Space Station Engineering Design Issues Report of a Workshop (1989) / Chapter Skim
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5 Management Issues Relevant to Design
5 Management Issues Relevant to Design
Pages 53-60
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From page 53... ...
The management challenge posed by the Space Station program is the greatest ever faced by NASA, including those of Apollo, the Shuttle, and Shuttle recovery. Unlike the Apollo and Shuttle missions, however, the challenges related to the Space Station are not largely driven by technological considerations and difficulties.
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From page 54... ...
Thus, Langley can undertake advanced manned spaceflight work, Ames can address life support systems, and Lewis can be assigned the Space Station's photovoltaic power system, but these are intrinsically appendages to each centers' basic interests. More important, the line management of the centers reports through the Center Directors to the Office of Aeronautics and Space Technology (OAST)
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From page 55... ...
ImDect of Management Complexities on the Space Station Technical Program As a result of all of the above constraints, the Space Station management structure has generated layer upon layer of institutional and interface documents of staggering complexity. Direct management paths are few and extend only from one institutional barrier to another.
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From page 56... ...
IMPACT OF PROGRAM INSTABILITIES ON THE SPACE STATION TECHNICAL PROGRAM Budgetary uncertainties, certain congressional directives, and operational limitations of the existing post-Challenger Shuttle have produced program instabilities that may have increased design complexity and reduced design conservatism. The Space Station program has been subjected to considerable schedule and programmatic turbulence due to annual budgetary uncertainties.
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From page 57... ...
The retention of the platforms within the Space Station program further complicates a very difficult management task conducted under severe manpower constraints. Both of the platforms may be justifiable on their own merits, but to carry these programs in the Space Station Program Office just because they have some commonality with Space Station components is not an effective use of the available Space Station program management talent.
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From page 58... ...
In the Space Station program, each associate contractor reports to a different NASA contractual authority and when disagreements arise, the companies each respond to their appropriate contracting officer. Unless the Level II Program Office can somehow gain some direct contracting authority, it will always be looking to the NASA centers to resolve associate contractor differences.
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From page 59... ...
A system specification developed by an organization such as the Space Station Program Support Contractor would be not only a vehicle for contract compliance but also a basis to effect change discipline and change control. The committee's concern is that until a system specification is developed, refined, and accepted as a living contractual document, there will be confusion and uncontrolled change in space station systems, resulting in cost and schedule problems.
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From page 60... ...
The absence of an information system functional manager at NASA headquarters could allow significant budgeting and scheduling inconsistencies that could inhibit the Space Station Information System from coming on line in a timely and cohesive way. The committee believes that NASA should create a focal point for communications and data systems with the authority and responsibility to oversee all communication links to and from the Space Station.
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