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Decision Making Process

Decision Making Process. Program Planning and Control. Deana Hackfeld Management Systems Office November 17, 2006. Decision Making Structure.

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Decision Making Process

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  1. Decision Making Process Program Planning and Control Deana Hackfeld Management Systems Office November 17, 2006

  2. 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.

  3. Proposed CxP Board Structure

  4. 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

  5. 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

  6. 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

  7. Constellation Program Program Integrated Change Management Process Example flow Cancel or rework CE to coordinate (as needed) with PP&C for Support: Change Management Assessments Resources Procurement Board Member Authorization/ signature Change Engineer to coordinate OPR for Budget/ Schedule Priority CE to initiate CR with description of Change, With technical and programmatic language CE to Develop preliminary technical requirements NO Identified change 1 6 3 2 5 4 YES Evaluation of change content. Evaluators submit impacts, issues, or concurrence Conduct Technical Coordination Meeting Change Screening Group to validate CR & determine required evaluators and board dates CE to present IDP to SIGs and other Panels as required Develop Directive/Decision Package (IDP) CM Receipt Desk receives request 10 12 11 9 7 8 Fast Track CE/OPR to develop New or Mod existing ITA, if required CE to present IDP to Control Board with Technical, Budget, and Schedule Analysis Resources to generate a budget change directive (BCD), if required If Meets Boarding Requirements YES UCA required Board approves NO 17 YES CE/Procurement to develop New or Mod existing contract 20 16 15 13 14 YES NO NO 18 Revise or disapprove Complete Directive out of Board YES Obtain Head of Contracting activity Approval Change Management status and report open actions and track CR/Directive to closure Procurement Issues UCA Archive Records 19 NO 21

  8. 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?

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