COURSE CATALOG - NASA · 2009 Course Catalog A C A D E M Y O F P R O G R A M / P R O J E C ... Our...

The NASA Academy of Program/Project & Engineering Leadership (APPEL)

National Aeronautics and Space Administration

Office of the Chief Engineer

COURSE CATALOG2009

APPEL MISSION

STATEMENT

APPEL is the Agency focal point for enabling individual and team excellence in program/project management and systems engineering through the application of learning strategies, methods, models, and tools.

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Office of the Chief Engineer The Academy of Program/Project & Engineering Leadership

2009 Course CatalogA

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TABLE OF CONTENTS

Letter from the Director ……………………………………………………………………………………… v

Who We Are and What We Do ………………………………………………………………………………… 1

What Courses to Take and When ……………………………………………………………………………… 5

Course Descriptions …………………………………………………………………………………………… 9

Core Curriculum Courses

•FoundationsofAerospaceatNASA(FOU)……………………………………………………………… 10

•ProjectManagementandSystemsEngineering(PM&SE)………………………………………………… 10

•AdvancedProjectManagementandAdvancedSystemsEngineering(APM&ASE) ……………………… 11

•ExecutiveProgram(EXEC)……………………………………………………………………………… 12

In-Depth Courses

•AdvancedEarnedValueManagementTechniques(APPEL-AEVMT)…………………………………… 12

•AssessingProjectPerformance(APPEL-APP)…………………………………………………………… 13

•BeyondEarnedValueManagementBasics(APPEL-BEVMB)…………………………………………… 13

•BeyondSchedulingBasics(APPEL-BSB)………………………………………………………………… 14

•CommunicatingTechnicalIssues(APPEL-CTI)………………………………………………………… 14

•ConceptExplorationandSystemArchitecting(APPEL-CESA) ………………………………………… 15

•ContinuousRiskManagement(APPEL-CRM)…………………………………………………………… 16

•DecisionAnalysis(APPEL-DA) ………………………………………………………………………… 16

•DesignforManufacturabilityandAssembly(APPEL-DMA) …………………………………………… 17

•Developing/ImplementingaSystemsEngineeringManagementPlan(APPEL-SEMP) ………………… 17

•EarnedValueManagementOverview(APPEL-EVMO) ………………………………………………… 18

•ExplorationandSpaceOperation(APPEL-EXPO)……………………………………………………… 18

•FundamentalsofSystemsEngineering(APPEL-FSE)…………………………………………………… 19

•InnovativeDesignforEngineeringApplications(APPEL-IDEA) ……………………………………… 20

•IntegratingCostandSchedule(APPEL-ICS) …………………………………………………………… 21

•IntegratingEVMwithAcquisition(APPEL-IEVMA)…………………………………………………… 21

•InternationalProjectManagement(APPEL-IPM) ……………………………………………………… 22

•IntroductiontoAeronautics(APPEL-I-AERO) ………………………………………………………… 22

•LeadingComplexProjects(APPEL-LCP)………………………………………………………………… 23

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•LifeCycle,Processes,andSystemsEngineering(APPEL-LPSE)………………………………………… 24

•ManagementofSpaceTechnologyPrograms(APPEL-MSTP)…………………………………………… 24

•MarsMissionandSystemsDesignLab(APPEL-MMDS)………………………………………………… 25

•NASA’sBudgetingProcess(APPEL-NBP) ……………………………………………………………… 26

•Negotiations(APPEL-NG) ……………………………………………………………………………… 26

•PassingthePMPExamination(APPEL-PMP)…………………………………………………………… 26

•Performance-BasedStatementofWork(APPEL-PBSOW) ……………………………………………… 27

•ProjectManagementLeadershipLab(APPEL-PM-LAB)………………………………………………… 28

•ProjectPlanningAnalysisandControl(APPEL-PPAC) ………………………………………………… 28

•ProjectReviewProcessesandStrategies(APPEL-PRPS)………………………………………………… 29

•RequirementsDevelopmentandManagement(APPEL-REQ)…………………………………………… 30

•RequirementsDevelopmentandManagementTeam(APPEL-REQ-T) ………………………………… 30

•RiskManagement(APPEL-RM) ………………………………………………………………………… 31

•SchedulingandCostControl(APPEL-SCC)……………………………………………………………… 32

•ScienceMissionSystemsDesignandOperations(APPEL-SMSDO) …………………………………… 32

•ScienceMissionSystemsDesignandOperationsLab(APPEL-SMSDOLAB)…………………………… 33

•SevenAxiomsofGoodEngineering—ACaseStudyCourse:LearningfromFailures(APPEL-SAGE) … 34

•SpaceLaunchandTransportationSystems(APPEL-SLTS) ……………………………………………… 34

•SpaceSystemVerificationandValidation(APPEL-SSVV) ……………………………………………… 35

•TeamLeadership(APPEL-TL)…………………………………………………………………………… 36

•TeamMembership(APPEL-TM)………………………………………………………………………… 36

•TechnicalWritingfortheNASAEngineer(APPEL-TW)………………………………………………… 36

•Transition,ProductDelivery,andMissionOperations(APPEL-TPDMO) ……………………………… 37

•UnderstandingEarnedValueManagement(APPEL-UEVM) …………………………………………… 38

•UnderstandingProjectScheduling(APPEL-UPS)………………………………………………………… 38

How to Register for APPEL-Sponsored Programs ……………………………………………………… 39

Developing Competencies for Success …………………………………………………………………… 43

Our Business Lines ………………………………………………………………………………………… 55

Our Strategic Partners ……………………………………………………………………………………… 59

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GREETINGS FROM THE APPEL DIRECTOR

“Alongjourneystartswithonestep.”LaoTse

TheAcademyofProgram/Project&EngineeringLeadership(APPEL)hasitsrootsindevelopingtheprogramandprojectmanagementworkforceintheearly1990s.Fromthestart,thefoundationofourprofessionaldevelopmenthasbeenbasedonNASAstandards,competenciesandlearningfromrealexperiences.

Today,theAcademyhasexpandeditsfocustoincludetheentireProgrammaticandEngineeringworkforceinanintegratedandcollaborativemanner.Furthermore,themajorityofAPPELprofessionaldevelopmentresourcesgodirectlytomission-drivenEngineeringandProjectteams.Thistargetingofmission-specificteamlearningisreinforcedbyavastarrayofcourses,workshops,andforumsforindividualandgrouplearning.Throughthisapproach,APPELstrives to provide the leadership, advice, direction and support for the development and learning of theNASAprogram/projectmanagementandengineeringcommunity.

Thecatalogueyouarereadingisintendedasaroadmapforyourprofessionaldevelopment.TheAPPELCurriculumliesattheheartofourapproachtobuildingprojectmanagementandengineeringcapabilityatNASA.APPELoffersamaturecurriculumthatemploysstate-of-the-artmethodologiesbasedonleadingempiricalresearchandthelatestdevelopmentsintheaerospaceandknowledgemanagementindustry.TheaimofthecurriculumistoenableeachandeverymemberofNASA’stechnicalworkforcetodevelopboththetechnicalskillsandtheleadershipabilitiesnecessarytorespondwithspeedandvisiontoaconstantlychanginglandscape.AnewoverallcurriculumstructureforNASAAPPELhasbeendevelopedthatwillhelpusmeetthisvisionandprovideadefinedpathforprojectmanagersandengineers toprogress.Thenewcorecurriculumconsistsof four levelsofAPPELProjectManagement andSystemsEngineeringPrograms:FoundationsofAerospaceatNASA,ProjectManagementandSystemsEngineering(PM&SE),AdvancedProjectManagement andAdvancedSystemsEngineering (APM&ASE), and theExecutiveProgram(EXEC).Thecoreprogramwillbeaugmentedwithelectivecourseofferingsthatprovidefurtherdepthofknowledgeanddevelopment.

Inshort,theprogramsdescribedinthiscatalogueareacentralpartofAPPEL’sefforttosetthestandardfortheprofessionaldevelopmentofNASA’stechnicalworkforceinordertoadvancethemissionoftheagencyinitsserviceof our nation. I am confident that your investment of time and effort inAPPEL’s programswill yieldmultiplerewardsoverthecourseofyourcareer,andIencourageyoutomakethemostoftheAcademy’srichopportunitiesforlearningandprofessionaldevelopment.

Dr.EdHoffman

NASAAPPELDirector

http://appel.nasa.gov

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Who We Are and What We Do

2 2009Course Catalog

WHO WE ARE

The Academy is the central source of training forprogram/project and systems engineers at NASA.We are actively engaged in promoting career andprofessionaldevelopmentandprovidingawealthofinformationandresourcestoourtechnicalworkforce.APPEL builds NASA’s capacity for teamwork,leadership,processutilization,andknowledgethroughcustomized programs tomeet the specific needs ofindividuals, teams, and communities of learners.Our products and services are designed to addressthe competencies required for project managementandsystemsengineeringacross four levelsofcareerdevelopmentfromteammembertoprogrammanageror chief engineer. The Academy provides theseproducts and services through four business lines:Curriculum,KnowledgeSharing,PerformanceEnhancement,andResearchandAdvancedConcepts.

WHAT WE DO

OuR CuRRICuLuMCurriculumliesattheheartofTheAcademy’sapproachtobuildingprogram/projectandengineeringcapabilityatNASA.Thecoursesaredesignedusingprojectmanagementandsystemsengineeringcompetencymodelsandfocusonwhattheparticipantswillneedtoenhancetheirowncapabilities,knowledgeandskills.WeutilizebestpracticesandNASAsubjectmatterexpertstoensurethebesttrainingavailableisprovidedtoNASA’spractitioners.Inaddition,anintegralcomponentofthecoursesispre-andpost-assessments,whicharedesignedtohelppractitionersidentifytheirownstrengths,thedepthoftheirknowledge,anyknowledgegaps,andknowledgegain.APPELoffersacurriculumwithaworld-classreputationthatdevelopsbothtechnicalskillsandtheleadershipabilitynecessarytorespondwithspeedandvisiontoaconstantlychanginglandscape.

The curriculumconsistsof a core curriculumand awide arrayofin-depthcourses.Thecoursescombinewithoutside-the-classroomdevelopment experiences to reinforce learning and provide anadditionalmeansofobtainingrequisiteskills.

CORE CuRRICuLuMThecorecurriculumprovidesfundamentalknowledgeforNASA’stechnicalworkforce.Thecompletionofthecorecoursesinalogicalsequenceisnecessarytoensurethattheappropriatelevelofknowledgeis available for performance at a particular time in an individual’scareerandthatlatercoursesbuildonknowledgegainedfromearliercourses.Dates and locations can be foundon theAgencyMasterSchedule.

IN-DEPTH COuRSES The Academy sponsors in-depth courses in program/projectmanagement, systems engineering, design and manufacturing,communicationsandleadership,coursesrelatedtoNASA’smissionand vision as well as other experiential learning activities. These

coursesareintendedtoprovide,in-depth,detailed,andsupplementaldevelopmentforachievingcurrentandfuturejobrequirementsandaugmenttheknowledgeandskillsgainedinthecorecurriculum.In-depthcoursesaremadeavailabletotheNASACentersbutstudentsarenotlimitedtoattendingcoursesattheirhomeCenters.DatesandlocationscanalsobefoundontheAgencyMasterSchedule.

OuTSIDE THE CLASSROOMAsanintegralpartoftheAPPELCurriculum,participantswillbeexposedtoexperiencesoutsidetheclassroomas awayof sustaining their continuousprofessional growth.APPELprovides careerdevelopmentopportunitiesthatguidetheAgency’sprogramandprojectmanagersandsystemsengineersthroughasequenceofprofessionalexperiences,courses,andotherstrategiesthatsupportindividualandteamdevelopment.ParticipantswillhavetheopportunitytoassesstheirdevelopmentandtakeadvantageofotherAPPELservicessuchas:

•Participationinknowledgesharingactivities•Leadershipassessmentandcoaching(individualandteam)•AccesstoAPPELpublications•ParticipationintheAPPELMastersForumortheAPPELProjectManagementChallenge•Projectlifecycleandtechnicalassistanceincludingaccesstoexpertpractitioners

Aswellasclassroomtrainingandotherdevelopmentstrategies,APPELappreciatestheimportanceofon-the-joblearningexperiences,whichcancomeintheformofjobassignmentsorlearningfrommentors,supervisors,andotherseniorpersonnel.APPELbelievesthatthemostsuccessfulparticipantswillbethosewhouseacombinationofdevelopmentactivitiestoenhancetheirpersonalgrowth.Weencourageparticipantstoworkwiththeirsupervisorsandmanagerstoidentifyappropriate,informalon-the-joblearningexperiencesthatwillpositivelyreinforceclassroomlearning.

Presentations from the Mission Directorates were very helpful. I didn’t know how diverse the NASA projects are; I really enjoyed the speakers from all disciplines—especially the Science Director.

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“Who We are and What We do 3

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What Courses to Take and When


Development Planning Matrix

Level1 Level2 Level3 Level4

LEVELSOFPROJECT

LEADERSHIP

TeamPractitioners/TechnicalEngineers

SubsystemLeadsProjectManagers/ProjectSystemsEngineers

ProgramManagers/

ProjectSystemsorChiefEngineer

APPELCORECOURSES

FoundationsofAerospaceatNASA

ProjectMgmtandSystemsEngineering

AdvancedProjectMgmtandAdvancedSystemsEngineering

Executive*

IN-DEPTHCOURSESareofferedinvarioustopicareas.Theseareguidelinesastowheninanindividual’scareeracoursecanbetaken.Individualsshouldattendcoursestoenhancecompetenciesincurrentpositionsorforfuturedevelopmentrequirements.

ProjectManagement•BeyondEVMBasics•BeyondSchedulingBasics

•EVMOverview•NASA’sBudgetingProcess

•ProjectPlanningAnalysis&Control

•RiskManagement•UnderstandingEVM•UnderstandingProjectScheduling

•AssessingProjectPerf.

•AdvancedEVM•IntegratingEVMwithAcquisition

•ContinuousRiskMgmt

•ManagementofSpaceTechnology

•ProjectAcquisitionWorkshop

•Scheduling&CostControl

• IntegratingCostandSchedule

• InternationalProjectManagement(coursecanbetakenbyanyoneinarolethatdealswithIPMissues)

•PassingthePMPExamination

SystemsEngineering•FundamentalsofSystemsEngineering

•LifeCycle,Processes,andSystemsEngineering

•RequirementsDevelopmentandManagement

•ConceptExplorationandSystemsArchitecture

•DecisionAnalysis•DevelopingandImplementingSEMP

•SpaceSystemsV&V•Transition,ProductDelivery,andMissionOps

DesignandManufacturingandInnovation•DesignforManufacturabilityandAssembly

• InnovativeDesignforEngineeringApplications

•SevenAxiomsofGoodEngineering

What Courses to take and When 7

IN-DEPTHCOURSES(Continued)

CommunicationandLeadership•CommunicatingTechnicalIssues

•Negotiations

•TeamLeadership •LeadingComplexProjects

ConsiderAgencyLeadershipCoursesofferedbyOHCM.

Technical—General• IntroductiontoAeronautics

•MarsMissionSystemDesign

•ScienceMissionSystemsDesignandOpsCourse/Lab

•SpaceLaunchTransportationSystems

•PrincipalInvestigatorForum

DevelopmentalWorkAssignments:(ToBeDeterminedbyCenters)

ExamplesofKnowledge-SharingActivities

Theseareonlyexamples.EachCentershouldidentifythoseexperiencesspecifictoCenterneeds.

•Obtainamentor•Attendatechnicalconference

•DemonstrateworkingknowledgeofAgencypolicydocuments

• Joinnational&internationalaffiliationsortechnicalbodies(i.e.,INCOSE,PMI)

•Writeandpresentatechnicalpaper

•AttendtheMastersForum,PMChallenge,orothernon-NASAconferences

•WriteatechnicalpaperandpresentitattheMaster’sForum,PMChallengeorexternalNASAconference

•Studycasestudies

•Becomeamentor

•Conductstorytellingsessions

• InstructorbecomeaguestspeakeratAPPELcourses

•WriteanarticleinASK Magazine

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Course Descriptions


FOuNDATIONS OF AEROSPACE AT NASA (FOu)

AuDIENCEThiscourse isdesignedforemployees thatbeganworkat NASA within the last five years or employees thatneedtounderstandthestrategicdirectionoftheAgency,includingitsgovernancestructures,technicalguidelines,andmissiondirectorateprogramsandprojectsaswellasNASA’spast,presentandfuture.

GOALThegoaloftheFoundationsofAerospaceatNASAcourseistoimmerseparticipantsintothemeaningofworkingat NASA and the principles of technical excellence.This is a two-weekcoursewhich focusesonprovidingparticipants with a “big picture” overview of NASA,its history,mission, itsGovernancemodel andAgencyoperations.Thecoursealso focusesoncommunicationandteamparticipationskills.It isarefreshercourseonaeronauticsandastronauticsfundamentalsandintroducesparticipants to the basics of project management andsystemsengineeringprocesses.

LEARNING METHODSLearning will be accomplished using lectures, videos,animations,andgroupexercises.AspecialaspectofthecoursewillincludediscussionsandactivitieswithNASAleadership, includingHeadquartersMissionDirectorateAdministrators and directors, Center Directors,astronauts,andothernotedNASAindividuals.

SPECIFIC OBjECTIvES Uponcompletionofthiscourse,participantswillbeableto:

•ExplaintheNASAvision,mission,andgovernancemodel.

•Describethe“bigpicture”ofNASAandhowtheAgencyinfrastructureworks.

•DescribethebasicsofNASA’sspacemissionandsystems,includingaeronauticsandastronauticsconcepts.

