'.

National Aeronautics and 

Space Administration 

Mary W. Jackson Building NASA Headquarters 

Washington, DC 20546-0001 

R eply to Attn of: Science Mission Directorate/Planetary Science Division 

NASA Response to the Psyche Independent Review Board Implementation Assessment 

On May 30, 2023, the Psyche IRB provided their final briefing to NASA on their assessment of 

NASA and JPL's implementation of the recommendations from their report dated November 4, 

2022. Their assessment responses were reported in terms of appropriate, appropriate with 

additional work, or inadequate. In evaluating progress on these recommendations, which were 

split in two categories - those pertaining to the project, and those pertaining to the JPL institution 

- the IRB considered both the work accomplished td date and future plans, acknowledging the 

incredibly hard work and achievements to date in many areas. They noted the importance of 

maintaining the diligence in certain areas to both keep Psyche on track for launch in 2023 and 

achieve widespread success going forward. 

The IRB assessment celebrated the Psyche team's exceptional efforts to develop a credible plan 

and implement corrective actions to achieve the later October 2023 launch. We are thrilled that 

the IRB has concluded that the overall probability of mission success is high. We concur with the 

IRB's assessment that a significant amount of work remains in operations planning, and that 

continued emphasis is needed in areas such as the line management's technical oversight, and 

improvements to programmatic plans, assessment approaches, and metrics. 

We partially concur with the IRB's assessment that the.responses to the SRB Review Process 

improvement recommendations were inadequate. NASA agrees that significant work is needed 

to meet the spirit of the recommendations in this area. We acknowledge, however, that this is an 

area of Agency responsibility, requiring active engagement across multiple Headquarters 

organizations, and efforts that go well beyond the Psyche Project, JPL, or even SMD jurisdiction. 

The work being led by the NASA Chief Project Management Officer in collaboration with the 

Mission Directorates is underway and is intended to address deficiencies in the current SRB and 

independent assessment processes and practices. We note the IRB's positive acknowledgement 

of the active efforts specific to the Psyche SRB, and we remain committed to delivering 

impactful improvements to benefit all relevant NASA projects and programs in the future. 
The IRB described the response to all JPL institution findings and recommendations as 

appropriate and shared that the responses exceeded the board's high expectations. This reflects 

the seriousness with which JPL and Caltech leadership undertook these efforts. We appreciate 

and fully concur that continued engagement, commitment, and leadership will be needed to 

maintain this tenor and institutionalize the significant changes underway. 

We want to thank the entire board for their comprehensive and rigorous two-phased review, and 

extend our heartfelt appreciation to the IRB Chair, Mr. A. Thomas Young, for his leadership and 

for again assuming this momentous responsibility. We are proud of the hard work the teams have 

undertaken thus far and remain confident that the impact of the significant efforts reflected in 

this report will set the stage for continued success. 

Associate Administrator, 

Science Mission Directorate 

Director, 

r.!~D/

Jet Propulsion Laboratory 
 

 

Psyche

Independent Review Board

Assessment Report

May 30, 2023
 

 

 

 

 

 

 

Psyche IRB Charter

• Assess the Psyche Project’s and JPL institution’s progress and implementation of the Independent

Review Board (IRB) recommendations.

• Recommendations cited in this report are per the Psyche IRB’s original report.

• Observations and work-to-go described in this report reflect the status at the time of IRB’s 

progress reviews of Psyche (March 2023) and JPL (April 2023).

May 30, 2023 2
 

 

Review Methodology

• IRB meetings on-site at JPL, to review progress of the Psyche Project and JPL institution on IRB

recommendations

• Structured reviews

• Informal sessions

• Personnel interviews

• IRB deliberations and discussion

May 30, 2023 3
 

 

 

 

 

Assessment Definitions

• Appropriate – The response, including future activities, fully addresses or exceeds the IRB

recommendations.

• Appropriate with additional work needed – The response largely addresses the IRB

recommendations, missing a few key elements.

• Inadequate – The IRB recommendation has not been adequately addressed.

