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1.2 Program Management Planning 1.2.1 Develop Formulation Authorization Document (FAD), Program Commit Agreement (PCA) & Program and Project Plans 1.2.1.1 Include SMA Goals and Objectives within Overarching Program/Project Goals and Objectives 1.2.1.2 Include Documented and Defined Mission Success Criteria 1.2.1.3 Ensure Adequate Resources For Mission Success 1.2.1.4 Provide Team Formation, Training & Professional Development 1.2.1.5 Facilitate Program Communications 1.2.1 Develop Formulation Authorization Document (FAD), Program Commit Agreement (PCA) & Program and Project PlansNPR 7120.5C, NASA Program and Project Management Processes and Requirements
 , Sections 1.7.2 and 1.7.3 discuss the key management documents used to plan and control programs and projects. These documents are the Formulation Authorization Document (FAD), Program Commit Agreement (PCA), Program Plan, and Project Plan., Appendix M as follows:
Formulation Authorization Document (FAD) - The document issued by the MDAA (or MSOD) to authorize the level of formulation of a program whose goals will fulfill part of the Agency's Strategic Plan, Mission Directorate Strategies, or Mission Support Office Functional Leadership Plans. In addition, a FAD or equivalent is used to authorize the level of formulation of a project.
Samples of all three of these documents (including contents and layout) are provided in NPR 7120.5C, NASA Program and Project Management Processes and Requirements
, Appendices A-D. Program Plan References:
See the following examples of Project and Program Plans in the PBMA Best Practices:
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1.2.1.1 Include SMA Goals and Objectives within Overarching Program/Project Goals and ObjectivesWhen developing goals and objectives within the PCA, Program Plan and Project Plans (as described above), SMA goals and objectives should be included. Early consideration of SMA helps ensure mission success throughout the program/project life cycle.
NPR 7120.5C, NASA Program and Project Management Processes and Requirements
, explains: "The Project Manager and project team shall develop a Risk Management Plan, and incorporate it into the Project Plan, Part 3, Risk Management. Risk management should begin as early in formulation as possible." (Section 3.2.5.2.d )
Safety and mission success activity is a part of the risk management process and "the Project Manager shall ensure close integration with the appropriate Safety and Mission Assurance (SMA) organization. The resulting plan shall be incorporated into the Project Plan, Part 3, Safety and Mission Assurance." (Section 3.2.1.2.i)
1.2.1.2 Include Documented and Defined Mission Success CriteriaIt is important to document and define, from the beginning, mission success criteria within the program and project plans - these are typically quantitative (metrics). These performance criteria establish the thresholds against which success or failure will be measured.
Mission Success Criteria References:
1.2.1.3 Ensure Adequate Resources For Mission SuccessBudgeting and resource planning involves the establishment of a reasonable project baseline budget, and the capability to analyze changes to that baseline resulting from technical and/or schedule changes.
Resource Planning for SMA Activities: Within the overall program/project baseline, it is important to ensure that adequate resources are allocated throughout the program life cycle for the SMA mission success budget and personnel. Tradeoffs made down the road due to lack of SMA resources can seriously impact the risks and final outcome for a program or project.
The basic personnel management function is a sometimes overlooked area when considering S&MA activities. In particular, the staffing and skill levels are very important to the assurance of safety and mission success.
Resource Planning References:
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1.2.1.4 Provide Team Formation, Training & Professional DevelopmentAs explained in NPR 7120.5C, NASA Program and Project Management Processes and Requirements
, Section 2.1.e: The NASA Integrated Action Team (NIAT) Report, Enhancing Mission Success- A Framework for the Future
Action NIAT-16 is directed to program managers and others to:
Academy of Program and Project Leadership (APPL)
Professional and competent program and project leaders are vital to the future success of NASA. To help train and support the development of such leaders, the Academy of Program Project Leadership was established in 1997. APPL is an outgrowth of the Program Project Management Initiative that started in 1989. APPL has developed into a comprehensive and dynamic resource, which includes the Program Management Development Program (PMDP), Leadership Training, Knowledge Sharing, Web Tools and much more.
The PMDP provides information and resources to aid career development planning for the NASA Project Management workforce Leadership Training begins with APPL. From the NASA curriculum, participants are encouraged to develop their own path of study. Each program is assigned to one of four different levels, offered as a guide for your individual stage of management training:
Knowledge Sharing provides a resource center and an information portal for NASA Project/Program Managers, in which practitioners teach practitioners. This program has three components: the Forum of Master Project Managers, Transfer Wisdom Workshops, and ASK Magazine. Over the past few years, many of NASA's more experienced practitioners have left, while the number of projects has increased. Increasingly, a younger, less experienced work force is in charge of complex projects and there is a need for increased mentoring, support, and development. APPL facilitates the transfer of this knowledge, at the same time helping to develop future NASA project leaders and serving as a source of innovation for project leadership.
Web Tools provides dynamic links to management tools that are designed to provide project leaders with efficient, practical and tested models for planning and implementing NASA programs. For further information regarding APPL, program management and career development, visit the APPEL, Academy of Program, Project and Engineering Leadership "True leaders are not those who strive to be first but those who are first to strive and who give their all for the success of the team. True leaders are first to see the need, envision the plan, and empower the team for action. By the strength of the leader's commitment, the power of the team is unleashed." --Abraham Lincoln PBMA Video Nuggets on This Subject: * Useful information and assistance before you view movies
1.2.1.5 Facilitate Program CommunicationsNASA Integrated Action Team (NIAT) Report: The NASA Integrated Action Team (NIAT) Report, Enhancing Mission Success- A Framework for the Future
emphasizes that: "A recurring theme throughout the (NIAT) recommendations was the need to improve communication at all levels. Failures in communication are an endemic problem that constantly threatens organizations, and particularly large complex organizations like NASA. ...An organization and management team that communicates in an open environment and rewards the achievements resulting from that communication will set the path of success for others to follow."
Action NIAT-16 is directed to program managers and others to:
"Continue to remove communication barriers and foster an inclusive environment where open and candid communication are the norm."
This action is supported in Appendix B by the following recommendations to:
Report of the Mars Climate Observer (MCO) Mishap Investigation Board:
"Most mission failures and serious errors can be traced to a breakdown in existing communication channels, or failure to follow existing processes..."
Specific findings of the Report include:
Mars Program Independent Assessment Team (MPIAT) Summary Report
"Frank communication of objectives, requirements, constraints, and risk assessment throughout all phases of the program is critical to successful program/project implementation."
"Senior management must be receptive to communications of problems and risks."
Space Shuttle Independent Assessment Team (SIAT) Report
The Space Shuttle Independent Assessment Team (SIAT) Report
also discusses communications issues.
Overall
Communications errors encompass an enormous scope, and as these reports indicate, may additionally include such factors as:
Communications errors encompass an enormous scope. These reports have indicated many factors in which the program manager should consider vulnerabilities within their own program. For complete details refer to the complete reports, all of which are available from the NASA APPL Resources
 page. Program Communications References:
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Webmaster: Gary S Krajci NASA Official: Steve Wander Last Updated: Jul 31, 2008 + Contact PBMA |