•Describekeyaspectsofpayloadandspacecraftdesign,launchsystems,andspacesystemoperations.

•Explainthefundamentalsoforbits,maneuveringinspace,interplanetarytravelsandthespaceenvironment.

•Explaintheconceptofsystemsthinkingandassociatedtrades.

•Describethebasisofsystemsengineeringandprojectmanagementactivities,includingtherelevantNASA’stechnicalpolicyguidelines.

•Demonstrateskillsnecessaryforeffectivetechnicalcommunicationandteamwork.

PROjECT MANAGEMENT AND SYSTEMS ENGINEERING (PM&SE)

AuDIENCEThiscourse isdesignedforNASAprojectpractitionersand systems engineers prior to or in the first year ofentry into project, systems engineering or supervisorypositions.

GOAL Thistwo-weekcourseisintendedtoenhanceproficiencyin applying PM and SE processes/practices over theproject life cycle. This course focuses on defining andimplementing system projects and provides valuableinsight formanaging and leadingproject and technicalteams.

LEARNING METHODS Learningwillbeaccomplishedusinglectures,individualandgroupactivities,andcasestudies.Learningactivitiesincludepre-andpost-classassignmentsandreports.


•PerformtasksthatdemonstrateanunderstandingoftheprojectlifecycleusingPMandSEbestpracticesandprocesses.

•DevelopaprojectscheduleandusetheWBStodevelopanetworkdiagram.

• Identifycontracttypesandunderstandcontractmanagementandprocurementprocessesfromstarttofinish.

•ApplytheNASAparadigmtorankandprioritizerisks.

•DescribeEVMguidelinesandperformtechnicalandprogrammaticactivitiestocontrolcosts,scheduleandtechnicalcontent.

RECOMMENDED PREREQuISITES •FoundationsofAerospaceatNASAorequivalentknowledge

NOTES•ThiscourseisregisteredbytheProjectManagementInstitute(PMI)for79ProfessionalDevelopmentUnits(PDUs).PMICourseID:PMSEA01

ADvANCED PROjECT MANAGEMENT AND ADvANCED SYSTEMS ENGINEERING (APM&ASE)

AuDIENCEThis course is designed for experiencedNASAprojectmanagers and systems engineers who have heldsupervisorypositions,andotherintegratedproductteammembersandtechnicalmanagersinleadershiproles.

GOALThis four-day course focuses on advanced concepts ofprojectmanagementandsystemsengineeringand theirintegrationinthemanagementofallphasesandfacetsoftheprojectlifecycle.Thisparticipant-drivencourseusesacasestudyapproachtoexaminesuchtopicsassystemarchitecting,performance,risk,cost,schedule,reliabilityandoperability,aswellasstakeholdermanagementandacquisitionstrategies.

Thestructuredfacilitationprovidesthecontextthatframesadvancedprojectmanagementandsystemsengineeringconcepts used to describe practices, approaches andissues.Theparticipantswillcompare,differentiate,anddiscusssimilarities,differences,andapplicationsinorderto draw conclusions on how to apply these conceptsin their organization. This course equips you withthe knowledge necessary to realize successful projectsolutions,leveragingtheuniquerolesandresponsibilitiesof theprojectmanagers and the systems engineersputforthinthe7120.5DandNPR7123.1A.

LEARNING METHODSLearning will be accomplished primarily throughfacilitated and structured class discussion on advancedsystems engineering and project management topics,

althoughintroductory lecturesonthekeycoursetopicswill preface each of the sessions.UtilizingNASA andindustrycasestudies,attendeesthenpracticethe“how-to” of the principles through analyzing situations andapplyingconceptsfromthecoursetorealprojectscenarioexercises and illustrative examples. These practicalexercises, complemented by the facilitated knowledgesharingthatelicitsseniorlevelprojectexperiences,provideopportunitiestoconsiderandapplynewtechniquesanddecisionprocessesrequiredinrealworldNASAprojectenvironments.

SPECIFIC OBjECTIvESUponcompletionofthiscourse,participantswillbeableto:

•Leadintegrationofprojectmanagementandsystemsengineeringfunctionsandpersonneltobalanceperformance,risk,cost,schedule,reliabilityandoperabilitythroughalllife-cyclephasesperNASApolicyguidelines.

•Applytechniquesforcopingwithmultiplestakeholders,complexapprovalsituationsandteamsdrawnfromacrossNASA.

•Leadthedevelopmentofasystemarchitecturecompatiblewiththeperformancerequirementsandtheorganizationsinvolvedwiththatsystem,acceptablelevelsofriskandsuitablefortheNASAmissiontobeperformed.

•Directtheidentificationofsystemfunctionalboundariesincludingmultipleinterfaces,segmentingthearchitectureintofunctionsandconductingfunctionalanalysisonallofthesegments.

•Recommendefficientacquisitionstrategies,leadtheirimplementation,andmonitortheireffectiveness.

RECOMMENDED PREREQuISITESProjectManagement&SystemsEngineering(PM&SE)orequivalentknowledge

Course desCriptions 11

I learned how to adapt measurement techniques to different types of work and how to avoid contractor gaming.“ “


EXECuTIvE PROGRAM (EXEC)

AuDIENCEThis course is designed for the NASA programmanagementcommunitycomprisedofAgencyofficialsserving in positions having major responsibilities forprogrammanagement,aswellas individualsservingasprogram managers, program chief engineers, programscientistandseniorexecutivesleadingkeytechnicalandsupport functionssuchasengineering, science,budget,procurement,safetyandmissionassurance.

GOALThisfive-daycoursesupplementstheparticipants’projectmanagement and systems engineering knowledge andskillsasneededtoachievesuccessfulexecutiveleadershipandmanagementofprogramsandkeyprogramsupportfunctions.

LEARNING METHODS Learning methods include a variety of lectures, casestudies and lessons learned. Sessions are primarilyconductedbycurrentorretiredhighlevelNASAofficialswithasignificantnumberhavingalsoserved inprivateindustry.


•ExplainhowtomanageateameffectivelyundertheAgencystrategicmanagementandgovernancesystemsandwithintheAgencyinternalandexternalenvironments;

•DevelopknowledgeandskillsinleadingandmanagingthePGMprocessesofprogramformulation,approvalandoversight;and

•Developleadershipandcollaborationskillsinadvocatingprograms,workingacrossorganizationalboundaries,andresolvingconflictandsolvingproblems.

•PerformeffectivelyandefficientlyinaccordancewiththeNASAgovernancemodelandstrategicdirection,andwithintheAgencyinternalandexternalenvironments;

•Leadandmanagetheprogrammaticprocessesandfunctionsforprogramformulation,approval,implementationandreview;and

•Effectivelyandefficientlyadvocateprograms,facilitatecollaborationamongorganizationswithdiverseinterestsandcultures,andresolveconflictsintheAgencyenvironment.

PREREQuISITESTheparticipantsmusthaveextensiveprojectmanagementand systems engineering experience and trainingup toand including the Advanced Project Management andAdvanced Systems Engineering course (APM&ASE)leveloftheAPPELCoreCurriculumorequivalentandbe nominated by their Headquarters Mission Directoror their Center Director and selected by the AgencyAdministrator.

ADvANCED EARNED vALuE MANAGEMENT TECHNIQuES: RECOGNIZING GAMING, ABuSE AND DATA MANIPuLATION (APPEL-AEvMT)

AuDIENCEThis course is designed for project managers who areresponsibleforreviewingthecost,scheduleandtechnicalperformancereportingofsubordinatesandcontractors.

GOAL Thisone-daycourseprovidesanunderstandingofgaming,abuse andmanipulation of EarnedValueManagement(EVM) and ScheduleManagement data building uponanintermediateunderstandingofEVMandscheduling.

LEARNING METHODS Lectures, discussions, case studies, demonstrations andexerciseswill present key concepts regarding advancedEVMtechniques.


• IdentifyirregularitiesinEVMandscheduledata

• Interfaceinaninformedmannerwithcontractorsandsubordinatesaboutfaultyperformancereporting

•Developactionplanstocorrecterroneousreporting

•ExplaintheroleofEVMincontractors’performanceevaluation/awardfeeprocess

•DevelopstrategiestobuildagoodEVMworkingrelationshipbetweenthegovernmentandcontractor

NOTES•ThiscourseisregisteredbytheProjectManagementInstitute(PMI)for7ProfessionalDevelopmentUnits(PDUs).PMICourseID:AEVMT05

ASSESSING PROjECT PERFORMANCE (APPEL-APP)

AuDIENCEThiscourseisdesignedforprojectmanagers,subsystemmanagers, and other project team members who areresponsibleformeetingprojectcommitments,andwhowould benefit from an understanding of integratedprojectperformanceassessmenttechniques.

GOAL This two-day course is designed to help participantsmanageandmakeinformeddecisionsfromthevolumesofdataaboutprojectperformancesuchas:EarnedValue,riskmatrices,criticalpath,slack,EstimatestoComplete,Cost Variances, configuration changes, contractmodifications,awardfeescores,TechnicalPerformanceMeasures,andothers.

LEARNING METHODS Lecturesanddiscussionsarecombinedwithcasestudies,demonstrations,andexercisestomaximizethelearningexperience.


•Understandtheimportanceofprojectperformanceassessment

•Applyperformanceassessmentmethodologiesusingexistingprojectdata

• Interpretthesignificanceoftheprojectperformanceassessmentresults

•Morefullysynthesizeprojectperformancedatafrommultiplesourcesintoacohesiveassessmentofpast,presentandfutureperformanceoftheproject

NOTES•ThiscourseisregisteredbytheProjectManagementInstitute(PMI)for15ProfessionalDevelopmentUnits(PDUs).PMICourseID:APP006

BEYOND EvM BASICS: BASELINE CONTROL, RISK CONSIDERATIONS AND PERFORMANCE INDICATORS (APPEL-BEvMB)

AuDIENCEThiscourse isdesignedforproject teammemberswhoare responsible for the cost, schedule, and technicalperformanceofprojectworkscope.

GOAL Thistwo-daycoursewillprovideanunderstandingofhowto control baseline changes, integrate riskmanagementwith EVM, and analyze performance indicators andflags that build upon the basic understanding of thePerformance Measurement Baseline (PMB), cost andschedule variances and indices, and determining anEstimateAtCompletion(EAC).

LEARNING METHODS Lectures, case studies, discussion, demonstrations andexerciseswillpresentkeyconcepts regarding theEVMprocess.


•UnderstandhowtocontrolchangestothePerformanceMeasurementBaseline

•Understandhowtomakerisk-informeddecisionsaboutManagementReserveandScheduleReserveusage

•Understandtheroleofquantitativecostandscheduleriskanalysisindevelopingrisk-adjustedbaselines

•Recognizeandrespondtowarningsignsfromthecontractor’sEVMdata

•UnderstandhowcommonEVManalysistrapscouldcompromiseeffectivedecisionmaking

•DeveloppertinentEVMmetricsandreportingforseniormanagement

NOTES•ThiscourseisregisteredbytheProjectManagementInstitute(PMI)for15ProfessionalDevelopmentUnits(PDUs).PMICourseID:BEVM07



BEYOND SCHEDuLING BASICS: ANALYSIS, CONTROL, AND RESERvE PLANNING (APPEL-BSB)

AuDIENCEThiscourse isdesignedforproject teammemberswhoare responsible for planning, controlling and analyzingcost,scheduleandtechnicalperformanceofanactivity,project,orcontract.

GOAL This one-day course builds upon the foundationalprocesses of activity definition, activity sequencing,activity duration estimating, schedule development,schedule status accounting & data maintenance, andschedule performance reporting by examining themore advanced topics of schedule analysis, schedulecontrol(baselinerevisions,replanning,andworkaroundplanning),andschedulereserveplanning.



•Understandwaystoassesswhenaprojectislikelytofinish

•Determineifthescheduleisrealistic•Gaugethesignificanceofpastscheduleperformanceandtrends

•Evaluatetheeffectofchangesonthebaselineandcurrentoperatingschedules

•Assesstheadequacyofschedulereserveandslack• Identifyriskintheschedule•Understandhowtocontroltheschedule(includingmethodstoacceleratethescheduleorgetbackontrackifbehindplan)

•Understandthedifferencesbetweenschedulebaselines,re-baselines,revisions,replans,andworkaroundplans

NOTES •ThiscourseisregisteredbytheProjectManagementInstitute(PMI)for7ProfessionalDevelopmentUnits(PDUs).PMICourseID:BSB008

COMMuNICATING TECHNICAL ISSuES (APPEL-CTI)

AuDIENCEThiscourseisdesignedforNASA’stechnicalworkforce,including systems engineers and project personnelworkingonorleadingprojectteams.

GOAL This two-day workshop provides the foundation forcommunicatingtechnicalinformationtoavariedaudienceand demonstrates effective methods and strategies forpresentingtechnicalissues.

LEARNING METHODS Thiscourseprovideshands-onexperienceineffectivelycommunicating complex, technical information todifferent audiences, both those familiar with andthose unfamiliar with the topic. Individual and small-group learning exercises will help you develop keycommunications competencies. In a laboratory setting,you will structure and conduct presentations/meetingswithstakeholdersandprojectteammembersandestablishasetofeffectivee-mailpracticestousewithinaproject.


•Describeabasiccommunicationsmodelandapplyittodifferentsettingswheretechnicalinformationisrequired.

•Determinetheinformationandcommunicationsneedsofdiversegroups(e.g.,projectstakeholders,teammembers,reviewteams).

•Designanddelivertechnicalcommunicationsusingdifferentmedia(e.g.,meetings,presentations,e-mail).

•Present(inoralandwrittenform)complex,technicalmaterialthatiscarefullytailoredtospecificaudiencesandthatfacilitatesunderstanding.

•Solicitfeedbackandinformationasyoupresenttechnicalconceptsandreports.

NOTES •ThiscourseisregisteredbytheProjectManagementInstitute(PMI)for15ProfessionalDevelopmentUnits(PDUs).PMICourseID:CTI009

CONCEPT EXPLORATION AND SYSTEM ARCHITECTING (APPEL-CESA)

AuDIENCEThiscourseisdesignedforNASA’stechnicalworkforce,includingsystemsengineersandprojectpersonnelwhoareinvolvedinthedesignordevelopmentofarchitectureofsystems.

GOALThis five-day workshop introduces participants to theprimaryprocessesandtoolsforsuccessfullyperformingup-frontsystemengineeringanalysis.Participantslearnhowtodefinepropersystemscope,acceptancecriteria,createcontext diagrams and develop case scenarios, andworkon thesynthesisof thefirst level logical architecture forthesystemtohelpmeetcustomerobjectives,requirementsandconstraints.Inaddition,participantsareintroducedtothefundamentalsoflife-cyclecostanalysisaswellasriskmanagementandotherprogramissues.

LEARNING METHODSTheLearningMethodsforthiscourseincludetheuseoflectures,discussions,groupexercises,andotheractivities,includingactualsystemengineeringproblemsofalltypeswithemphasisonNASAmissionsandsystems.


•Explainbasicsystemsthinking,systemsengineeringconcepts,andsystemsengineeringprocesses.

• Identifyvarioussystemslifecyclemodels(particularlytheNASAmodel),aswellassystemsengineeringprocessmodelsasdepictedintheNPR7120.5DandSystemEngineeringNPR7123.1A.

•Explaintheconceptofgatesandreviewsofkeysystemsengineeringmilestones,withparticularemphasisontheSystemRequirementsReview(SRR).

•Explaintheconceptofsystemoperationaleffectiveness(SOE),andtherootcauseanalysisbetweensystemdesignandsystemsupport.

•Explaintheconceptofrequirementstraceabilityandmanagement.

• Identifythecharacteristicsofgoodarchitecting.•Explaintheconceptofopenarchitecturesandexploresystemarchitectureframeworksandperspectivesincludingdesignforreliability,maintainability,andsupportability.


The system engineer processes from project formations to TPM, a very comprehensive course that identifies the important points of the process and tools available to define them.

“

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CONTINuOuS RISK MANAGEMENT (APPEL-CRM)

AuDIENCEThiscourseisdesignedforNASA’stechnicalworkforce,including systems engineers and project personneldeveloping the competencies required to succeed as aleaderofaprojectteam,functionalteam,orsmallproject.

GOAL This three-day course covers planning and control ofrisk factors; the recognition and reporting of all riskcomponents such as technical, cost, schedule, safety,ITAR,environmental, etc.; andapplicationofmethodsand techniques to assess,mitigate, andbalance risks ateachleveloftheprogram/project.

LEARNING METHODS ThiscoursedesignusescurrentNASAprojectexamplesbeingworkedby the facilitators inaddition toongoingrisksidentifiedbyclassparticipantstoprovidehands-onexperiences in management of program/project risks.The class will use multi-media presentations, lectures,interactive discussions and small team workgroups toenhancethelearningenvironment.


•Establishandimplementariskmanagementprocess,integratingdisciplineinputsandutilizingriskanalysismethodsandtechniquestodevelopspecificmitigationactions.

•Evaluateprogram/projectdecisionsandidentifyappropriateriskalternativesforeachdecision.

•Establishaneffectiveriskreviewprocessandestablishappropriatemembershipalongwithrolesandresponsibilitiesofaprogram/projectRiskManagementBoard.

•Determinetheimpactofspecificriskstoprojectobjectivesanddefinedocumentationandreportingcharacteristics.

•Determinewhenspecificqualitativeandquantitativeriskidentificationmethodsandtechniquesshouldbeappliedtoprogram/projectactivities.

•Define,documentanddescribetheadvantage,use,andapplicationofdatabasetoolsforthecapture,tracking,andreportingofrisks.