May 30, 2023 4
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Psyche IRB Membership

• Allen Bacskay, Ex-Officio, NASA Retired, Psyche

SRB Chair

• Steven Battel, Battel Engineering, President

• Doug Bernard, JPL, Deputy Chief Engineer

• Antonio Elias, Orbital ATK, Retired

• Orlando Figueroa, NASA, Retired

• Robyn Haleski, JPL, MSR SRL Avionics and Flight

Software Product Delivery Manager

• Fiona Harrison, Caltech, Chair, Division of

Physics, Mathematics and Astronomy

• Tom Jedrey, JPL, Europa Clipper Deputy Flight

System Manager

• Gentry Lee, JPL, Chief Engineer for Planetary

Science Directorate

• Fuk Li, JPL, Retired

• David Mitchell, NASA HQ, Chief Program

Management Officer

• Ellen Ochoa, NASA, Retired

• James O’Donnell, NASA GSFC, NESC GNC

Technical Discipline Team

• Jessica Samuels, JPL, MSR CCRS JPL Flight

Segment Manager

• Janet Vertesi, Princeton University, Associate

Professor of Sociology

• A. Thomas Young (Chair), former NASA,

Lockheed Martin Corp., Retired

Karen Gelmis, NASA HQ, Review Manager

Sam Thurman, JPL, Associate Review Manager

Joan Salute, NASA HQ, Observer

William Knopf, NASA HQ, Observer

May 30, 2023 5
 

 

May 30, 2023 6

Psyche

Summary and Conclusions
 

 

 

 

 

 

 

 

 

 

 

 

Psyche Project Summary and Conclusions

• The judgement of the IRB is that the response to the IRB recommendations and work-to-go is 

outstanding and exceeded the board’s high expectations.

• The Principal Investigator, Psyche Project, JPL senior leadership, and JPL Line organization are to

be commended for their exceptional contributions.

• A credible plan has been developed for the remaining work to be accomplished to support an

October 2023 launch. Initial operations planning is viewed by the IRB to be positive; however, this 

area has a significant amount of work yet to be accomplished.

• The IRB believes the October 2023 LRD is credible and the overall probability of mission success is 

high.

• It is the judgement of the IRB that the positive actions observed validate NASA’s decision to

continue the Psyche Project.

May 30, 2023 7
 

 

May 30, 2023 8

JPL Institution

Summary and Conclusions
 

 

 

 

 

 

 

 

 

 

 

JPL Institution Summary and Conclusions

• The IRB recognizes that the board’s findings and recommendations were challenging, necessary,

and would ultimately require considerable time to complete the corrective actions.

• The IRB’s assessment includes the work accomplished to date and the plans to complete the

remaining actions.

• The IRB assesses that the response to all the findings and recommendations are appropriate. The

IRB is extraordinarily impressed by the accomplishments of the total JPL organization and Caltech.

• Engagement in and leadership of the overall response process by the JPL Director and senior

leadership is deemed “world class.”

• The amount of work-to-go is extensive and will require continued engagement, commitment, and

leadership. The IRB is confident this will occur.

May 30, 2023 9
 

 

May 30, 2023 10

Psyche

Assessment of Recommendations
 

 

 

 

 

 

General

Recommendations

• Develop plan forward that prioritizes and completes development activities.

• Establish a new launch date with sufficient margin to have high confidence in success.

• Review work performed in last several months before the launch delay to assure it is at the required

level of excellence with no embedded problems.

• Conduct a detailed review and assessment of “use-as-is” problem dispositions and “unverified

failures.”

Assessment

• Appropriate

May 30, 2023 11
 

 

 

 

 

 

 

 

 

 

 

 

 

General

Observations

• The project has performed a commendable replanning process with a resulting plan that is thorough,

detailed, and executable with credible schedule margin remaining.

• The refinement of the verification and validation (V&V) plan is especially important and impressive,

and it should give the project proper insight into its progress. This gives the IRB increasing

confidence that the new launch date selected in October 2023 is viable.

• The project has innovated organizationally as well to assess the level of technical quality achieved

and uncover embedded problems, including forming independent Technical Advisory Groups

(TAGs), “step-back” reviews, thorough rereview of “use-as-is” items, off-site meetings, and engaging

with its Standing Review Board (SRB).

• There remains some activity as described in the “work-to-go” section, and the project has prioritized

these activities appropriately.

• Overall, the project is on a strong footing for a successful launch.

May 30, 2023 12
 

 

 

 

 

 

 

 

 

 

 

Management and Communications

Recommendations

• Establish and implement processes to assure open, credible, and responsive communications both

vertically and horizontally throughout the Psyche Project.

