Decision Making Process
Program Planning and Control
Deana Hackfeld
Management Systems Office
November 17, 2006
Decision Making Structure
• The Constellation Program uses a
board/panel structure for making decisions
that affect the project, as well as for making
technical implementation decisions.
• Example of the decisions that affect the project:
– Anything that requires a change to an already approved
designed component.
• Example of a technical implementation decision:
– Whether to approve a design modification requiring
additional funding, or selecting which launch pad the
program will use and develop at Kennedy Space Center.
Proposed CxP Board Structure
ESMD Program Mgt. Council
(DPMC)
Joint SSP/ISS CxP
Req. Control Board
JPRCB
CxP
Control Board
(CxCB)
Joint ISS/CxP Mission
Integration Control Board
JMICB
Flight Ops Integration
Control Board *
(FOICB)
Cx Asset
Management Panel
(CAMP) *
Operations
Control Panel *
(CxOP)
Launch Cx Range
Safety Panel
(LCRSP)
Cx Crew Procedures
Control Board *
(CxCPCB)
Cx Flight
Techniques Panel *
(CxFTP)
Cx Flight Rules
Control Board *
(CxFRCB)
•Program and Project Plans
•Performance, Cost, Schedule
•Lv 1 NGOs
•Program and Project Plans
•Performance, Cost, Schedule
•Lv 2 NGOs
• CEV-CPCB
<Project>
• ELP*
• GO*
Control
• MO*
Board
• EVA*
Cx Safety, Reliability &
Quality Assurance
(CxSRQA) Board
Cx Systems Engineering
Control Board
(CxSECB)
•Technical Baseline
•SEMP, Related Docs
•SR&QA Plan
•SRQA Related Docs
Cx Safety Engineering
Review Panel
(CxSERP) *
Lv 3
Safety Panels
Lv 3
Control Boards
Hw/Sw
Legend:
Cx Internal
External or Joint
* = Not yet formally
chartered thru CxCB
Decision Making Process
• Boards and Panel structure established as
the Program’s decision making bodies
• Formal Program decisions are documented
on Program Directives
– Change Directive
– Management Directives
Notional Decision Model
Identify Problem/Issue
• Document via white paper (archived)
Does a decision need to be made
• No, archive white paper
• Yes, follow decision process
Prepare the Decision Maker, Brief the
Decision Maker
• Formulate decision package
• Identify stakeholder – Define evaluators
• Elevate discussion through working groups
to Boards and Panels for decision – Create
a Program Directive and presentation
material, including white paper
Notional Model Cont.
Make a decision and implement
• Authorize Directive and create actions to
implement decision
• Track actions through closure
Dissenting Opinion
• Documented in decision package
• Elevate through appropriate independent
review – Chief Engineer, NESC
• Return to decision body for implementation
Archive to Authoritative repository – ICE
Constellation Program Program
Integrated Change Management Process
Example flow
Identified change
1
Change Engineer to
coordinate OPR
for Budget/
Schedule Priority
2
CE to coordinate (as
needed) with PP&C for
Support:
CE to Develop
preliminary
technical
requirements 3
CE to initiate CR
with description of
Change,
With technical and
programmatic language 5
Change Management
Assessments
Resources
4
Procurement
Board
Member
Authorization/
signature
6
Cancel or
rework
NO
YES
CM Receipt
Desk receives
request
7
If
YES
Meets Boarding
Requirements
13
NO
Complete
Directive out of
Board
Change Screening
Group to validate CR
& determine
required evaluators
and board dates 8
CE to present
IDP to Control
Board with
Technical,
Budget, and
Schedule Analysis
14
Evaluation of change
content. Evaluators
submit impacts,
issues, or
concurrence 9
Board
approves
YES
10
UCA
required
NO
YES
NO
Obtain Head of
Contracting activity
Approval
NO
Develop
Directive/Decision
Package (IDP)
11
CE to present IDP
to SIGs and other
Panels
as required 12
Fast Track
CE/OPR
to develop New or
Mod existing ITA,
if required 17
CE/Procurement
to develop
New or Mod
existing contract 18
16
15
Revise
or
disapprove
Conduct
Technical
Coordination
Meeting
YES
Procurement Issues
UCA
19
Resources to generate
a budget change
directive (BCD), if
required
20
Change Management
status and report
open actions and
track CR/Directive
to closure
21
Archive
Records
Reflection
Can you think of other systems where decisions are made
using a board and panel process?
What are the advantages of this type of decision making
process? What are the disadvantages?
Why is documentation so important throughout the decision
making process?