•Systematicallycaptureissuesanddevelopthem

throughtheprocessfromwritingriskstatements,classifyingtheimpactagainstprogram/projectriskattributes,determiningthecostoftherisktothecostofthemitigation,anddefiningthereturnoninvestmentfromaprioritizelistofproposedmitigationactions.

•Developandimplementstrategiestomitigateoreliminaterisksanddevelopacontingencyplan.

NOTES •ThiscourseisregisteredbytheProjectManagementInstitute(PMI)for23ProfessionalDevelopmentUnits(PDUs).PMICourseID:CRM010

DECISION ANALYSIS (APPEL-DA)

AuDIENCEThiscourseisdesignedforNASA’stechnicalworkforce,including systems engineers and project personnelinvolvedinprojectteamsorsmallprojects.

GOAL Thistwo-daycourseisdesignedtoprovidethetoolsnecessarytoimprovethequalityofafactuallybaseddecision-makingprocessforresolvingtechnicalissuesatNASA.

LEARNING METHODS Case studies, small group applications, and informeddiscussionswith knowledgeable resourceswill serve asthebasisforcourseactivities.


• IdentifyDecisionAnalysisrelationshiptoNPR-7123.1A,NASASystemsEngineeringProcessesandRequirements,includingroleofSEMP.

•Recognizefactorscontributingtosuccessfulandunsuccessfuldecision-making.

•Applyastandardprocessfordecision-making.• Identifywhichtechnicalissuesaresubjecttoformalevaluation,anddiscernthedifferencesbetweenawell-framedproblemandapoorly-framedone.

•Definethecriteriausedforevaluation,andidentifyalternativesolutionstoaddressdecisionissues.

•Selectevaluationmethodsandtools,andevaluatealternativesolutionswithrespecttoevaluationcriteria.

•Makeadecision,document,andevaluatedecisionimpact.

DESIGN FOR MANuFACTuRABILITY AND ASSEMBLY (APPEL-DMA)

AuDIENCEThisthree-daycourse isdesignedforNASA’stechnicalworkforce that is involved in the design, manufactureandassemblyofNASA’smajorprogramsandhardware.

GOALThisisacourseinDesignforManufacture(DFM).Thiscoursewillprovide studentswith the skills and insightnecessarytodesignmechanisms,devices,andstructuresthat canbeproducedquickly, at highquality, and costeffectively.

LEARNING METHODSLearningmethods includeavarietyof standard lecturewithvisuals,videosofpertinentmanufacturingprocesses,manual and reference book, in-class demonstrations,examples,andexercises.Relevantcasestudiesarealsousedinthiscoursetoenhanceparticipantunderstanding.


•Applyanintuitiveunderstandingofhowtheprocessworks

•Explainthetypicaltolerances,surfacefinishes,andprocesstimesthatareeasilyachievableandthosethatareachievableonlywithsignificantlyextraeffort

•Determinethemajorcostdrivers

•Explaindesignruleswhicharetypicalfortheprocessinquestion

•Selectbetweenseveralcompetingprocesses

•Describeadditionalknowledgesourcesaboutthedesignformanufactureprocess

DEvELOPING AND IMPLEMENTING A SYSTEMS ENGINEERING MANAGEMENT PLAN (APPEL-SEMP)

AuDIENCEThiscourseisdesignedforNASA’stechnicalworkforce,including systems engineers and project personneldeveloping the competencies required to succeed asa leader of a project team, functional team, or smallproject.

GOAL This three-day course will introduce participants tothe processes that support planning, development andexecution of a SystemsEngineeringManagement Plan(SEMP).Participantswilllearnhowsystemsengineeringdeliverables are planned and managed. They willexperience systems engineering technical reviews andappreciatethevalueofthese“gates.”

LEARNING METHODS Learningwillbeaccomplishedusinglectures,discussions,group exercises, and other activities, including actualcases involving theplanning, development,monitoringand assessment of systems engineering managementplanswithemphasisonNASAmissionsandsystems.


•DescribeNASAestablished(SENPR,7120.5D)processesfortechnicalplanning.

•Definetechnicalworktobedoneinagivensituation.

• Identifycharacteristicsofgoodtechnicalplansandthestepsfortheirdevelopment.

•DevelopaSystemsEngineeringManagementPlan(SEMP).

•ExplainhowtheSEMPandothertechnicalplansareimplementedandmonitored.

•Explaintheimportanceofestablishingsystemsengineeringmanagementresponsibilities.

•Describehowthesystemsengineeringprocessisevaluated.

•Describehowsystemsengineeringdeliverables(e.g.,technicalbaseline,TPMs,etc)aremanaged.

•Statethevalueofproductverificationandvalidationplansanddescribehowtheyaredeveloped.

• Identifytheimportanceofphase-to-phasetechnicalreviews.

•Explainthevalueoftechnicalworkproductivityassessmenttotheprocessofsystemsengineering.

NOTES•ThiscourseisregisteredbytheProjectManagementInstitute(PMI)for23ProfessionalDevelopmentUnits(PDUs).PMICourseID:SEMP11



EARNED vALuE MANAGEMENT OvERvIEW (APPEL-EvMO)

AuDIENCEThis course is designed for project team memberswho need a top-level understanding of Earned ValueManagementconcepts.

GOAL This six-hour course will provide a high-levelunderstandingofEarnedValue(EVM)conceptsaswellashowtoanalyzetheEVMdata.

LEARNING METHODS Lectures, discussions, case studies, andgroup exerciseswillpresentkeyconceptsregardingtheEVMprocess.


•UnderstandbasicEVMconceptsandterminologyandhowtointerpretEVMreportsandgraphs

•UnderstandthegoverningrequirementsforEVMonNASAprojects

•Recognizethevariousmethodsofassessingearnedvalue

•Understandhowtouseperformanceindicesandfactorstocalculateestimatesofthefinalcost

•UnderstandhowtoapplybasicEVMconceptstoprojectwork—evenprojectswithoutanEVMrequirement

NOTES•ThiscourseisregisteredbytheProjectManagementInstitute(PMI)for7ProfessionalDevelopmentUnits(PDUs).PMICourseID:EVM012

EXPLORATION SYSTEMS AND SPACE OPERATIONS (APPEL-EXPO)

AuDIENCEThis course is designed for NASA’s technicalworkforce, including engineers, systems engineers andproject personnel involved in creating overall missionarchitectures, detailed design and the operation ofsystems.

GOALThis three-dayworkshopfocusesoncreatingaphased,conceptual design for completeEarth-Orbiting,Lunar,andMarsmannedmissions.Itprovidesanoverviewofhuman space exploration including the vision for thefuture, objectives and strategies, as well as a view ofupcomingtechnologiesandmissions.

LEARNING METHODSAnintegratedexampleofaLunarBaseMissiontoillustrateeachofthedesignareas isusedthroughoutthecourse.Thisexampleenableshands-on,practical experience inapplyingtheinformationandtoolsprovided.Thecourseinvolves real-world design exercises aimed at helpingyouapplythetechniquesandguidelinespresentedonceyoureturn towork.Allparticipants receiveacompleteset of courseNotes and the authoritative text HumanSpaceflightbyGiffenandPranke.


• Interpretandconvertspacemissionobjectives,requirements,andconstraintsintovisibleandcost-effectiveoperationsconcepts.

•Developandapplyhazardsandmitigationtechniques.•Explainthephysiologyofspaceflight,humanfactors,andpsychologicalaspects.

•Describeaprocess-orientedapproachforcreatingcost-effectivespacemissions.

•Describethekeyfunctionsthatmustbeperformedformissionoperations.

•Applyeffectivemethodologyfortranslatingspacemissionobjectives,requirements,anddesignsintoviableandcost-effectiveoperationsconcepts.

•Explaintheinterrelationshipsandtrade-offsbetweensystemdesignandmissionoperation.

FuNDAMENTALS OF SYSTEMS ENGINEERING (APPEL-FSE)

AuDIENCEThis course is designed for new systems engineersfunctional engineers, project managers, integratedproductteammembers,andbusinessmanagers.Thoseinvolved in or supporting a system development willimprovetheirabilitiestoworkasanintegratedteam.

GOALThiscourseintroducesthemethodsandtechniquesforastructuredsystemsdevelopmentprocessthatproceedsfromrequirementstoconcepttoproductiontooperationand isbaseduponNASApolicyguidelines, specificallyNPR 7123.1A and 7120.5D. The NASA practice ofsystems engineering is the glue that works across allengineering and project management disciplines to tiecustomerneedstotherightsolution.Systemsengineeringfocusesontheinterfacesbetweenthepeople,processes,andproductsthatareoftenoutsidetheresponsibilityofanyonefunctionordiscipline.Thiscourseequipsyourteamswiththeknowledgenecessarytorealizesuccessfulsolutions.

Thecourseisstructuredasafive-dayclasswithanoptionto provide additional hands-on systems engineeringlife cycle experience, to include a focused activity suchas a project review, for example, SRR, PDR or CDR,or another life cycle activity tailored tomeet a specificCenterneed.

LEARNING METHODSLearningwillbeaccomplishedthroughlectureandclassdiscussion.Attendeesthenpracticethe“how-to”oftheprinciplesthroughcasestudiesandillustrativeexamples.Practicalexercisesprovideexperience inthetechniquesanddecisionsrequiredinarealworldenvironment.

Ifthehands-onlifecycleactivityoptionisselected,theparticipantswilldevelopandpresentappropriateartifactsandcontentbaseduponarealNASAcasestudy. Thisactivity will be conducted post-course with guidancefromtheinstructor.


•ExplainthepurposeofSystemsEngineering


•DescribetheSEprocessincorporatingNASApolicyguidelines(NPRs7123.1Aand7120.5D)

•Summarizetheprocessforsystemrequirementsdevelopmentandmanagement

•Describethesystemdefinitionprocess(conceptsandarchitecting)

•Defendprojectdecisionsandtrade-offanalyses•ConductproductandprojectriskanalysesandmitigationbaseduponNASApoliciesandpractices

• Incorporatereliability,availabilityandsupportabilityconsiderationsintothedesignprocess

•Explainperformancemeasurementneeds•Describethesystemimplementationprocess•Explainverificationandvalidationactivities•Explainentry/exitcriteriaforkeytechnicalreviewcontrolgatesperNPRs7123.1Aand7120.5D

I gained a better understanding of the concept of team building and the personalities of team members. I learned there are many different perceptions of every situation. Every person comes from their own perspective based on their motivations. Their thoughts need to be considered in daily dealings.

“

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INNOvATIvE DESIGN FOR ENGINEERING APPLICATIONS (APPEL-IDEA)

AuDIENCEThiscourseisdesignedforNASA’stechnicalworkforce,including systems engineers and project personnelinvolvedinprojectteamsorsmallprojects.

GOALThis three-day course will introduce participants totheframeworkofinnovationandthedesignofcreativesolutions. The course seeks to stimulate and motivateparticipantstothink“outside-the-box”whendealingwithdesignproblems. Integrated in-classprojectswill focusonhardwaredesign,systemperformanceandstrategiesfor lateral ways of approaching technical challengesandsolutions.Topicswillincludedesignmodels,designenvironmentanddesignconstraints.

LEARNING METHODSClassroomexercisesandembeddedactivitiesaredrivenbyactualConstellationProjectsandotherNASACaseStudies.For example, a case study on the design of the Orioncapsuleseatenablesthevisualizationofmultidisciplinaryteamworkduring the early stages of the designprocess.Hands-on class exercises, lectures, videos, discussions,brainstorming and group exercises allow participants toapplytechniquestospecificdesignproblems.

EssentialClassTour:Specifichardwareormechanicalsystemsfamiliarizationtours have been built into this offering to highlightinnovation or creative solutions to technical problems.The“InnovationTours”willalsoaffordparticipantstheopportunity to engage some of the architects of thesedesignsolutions.TheIDEAScourseintegratespracticalNASA innovative solutions into APPEL’s educational,traininganddevelopmentactivities.


•DescribecommoninnovationpracticesinsideandoutsideNASA

•Demonstratedifferentmodesofthinkingincreativity(e.g.,physicalversusvisualproblemsolving)

• Identifysourcesforcreativitythemessuchasreferential,internalandcustomers

•Explainthehardandsoftsidesofinnovationandhowtocreatetherightenvironmentandatmosphereforcreativity

The most beneficial thing I learned from this course is everything! All the information is extremely relevant, and it all can be used and applied. The entire course gave me a really good introduction to what drives the work at NASA.

“

“

•Demonstratethemethodsofdesigningfortheuser,includinghuman/biodesign,ethnography,andissueidentifications

•Describeeffectiveprototypingtechniques(fastfailsafelytosuccess)

•Explaingeneralguidelinesthatserveasquickrulesofthumb

• Identifytoolsthathelpimprovereliability,reduceerrorsandcost,speedmanufacturabilityandassembly(errorproofing)

•ExplainopeninnovationornetworksandhowtheyareatNASA

•ApplybestpracticesobtainedfromotherNASAdesigners(referencebookletbasedonpastprojects).

INTEGRATING COST AND SCHEDuLE (APPEL-ICS)

AuDIENCEThiscourseisdesignedforexperiencedprojectmanagerswho are already subsystem leads ormanagers of smallprojectsandwhoarepreparingtoperformasaprojectmanager of a more complex project (multiple distinctsubsystems, or other defined services, capabilities, orproducts)withassociatedinterfaces.

GOALThistwo-daycourseisgearedtowardincreasingprojectmanagers’ proficiency in dealing with the cost andscheduleaspectsofprojectmanagement.

LEARNING METHODSLearning will take place through a series of lectures,discussions,exercises,casestudiesanddemonstrations.


•Understandtheimportanceofcostandschedulemanagementtomissionsuccess.

• Identifythevariousschedulecommunicationtoolsandtheirimplications.

•PlanandmanagewithintherealitiesofcurrentFederalbudgetenvironment.

•ConductBaselineandReserveplanningthroughRangeestimates.

•Explaintechniquestoeffectivelycommunicatecostandschedule.

•DiscusshowtointegratecostandschedulewithEarnedValueManagement(EVM).

• Illustrateascheduleproblemflightprojectteamsmightfaceandformulatepossibleworkaroundplanstosolveit.

•Developstrategiesforeffectivelydealingwithcomplexinter-organizationalconflicts.

•Developskillsforsuccessfulbudgetjustification.•Assessprojectperformancebasedonlimitedcost,scheduleandEVMofaproject.

•Gaininsightintoevaluatingprojectedfinalcostofaproject.

•Communicateprojectperformancestatustoseniormanagement.

NOTES•ThiscourseisregisteredbytheProjectManagementInstitute(PMI)for15ProfessionalDevelopmentUnits(PDUs).PMICourseID:ICS013

INTEGRATING EvM WITH ACQuISITION (APPEL-IEvMA )

AuDIENCEThis course is designed for project managers andcontracting officers who utilize Earned ValueManagement(EVM)tomonitorthecost,scheduleandtechnicalperformanceofmajor contractors responsibleforlargedevelopmentcontracts.

GOAL Thishalf-daycourseprovidesahigh-levelunderstandingofEarnedValueManagement(EVM)concepts,andtheeffective integrationofEVMwithprojectmanagementandacquisition.

LEARNING METHODS Lectures,casestudies,discussions,andgroupexercises.


•UnderstandbasicEVMconceptsandterminology

•RecognizewhatmistakestoavoidthatwouldhinderEVMeffectiveness

•UnderstandhowtoincorporateEVMintoacquisitionstrategyandcontractadministration.



INTERNATIONAL PROjECT MANAGEMENT (APPEL-IPM)

AuDIENCEThis course is designed for project managers, systemsmanagers,systemsengineersandprogrammanagerswhoworkoninternationalprojects.

GOAL Thisfive-daycourseprovidesprojectpractitionerswithanunderstandingofculturalchallenges, legalconcerns,and teaming issues that are likely to be encounteredworking with international partners. The courseaddresses twodistinct facetsofsuccessful internationalprojectmanagement: technical knowledge and culturalunderstanding.

LEARNING METHODS Course materials and discussions provide insights intothe characteristics of international teaming that havethe potential to make or break a project. The courseformatfeatureslectures,smallgroupdiscussion,hands-on practical exercises, and case studies. Instructors aresuccessfulNASAprojectmanagersfromtheinternationalarena who discuss their experiences with participants,sheddinglightonmulti-nationalprojecttrapsandhowtoavoidthem.Guestlecturersincludecontentexpertswithinternational experience and, when available, relevantembassypersonnel.


•Applyexperientialandtheoreticalknowledgeofculturalawarenessandleadership.

•Manageorsupportaprojectthatinteractswithinternationalpartners.

•Successfullymanageprojectsinvolvinginternationalelements.

•Practiceadvocacy,partnering,andthe“softer”sideofcross-culturalrelationstobeeffectiveintheinternationalarena.

•Understandtheculturalunderstandingnecessarytomanageorparticipateatanylevelofaninternationalprojectteam

NOTES•ThiscourseisregisteredbytheProjectManagementInstitute(PMI)for40ProfessionalDevelopmentUnits(PDUs).PMICourseID:IPM014

INTRODuCTION TO AERONAuTICS (APPEL-I-AERO)

AuDIENCEThis course is designed for anyone interested in a big-pictureoverviewofaeronautics.Notechnicalbackgroundisnecessary.

GOALThisfour-daycourseisallaboutaircraft–howtheyflyandwhytheylookthewaytheydo.Usingdesignasacommonthread,thiscourseprovidesasolidunderstandingofthebasicsofaeronauticalengineering,includinglow&high-speed aerodynamics, stability & control, structures &materials,propulsionsystems,andaircraftperformance.Although the focus is clearly on conventional aircraft,

I’ve learned how to work within team situations to analyze a problem and make a decision based on group-generated alternatives.