• The JPL Director, senior management, and Line management must establish and implement processes that

assure significant insight into flight-project execution and participation in resolution of problems and risks.

• The role of the Line management function in elevating concerns needs to be emphasized and strengthened.

• The workforce should be trained that the Independent Technical Authority should be used for elevating

unresolved issues of any nature, including programmatic.

Assessment

• The assessment of the Psyche Project and senior management response to these recommendations is

appropriate.

• The assessment of the Line management response is appropriate with additional work needed.

May 30, 2023 13
 

 

 

 

 

 

 

 

 

 

Management and Communications

Observations

• The Psyche Project has properly and adequately engaged several of the critical Line organizations

to review their ongoing work.

• TAGs have been created by the Line organizations to provide valuable technical oversight.

Work Still Needed

• In some technical areas, mission operations in particular, there does not yet exist sufficient Linemanagement oversight of the work being done on Psyche.

• Line managers whose personnel are working on Psyche must be actively engaged with the quality

of the technical work.

May 30, 2023 14
 

 

 

 

 

Staffing

Recommendations

• Provide additional 10–12 full-time, experienced leaders at all levels of the project.

• Adequately supplement and maintain project staffing to support the replan.

• Special attention should be given to assigning/maintaining a Project Chief Engineer; Guidance,

Navigation, and Control (GNC) Cognizant Engineer; and Fault Protection Lead Engineer.

Assessment

• Appropriate

May 30, 2023 15
 

 

 

 

 

 

 

 

 

Staffing

Observations

• JPL’s response to the Psyche staffing recommendations exceeded the IRB’s expectations.

• They identified, provided, and maintained excellent leaders who had the experience to implement

the necessary changes to the project, including appropriately staffing the Integrated Psyche

Systems Organization (IPSO) and the key project positions identified by the IRB.

• Additionally, these leaders have performed a very valuable mentoring function that not only benefits

Psyche but will serve JPL well into the future.

• The institution has clearly put a priority on keeping Psyche staffing stable, which has enabled trust

and healthy communications paths to be rebuilt and resulted in impressive progress on project

milestones.

May 30, 2023 16
 

 

 

 

COVID-19 Related

Recommendations

• Reestablish informal communications, such as “walking the floor” and “drop-in discussions.”

• Remote and hybrid work must be minimized on Psyche to give the team the best opportunity to

coalesce in a short time.

Assessment

• Appropriate

May 30, 2023 17
 

 

 

 

 

 

 

COVID-19 Related

Observations

• The return to majority in-person work has made a tremendous difference in restoring visibility and

informal communications across the project.

• Drop-in meetings, social coffee hours, off-site intensives, and individuals “walking the floor” have

improved team interaction, problem-solving, efficiency, and trust.

• The team is also making judicious use of remote and hybrid access options as appropriate to ensure

flexibility while not compromising their collaboration.

May 30, 2023 18
 

 

 

 

 

 

 

 

 

Project Metrics

Recommendations

• Develop a detailed, integrated, resource-loaded, and adequately margined and verified schedule for

all remaining work.

• This must include sufficient task completion milestones in key areas like V&V, system

integration and test (I&T), and mission ops preparations, such that progress in these areas can

be readily tracked.

• Establish and implement a management information and reporting system that produces a credible

and timely assessment of status, risks, and issues against this integrated baseline.

Assessment

• Appropriate with additional work needed

May 30, 2023 19
 

 

 

 

 

 

 

 

 

 

 

 

 

Project Metrics

Observations

• The Psyche Project presented a comprehensive and logical resource-loaded plan reflecting the

work-to-go with reasonable durations for the activities defined.

• Progress against the plan is monitored through multiple metrics (e.g., staffing and closure of

Engineering Change Requests, Problem/Failure Report [PFRs], waivers, risks) and successful

achievement of major milestones in the plan, such as progress against the V&V plans.

• Progress against the plan is getting weekly attention from IPSO and the personnel accountable for

doing the work (e.g., Phase and domain leads) for technical and system concerns.

• Progress against the plan is being reconciled at a regular cadence (typically monthly) for higherlevel programmatic assessment at the project level and for reports to JPL management.

• Performance to date shows that the project has consumed about a third of its three-month schedule

margin against the October 2023 Launch Readiness Date (LRD), reflecting very good performance

to date and giving credence to their ability to meet the LRD.

