

- reduction in margin

- Acceptable, no remaining

- margin

- Unacceptable

- Minimal or No Impact

- Additional resources required;

-  able to meet need dates

- Minor slip in key milestone; not

- able to meet need dates

- Major slip in key milestone or

- critical path impacted

- Can’t achieve key team or major

- program milestone

- Minimal or No Impact

-                <5%

-                 5-7%

-              >7-10%

-                 >10%

- 1

- 2

- 3

- 4

- 5

**5**
**4**
**3**
**2**
**1**

**1             2        3            4          5**

** **

- Did they do the right things?

- Did they do things right and did they do them right?

- Increasing Surveillance Penetration

- Review of Processes

- Review of Process and Implementation

## Surveillance Is a Continuum

- Did the contractor do the right things?

- Did the contractor do the right things **and** do them right?

- Increasing technical penetration

- Review of Processes

- Review of Process **and** Implementation

- Level 0

- Level 1

- Level 2

- Level 3

- Level 4

**No Penetration**

- Level of surveillance contingent on defining an acceptable risk:
**Technical risk levels**
**Amount of trust in performing organization’s abilities**
**How well processes are defined**
**Level at which NASA is performing Task Agreements for the program**
**Human rating of vehicle**
**Program visibility and impact of failure**
**Design complexity, manufacturing complexity, producibility**
**Value of asset**

## Level of Surveillance By Disciple (Technical)

**Level of Surveillance By Disciple (Technical)**

## Level of Surveillance By Disciple (Business)

-  **Intermediate Penetration **
** **Includes low penetration with addition of daily or weekly involvement to identify and resolve evolving issues
-   Institute specific, regularly planned status and open action/issues reviews

-  **In-depth Penetration**
-   Includes intermediate penetration with addition of methodical review of details
-   Government Senior Business Managers may participate in reviews

**Low Penetration**
-   Participate in or perform periodic audits on pre-defined process(es) and/or systems
-   Participate in resolution and closure of issues
-   Hold periodic status and open actions/issues reviews

**Level 0**

**Level 1**

**Level 2**

**Level 3**

**Level 4**

-  **Total Penetration**
-   Perform a complete and independent evaluation of each task
-   Independent review of all Contractor final contract documentation
-   Regularly scheduled meetings of Senior Business Managers (Contractor and Government) to review current/anticipated issues and overall status

-  **No Penetration**
-   Accept performance at face value  (assess that no penetration is required)

**Level of Surveillance By Disciple (Business)**

## Defining Who Is Responsible For Surveillance

- Organization

- SOW Section

- Purpose

## Defining How Surveillance is Conducted

##   Communicating The Level Of Surveillance 

## NASA Surveillance Data Flow

## General Process For Metric Development

## Sample of Surveillance Metric

##   Surveillance Planning Team Activity

*  ***Surveillance Planning Team Activity**

**April-01**

**July-01**

**Initial **
**Meeting**

**Agency **
**Objectives**

**Outline for NPD**

**Draft Policy**

**Benchmark**
**Activities**

**Benchmark **
**Summary**

**Draft NPG For**
**Surveillance**

**Publish **
**Summary of**
** ****Guidance **
**Examples**

**Jan-01**

**Feb-01**

**Telecon**
**1/30/01**

**Final Report **
**for **
**AE/Q/H**

**Recommended **
**Follow On Actions **
**(Training,  **
**Etc.)**

**S&MA Meeting**
**3/27/01**

**Meeting**
**1/9/01**

**EMC Meeting**
**2/22/01**

**Meeting**

**Telecon**