“ “

discussionwillincludeotherairvehiclesincludingairships,helicopters, stealth,hypersonic,unmanned,STOL,andmicro-airvehicles.Attheendofthiscourse,youwillbeabletoidentifyandunderstandthedesignfeaturesofagivenaircraftandhaveatremendousappreciationfortheimpactofmodifyingitsdesign(forexample,addingtiptanks).

LEARNING METHODSLectures, hands-on exercises, practical examples,and discussions are intertwined to support the lessonobjectives.Inaddition,anoff-sitevisittoalocalaircraftmuseum or airport/aero club reinforces the classroomdiscussions.


•Explainwhystandardatmosphereisimportantinthefieldofaeronautics.

•Defineliftanddrag,explainhowliftisgenerated,andidentifythevariouscomponentsofdrag.

•Explainwhyanaircraft“stalls”athighangleofattack.

•Describehowflowpropertieschangeacrossashockwaveandanexpansionwave.

•Describedesigntechniquesusedtominimizedragduetoliftandwavedrag.

•Explainthesignificanceof(L/D)maxandlocate(L/D)maxonadragversusvelocitygraph.

• Identifyhigh-liftdevicesandstatetheirpurpose.

•Nametheaircraftaxes,themotionofeach,andtheconventionalcontrolsurface(s)thatproduceeachmotionaswellasdescribethepilot’sinput.

• Identifydesignandoperationalfactorsthatcontributetoachievingpitchstability.

•Demonstrateanunderstandingofthestructuralconsiderationsofagivenaircraft.

•Explainhowthrustisgeneratedanddemonstrateanunderstandingofthetrade-offsassociatedwithaircraft/engineintegration.

• Identifyandexplaintheimpactofsixfactors(e.g.,densityaltitude)ontakeoffandlandingperformance.

LEADING COMPLEX PROjECTS (APPEL-LCP)

AuDIENCEThiscourseisdesignedforexperiencedprojectmanagerswhoare subsystem leadsormanagersof smallprojectsandarepreparingtoperformasaprojectmanagerofamore complex project (multiple distinct subsystems, orother defined services, capabilities, or products) withassociatedinterfaces.

GOAL This three-day course provides participants with keyproject management concepts, tools, and techniquesused to manage complex projects successfully. It alsoprovidesinsightsandtoolstomeasureprojectcomplexityandadoptthebesttechniquesforensuringcontrolofaprojectandallofitsassociatedelements.

LEARNING METHODS This course is a progressive, integrated case study thatgives you hands-on experience in determining thetrue level of project complexity, governing the use ofcomplexitytoassistratherthanhinderprogress,andtoleadtheprojectteamfromanewperspective.


•Clearlyunderstandhowtoaddressvariablesinvolvedindealingwithcomplexprojects.

•Mastertechniquesforaccurateworkestimatingandriskanalysisincomplexsituations.

•Developaplanthatprovidestherightlevelofcontrolandflexibilityforsuccessincomplexprojects.

• IntegratestrategicplanningtechniquestomeetNASArequirementsforcomplexprojects.

•Developtechniquesforcopingwithmultiplestakeholders,complexapprovalsituationsandteamsdrawnfromacrosstheAgency’sorganizationalboundaries.

NOTES•ThiscourseisregisteredbytheProjectManagementInstitute(PMI)for23ProfessionalDevelopmentUnits(PDUs).PMICourseID:LCP015



LIFE CYCLE, PROCESSES AND SYSTEMS ENGINEERING (APPEL-LPSE)


GOALThis three-day course introduces systems engineeringprocesses,NASAlife-cyclephases,keytechnicalreviews,and systems engineering management techniques. Thecourse helps you realize the value of well-establishedsystemsengineeringprocessesanddeliverables.

LEARNING METHODS Lectures, discussions, exercises, and other activitiesincluding structured systems engineering processesand management undertakings enhance the learningexperience.


•DefineanddemonstratesystemsengineeringprocessesasillustratedintheNASASystemsEngineeringProceduralRequirements(NPR)7123.1AandtheNPR7120.5D.

•Describehowoperationsconceptsaredevelopedandtheirimpactonthesystemofinterest.

•Definesystemarchitecturefunctionsandanalyzetheirfunctionalperformance.

•Definesystemtechnicalsolutionoptionsanddescribehowtradestudiesareperformed.

•Maparchitecturefunctionstosub-systemsanddefinetherelationshipsamongthesub-systems.

•Describeinternalandexternalinterfacedefinitions,designs,andchangesforproductsandproductcomponents.

•Explaintheimportanceofestablishingatechnicalplanningprocessforagivensystemofinterest.

• Identifytoolsusedforsystemsengineeringactivities.

MANAGEMENT OF SPACE TECHNOLOGY PROGRAMS (APPEL-MSTP)

AuDIENCEThiscourse isdesignedforNASAprojectpractitionersand systems engineers, technical professionals at thesupervisorylevel,andprojectleaders.

GOALThis three-day course examines the dynamics oforganizationalmanagement atNASA.These dynamicsentail political, organizational, and technical factors.The interrelationships among these factors influenceprogram/project management processes and outcomesthat determine whether implementation of complexspace projects is met with success or failure. Courseparticipants will gain a level of awareness regardingthe factors that affect theirworkenvironment.Fromapoliticalstandpoint,thewaysinwhichprogram/projectleadersatNASAnavigateamongaccountabilitypracticesisscrutinized.Therelevantpracticesencompass:politicalfactors,likecostandschedule;organizationalfactors,suchasprogram/project standardoperatingprocedures; andtechnicalfactorsconcerningthenatureofhowcomplextechnologyfunctions,e.g.,interactivefailuremodes.

LEARNING METHODSLearningwilltakeplacethroughcriticalanalysisofcasestudiesthatdemonstratemanagementdynamicsrelevanttoNASA.Thisisaccomplishedbydistillingfromreal-lifecasesthedifferentissuesthatdemonstratebothsuccessesandfailuresatNASA.TheperiodoftimecoveredinthecoursespansthehistoryofNASAfromtheApolloeratothecurrentSpaceExplorationPolicy.

LEARNING OBjECTIvESUponcompletionofthiscourse,participantswillbeableto:

•Demonstratealeveloforganizationalawarenessastohowtonavigatebetweenthepolitical,organizational,andtechnicalfactorsthatinfluencemanagementofcomplextechnicalprojects.

•Explainhowstakeholderexpectationsaffectthedevelopmentofspacetechnologicalsystems,namelytheproblemofoptimizationofthosetechnicalsystems.

•Describehowpolitical,organizational,andtechnicalfactorsinfluencetheprogram/projectlifecycle.

•Explaintheorganizationalvariablesthatimpactthemanagementofcomplexprojects,whichfocusesonhigh-reliabilityandhigh-performanceacrossprojectdevelopmentandimplementation.

• Identifythestrengthsandweaknessesofoperationalmethods—systemsmanagementpractices,projectmanagement,andsystemsengineering—asappliedtothemanagementofrisk,schedule,andcost.

•Demonstratehowdecision-makingstructures,involvingcentralizationanddecentralization,andorganizationalculturesimpacttheplanning,organization,andimplementationofcomplexprojects,andthecapabilitiesfordealingwithcomplexity.

•Describehowpolitical,organizational,andtechnicalaccountabilitypracticesinfluencethemanagementofcomplexprojects.

•Applyheuristicsandstrategicplanningtechniquestoaddresselementsofdecision-makingforcomplexprojects.

MARS MISSION AND SYSTEMS DESIGN LAB (APPEL-MMSD)


GOALThisfour-daylabisdesignedtoprovidereal-lifeexperienceofconceptualizinganddesigningspacemissionstoMarsor theMoon. This lab provides an integrated view ofspace mission design and operations from conceptualdesign and requirements definition through spacecraftdesign,development,test,andlaunchtodevelopmentofmission operations concepts and ground infrastructurecapabilities.

LEARNING METHODSA variety of Learning Methods are used includinglecture,groupdiscussion,exercisesandvideos.Youwillbe introduced to various demonstrations using a CDforSatelliteToolKitwitha temporary full-use license.Hands-onexercises introduceyoutotheSpaceMissionAnalysisandDesignSoftwareTool,specificallytailoredtoMarsorthemoon.


•Exercisespacesystemsengineeringprocesses.

•Enhancespacesystemsengineeringskills—systemsengineeringmanagement,technicalintegrityandtechnicalleadership.

• Integrateallelementsofasuccessfulmission.

•Establishaprocesstorefinerequirementsanddefineparameterstomeetmissionobjectivesatacceptablecostsandrisk.

•Usepracticalapplicationoftheinformationandprocessesinanon-threateningenvironment.

•Promotesystem-levelthinking.


All aspects of the class could be applied to my contract management, process, quality, and safety analysis.

“ “


NASA’S BuDGETING PROCESS (APPEL-NBP)

AuDIENCEThis course is designed for project team memberswho need an introductory course in NASA budgetdevelopment.

GOAL Thisone-daycoursedescribesthestepsinvolvedintheU.S.government’sbudgetingprocesswhileprovidingaframeworkforunderstandinghowNASAprojectbudgetrequestsfitintotheAgency’soverallbudget.Thecourseprovides a survey of proper contingency and reserveplanningtothebudgetingprocesswhilereinforcingtheimportance of carefully tracking costs and obligationsagainstthebudgetplanandreasonsforvariations.

LEARNING METHODS Lectures, discussions, and group exercises will presentkeyconceptsregardingthebudgetprocess.


•UnderstandtheFederalBudgetProcess•UnderstandhowprojectbudgetrequestsfitintotheNASAbudgetpicture

•Understandtheteammember’sroleindevelopingtheProgramOperatingPlan(POP)

•Describetheprocessesforcostestimating• Identifysignificantneedsandissuesinpreparingbudgets

•Understandtheimportanceoftrackingcostsandobligationsagainstthebudgetplanandthereasonsforthevariances

NOTES•ThiscourseisregisteredbytheProjectManagementInstitute(PMI)for7ProfessionalDevelopmentUnits(PDUs).PMICourseID:LCP015

PASSING THE PROjECT MANAGEMENT PROFESSIONAL EXAM (APPEL-PMP)

AuDIENCEThiscourseisdesignedforindividualsseekingtheProjectManagementProfessionalcertification.

GOAL This 3.5-day coursewill acquaint the studentwith the44 PMI processes, their inputs, tools, techniques andoutputs thatcompriseapproximately80%of theexam.Itwillalsogivethestudenttheopportunitytobecomeacquainted with the significant amount ofmaterial onProfessional Responsibility andHumanResources thatarenotcoveredinthePMBOK.

LEARNING METHODS The large amount ofmaterial to be absorbed requiresthat thematerial be presented in a variety ofways. Inadditiontoconventionallecture,thestudentswillactinskits,participateingames,seevideosandhearsillybuteffective jingles,poems,etc.Theywill takenotesusingcolor-coded pens thatwillmatch a large colored chartthey receive.Whatever the student’s preferred learningstyle,thepresentationthatwillmeettheirneeds.


•Sitforthe200-question,fourhourPMPexam

•Beguidedpersonallythroughtheapplicationprocess

•Becounseledinadvancebytelephoneande-mailtoassurethattheyarequalifiedtositfortheexam

•Prospectivestudentsareinvitedtocontacttheinstructorinadvancetoseeiftheyqualify

NEGOTIATIONS (APPEL-NG)


Now I can understand budget discussions within my organization.

“ “

GOAL This one-day workshop identifies and develops thenegotiatingandbargainingskillsnecessarytosuccessfullyexecute a win-win negotiation. Thorough instructionis provided on how to develop negotiating skills thatpromoteeffectiveleadership.

LEARNING METHODS This highly interactive workshop uses a variety ofinstructional methods. Methods include tailored casestudies, interactive facilitation, Q&A sessions, andothernontraditional techniques.Youwillparticipate inincreasinglydemandingnegotiationsanduseimpactandinfluenceskillstopersuadeotherstoagreeinbothone-on-oneandteamexercises.


•Achievecreative,mutuallysatisfactory“win-win”solutions.

•Analyzeavailablenegotiatingtacticsandselectstrategiesthatcanmovethesituationtoyouradvantage.

•Establishandmaintainapositivenegotiatingclimateandeffectivelyhandleemotionalsituations.

•Overcomeimpassesbystructuringcreativeoptions.

•Setdesiredoutcomes,Goals,bottomlinetargets,andalternativeoutcomesandoptions.

•Understandthedifferencebetweenpositions,interestsandfears.

•Overcomeyournaturalreluctancetonegotiateandreduceyourstresslevelsinthenegotiationprocess.

•Usecreativityandvalue-basednegotiatingtohelpachievesuccessfulclosure.

•Understandhowtomanageegoandtrustissues.

•Effectivelymanageteam/staffnegotiatingsituations.

NOTES•ThiscourseisregisteredbytheProjectManagementInstitute(PMI)for7ProfessionalDevelopmentUnits(PDUs).PMICourseID:NEG017

PERFORMANCE-BASED STATEMENT OF WORK (APPEL-PBSOW)


GOALThistwo-daycoursewillshowyouhowtowriteaneffectivePerformance-Based Statement ofWork (PBSOW).Youwill understand what is meant by performance-basedcontractinganddiscovertheadvantagesofthiscontractmethodology.

LEARNING METHODS Learningisaccomplishedthroughinstructor-leadsessionsusingslidesandflipcharts.Studentsfollowalongusingadetailedcoursepackagethatisprovidedaspartoftheseminar. Students are encouraged to provide examplesand“warstories”fromtheirexperiences.


•Defineanddescribeperformance-basedcontracts.

•DescribetheadvantagesofPBSOWasopposedtoalevel-of-effort(LOE)statementofwork.

• Identifythecharacteristicsofbothgoodandbadperformance-basedcontracts.

•Analyzeagivensituationtoestablishthenecessaryrequirements.

•WriteSOWrequirementsthatareclearandmeasurable.

•Demonstratehowtogivecontractorsflexibilityandauthoritywhilestillholdingthemresponsible.

NOTES•ThiscourseisregisteredbytheProjectManagementInstitute(PMI)for15ProfessionalDevelopmentUnits(PDUs).PMICourseID:S20008



PROjECT MANAGEMENT LEADERSHIP LAB (APPEL-PM-LAB)


GOALThisfourandahalf-daycourseisanintensiveexperienceaimedatbuildingcapabilitiesformanagerialeffectivenesstoachieveprojectteamobjectivesandtosynthesizetheprojectmanagementpracticesyouhavelearnedthroughpractice and study. This laboratory provides a uniqueopportunitytoidentify,understand,andpracticeeffectiveleadershipbehaviorsinaprojectteamsetting.

LEARNING METHODSThe Project Leadership Lab is a highly interactiveexperiential program design. Developed from over 30years of applied research and continuous user inputand innovation, theprogram isanchoredbyacomplexcomputer simulation exploring a project launch –employingmultipledecisiontreescenarioswhichactivatedynamic variations and realistic outcomes. As part ofa small team, you are responsible for implementing acomputersimulatedproject.Youandyourteamcollectivelyconfront and resolve an array of problems associatedwithtasks,vendors,consultants,time,quality,customerinteractions, and staff with varying personalities, skillsandexperience.


•Leadinambiguous,complexenvironments•Developadaptiveleadershipskills:recognizingwhentofocusontechnicalversusadaptiveproblems

•Developdefensible,flexibleplans.•Employeffectiveleadershiptechniquesandimproveinterpersonaleffectiveness.

•Managerisks• Identifycomplexprojecttrade-offdecisions.•Leadandimproveprojectteamperformance.

NOTES•ThiscourseisregisteredbytheProjectManagementInstitute(PMI)for31ProfessionalDevelopmentUnits(PDUs).PMICourseID:PMLAB19

PROjECT PLANNING, ANALYSIS AND CONTROL (APPEL-PPAC)

AuDIENCEThiscourseisdesignedforNASA’snewengineers/fresh-outs.

GOALThis five-day course offers a foundation in programplanning, analysis, and control and provides intensiveinstructioninprojectmanagementfundamentalsacrossthe entire project life cycle. Course content covers theareasoftechnicalintegrationofprojectelements,designanddisciplinefunctions,andtheirassociatedinteractionsto balance performance, cost, schedule, reliability, andoperability. Proven strategies and practical tools forplanning,executing,andcontrollingavarietyofprojectsarepresented.

LEARNING METHODS Individual and small-group learning exerciseswill helpyou develop these skills. You’ll master key theories,conceptsandpracticesandputthisknowledgetoworkintheclassroomthroughacomprehensivecasestudyandotherpracticallearningactivities.


•Defineaproject,itsobjectives,andmeasurementcriteriaforsuccess.

•Estimateprojectschedules,costs,andresourcesusingavarietyofprovenmethodssuchasEarnedValueManagement.

•Buildaworkbreakdownstructureofprojecttasks.

•DevelopanetworkdiagramandcalculatetheprojectscheduleusingPERT/CPM.

•Describeprojectriskidentification,riskassessment,andriskmitigationstrategies.

•Closeoutaprojectinasystematic,comprehensivemanner.

NOTES•ThiscourseisregisteredbytheProjectManagementInstitute(PMI)for33.5ProfessionalDevelopmentUnits(PDUs).PMICourseID:FOU150

PROjECT REvIEW PROCESSES AND STRATEGIES (APPEL-PRPS)

AuDIENCEThiscourseisdesignedforexperiencedprojectmanagerswhoare subsystem leadsormanagersof smallprojectsandarepreparingtoperformasaprojectmanagerofamore complex project (multiple distinct subsystems, orother defined services, capabilities, or products) withassociatedinterfaces.

GOAL This learning activity is intended to demonstrate theplanning process, content and techniques necessary toconductacredibleprojectreview.ItprovidesexposuretoNASAstandards,successcriteria, lessons learned, toolsandexperiencesforoverallprojectreviewactivities.Thiscourseisconductedintwoparts:aone-daylectureandexerciseactivityfollowedbycoachedparticipationinanactualNASAprogramorprojectreviewthatmayrequireupto4days’activity.