May 30, 2023 20
 

 

 

 

 

 

 

 

 

 

 

 

Project Metrics

Observations, cont’d

• Operations Readiness is an area that requires focused attention for development and configuration

control of flight rules, procedures, training of personnel, etc., to make sure they are sufficient to meet

the requirements of the Certificate of Flight Readiness.

• The project is planning for deferment of some development and V&V activities associated with orbit

operations to post-LRD with a robust staffing plan, which is warranted given the priority tasks that

need to be completed ahead of the LRD and requirements for early commissioning.

Work Still Needed

• The Psyche metrics and processes are a big step in the right direction for comprehensive and

effective programmatic plans, assessment approaches, and metrics. Critical assessment post-LRD

for broader applicability to JPL projects throughout the life cycle is warranted and highly

recommended.

May 30, 2023 21
 

 

 

 

 

 

 

 

SRB Review Process

Recommendations

• The SRB process must be strengthened such that there is discrimination between “normal” activities

and serious issues that will highlight critical factors impacting a project’s success.

• Guidelines given to projects for status reporting should be clear and unambiguous (e.g., for “green,”

“yellow,” and “red” color-coding).

• The response to the SRB-reported issues and concerns must be thoroughly reviewed by the SRB,

Management Center, and NASA authorities on a regular basis until satisfactory resolution is

achieved.

Assessment

• Inadequate

May 30, 2023 22
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

SRB Review Process

Observations

• The SRB process includes an independent board, interaction with the project being reviewed, and NASA

oversight of the board and project activities to ensure board actions are properly implemented.

• The timing of the Psyche SRB reviews did not allow identification of the problems that caused the launch delay

such that corrective action could be implemented. The board did identify schedule issues that were not

communicated with sufficient level of severity and were not acted upon appropriately by the project or properly

dispositioned by NASA.

• The IRB believes the SRB process can be an important project-management asset to identify critical problems

requiring corrective action.

Work Still Needed

• The IRB believes NASA and Management Centers should take the necessary action to clarify the responsibilities

of the board, the appropriate schedule for board meetings, and board membership composition.

• NASA’s actions should specifically define the responsibilities of the project in answering board recommendations

and NASA accountability for governance of the total process to ensure that board recommendations are properly

understood and dispositioned.

May 30, 2023 23
 

 

 

 

 

 

 

Psyche-Specific SRB Forward Plans

• NASA Headquarters is aware of deficiencies in the current SRB processes and practices, and have

multiple organizations working on improvements.

• In order to address the SRB-process deficiencies on Psyche, moving forward between now and

launch in October 2023, the Psyche SRB Chair is working with the Psyche Project, the Planetary

Mission Program Office, JPL, and NASA Headquarters to enhance the SRB activity specifically for

Psyche.

May 30, 2023 24
 

 

 

 

 

 

 

JPL/Maxar Relationship

Recommendations

• The Psyche experience provides an excellent opportunity to document best practices for future

collaborations between NASA and commercial spacecraft providers in areas such as:

• Early and sustained in-depth interactions to develop mutual understandings of cultural and

process differences

• Ensuring interfaces between the two organizations are correct, complete, and adequately

documented and reviewed by subject-matter experts

• Contract structure

Assessment

• Appropriate with additional work needed

May 30, 2023 25
 

 

 

 

 

 

 

 

 

 

 

JPL/Maxar Relationship

Observations

• Lessons from the JPL and Maxar experience are still a work in progress and evolving in areas such

as testbeds as the work continues for the team to be ready for the LRD in October 2023.

• Interactions with project personnel (JPL and Maxar) provided evidence of a close working

relationship and commitment to mission success, with documented lessons in all three areas of the

recommendation.

• The project indicated that many of the lessons to date have been shared in informal settings with

other NASA Centers.

Work Still Needed

• The formal documentation of lessons from the JPL/Maxar experience provides an invaluable

opportunity to inform future missions in similar and often unique and important contractual

relationships; they should be documented formally and shared, as is planned.

May 30, 2023 26
 

 

 

 

 

 

 

Work-to-Go for Launch

Recommendations

• The Psyche IRB reported several areas of work-to-go for launch in its report, including:

• PFR closures

• Completion of GNC; flight software (FSW); flight system V&V; and assembly, test, and launch

operations activities

• Mission system completion and operational readiness

• Prelaunch review completion

Assessment

• Appropriate with additional work needed

May 30, 2023 27
 

 

 

 

 

 

 

 

 

 

 

 

Work-to-Go for Launch

Observations

• The Psyche Project has incorporated each of the items the IRB included in its Psyche work-to-go list

and has made excellent progress in most areas.

