Managing Flagship Missions to Reduce Cost and Schedule

Flagship missions are highly complex with highly nested systems. This level of complexity poses unique management problems as complexity influences risk which, in turn, affects cost and schedule. Establishing a strong technical and programmatic leadership team is critical to mission success. Developing and using a mission architecture is critical to informing the management organization, product ownership, interface and integration relationships, schedule organization, and integration and test paths. In highly nested systems, the mission phasing can be significantly out of sync with product phasing. Targeted technology development prior to Phase A is critical to reducing risk. Early architecture, concept design, and requirements development is critical to reducing risk. Modular design; pathfinders; parallel manufacturing and integration and test paths; and properly handling institutional requirements across interfaces are all management techniques that can be applied to reduce risk. NASA’s large strategic missions, sometimes referred to as flagship missions, are designed to provide answers to some of the most compelling scientific questions being asked. These types of missions are a series of highly nested subsystems that pose unique management problems when compared to more traditional instrument and spacecraft designs. They typically have an overall architecture that is very complex and nested; they typically require a tremendous amount of technology development; they typically involve many contractors and subcontractors with many associated contracts; and they typically involve staff from all over the world. Successful management of a flagship requires the balance between science requirements, engineering and technology capabilities, and resource constraints. Mismanaging these flagship missions can and will lead to significant cost and schedule growth, both of which are detrimental to NASA’s overall reputation which, in turn, is detrimental to the development of future flagship missions. While many of the same management principles used on smaller instruments and spacecraft are relevant, managing flagship missions requires an evolution of those current best practices to better address the specific needs and additional complexity and vastness of these missions. This paper explores how to leverage lessons learned from previous flagship missions to better manage flagship missions in the future.