LEARNING METHODS Thiscourseprovidesahands-onprojectreviewexperienceundertheguidanceofaprojectreviewcoach.Lectures,smallgroupexercises,andinteractionwithcurrentprojectteamsandreviewpanelsamplifythekeyaspectsofthelearningactivity.


•Developand/orimproveskillsappropriateforpreparingandpresentingaformalNASAreview.

•Formareviewteamto“shadow”theNASA-assignedreviewteam,usingbestpracticesandlessonslearnedfrompreviousreviewactivities.

•ConductaprojectreviewofacurrentNASAprojectundertheguidanceofareviewcoachandrecordfindings.

•ComparefindingswiththoseoftheformalNASAreviewteam.

•Prepareandpresentthe“shadow”reviewteamfindingstotheproject.

•Developalistoflessonslearnedrelatedtoprojectreviewactivity.

NOTES•ThiscourseisregisteredbytheProjectManagementInstitute(PMI)for32ProfessionalDevelopmentUnits(PDUs).PMICourseID:PRPS21


The most beneficial thing I learned from this course is understanding the structure and role of each Mission Directorate and the structure of how Mission Directorates relate to the big picture with HQ, other Centers, programs, and projects.

“

“


REQuIREMENTS DEvELOPMENT AND MANAGEMENT (APPEL-REQ)


GOALThisthree-daycourseprovidesafirmfoundationforthedevelopmentandmanagementofyourproject’sproductrequirements. This course presents the student withrequirementbestpracticesthat,whenincorporatedintoyourrequirementdevelopmentandmanagementprocess,willhelpyourprojectteamdevelopawinningproduct—onethatdeliverswhatisneeded,whenitisneeded,withintheprojectedcostsandwiththeexpectedquality.

LEARNING METHODSLectures, discussion, and individual and small-grouplearning exercises help you learn how to develop andmanageproductscopeandrequirements.Writingexercisesandpeerreviewsreinforceandexpandlearning.


• Identifythebenefitsofdefiningscopeatthebeginningofyourproductdevelopmentprocess.

• Identifyanddescribetheimportanceofdriversandconstraints.

•Developanddescribetheimportanceofoperationalconcepts.

•Demonstratetheimportanceofvalidatingandbaseliningproductscope.

• Identifythecharacteristicsofgoodandwell-writtenrequirements.

•Explainthelevelsofrequirements,howrequirementsarelinked,andtheiterativenatureofrequirementdecomposition.

•Explaintheimportanceofallocationandhowtoallocaterequirements.

• Identifytypesofrequirementsthatmustbedefinedandwritegoodrequirements.

•Describetheprocesses,activities,andtoolsthatareusedtomanagerequirementsthroughouttheproductlifecycle.

•Describemanagement’sroleinrequirementsmanagementactivities.

•Explainhowandwhyarequirementdevelopmentandmanagementprocessneedstobedefinedandfollowed.

NOTES•ThiscourseisregisteredbytheProjectManagementInstitute(PMI)for21ProfessionalDevelopmentUnits(PDUs).PMICourseID:S30012

REQuIREMENTS DEvELOPMENT AND MANAGEMENT—TEAM (APPEL-REQ-T)

AuDIENCEThiscourseisdesignedtomeettheneedsofintactprojectteams including project managers, systems engineers,users, customers, developers, testers andother relevantstakeholders. Anyone involved in the development orreview or management of project scope and system/productrequirementsforaprojectwillbenefitfromthistraining.Theseminarisapplicabletoprojectslargeandsmall as well as hardware and software projects of allsizes.

I will really benefit from learning how to apply risk management to my daily decisions.“ “

developing the competencies required to succeed asa leader of a project team, functional team, or smallproject.

GOAL This one-day course enhances knowledge of NASA’sapproachtomanagingriskanddemonstratestheimpactrisks have onmeeting program and project objectives.Itprovidespracticalknowledgeonhowtoidentifyrisksbefore problems arise and develops the relationshipbetween decisions and risk. The course also includesdiscussions on how to develop risk statements anddescribespotentialmitigationoptions.

LEARNING METHODS Multimediapresentations,lectures,interactivediscussions,useofcurrentprogram/projectexamples,andcasestudieswillenhanceyourlearningofriskmanagement.


•DefineNASA’sriskmanagementprocess.•ApplytheNASAparadigmtorankandprioritizerisks.

•Definewhereriskscomefromandtheissuesandconcernsthatleadtorisks.

•Understandtherelationshipsbetweenprojectdecisionsandprojectrisks.

•Explainindividualrolesandresponsibilitiesforidentificationandmanagementofrisks.

•Usevarioustoolsandtechniquesforidentifying,documentingandcommunicatingrisks.

•Discusstherelationshipbetweenriskmagnitudeandindividualperspectiveontheorganization.

•Explaintrendingandtrackingapproachesandtheuseofmetrics.

•ExplainthetwelverulesforeffectivemanagementofrisksonNASAprojects.

•Developskills/competenciesinhowtoutilizetheNASARiskManagementProcess.

•Writeacceptablestatementsofrisks.• Implementmitigationplans.

NOTES•ThiscourseisregisteredbytheProjectManagementInstitute(PMI)for7ProfessionalDevelopmentUnits(PDUs).PMICourseID:RM022


GOALThisthree-daycourseprovidesyourprojectteamjust-in-time-training for the development andmanagement ofyourproject’sproduct scope and requirements.Duringthiscourse,theproject’sexistingscopeandrequirementsdocumentationarereviewedandusedtoallowparticipantstodeterminewhichareasneedimprovementandfurtherwork. The resulting effort is improved project scope,requirements, action items and better communicationbetween team members. This course will help yourprojectteamapplyrequirementengineeringbestpracticeswhich are needed to develop a winning product—onethatdeliverswhatisneeded,whenitisneeded,withintheprojectedcostsandwiththeexpectedquality.

LEARNING METHODSLectures,discussion,individualandsmall-grouplearningexercises will help your project team learn how todevelop andmanage your project’s product scope andrequirements.Exercisesareincludedbasedontheproject’sexistingrequirementsallowingattendeestoimprovetheirproject’srequirementsaspartoftheseminar.


•Defineyourproject’sproductneed,Goals,andobjectives

• Identifydriversandconstraints•Developanddocumentoperationalconcepts• Identifyanddefineyourproductsexternalinterfaces•Demonstratetheimportanceofvalidatingandbaseliningproductscope

• Identifythecharacteristicsofgoodandwell-writtenrequirements

•Writerequirementsatthecorrectlevelandtolinkrequirements

•Correctlyallocaterequirements• Identifytypesofrequirementsthatmustbedefined•Applycontinuousanddiscreterequirementvalidationactivitiestoremoverequirementdefects

RISK MANAGEMENT (APPEL-RM)

AuDIENCEThiscourseisdesignedforNASA’stechnicalworkforce,including systems engineers and project personnel


SCHEDuLING AND COST CONTROL (APPEL-SCC)


GOALThis four-day course focuses on managing projectconstraints including limits on time, human resources,materials, budget, and specifications. It also helpsparticipantstodevelopeffectivemeasuresforschedulingandcontrollingprojectsastheyputthetoolsofprojectmanagementtowork.

LEARNING METHODS Youwillgethands-onexperiencespracticingyourskillsinbuildingprojectrequirementsandtheworkbreakdownstructure. Individual and small-group exercises featurescenarios that hone your competencies/skills, and acomprehensivetoolkitprovidespracticalfieldguidance.


• Identifydocumentationneededtoprovideinputstoschedulingandcostcontrolactivities.

•Usetheworkbreakdownstructuretodevelopanetworkdiagram.

•CalculateschedulesusingPERT/CPM.

• Identify,assign,andtabulateresourcerequirements.

•Predictcostsandworktimeusingspecificlevelsandestimatetypes.

•Planforcontingenciesandanticipatevariations.

•Predictfutureprojectperformancebasedonhistoricaldata.

•Monitorchangesandcloseoutprojectsontime.

NOTES•ThiscourseisregisteredbytheProjectManagementInstitute(PMI)for31ProfessionalDevelopmentUnits(PDUs).PMICourseID:SCC023

SCIENCE MISSION SYSTEMS DESIGN AND OPERATIONS (APPEL-SMSDO)


GOALThis three day course provides an integrated viewof space science mission design and operations fromconceptualdesignandrequirementsdefinition,throughspacecraftdesign,development,andtest,todevelopmentofmissionoperationsconceptsandgroundinfrastructurecapabilities.

LEARNING METHODSLearning will be enhanced through lectures, groupdiscussions, videos, demonstrations and multiple teamactivitiesapplyingpreviousmaterialtoaNASAmission.


•Definethecomponentsandsystemsofaroboticspacemission.

•Describeanintegratedviewofspacesciencemissiondesignandoperations.

•Describetheinterrelationshipsbetweensystemsdesignandmissionoperations.

•Describeaprocess-orientedapproachforcreatingcost-effectivespacemissions.

•Applyeffectivemethodologiesfortranslatingspacemissionobjectives,requirements,anddesignsintoviableandeconomicaloperationsconcepts.

•Demonstratepractical,detailedideasandtoolstoanalyzeanddesignspacesegmentsupportforunmannedmissions,includingarchitectureandconfiguration,payloads,andvehiclesubsystems.

SCIENCE MISSION SYSTEMS DESIGN AND OPERATIONS LAB (APPEL-SMSDO LAB)


GOALThisfour-daylabisdesignedtoprovidereal-lifeexperiencefor conceptualizing and designing spacemissions. Thelabprovidesanintegratedviewofspacemissiondesignandoperations,fromconceptualdesignandrequirementsdefinition through spacecraft design, development, testandlaunch,tomissionoperationsconceptsandgroundinfrastructuredesign.

LEARNING METHODSYouwillbegivenabonafide,real-lifemissionobjectiveand divided into competing groups or teams toconceptuallydesignamission tomeet theobjectivesatan acceptable life-cycle cost. Other LearningMethodsincludelectures,groupdiscussions,demonstrations,and

videos.AllparticipantsreceiveacompletesetofcourseNotes,theauthoritativetextSpaceMissionAnalysisandDesignbyLarsonandWertz,andanintegratedsoftwaretoolforperformingdetailedspacemissiondesign.


•Describeandapplyanintegratedapproachtospacemissiondesignandoperations.

•Developmissionconceptsandsupportingarchitecturestomeetspecificmissionobjectives.

•Developeffectivetechniquesforprovidingcustomersandstakeholderswithspacemissionconceptsandarchitectureinthemostcost-effectivemannerpossible.

•Applyaneffectivemethodologyfortranslatingspacemissionobjectives,requirements,anddesignsintoviableandcost-effectiveoperationsconcepts.



I learned how to provide good responses to difficult communication situations, and how to approach them.

“ “

SEvEN AXIOMS OF GOOD ENGINEERING (APPEL-SAGE) A CASE STuDY COuRSE: LEARNING FROM FAILuRE

AuDIENCEThiscourseisdesignedforNASAengineersandprojectpersonnelwhoareinterestedinunderstandingtheroleofcasestudiesandengineeringfailuresincriticalthinking,the design process, and how to avoid classical designerrors,amongothers.

GOALThepurposeofSAGEistopromotegoodengineeringdesignandprojectmanagementdecisionmakingviathestudy and discussion of case studies. Such discussionswillpromotecriticalthinkingandwillimprovedecisionmakingamongNASAengineers,technologists,programmanagers,andscientists.

LEARNING METHODSThecourseisprimarilytaughtusingacasestudyformat.Participants are given the opportunity to create theirown design corollaries and case studies based on theirownexperiences andpresent their cases in lightof theengineeringaxiomslearned.


•Demonstratethevalueofcasestudiesincriticalthinking.

• Identifyandexplainthesevenclassicaltypesofdesignerrorsandhowtoavoidthem.

•Explaintheimportanceofnon-analyticalaspectsinvolvedinthedesignprocess.

• Integratedesigndataintodesignknowledge.•Extractkeydecision-makingaspectsassociatedwiththeengineeringprocessfromcasestudies.

•Explainhowtoincorporatelessonslearnedintoeverydaydesignprocesses.

CaseStudiesUsedinSAGE•GERotaryCompressorFailure•SpaceShuttleColumbiaRCCStrike•AssessmentofPowerPointasaCommunicationToolintheEngineeringDesignProcess

•ApolloLOXTank

•Pioneer10Spacecraft•RecurringMistakesinSuspensionBridgeDesign•HubbleSpaceTelescopePrimaryMirror•NavyMark14MagneticImploderMalfunction•KansasCityHyattRegencyWalkwayCollapse•OceanRangerSinking•ThreeMileIslandPartialMeltdown

SPACE LAuNCH AND TRANSPORTATION SYSTEMS (APPEL-SLTS)


GOAL This three-day course is intended to provide practical,detailed approaches and tools to analyze and designmanned and unmanned and reusable and expendablelaunchvehiclesforEarthandotherplanets.Thisincludesarchitecture and configuration, payloads and vehiclesubsystems.

LEARNING METHODS Lecture,discussion,groupexercises,videos,andphysicalexamples will increase your understanding of spacelaunchandtransportationsystems.


• Identifypracticaltoolsandprocessesfortheanalysisanddesignofmannedandunmanned,reusableandexpendablevehiclesforEarthandotherplanets.

•Describeaprocess-orientedapproachforcreatingcost-effectivespacelaunchandtransportationsystemstomeetbroad,oftenpoorlydefinedrequirements.

•ApplyeffectivemethodologiesfortranslatingSLTSobjectives,requirements,anddesignsintoviableandeconomicaloperationsconcepts.

•Explainthecomponentsofspacelaunchandtransportationsystemsdesignandoperations.

•Definetheparametersforevaluatingthelife-cyclecostofspacelaunchandtransportationsystems.

• Identifytechnicalrisksandmitigatetheminthemostcost-effectivemannerwhilemaintainingthetechnicalintegrityofthevehicle(s)andinfrastructure.

•Describelaunchoperationsfunctionsthatmustbeperformed.

•Describetheinterrelationshipsandtrade-offsbetweensystemdesignandmissionoperations.

SPACE SYSTEM vERIFICATION AND vALIDATION (APPEL-SSvv)


GOALThis three-day course is intended to demonstrate theprocesses,information,andtoolsnecessarytoimplementa credible verification, integration and test program.It provides exposure to NASA and DoD standards,lessons learned, toolsandexperiences invalidationandverification.

LEARNING METHODSThiscourseprovidesahands-onsystemvalidationandverification learning laboratory. Lectures, small groupexercises, and videos will also enhance your learningexperience. Participants plan test campaigns, executetests,integratesubsystemsandconducttestreviewsusingauniquedesktopsatellitecalledEyasat.


•Explaintheend-to-endSEprocessandhowitappliestosystem(andlowerlevel)requirementsdefinition,allocation,validationandverification.

•Describethepurposeandscopeofkeydocumentsrequiredinthevalidationandverificationprocesses,anddescribetypicalerrorscommitted.

•Describevariousmethodsofverification,determinewhentheyareappropriate,andhowtheyareusedaspartofaverificationplan.

•Determineappropriatecircumstancesandapplicabilityofverificationmethodstoprototypeandproto-flightsystems.

•Describecapabilitiesofvariousautomatedrequirementstrackingtools(e.g.COREandDOORS)andtheirapplicabilitytothevalidationandverificationprocess.

•Develop,evaluateandimplementamasterverificationplanforaspacesystemincludinghardware,softwareandassociatedgroundsupportequipment(GSE).



TEAM LEADERSHIP (APPEL-TL)


GOAL This three-day workshop is aimed at building yourcapabilitiesformanagingandfacilitatingteamprocessesnecessary to achieve successful team performance.Concepts, processes, and practices for developing andmanagingsuperiorteamsaresharedandopportunitiestopracticeandsharpenteamleadershipskills/competenciesarepartofthecoursecontent.

LEARNING METHODS This workshop provides a venue for learning newconceptsandforsharingyoursuccessfulandunsuccessfulstrategies for leading teams. Role-playing, case studyanalyses, and small group activities reinforce learning.Lectureandbothsmallandlargegroupdiscussionsallowyoutoshareyourownexperiencesandbenefitfromtheexperiencesofothers.


•Distinguishbetweenleadershipandmanagementfunctionswithinprojectteams.

•Adjustleadershipstyletomeetthedemandsandrequirementsofdifferentsituationsandgroups.

•Defineandimplementopenandintegratedcommunicationapproacheswithinandbetweenteamstoimprovetheinteractionoftheteammembersandenhanceperformance.

•Buildacohesiveteamandestablishcommonstandardsforperformanceandquality.

•MotivateteammemberstopulltogethertoaccomplishGoals.

•Systematicallysolveproblemsandresolveconflictswithintheteam.

•Ensurethatagreed-uponplansareimplemented.•Captureandapplylessonslearnedandbestpractices.

NOTES•ThiscourseisregisteredbytheProjectManagementInstitute(PMI)for19ProfessionalDevelopmentUnits(PDUs).PMICourseID:TL0024

TEAM MEMBERSHIP (APPEL-TM)

AuDIENCEThiscourseisdesignedforNASA’snewengineers/fresh-outs.

GOAL This two-dayworkshop provides information on teamdynamics, processes, roles/responsibilities, and otherpractical information for working effectively within ateamenvironment.Youwilllearnthestrategiesofhowtobeaneffectivememberofateamandhaveopportunitiestoputthesestrategiesintopractice.