• The project is aware of additional work-to-go in FSW and operations, and is properly focusing on the

additional work.

Work Still Needed

• FSW:

• At this juncture, Psyche is in the process of releasing and testing a FSW version with

substantial updates.

• There is an opportunity for one more major release, but that release will receive only limited

regression testing prior to launch.

• The challenge for the project is to determine which changes will reduce the risk of loss of

mission, and then implement and test the changes deemed necessary.

May 30, 2023 28
 

 

 

 

 

 

 

Work-to-Go for Launch

Work Still Needed, cont’d

• Operations Readiness:

• In multiple dimensions, there is substantial work required to finalize how to operate the

spacecraft during initial checkout and early cruise – and to train the team to be able to execute

that operations plan. The project will benefit from working intentionally and constructively across

IPSO and Mission Systems.

May 30, 2023 29
 

 

May 30, 2023 30

JPL Institution

Assessment of Recommendations
 

 

 

 

 

 

 

 

 

 

Flight Project Workload

Recommendations

• Flight projects must be fully staffed with appropriately experienced personnel from the beginning,

particularly in Systems Engineering, GNC, FSW, and Avionics.

• Balance must be achieved between the workforce needs of flight projects and the available JPL

workforce.

• Timing of achieving this balance is critical.

• Psyche is an example of the major problems this imbalance is causing today.

• IRB believes that by the end of March 2023, significant corrective actions must be implemented to

achieve balance.

• For any corrective actions requiring more time, a detailed plan of action must be developed and

approved by JPL, Caltech, and NASA.

Assessment

• Appropriate

May 30, 2023 31
 

 

 

 

 

 

 

 

 

Flight Project Workload

Observations

• Significant progress has been made in achieving balance between staffing and flight project

workload. Psyche and Europa Clipper are currently fully staffed.

• Senior management is evaluating workforce needs and issues on a timely basis, and this provides a

positive mechanism to address the Lab’s needs.

• A Future Work Board has been established to address JPL workforce balance and to strategically

assess and decide on the pursuit of future flight project activities.

• JPL has expanded arrangements with institutions and companies to provide a more diverse range of

surge-capacity options.

May 30, 2023 32
 

 

 

 

 

 

 

Line Organization Issues

Recommendations

• Repopulate the Line organization with experienced leaders and engineers to reestablish the Line

organization as an equal partner with flight projects during implementation.

• Add experienced people and include them in the effort to achieve balance.

• Address the Division 31/34 staffing, accountability, and coordination issues.

• Continually examine the issues between and within Divisions 31 and 34 because of the importance

of these Divisions to the execution of flight projects.

Assessment

• Appropriate

May 30, 2023 33
 

 

 

 

 

 

 

 

 

Line Organization Issues

Observations

• The response to Line organization issues is critical to the effective operation of the Lab.

• The path forward by JPL establishes a sustained commitment to improving this essential element of

the institution at all levels of the technical organization.

• The formation and deployment of TAGs across multiple disciplines is a positive step to provide

timely advice to the Line and project teams, and forms part of the critical technical safety net.

• The IRB is encouraged by the proactive collaboration between the management of Divisions 31 and

34 to address the interactions and relationships between the two organizations.

• The plans to create opportunities for cross-organizational development of technical talent are

strongly supported.

May 30, 2023 34
 

 

 

 

 

 

 

 

 

Senior Management Engagement

Recommendations

• JPL senior management must establish regularly scheduled meetings, formal and informal

communications, and “drop-in” visits to facilitate necessary engagement on major flight projects,

communicate priority, and maintain cognizance of status.

• Prioritize the large number of activities competing for senior management’s attention to focus on

those in greatest need and importance such that commitments to NASA and the various

stakeholders are met.

• Senior management should develop and codify in JPL’s Flight Project Practices the metrics that will

be employed for tracking progress, especially during system I&T and V&V.

Assessment

• Appropriate

May 30, 2023 35
 

 

 

 

 

 

 

 

 

 

 

Senior Management Engagement

Observations

• Senior management engagement has increased dramatically as a result of new forums, metrics, and

stakeholder interactions in understanding and addressing project risks.

