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3.3 Objective
Goals: Enhance the ability to effectively manage Center’s PAPAC Programs/Projects and promote engineering excellence
Rationale: Measures the ability of the SMO/CE to enhance the Center’s effectiveness in managing Programs/Projects and implement the NASA Office of the Chief Engineer’s Engineering Excellence initiatives.
Discrete Measures:
- Integrate all discrete measures to produce trends and a level of “goodness” of the services delivered.
- Measure impact, effectiveness and timeliness of services delivered
- In the future – fold in appropriate customers’ metrics to evaluate total impact
Top Metric: Enhance the Center’s ability to effectively manage PAPAC Programs/Projects and promote engineering excellence
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3.3.1 Strategy
Goals: Provide consultation services to Program/Project Managers and Systems Engineers in the areas of project management, systems engineering, cost estimating, risk management, and software engineering during all phases of the Program/Project lifecycle to enable successful execution of the effort.
Rationale:
- Provides expert assistance to the program/project managers and senior engineers in order to create effective program/project plans.
- Help train new or inexperienced program/project managers and systems engineers
- Increases the probability of mission success
Discrete Measures: KSC internal customer satisfaction for SMO/CE - timeliness and quality of services.
- # / % of satisfied customers (data collected via
survey)
Program/Project Management effectiveness as measured
by:
Actual vs. planned (for Programs/Projects that used/did
not used consultation) on schedule, cost, technical
performance
- # / % recommended changes to Programs/Projects during
formulation vs. accepted
- # / % of cost, schedule, and technical requirements
baseline changes in the Programs/Projects during the
implementation phase
- # / % of Programs/Projects assessed that met mission
success criteria
- # of assessments performed vs. # of recommendations
made to Programs/Projects and % of recommendations
accepted
- % of total project cost spent in formulation vs.
implementation Programs/Projects compliance with NPR
7120.5B
- # / % of Programs/Projects approval rate by the
KPPMC
- # / % Programs/Projects disapproved due to inadequate
planning, missing documentation and others.
Engineering excellence impact and effectiveness as measured
by:
- # of policies, processes, standards, tools, and
training sponsored vs. % used by Programs/Projects,
to minimize the quantity of such items and maximize
their utilization, while enabling the successful execution
of Programs/Projects
- # / % of certified project managers vs. identified
Center needs
- # / types of forums supported and memberships in
the national/international organizations including
lead technical roles on committees/working groups
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3.3.2 Strategy
Goals: Provide programmatic and technical services to Programs/Projects and KSC organizations to enhance performance in the areas of project management, systems engineering, cost estimating, risk management, and software engineering. Services to include: policy, processes, standards, tools, techniques, training, and assessments.
Rationale:
- Provide services that will guide, develop, and increase the effectiveness of KSC personnel involved in the execution of programs/projects.
- Support councils and boards, which are enabling functions for KSC’s programs and projects with secretariat functions and assessments.
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3.3.3 Strategy
Goals: Execute the Chief Engineer’s function at KSC by promoting Engineering Excellence across all Center organizations, Programs, and Projects and by representing the Center at Agency forums.
Rationale:
- Support the NASA’s Chief Engineer with processes, tools, standards, and training that can promote excellence in engineering and project management across the Center.
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