LEARNING METHODS Thiscoursecombineslecturesanddiscussionstopresentthekeyconceptsandprovenpracticesonteamdynamics,with individual and small-group learning exercises.Additionally, you will put this knowledge to work byparticipatinginrole-playingactivitiesandotherpracticalandstimulatinglearningexperiences.


•RecognizetheimportanceofteamworkandparticipatinginteamactivitiesatNASA.

•Defineanddescribedifferentrolesandresponsibilitiesofteammembersonaprojectteamandhowtheyimpactteamperformance.

• IdentifyandpracticethecharacteristicsofasuperiorNASAprojectteam.

•UseanunderstandingofgroupdynamicstobeaneffectiveNASAteammember.

•Applyteamprocessesincludingbrainstorming,problemsolvingmethods,andconflictresolutionapproacheswithinoramongteams.

•Appreciatebeingopentochangingviewpointstoachieveteamsuccess.

TECHNICAL WRITING FOR ENGINEERS (APPEL-TW)

AuDIENCEThiscourseisdesignedforNASA’snewandexperiencedengineers.


GOAL Thisone-dayworkshopprovidesintensiveinstructionintechnicalwritingtoassistyouinimprovingyourtechnicalcommunication skills, allowing you to effectivelycommunicatetechnical/project informationtodifferentaudiences.

LEARNING METHODS Lectures and discussions will present key theories,concepts, and proven practices related to technicalwriting. You will participate in individual and small-grouplearningexercisestohelpdevelopyourskillsandcompetencies.Additionally,youwillputthisknowledgeto work by writing technical/project reports such astechnical assessments, technical evaluations, andwork-in-progressstatusreports.


• Identifyandexplainthepurposeofdifferenttypesoftechnicalreports.

•Determinespecificcomponentsandformatsoftechnicalreports.

•Analyzetheaudience.•Organizeandstructureatechnicalreport.•Writeeffectiveheadings,factualinformation/detailandtechnicalcontent.

•Createclearfigures/tables.•Avoidthecommonpitfallsofwritingtechnicalreports.

TRANSITION, PRODuCT DELIvERY AND MISSION OPERATIONS (APPEL-TPDMO)


GOALThis four-day course is intended to demonstrate theprocesses, procedures, and strategies necessary toimplement effective product development, transition,deliveryandoperations.

LEARNING METHODSLearning will be through lectures, discussions, groupexercisesandactivitiessuchasactualproductdevelopment,transition,anddiscussionofoperationsproblemsofalltypes(withemphasisonNASAmissionssystems).


•Describetheenablingprocessesforproductdevelopmentoracquisition.

•Describethevariousactivities/strategiesthatsupporteffectiveproductimplementation.

•Describehowenablingproductreadinessisevaluated.• Identifytheimportanceofvalidatinglowerlevelprocuredproductsandpreparingtheenvironmentforintegration.

•Developaplanforproductintegration.• Identifythe“activeingredients”ofproductintegrationdocumentation.

•Describeproductverificationandvalidationprocessesandhowtheoutcomesareanalyzedandreported,includingallthesupportdocumentations.

• Identifythevariousdocumentationsthatsupportproducttransition.

• Identifyproducttransitionprocesses,procedures,andenablingproductneeds.

•Explaintheimportanceofoperationsplanningandexecution.

• Identifytheprocessesforproductoperations.

I learned methods that will make my writing less wordy, better received, and more persuasive.

“ “


uNDERSTANDING EARNED vALuE MANAGEMENT (APPEL-uEvM)

AuDIENCEThiscourse isdesignedforproject teammemberswhoareresponsibleforplanning,controlling,andanalyzingcost,scheduleandtechnicalperformanceofanactivity,project,orcontract.

GOAL Thistwo-daycoursewillprovideanunderstandingofhowtogetupandrunningwithEarnedValueManagement(EVM) by establishing the Performance MeasurementBaseline (PMB), assessing earned value, analyzing costandschedulevariances,anddetermininganEstimateAtCompletion(EAC)oftheproject’sorcontract’sfinalcostandschedule.

LEARNING METHODS Lectures,discussions,casestudies,demonstrations,andgroupexerciseswillpresentkeyconcepts regarding theEVMprocess.


•UnderstandbasicEVMconceptsandterminologyandhowtodevelopanEVMbaseline

•UseEVMdatatoforecasttheproject’sorcontract’sfinalcostatcompletion

•DevelopWorkPackagesusinggenerallyacceptedearnedvaluemethodsfordiscreteeffort,apportionedeffort,andlevelofeffort

•MeasureearnedvalueattheWorkPackagelevel•UnderstandtheprinciplesinvolvedinestablishingaPerformanceMeasurementBaselinetoinclude:roleofWBSindefiningscope;valueofdevelopingaResponsibilityAssignmentMatrix;importanceoftheIntegratedMasterSchedule;andthesignificanceoftyingthebudgettotheschedulewiththeWBS

•Recognizethesignificanceofvariancesfromthebaseline

NOTES•ThiscourseisregisteredbytheProjectManagementInstitute(PMI)for15ProfessionalDevelopmentUnits(PDUs).PMICourseID:UEVM25

uNDERSTANDING PROjECT SCHEDuLING (APPEL-uPS)

AuDIENCEThiscourse isdesignedforproject teammemberswhoare responsible for planning, controlling and analyzingcost,scheduleandtechnicalperformanceofanactivity,project,orcontract.

GOAL Thisone-dayprovidesafoundation inhowtodevelop,updateandmaintainaprojectscheduleandincludesanoverview of the key steps involved including: activitydefinition,activitysequencing,activitydurationestimating,scheduledevelopment,schedulestatusaccounting&datamaintenance,andscheduleperformancereporting.



•Understandthepurposeandbenefitsoftheprojectschedule

•Understandbasicschedulingconceptsandterminology

•Understandhowtoidentifyactivities,defineprojectlogic,estimateactivityduration,andcalculate“early”and“late”startandfinishdatesfortheproject’sactivitiestoestablishtheschedulebaseline

•Understandthesignificanceofthecriticalpath,totalslackandschedulereserve

•Recognizevariousschedulereportsandformats

NOTES •ThiscourseisregisteredbytheProjectManagementInstitute(PMI)for7ProfessionalDevelopmentUnits(PDUs).PMICourseID:UPS26

HOW TO REGISTER FOR APPEL-SPONSORED PROGRAMSPleasecompleteyourself-registrationfortheAcademyofProgram/ProjectandEngineeringLeadership(APPEL)coursesthroughtheSATERNonlineapprovalprocess.Thiscanbefoundbyusingthefollowinglink:https://satern.nasa.gov/elms/learner/login.jsp.TheimplementationofanAgency-widestandardprocessthroughonesystemforallAPPELcourseshelpstoimproveconsistencyandefficiencyintrainingoperationsandadministration.Theself-registrationprocessinSATERNreplacesothernominationformspreviouslyavailableforAPPEL.AllemployeesrequestingAPPELcoursesneedtologintoSATERNtostarttheself-registrationprocess.

PleasenotethatanestimateofTravelandPerDiemexpensesmustbeprovidedbytheLearnerwhenregisteringforAPPELcourses.TravelandPerDieminformationisrequiredforreportingtotheOfficeofPersonnelManagementanditshouldbeincludedintheCommentssectionforreview.Ifthisinformationisnotincluded,therequestwillbedeniedandtheemployeewillberequiredtore-register.

HERE’S WHAT TO DOSTEP 1: LogintoSATERNathttps://satern.nasa.gov.

STEP 2: IntheSearchCatalogfield,typeAPPELorLMDthen,clickGo.ThissearchwillreturnallAPPELandLMDitemsinSATERN.

STEP 3: FromtheCatalogSearchResults,click thebluearrownext to the Itemtitle to seeavailable scheduledofferings. To view the Scheduled Offering Details, click on the Start Date/Time information.Note: If ablue arrowdoesnot appearnext to the Item title, itmeans that a scheduledoffering isnotcurrentlyavailable.However,youmayclick the“RequestSchedule”button torequest that the itembescheduled.



STEP 4: TheScheduledOfferingDetailsprovidecoursedescription,segmentdetails(dates,facility,location),andregistration information (registrationcut-offdate, capacity, etc.).To register for the scheduledoffering,clicktheREGISTERbutton.

STEP 5: Theself-registrationprocessforallAPPELandLMDitemsrequireapprovalfrom:a.Supervisorb.TrainingCoordinatoratCenterc.APPEL/LMDPOCatCenterd.RGICoordinator.Tostarttheapprovalprocess,clickYESbuttontoproceedorNObuttontocancel.

STEP 6: IMPORTANT:IntheRegistrationCommentsfield,addtheEstimatedTravelandPerDieminformationrelevanttoattendthiscourse.Otherwise,registrationrequestswithoutthisinformationwillbedeniedandemployeeswillberequiredtore-register.

STEP 7: ClicktheCONFIRMbuttontosubmityourregistration.

Estimated Travel: $500Per Diem: $50.00


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Developing Competencies for Success


Competencies are the combination of knowledge, skills and abilities that contribute toindividual and organizational performance. The APPEL developmental framework isbasedonarigoroussetofcompetenciesthatpractitionersshouldhaveinordertoperformtheirjobs.Thesecompetenciesdefinethebreadthandscopeofthedisciplineandfacilitatepersonneldevelopmentandassessmentofindividualknowledgeandcapabilities.

These competencies were derived from many sources including extensive interviewswithseveralhundredhighlysuccessfulprojectmanagersandsystemengineersatNASA.Theresultingcompetencieswerevettedwithbothinternalandexternalorganizationstoensure completeness and accuracy. Since the competencies form the foundation of thedevelopmentprogram,theyareunderconfigurationcontrolandarereviewedandupdatedasappropriate.

AkeystepfortheNASA’stechnicalpractitionersistounderstandtherequirementsoftheirrolesandtherelatedcompetencies.APPELseeks tohelppractitioners refine theircompetencies inorder toreach thehighest levelofperformance.ThetablesbelowandonthefacingpagecontainalistoftherequiredcompetenciesforbothprojectmanagementandsystemsengineeringprofessionalsatNASA.Inaddition,performance-leveldescriptionsforeach

Project Management Competencies*Competency Area 1: Project Conceptualization Competency Area 6: NASA Environment1.1 ProjectProposal 6.1 AgencyStructureandInternalGoals1.2 RequirementDevelopment 6.2 NASAPMProceduresandGuidelines1.3 AcquisitionManagement 6.3 InternationalStandardsandPoliticalImplications1.4 ProjectPlanning1.5 CostEstimating1.6 RiskManagementCompetency Area 2: Resource Management Competency Area 7: Human Capital Management2.1 BudgetandFullCostManagement 7.1 PositionManagement2.2 CapitalManagement 7.2 Recruitment,Hiring,andRetention 7.3 TeamDynamicsandManagementCompetency Area 3: Project Implementation Competency Area 8: Safety and Mission Assurance3.1 SystemsEngineering 8.1 EnvironmentandEcology3.2 DesignandDevelopment 8.2 WorkplaceSafety3.3 ContractManagement 8.3 MissionAssuranceCompetency Area 4: Delivery, Operation, and Closeout

Competency Area 9: Professional and Leadership Development

4.1 StakeholderManagement 9.1 MentoringandCoaching4.2 TechnologyTransferandCommunication 9.2 Communication/DecisionMaking

9.3 Leadership9.4 Ethics

Competency Area 5: Program Control and Evaluation

Competency Area 10: Knowledge Management

5.1 Tracking/TrendingofProjectPerformance 10.1KnowledgeCaptureandTransfer5.2 ProjectControl 10.2KnowledgeSharing5.3 ProjectReviewandEvaluation

* In 2005, APPEL program competencies were reviewed, updated, and validated for project management and systems engineering. The review consisted of a rigorous analyses that included alignment of the competencies with the Center sources, NPG 7120.5D, and external sources, including the Project Management Institute (PMI).The project management competency set was updated to include the addition of specific competencies that were deemed necessary by the group of expert practitioners and the Project Management Institute, including cost estimation, transition, product delivery, and operations.

competency have been created to guide the overall development of individualswithin the program/project andengineeringdisciplines.ThesedescriptionscanbefoundontheAPPELWebsite(http://appel.nasa.gov).

Tofurthersupportindividualsastheyworktoidentifytheirappropriatedevelopmentactivities,APPELprovidesaCourseCompetencyMatrix,beginningonpage44.Thistoolcanbeusedasaguideintheselectionofcoursesbasedoncompetencydevelopmentandindividuallearningneeds.Inadditiontocompetencies,thematrixincludesothercourseelementsthatmaybeofinteresttoindividualsconsideringattendingaparticularcourse.ThetablerepresentsasnapshotofallAPPELcoursesincludingthecourseduration,audience,andgoalforeachAPPELcourse.

developing CompetenCies for suCCess 45

Systems Engineering Competencies*Competency Area 1: Concepts and Architecture Competency Area 6: NASA Internal and External

Environments1.1 MissionNeedsStatement 6.1 AgencyStructure,Mission,andInternalGoals1.2 SystemEnvironments 6.2 NASAPM/SEProceduresandGuidelines1.3 TradeStudies 6.3 ExternalRelationships1.4 SystemArchitectureCompetency Area 2: System Design Competency Area 7: Human Capital Management2.1 StakeholderExpectationDefinitionandManagement

7.1 TechnicalStaffingandPerformance

2.2 TechnicalRequirementsDefinition 7.2 TeamDynamicsandManagement2.3 LogicalDecomposition2.4 DesignSolutionDefinitionCompetency Area 3: Production, Product Transition, Operations

Competency Area 8: Security, Safety and Mission Assurance

3.1 ProductImplementation 8.1 Security3.2 ProductIntegration 8.2 SafetyandMissionAssurance3.3 ProductVerification3.4 ProductValidation3.5 ProductTransition3.6 OperationsCompetency Area 4: Technical Management Competency Area 9: Professional and Leadership

Development4.1 TechnicalPlanning 9.1 MentoringandCoaching4.2 RequirementsManagement 9.2 Communication4.3 InterfaceManagement 9.3 Leadership4.4 TechnicalRiskManagement4.5 ConfigurationManagement4.6 TechnicalDataManagement4.7 TechnicalAssessment4.8 TechnicalDecisionAnalysisCompetency Area 5: Project Management and Control

Competency Area 10: Knowledge Management

5.1 AcquisitionStrategiesandProcurement 10.1KnowledgeCaptureandTransfer5.2 ResourceManagement5.3 ContractManagement5.4 SystemsEngineeringManagement

* The systems engineering competencies were derived through an iterative and rigorous process that included a collection of NASA’s best-of-the-best systems engineers, Department of Defense (DoD) systems engineers and industry. Validation of the systems engineering competencies was completed using DoD and INCOSE models for systems engineering development. In addition, an independent group of select NASA, DoD, and industry systems engineers participated in multiple validation activities to ensure that the systems engineering competencies adequately addressed required systems engineering capabilities.


APPEL COURSE COMPETENCY MATRIX (CORE)

Course Descriptor (# of days)

Course Name Course Goal Competencies Addressed

APPEL-FOU(10days)

APPEL-1CC-FoundationsofAerospaceatNASA

ImmersesnewNASAhiresintothemeaningofworkingatNASAandmakesthemawareoftheprinciplesoftechnicalexcellence;providesthemwiththebigpictureoverviewofNASA,itsGovernancemodelandoperations,aswellas,communicationandteamparticipationskillsandbasicconceptsofaeronauticsandastronautics.

• AgencyStructureandInternalGoals• Communication/Decision-Making• TeamDynamics• AeronauticsandAstronauticsConceptsandTerminology

• AircraftDesignFundamentals• TrendsintheSpaceIndustry• Fundamentalsoforbits,interplanetarytravelsandthespaceenvironment

• OverallSpacesystemdesignandoperations• Basicaeronauticsconcepts• Fundamentalsofaircraftdesign• NASAPM&SEPoliciesandProcedures

APPEL-PM&SE(10days)

APPEL-2CC-ProjectManagementandSystemsEngineering

Enhancesproficiencyinapplyingprojectmanagementandsystemsengineeringprocesses/practicesovertheprojectlifecycle.

• RequirementsDevelopment• LogicalDecomposition• DesignSolution• TechnicalRequirementsDefinition• RequirementsManagement• StakeholderExpectationDefinitionandManagement

• TechnicalPlanning• ProductIntegration• ProductVerification• ProductValidation• ProductTransition• Operations• ResourceManagement• ContractManagement• AcquisitionStrategiesandProcurement• RiskManagement• ProjectPlanning• CostEstimating• ProjectControl• ProjectReviewandEvaluation• EarnedValueManagement• NASAPM&SEPoliciesandProcedures

APPEL-APM&ASE(4days)

APPEL-3CC-AdvancedProject

ManagementandAdvancedSystems

Engineering

Focusesoncriticalelementsofleadingandmanagingaprojectlifecycleinacomplexanddynamicenvironmenttoincludeformulationandimplementationofintegratedsystemsandorganizationarchitectures,acquisitionstrategywithinanenvironmentofmultipleandcomplexinterfaces,extensivereviewandoversight,andapproachestoidentifyandmitigatetechnicalandotherriskssuchaschangingrequirementsandunanticipatedbudgetreductions.

• PM&SEIntegration• ProjectPlanning• RiskManagement• StakeholderManagement• ProjectControl• Leadership• CommunicationandDecision-Making• SystemArchitecture• AcquisitionStrategiesandManagement• SystemDesign

APPEL COURSE COMPETENCY MATRIX (CORE)

Course Descriptor (# of days)

Course Name Course Goal Competencies Addressed

APPELEXEC(5days)

APPEL-4CC-ExecutiveProgram

Thisfive-daycourseisdesignedtodevelopacadreofhighlyqualifiedNASAleaderstopositionthemforcurrentorfutureexecutiveleadershiproles.ThecourseisintendedtotransferinvaluableknowledgethroughthediscussionandanalysisofpastexecutivedecisionsrelativetohighvisibilityNASAprogramsandprojects.