• The JPL Director is chairing a revamped monthly review of major flight projects where the project

and institutional leadership discuss project status. Afterwards, key JPL leaders perform an

integrated programmatic assessment across all flight projects.

• New and updated engineering and business metrics, currently being used by Psyche and Europa

Clipper, provide valuable insight. Particularly noteworthy are the metrics for V&V. The IRB expects

these new metrics to be codified in JPL’s command media.

• In addition, the JPL Director and Associate Director are engaging in informal lab visits and meetings

at the working level to strengthen communication and insight.

May 30, 2023 36
 

 

 

 

 

 

Hiring and Retention

Recommendations

• JPL must develop the capability to successfully hire and retain mid-level people in this new

environment.

• JPL must develop approaches for the career growth and retention of critical and high-potential

personnel.

• JPL must characterize problems with retention and develop incisive and decisive actions to address

the identified problems.

Assessment

• Appropriate

May 30, 2023 37
 

 

 

 

 

 

 

 

 

 

Hiring and Retention

Observations

• JPL leadership has recognized the importance of this issue and has implemented corrective actions,

including an increase in HR staffing and engagement.

• JPL has made an exceptional recovery from a looming shortfall in the quality and quantity of its

technical staff. In both hiring and retention, results have improved markedly in the last six months.

• An overhaul of the recruiting process and policies, plus close coordination between Human

Resources and the technical divisions, has led to the successful acquisition of many critical midcareer engineers, including the rehiring of many recently departed staff members.

• In addition, an aggressive and proactive retention thrust has significantly reduced the attrition rate.

May 30, 2023 38
 

 

 

 

 

 

 

 

 

Hybrid Work Environment

Recommendations

• JPL should immediately revisit its policy for hybrid work to make it more effective and better reflect

the evolving needs of flight projects in different mission phases.

• Carefully consider which tasks, project phases, and circumstances permit hybrid and remote work

arrangements.

• Any hybrid work arrangements should recognize the need for in-person interactions. In addition, it is

critically important that early-career employees work alongside seasoned employees for their longterm development.

• Inefficiencies in productivity and communications associated with hybrid work must be included in

the workforce, cost, and schedule plans for flight projects.

Assessment

• Appropriate

May 30, 2023 39
 

 

 

 

 

 

Hybrid Work Environment

Observations

• JPL moved rapidly to establish an effective on-Lab hybrid work policy.

• The majority of staff are on-Lab a minimum of three days per week in person.

• Remote work arrangements are in place for individuals, depending on task and role.

• The IRB observes that Psyche and Europa Clipper have successfully implemented the new policy.

May 30, 2023 40
 

 

 

 

 

 

Caltech Governance

Recommendations

• Caltech should have a better understanding of the JPL institutional issues and play a supporting role

in addressing them.

• JPL should strengthen the quality of flight projects status presentations to Caltech.

• Caltech should develop a more rigorous annual review and evaluation approach for the performance

of the Laboratory Director.

Assessment

• Appropriate

May 30, 2023 41
 

 

 

 

 

 

 

 

 

Caltech Governance

Observations

• Caltech has restructured the Board of Trustees’ JPL Oversight Committee, which has enhanced the

level of insight into JPL flight projects and institution.

• Briefings to the committee have been revised to contain substantive reports on mission status and

strategic institutional issues.

• Caltech has responded to JPL's unique staffing challenges by updating policies that increase

flexibility and competitiveness.

• The Caltech President and Laboratory Director communicate frequently and effectively to ensure

timely resolution of issues and strategic challenges.

• Caltech has established an annual 360 review of the Laboratory Director.

May 30, 2023 42
May 30, 2023 43

Backup
 

Acronyms

ATK Alliant Techsystems

Caltech California Institute of Technology

CCRS Capture, Containment, and Return

System

FSW Flight Software

GNC Guidance, Navigation, and Control

GSFC Goddard Space Flight Center

HQ Headquarters

I&T Integration and Test

IPSO Integrated Psyche Systems 

Organization

IRB Independent Review Board

JPL Jet Propulsion Laboratory

LRD Launch Readiness Date

MSR Mars Sample Return

NESC NASA Engineering and Safety

Center

PFR Problem/Failure Report

SRB Standing Review Board

SRL Sample Retrieval Lander

TAG Technical Advisory Group

V&V Verification and Validation

May 30, 2023 44