• KnowledgeCaptureandTransfer• KnowledgeSharing• MentoringandCoaching• Communications/Decision-Making• Leadership



APPEL COURSE COMPETENCY MATRIX (IN-DEPTH)

Course Descriptor (# of days) Course Name Course Goal Competencies Addressed

APPEL-AEVMT

(1day)

AdvancedEarnedValueManagementTechniques

Providesanunderstandingofgaming,abuseandmanipulationofEarnedValueManagement(EVM)andScheduleManagementdatabuildinguponanintermediateunderstandingofEVMandscheduling.

• BudgetandFullCostManagement

APPEL-APP

(2days)

AssessingProjectPerformance

Assistsinlearninghowtomanageandmakeinformeddecisionsfromthevolumesofdataaboutprojectperformancesuchas:EarnedValue,riskmatrices,criticalpath,slack,EstimatesToComplete,CostVariances,configurationchanges,contractmodifications,awardfeescores,TechnicalPerformanceMeasures,andothers.


• Tracking/TrendingofProjectPerformance

APPEL-BEVMB

(2days)

BeyondEarnedValueManagementBasics

Providesanunderstandingofhowtocontrolbaselinechanges,integrateriskmanagementwithEVM,andanalyzeperformanceindicatorsandflagsthatbuilduponthebasicunderstandingofthePerformanceMeasurementBaseline(PMB),costandschedulevariancesandindices,anddetermininganEstimateAtCompletion(EAC).


• ProjectControl

APPELBSB

(1day)

BeyondSchedulingBasics

Buildsuponthefoundationalprocessesofactivitydefinition,activitysequencing,activitydurationestimating,scheduledevelopment,schedulestatusaccountinganddatamaintenance,andscheduleperformancereportingbyexaminingthemoreadvancedtopicsofscheduleanalysis,schedulecontrol(baselinerevisions,re-planning,andworkaroundplanning),andschedulereserveplanning.

• ProjectControl• Tracking/TrendingofProjectPerformance

APPEL-CTI

(2days)

CommunicatingTechnicalIssues

Providesthefoundationforcommunicatingtechnicalinformationtoavariedaudienceanddemonstrateseffectivemethodsandstrategiesforpresentingtechnicalissues.

• Communication/Decision-Making

• StakeholderManagement

APPEL-CESA

(5days)

ConceptExplorationandSystemArchitecting

Introducesprimaryprocessesandtoolsfordoingup-frontsystemengineeringanalysis(e.g.,propersystemscope,contextdiagrams,fundamentalsoflife-cyclecostanalysis,riskmanagement,transitionfromrequirementsdefinitiontosystemarchitecting).

• MissionNeedsStatement• StakeholderManagement• SystemArchitecture• TechnicalRequirementsDefinition

APPEL-CRM

(3days)

ContinuousRiskManagement

Provideshands-onexperienceinriskmanagementplanningandcontrolwithrespecttotechnical,cost,andscheduleperformance,aswellastechniquestoassess,mitigate,andbalancerisksatthesubsystem/systemlevel.

• TechnicalRiskManagement• StakeholderManagement

APPEL-DA

(2days)DecisionAnalysis

ProvidestoolsnecessarytoimprovethequalityofafactuallybaseddecisionmakingprocessforresolvingtechnicalissuesatNASA.

• TechnicalDecisionAnalysis• SystemsEngineering• CommunicationandDecision-Making



APPEL-DMA

(3days)

DesignforManufacturabilityandAssembly

ThisisacourseinDesignforManufacture(DFM).Thiscoursewillprovidestudentswiththeskillsandinsightnecessarytodesignmechanisms,devices,andstructuralthatcanbeproducedquickly,athighquality,andcosteffectively.

• Typicaltolerances,surfacefinishes,andprocesstimes

• Designrules• Costdrivers

APPEL-EVMO

(1day)

EarnedValueManagementOverview

Providesahigh-levelunderstandingofEarnedValue(EVM)conceptsaswellashowtoanalyzetheEVMdata.


APPEL-SEMP

(3days)

DevelopingandImplementingaSystemsEngineeringManagementPlan

IntroducesSystemsEngineeringManagementPlan(SEMP)processes,highlightshowsystemsengineeringdeliverablesareplannedandmanaged,andaddressessystemsengineeringtechnicalreviews.

• ProjectPlanning• SystemsEngineeringManagement

APPEL-EXPO

(5days)

ExplorationSystemsandSpaceOperations

Focusesoncreatingaphased,conceptualdesignforcompleteEarth-Orbiting,Lunar,andMarsmannedmissions;providesanoverviewofhumanspaceexploration.

MannedSpaceMissions:• AgencyStructureandGoals• SystemArchitecture• MissionDesign• Operations

APPEL-FSE

(5days)

FundamentalsofSystemsEngineering

ThiscourseintroducesthemethodsandtechniquesforastructuredsystemsdevelopmentprocessthatproceedsfromrequirementstoconcepttoproductiontooperationandisbaseduponNASApolicyguidelines,specificallyNPR7123.1Aand7120.5D.

• PurposeofSystemsEngineering

• SEprocessincorporatingNASApolicyguidelines(NPRs7123.1Aand7120.5D)

• Systemdefinitionprocess(conceptsandarchitecting)

• Incorporatingreliability,availabilityandsupportabilityconsiderationsintothedesignprocess

• Systemimplementationprocess

APPEL-IDEA

(3days)

InnovativeDesignforEngineeringApplications

Introducesparticipantstoseveralmethodsandtoolsforgenerating,developing,andevaluatinginnovativeideas.Thecourseprovidesintegratedin-classprojectsfocusingonhardwaredesignandsystemperformance.

•Productdesignprocess,internalandexternalconstraints

• Mindmaps,Individualandgroupbrainstormingmethods

• User-centereddesignandinformationdesign

APPEL-ICS

(2days)

IntegratingCostandSchedule

Gearedtowardsincreasingprojectmanagers’proficiencyindealingwiththecostandscheduleaspectsofprojectmanagement.

• ProjectControl• Tracking/TrendingofProjectPerformance


• CommunicationandDecision-Making





APPEL-IEVMA

(½day)

IntegratingEVMwithAcquisition.

Thishalf-daycourseprovidesahigh-levelunderstandingofEarnedValueManagement(EVM)concepts,andtheeffectiveintegrationofEVMwithprojectmanagementandacquisition.


• AcquisitionManagement• ContractManagement

APPEL-IPM

(5days)

InternationalProjectManagement

Providesanunderstandingofculturalchallenges,legalconcerns,andteamingissuesthatarelikelytobeencounteredworkingwithinternationalpartners.Thecourseaddressestwodistinctfacetsofsuccessfulinternationalprojectmanagement:technicalknowledgeandculturalunderstanding.

• InternationalStandardsandPoliticalImplications

APPEL-I-AERO

(4days)

IntroductiontoAeronautics

Providesoverall“bigpicture”andbasicsofaeronauticalengineeringandthegive-and-takeinherenttoaircraftdesign;includesanoverviewofthevision,strategicdirection,andactiveprogramsoftheaeronauticsresearchmissiondirectorate.

Aeronautics:• AircraftDesignFundamentals• StabilityandControl• Aircraftaerodynamics• Aircraftperformance• PropulsionSystems

APPEL-LCP

(3days)

LeadingComplexProjects

Providesparticipantswithkeyprojectmanagementconcepts,tools,andtechniquesusedtomanagecomplexprojectssuccessfully.Italsoprovidesinsightonhowtomeasureprojectcomplexityandadoptthebesttechniquesforensuringcontroloftheprojectandallofitsassociatedelements.

• RiskManagement• ProjectPlanning• StakeholderManagement• Tracking/TrendingofProjectPerformance

• ProjectControl• Leadership• CommunicationandDecision-Making

APPEL-LPSE

(3days)

LifeCycle,Processes,andSystemsEngineering

Introducessystemsengineeringprocesses,NASAlife-cyclephases,keytechnicalreviews,andsystemsengineeringmanagementtechniques.

• ProjectPlanning• NASAPM/SEProceduresandGuidelines

• SystemsEngineering

APPEL-MSTP

(3days)

ManagementofSpaceTechnologyPrograms

ParticipantswilllearnhowNASAprojectpractitionersandsystemsengineersdealingwithsystemsintegrationworknavigatebetweenthedevelopmentofcomplexspacetechnologytoachievetechnicalexcellenceandspecificoperationalmethods,namelysystemsmanagementpractices,projectmanagement,andsystemsengineering,isexplored.

• Stakeholderexpectationsandmanagement.

• Complexityandtheproblemof“optimization”oftechnicalsystems

• Organizationalgovernancestructuresdealingwithdecentralizeddecision-makingandcentralizedauthoritypatterns

• “Normalizationofdeviance”andcomplextechnicalsystems.

• Politics,organizations,andtechnologylifecycledevelopment.



APPEL-MMSD

(4days)

MarsMissionSystemDesign

CultivatesabetterunderstandingoftheoverallspacemissiondesignprocessasitappliestoMars-orbitingmissionsincludingtechnicalprocessesandtools.

• MarsOrbitingMissionLab:• SystemsEngineering• SystemArchitecture• MissionDesign• Operations

APPEL-NBP

(1day)

NASA’sBudgetingProcess

DetailsstepsofNASA’sbudgetingprocessandaccountingandfinancialmanagementtechniques;focusesonprojectbudgetformulation,execution,andhowtomanageagainsttheprojectoperatingplan.


• AgencyStructureandInternalGoals

• NASAPMProceduresandGuidelines

APPEL-NG

(1day)Negotiations

Identifiesanddevelopsthenegotiatingandbargainingskillstosuccessfullyexecuteawin-winnegotiationinavarietyoftechnical/professionalandpersonalsituations.

• AcquisitionsManagement• ContractManagement• Leadership• TeamDynamicsandManagement

APPELPMP

(3.5days)

PassingthePMPExamination

Acquaintsstudentswiththe44PMIprocesses,theirinputs,tools,techniquesandoutputsthatcompriseapproximately80%oftheexam.ItwillalsogivethestudenttheopportunitytobecomeacquaintedwiththesignificantamountofmaterialonProfessionalResponsibilityandHumanResourcesthatarenotcoveredinthePMBOK.

AddressescompetenciesunderthefollowingcompetencyareasrelativetothePMPexam:

• ProjectConceptualization• ResourceManagement• ProjectImplementation• Delivery,Operation&Closeout

• ProgramControlandEvaluation

• HumanCapitalManagement• SafetyandMissionAssurance• Professional&LeadershipDevelopment

• KnowledgeManagement

APPEL-PBSOW

(2days)

Performance-BasedStatementofWork

ShowsparticipantshowtowriteeffectivePerformance-BasedStatementofWork(PBSOW).Participantslearnhowtodothethreestep-basedanalysesnecessarytoscopeandwriteperformance-basedcontracts.Also,providesanoverviewoftheacquisitionprocessandwherethestatementofworkfitsintheprocess.

• AcquisitionManagement





APPEL-PM-LAB

(4.5days)

ProjectManagementLeadershipLaboratory

Providesanintensiveexperiencetobuildeffectivemanagementcapabilitiesinordertoachieveprojectteamobjectives:synthesizesprojectmanagementpracticeslearnedearlierthroughpracticeandstudy.Throughasimulationenvironment,,thislaboratoryprovidesauniqueopportunitytoidentify,understand,andpracticeeffectiveleadershipbehaviorsinaprojectteamsetting.

• ProjectProposal• RequirementsDevelopment• ProjectPlanning• CostEstimating• RiskManagement• BudgetandFullCostManagement

• SystemsEngineering• ContractManagement• ProjectControl• TeamDynamicsandManagement

• MentoringandCoaching• Leadership

APPEL-PPAC

(5days)

ProjectPlanningAnalysisandControl

Offersprogramplanning,analysis,andcontrolfoundation;providesintensiveinstructioninPMfundamentalsacrossentirelifecycle;coverstechnicalintegrationofprojectelements,designanddisciplinefunctions,andassociatedinteractionstobalanceperformance,cost,schedule,reliability,operability.


• ProjectControl• RequirementsDevelopment• ProjectPlanning• RiskManagement

APPEL-PRPS

(Variesonproject)

ProjectReviewProcessesandStrategies

Demonstratestheplanningprocess,contentandtechniquesnecessarytoconductacredibleprojectreviewandprovidesexposuretoNASAstandards,successcriteria,lessons-learned,toolsandexperiencesforoverallprojectreviewactivities.

• ProjectReviewandEvaluation

APPEL-REQ

(3days)

RequirementsDevelopmentandManagement

Providesafirmfoundationforthedevelopmentandmanagementofprojectrequirements.

• RequirementsDevelopment• LogicalDecomposition• RequirementsManagement

APPEL-REQ-T

(3days)

RequirementsDevelopmentandManagement-Team

Providesprojectteamjust-in-time-trainingforthedevelopmentandmanagementofyourproject’sproductscopeandrequirements.Duringthiscourse,theproject’sexistingscopeandrequirementsdocumentationarereviewedandusedtoallowparticipantstodeterminewhichareasneedimprovementandfurtherwork.

• RequirementsDevelopment• RequirementsManagement

APPEL-RM

(1day)

FoundationsofRiskManagement

Enhancesknowledgeofriskanditsimpact;providespracticalknowledgeonhowtoidentifyrisksandtechniquesforriskmitigation.

• TechnicalRiskManagement• RiskManagement

APPEL-SCC

(4days)

SchedulingandCostControl

Focusesonmanagingprojectconstraints:limitsontime,humanresources,materials,budget,andspecifications;helpspractitionersapplyeffectivemeasuresandtoolsforschedulingandcontrollingprojects.

• ProjectPlanning• CostEstimating• ProjectControl• ProjectReviewandEvaluation• BudgetandFullCostManagement

• NASAPMProcedureandGuidelines



APPEL-SAGE

(3days)

SevenAxiomsofGoodEngineering–ACaseStudyCourse:LearningfromFailure

Utilizesreal-lifecasestudiesandhistoricalengineeringfailurestoderivesevenfundamentalengineeringaxioms.Promotesgoodengineeringdesignandprojectmanagementdecisionmakingviathestudyanddiscussionofcasestudies.SuchdiscussionspromotecriticalthinkingandwillimprovedecisionmakingamongNASAengineers,technologists,programmanagers,andscientists.

• EngineeringDesignPrinciples• TechnicalDecision-Making• Non-analyticalaspectsofdesign

• CriticalThinking• Assessmentofhigh-risktechnologies

APPEL-SMSDO

(5days)

ScienceMissionSystemsDesignandOperations

OffersintegratedoverviewofNASA’sScienceMissionDirectorateincludingitsorganization,futurevision,scienceobjectivesandstrategies,upcomingtechnologies,andspacesciencemissiondesignandoperations.

UnmannedSpaceMissions:• AgencyStructureandGoals• SystemArchitecture• MissionDesign• Operations

APPEL-SMSDO-LAB

(4days)

ScienceMissionSystemsDesignandOperationsLab

Providesreal-lifeexperienceofhowmissionsandspacesystemsareconceptualizedanddesigned:anintegratedviewofspacemissiondesignandoperations-conceptualdesign,requirementsdefinition,spacecraftdesign,development,testandlaunch,missionoperationsconceptsandgroundinfrastructuredesign.

UnmannedSpaceMissionsLab:• SystemsEngineering• SystemArchitecture• MissionDesign• Operations

APPEL-SLTS

(3days)

SpaceLaunchandTransportationSystems

Providespractical,detailedapproachesandtoolstoanalyzeanddesignmannedandunmanned,reusableandexpendablelaunchvehiclesforEarthandotherplanets;includesarchitectureandconfiguration,payloads,andvehiclesubsystems.

LaunchVehicles:• SystemArchitecture• MissionDesign• Operations

APPEL-SSVV

(3days)

SpaceSystemVerificationandValidation

Demonstratesprocesses,information,andtoolsnecessarytoimplementacredibleverification,integrationandtestprogram;providesexposuretoNASAandDoDstandards,lessons-learned,toolsandexperiencesinvalidationandverification.

• ProductVerification• ProductValidation

APPEL-TL

(3days)TeamLeadership

Buildscapabilitiestomanageandfacilitateprocessesneededforsuccessfulteamperformance;providesconcepts,processes,andpracticestodevelopandmanagesuperiorteams.

• TeamDynamicsandMgmt.• MentoringandCoaching• Communication/Decision-Making

APPEL-TM

(2days)TeamMembership

Providesinformationonteamdynamics,processes,roles/responsibilities,andotherpracticalinformationforworkingeffectivelywithinateamenvironment.

• TeamDynamics

APPEL-TW

(1day)

TechnicalWritingforEngineers

Providesintensiveinstructionintechnicalwritingtoimprovepractitioners’technicalcommunicationskillssothattheyeffectivelycommunicatetechnical/projectinformationtovariousaudiences.

• Communication/Decision-Making

• StakeholderManagement

APPEL-TPDMO

(4days)

Transition,ProductDelivery,andMissionOperations

Demonstratesprocesses,procedures,andstrategiesnecessarytoimplementaneffectiveproductdevelopment,transition,deliveryandoperations.

• ProductImplementation• ProductIntegration• ProductVerification• ProductValidation• ProductTransition• ProductOperations





APPEL-UEVM

(2days)

UnderstandingEarnedValueManagement

ProvidesanunderstandingofhowtogetupandrunningwithEarnedValueManagement(EVM)byestablishingthePerformanceMeasurementBaseline(PMB),assessingearnedvalue,analyzingcostandschedulevariances,anddetermininganEstimateAtCompletion(EAC)oftheproject’sorcontract’sfinalcostandschedule.


APPEL-UPS

(1day)

UnderstandingProjectScheduling

Providesafoundationinhowtodevelop,updateandmaintainaprojectscheduleandincludesanoverviewofthekeystepsinvolvedincluding:activitydefinition,activitysequencing,activitydurationestimating,scheduledevelopment,schedulestatusaccountinganddatamaintenance,andscheduleperformancereporting.

• ProjectControl

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PERFORMANCE ENHANCEMENTNASAAPPELPerformanceEnhancementservicesincreasea project’s probability of success by delivering the rightsupporttoaprojectteamattherighttime.Throughone-on-oneassistance,focusedworkshops,orlarge-groupsessions,project enhancement programs achieve immediate projectgoalswhileenhancinglong-termteamcapabilities.

ProjectPerformanceEnhancementbeginswith theNASAprojectcommunitysubmittingarequestforsupport,directlytoAPPEL,throughaStatementofWork(SOW)thatoutlinesaproject’sbackgroundandgeneraldevelopmentneeds.Next,assessments and consultations take place betweenAPPELteammembersandtheNASAprojectleaderstoevaluatetheseneedsandproposedevelopmentalactivitiesthatspecificallyrespondtotheSOW.FundingcanbeobtainedfromeitherAPPELortheCentersconcerned,dependingonthenatureoftheprojectandthetypeofsupportrequired.

ASSESSMENT AND DEvELOPMENTTeammanagersimproveprojectandexecutiveteamdynamicsmosteffectivelywhentheyassessteamandindividualbehavior.APPELtoolscanmeasurebehavioraleffectivenessforteamsandleaders,aswellasmeasureoverallteamknowledge.Followingassessment,interventiontomeetteamneedscanincludeworkshops,workingwithacoach,and individual or team consultationwith experienced practitioners,many of them retiredNASA and aerospaceindustryprojectmanagers.

PROjECT LIFE-CYCLE SuPPORT AND TECHNICAL ASSISTANCEAPPELmeetstheneedsofNASAprojectteamsbyprovidingexpertpractitionerstosupportanyprojectcompetency.Services in the various stages of theNASAProject LifeCycle include teambuilding, planning and scheduling,programcontrolanalysis,systemsintegrationsupport,riskmanagement,andsoftwaremanagement—inshort,everyprojectphasefromformulationthroughimplementationandevaluation.NASAteamsofallsizesbenefitfromthesecustomizedconsultationswithexpertpractitioners.

KNOWLEDGE SHARINGCapturingandsharingknowledgeisaconsistentthemeacrosstheprogramsandservicesoftheAcademy.Garneringsuchknowledgeisparticularlyimportanttoprojectsuccessbecauseprojectsareincreasinglymorecomplex,especially

in terms of size, detail, and extent of internal and externalcoordinationwithpartners required.TheKnowledgeSharingInitiative focuses on promoting leadership development bygathering and communicating knowledge and wisdom fromthebestprogram/projectandengineeringleadersandthroughbuilding and supporting NASA communities of practice.Storytellingisusedtogivepractitionersasenseofthecontextinwhichexperiencehasbeendevelopedandtohelpthemgraspthetacitnatureoftheknowledgebeingcommunicated.

KnowledgeSharingconferences,publications,andmultimediaprovide NASA managers, scientists, and engineers withexamples and lessons learned from attempting to overcomechallenges. The Academy’s Knowledge Sharing conferences

includethesemiannualMastersForum,recentlydevelopedCenter-focusedFastForumsandtheannualPMChallengeConference.Publicationsincludetheaward-winningASKMagazine,thebiweeklyelectronicnewsletterASKOCE,andamyriadofrobustcasestudiesusedthroughoutNASAtofacilitatediscussionandlearning.Finally,KnowledgeSharingbroadcastsvideoclipsonlineofleadingthinkersandpractitionersinthefieldsofknowledgemanagement,projectmanagement, and systemsengineeringon theAPPELWeb site (appel.nasa.gov).To furtherpromote thesharingofknowledge,workiscurrentlyunderwaytocreateandmakeaccessibletothelargerAPPELcommunity,aninternalonlinelibraryofarchivedAPPELfootage,includingvideoofpastevents,speakersandotherknowledge-sharingactivities.

RESEARCH AND ADvANCED CONCEPTSAPPEL supportsNASA’s goal to bridge programs/projects and the academic community through partnerships,studies,researchandworkshopsdesignedtoshareknowledgebetweenprogram/projectpractitionersanduniversityresearchers.

ThecornerstoneforAppliedResearchistheCenterforProgram/ProjectManagementResearch(CPMR),whichwasformedbyapartnershipbetweenNASA/APPELandtheUniversitiesSpaceResearchAssociation(USRA)toengageuniversities inworld-class research that addresses internationally significantproblems in thedisciplineofProjectManagementwithparticularemphasisonthenation’saeronauticsandspaceprogram.

CPMRaimstopromotecutting-edgeresearch,fostergreatercollaboration,disseminateinformation,encourageanddevelop student councils, andgenerally serve as a resource forprogram/projectmanagementknowledge.CPMRfacilitatestraining,workshopsanddevelopmentalopportunities,providingacollaborativeenvironmenttoopenlypursue innovativeconcepts. Inaddition,universitygrantsandCPMRfellowshipsare instrumental inconductingresearchandsharingvaluableknowledgebetweenuniversityresearchersandNASAprojectmanagers.

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NASA ENGINEERING NETWORK (NEN)TheNASAEngineeringNetwork(NEN),availableathttp://nen.nasa.gov,isanintegratedsuiteoftoolsthatpromotecollaboration,learning,andknowledgesharingamongNASA’sengineers.Itconnectsengineerstootherengineers,andconnectsengineerstoNASAresourcesthroughthefollowing:

NASA’sLessonsLearned,whichprovidetheofficial,vettedlessonslearnedfrom NASA programs and projects. Each lesson includes the summary ofthedrivingeventandrecommendationsthatdriveNASA’sengineeringtraining,bestpractices,policies,andprocedures.

NEN’sEngineeringSearchisanenterprisesearchenginethatminestheknowledgefromNASALessonsLearnedandacontinuallygrowingnumberofrepositoriesofinterest.

NEN’sCommunitiesofPractice(CoP)arefacilitatedcommunitieswhereengineersmayinteractwiththeirdiscipline’sTechnical Fellow, subject-matter experts, and other practitioners to leverage the knowledge, processes, and bestpracticescreatedandemployedbyotherengineers.

NENisworkingwithAPPELtoprovidecommunitiesofpracticesforAPPELtrainingcoursessothatpractitionerscanfindresourcesandcontinuelearningbothduringthecourseandafteritiscomplete.Thesecommunitiesincludediscussionboards,calendarsofupcomingcourses,andonlineresources.

NASA AGENCY TRAINING AND DEvELOPMENT OFFICETheNASAAgencyTrainingandDevelopmentOfficeextendsopportunitiestohelpemployeesgainthenecessaryknowledgeandskill tofulfillNASA’smissionthroughformaleducation, training,andonthe jobdevelopmentalexperiences.Themeansmaybeuniversitycoursework,traditionalclassrooms,onlinelearning,satellitebroadcast,blendedmodels,oronthejobtraining.

TheorganizationisresponsiblefortheAgency’soverall leadershipdevelopmenttrainingneedsservingallNASACenters,MissionDirectorates,andMissionSupportorganizations.WeworkincollaborationwiththeCentertrainingoffices,HQ’s functional offices, and stakeholders in the SATERN on-line learning environment to ensure that

employeesreceiveopportunitiestobuildtheir professional development in threemain areas: Building Leaders, BuildingTechnical Excellence, and BuildingEffective Organizations. Our effort intheseareasisfocusedonresultsthroughfostering a culture of honesty, learning,andknowledgesharing.

Specific Agency Training andDevelopmentopportunitiesincludeshort-term residential leadership and businesscourses, supervisory training, long-termleadership development programs forthe GS 11-15 population, professionalcoaching and mentoring, and AgencyFellowshipprograms.AllAgencytraininganddevelopmentofferingsarebasedontheNASALeadershipModel,whichcanbefoundatwww.leadership.nasa.gov.

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PROjECT MANAGEMENT INSTITuTE

PMI REGISTERED EDuCATION PROvIDER PMIistheleadingmembershipassociationfortheprojectmanagementprofession and is recognized around the world for the programsthey conductwith governments, organizations and industries as theyrecognizeandembraceprojectmanagement.

NASAAPPELisaRegisteredEducationProvider(REP)withPMI.AnREPisanorganizationapprovedbyPMI®toissueProfessionalDevelopmentUnits(PDU)foritstrainingcourses.

CoursesofferedbyPMIRegisteredEducationProviders(REP)arepre-approvedforContactHoursinfulfillmentof certificationeligibility requirements, aswell asPDUs to fulfill theProjectManagementProfessional (PMP®)Continuing Certification Requirements (CCR) . The REP program has been designed to enhance the ongoingprofessionaldevelopmentofPMI’smembers,thosecredentialedthroughPMIandothersintheprojectmanagementprofession.TheAcademycurrentlyoffersover25courseswithPDUcredits.ThenumbersofPDUsareshownoneachcoursedescription.(AlistofAPPELcoursesandtherelevantPDUscanalsobefoundontheAPPELWebsite:http://appel.nasa.gov.)

PMI’S CERTIFICATION PROGRAMSProjectmanagementpractitionerscanadvancetheircareersthroughPMI’sgloballyrecognizedcertificationprogramthat consists of a comprehensive certification program for professionals with varying levels of experience. Thecredentialsareasfollows:

•CertifiedAssociateinProjectManagement(CAPM®)•ProjectManagementProfessional(PMP®)•ProgramManagementProfessional(PgMPSM)

CertifiedAssociateinProjectManagement(CAPM®)Credentialforprojectteammemberswho:

•Providesubjectmatterexpertise(e.g.marketing,finance,customercare,processing,fulfillment)•Serveasprojectteamsponsors,facilitators,liaisonsorcoordinators

ProjectManagementProfessional(PMP®)Credentialforcandidateswho:

•Performtheirdutiesundergeneralsupervisionandareresponsibleforallaspectsoftheprojectforthelifeoftheproject.

•Leadanddirectcross-functionalteamstodeliverprojectswithintheconstraintsofschedule,budgetandresources.

•Demonstratesufficientknowledgeandexperiencetoappropriatelyapplyamethodologytoprojectsthathavereasonablywell-definedprojectrequirementsanddeliverables.

ProgramManagementProfessional(PgMPSM)Credentialforcandidateswho:

•Underminimalsupervision,areresponsibleandaccountableforthecoordinatedmanagementofmultiplerelatedprojectsdirectedtowardstrategicbusinessandotherorganizationalobjectives.Theseprogramscontaincomplexactivitiesthatmayspanfunctions,organizations,geographicregionsandcultures.Programmanagersbuildcredibility,establishrapport,andmaintaincommunicationwithstakeholdersatmultiplelevels,includingthoseexternaltotheorganization.

•Defineandinitiateprojectsandassignprojectmanagerstomanagecost,scheduleandperformanceofcomponentprojects,whileworkingtoensuretheultimatesuccessandacceptanceoftheprogram.Programmanagers


maintaincontinuousalignmentofprogramscopewithstrategicbusinessobjectives,andmakerecommendationstomodifytheprogramtoenhanceeffectivenesstowardthebusinessresultorstrategicintent.Programmanagersareresponsiblefordeterminingandcoordinatingthesharingofresourcesamongtheirconstituentprojectstotheoverallbenefitoftheprogram.

•Possesstheknowledgeandskillsneededtobeeffectiveinboththeprojectandbusinessorgovernmentenvironmentandtomakedecisionsthataccomplishstrategicobjectives.Inaddition,theprogrammanagershouldhaveadvancedskillsinfinance,cross-culturalawareness,leadership,communication,influence,negotiationandconflictresolution.

AspartofAPPEL’scommitmenttoyourdevelopment,weplantoofferreviewcoursesforeachcertificationaspartofourcurriculum.

Formoreinformationonthecertifications,visitPMI’sWebsiteathttp://www.pmi.org/CareerDevelopment/Pages/Obtaining-Credential.aspx.

WHAT CREDENTIAL AM I ELIGIBLE FOR?TheAcademyprovidesasystematicapproachtoprofessionalgrowthforprogramandprojectmanagersrangingfromearlyonintheircareerstomoreadvancedlevels.ThefigurebelowalignsAPPEL’sfour-leveldevelopmentframeworkforprojectmanagerswithPMI’scurrentcertificationlevels.Byreviewingtheserequirements,youcandeterminethepreparationprocessandrelevantlevelofcertificationbasedonwhereyouareinyourcareer.

NASA PROJECT MANAGEMENT DEVELOPMENT FRAMEWORK AND PMI CERTIFICATION ALIGNMENT

ProjectManagementDevelopmentFramework PMICertifications

Level 1: Project Team Members NASAemployeeswhoareatthebeginningoftheirprojectmanagementcareers

Certified Associate in Project Management (CAPM):Mustmeetthefollowingeducationandexperiencerequirementsandthenpassexam:

• Musthave1,500hoursofworkonaprojectteamor23hoursofformaleducation

Level 2: Managers of Small ProjectsNASAprojectpractitionerswhohaveestablishedasolidbaseoftechnicalexpertiseandwhoindependentlymanagedefiniteportionsofprojects

Level 3: Managers of Large ProjectsNASAprojectpractitionerswhohavehadpriorexperienceinprojectsatasupervisorylevelandmanagelargerprojects

Project Management Professional (PMP): Mustmeetthefollowingeducationandexperiencerequirementsandpassexam:

• 4,500hoursinapositionofleadinganddirectingtasksand36monthsofPMexperience

• 7,500hoursinapositionofleadinganddirectingtasksand60monthsofPMexperiencewithoutabachelor’sdegree

• 35hoursofPMeducation

Level 4: Program ManagersUpper-levelmanagersservingasleadersofentireprojectsandprogramsoftheorganizationasawhole

Program Mgmt Professional (PgMP):Overthelast15consecutiveyears,musthave4yearsofprojectmgmtand4yearsofprogrammgmtexperience;withoutBS,individualmusthaveadditional3yearsofprogrammgmtexperience

APPEL PhILOSOPhy

It is the intent of the APPEL program to ensure that NASA engineers—systems, project, or program managers—be supported in acquiring the knowledge and skills that will be required for their success at increasing levels of assignment complexity at NASA. The satisfactory completion of any or all of the development activities every engineer pursues should enhance their capability, success probability and value as an asset to NASA. As the improved quality of their job performance is demonstrated, the opportunities for assignment to increased levels of responsibility should be a possibility. An individual’s competence will always be the critical factor in his or her consideration for advancement.

http://appel.nasa.gov

National Aeronautics and Space AdministrationNASA Headquarters300 E Street SWWashington, DC 20546

www.nasa.gov

NP-2008-09-544-HQ

APPEL—PMI Course ID

APPELDesignator APPELCourseName PMICourseID NumberofPDUs

Core

PM&SE-A* ProjectManagementandSystemsEngineering—A PMSEA01 79

APM&ASE AdvancedProjectManagementandAdvancedSystemsEngineering APMSE03 39

In-Depth

AEVMT AdvancedEarnedValueTechniques AEVMT05 7

APP AssessingProjectPerformance APP006 15

BEVMB BeyondEVMBasics BEVM07 15

BSB BeyondSchedulingBasics BSB008 7

CTI CommunicatingTechnicalIssues CTI009 15

CRM ContinuousRiskManagement CRM010 23

SEMP Developing/ImplementingaSystemsEngineeringMgmtPlan SEMP11 23

EVMO EVMOverview EVM012 7

ICS IntegratingCostandSchedule ICS013 15

IPM InternationalProjectManagement IPM014 40

LCP LeadingComplexProjects LCP015 23

NBP NASA’sBudgetingProcess NBP016 7

NG Negotiations NEG017 7

PBSOW Performance-BasedSOW S20008 14

PMLAB ProjectManagementLeadershipLab PMLAB19 31

PMP PassingtheProjectManagementProfessionalExamination PPMP27 27

PPAC ProjectPlanningAnalysisandControl FOU150 33.5

PRPS ProjectReviewProcesses/Strategies PRPS21 32

REQ RequirementsDevelopmentandManagement S30012 21

RM RiskManagement RM022 7

SCC SchedulingandCostControl SCC023 31

TL TeamLeadership TL0024 19

UEVM UnderstandingEarnedValueManagement UEVM25 15

UPS UnderstandingProjectScheduling UPS26 7

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PMI PROFESSIONAL DEvELOPMENT uNITS (PDu) FOR APPEL COuRSESInordertosatisfyContinuingCertificationRequirements(CCR)andmaintainanactivecredentialstatus,individualswho have attained the PMP and/or Program Management Professional credential(s) must accrue and report aminimumof60professionaldevelopmentunits(PDUs)duringeachCCRcycle,whichistypically3years.ThePDUisthemeasuringunitusedtoquantifyapprovedlearningandprofessionalserviceactivities.Certificantsareresponsibleforreportingqualifyingactivitiesastheyoccur.PDUsshouldbereportedusingtheOnlinePDUResourcessystemaccessiblefromthesectionofthePMIWebsitehttp://www.pmi.org/prod/groups/public/documents/info/PDC_PMPCCR.asp.

Belowisa listofPMIregisteredAPPELcourses,thePMICourseID,andthenumberofassignedPDUs.UponclaimingyourPDUs,youwillneedtohavetheproviderIDnumber,whichis1895.

* PDUs for PM&SE-A can be used for the existing PM&SE.

COURSE CATALOG - NASA · 2009 Course Catalog A C A D E M Y O F P R O G R A M / P R O J E C ... Our...

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