Rick nybakken.jan.chodas

National Aeronautics and Space AdministrationJet Propulsion LaboratoryCalifornia Institute of Technology

Juno Project

Successful Attributes of the Juno Project Management Team

NASA Project Management ChallengeFebruary 22-23, 2012

Jan ChodasJuno Project ManagerJet Propulsion Laboratory

California Institute of Technology

© 2012 California Institute of Technology. Government sponsorship acknowledged.

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Juno Project

What makes a successful project management team?

• How is a strong team assembled?

• How can the positive attributes of the team be maintained and improved?

• What types of backgrounds are helpful for key managers to have?

• What processes should the management team follow?

• How can the relationship with the spacecraft contractor work well?

• In what ways can the Principal Investigator interact with the team?

• What are the management team’s top priorities?

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Juno Project

Juno Project Overview

ScienceTo improve our understanding of the origin of our solar system by understanding

the origin and evolution of Jupiter, Juno will:• Determine the global O/H ratio (water abundance) in Jupiter’s

atmosphere• Measure latitudinal variations in Jupiter’s deep atmosphere

(composition, temperature, cloud opacity, and dynamics)• Map Jupiter’s magnetic and gravitational fields• Characterize Jupiter’s polar magnetosphere and aurorae

Salient Features• Juno is a Category 1, Class B mission with a $1.1B life cycle cost• First solar-powered mission to the outer planets• Eight instrument payload to conduct gravity, magnetic and atmospheric

investigations plus an E/PO camera• Polar orbiter spacecraft launched on August 5, 2011

– 5 year cruise to Jupiter, JOI in July 2016– 1 year operations, EOM via de-orbit into Jupiter in October 2017

• Elliptical 11 day orbit swings below radiation belts to minimize radiation exposure

• Partners include SwRI, JPL, ASI, LM-Denver, GSFC, APL, U of Iowa, MSSS, KSC, ULA

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Juno Project

Completion of Juno’s Final Tests

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Juno Project

Successful Juno Launch on August 5!

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Juno Project

Juno Project Phase C/D Organization

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--MWR (JPL)--Gravity Science (JPL)--MAG Flux Gate (GSFC)--JADE (SwRI)--UVS (SwRI)--WAVES (Univ. of Iowa)--JEDI (APL)--JunoCam (MSSS)--JIRAM (SG)

NASA Science MissionDirectorate (SMD)

New Frontiers Program Office

Principal InvestigatorDr. Scott Bolton (SwRI)

Deputy Principal InvestigatorDr. Jack Connerney (GSFC)

Project ScientistDr. Steve Levin (JPL)

Science Investigation OfficeJohn Eterno (SwRI)

Education & Public OutreachAlice Wessen (JPL) - Manager

Telecom PEM*Anthony Mittskus (JPL)

Payload ManagerPhil Morton (JPL)

Deputy Payload Manager Mark Boyles (JPL)

Flight Systems ManagerTim Gasparrini (LM)

Systems Engineering ManagerChris Brosious (LM)

Mission ManagerChuck Scott (JPL)

Deputy Mission ManagerEd Hirst (JPL)

Science Ops & Data Center Mgr. John Eterno (SwRI)

Advisory BoardPI, Chair

Firouz Naderi (Dir, SSED, JPL)Jim Crocker (VP, LM)Jim Burch (VP, SwRI)

Dr. Enrico Flamini (Scientific Programs, ASI)

Mission Assurance ManagerSammy Kayali (JPL)

Deputy Mission Assurance ManagerLinda Facto (JPL)

Radiation Control ManagerBill McAlpine (JPL)

Environments LeadMarc Natour (JPL)

Project Systems EngineerDr. Doug Bernard (JPL)

Deputy Project Systems EngineerDr. Rob Abelson (JPL)

*Note: Telecom PEM reports directly to PM/DPM for cost, schedule, and technical performance; and to LM FSM for technical and schedule delivery

Business ManagerSuzanne Oyama (JPL)

Deputy Business Manager & Subcontracts ManagerGeoffrey Pomeroy (JPL)

Project Resource AnalystScott Johnston (JPL)

Project Schedule AnalystT.K. Baayoun (JPL)

Systems Safety EngineerKaren Moran (JPL)

LSP MissionIntegration Mgr.

John Calvert (KSC)

July 2011July 2011

KaT (TASI)KaT (TASI)

Project ManagerJan Chodas (JPL)

Deputy Project ManagerRick Nybakken (JPL)

Science Team

CTM for Flight System ContractJames Holden (JPL)

Flight Sys. Insight-Oversight Team Shin Huh (JPL)


Juno Project

Assembly of the Juno Management Team

• Management team was assembled during early Formulation Phase by Rick Grammier, Juno’s first Project Manager– Rick selected members for their specific experiences as well as for their

breadth of experiences

– Also key was their ability to work together as a team

• Juno was selected for a 2009 launch but was delayed until 2010 at selection then subsequently slipped to a 2011 launch about a year later– Extended Phase B was used to unify the team and to establish strong

communication mechanisms

– Frequent face-to-face discussions augmented the usual telecons for working meetings and reviews

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Juno Project

Maintaining and Improving the Positive Attributes of the Juno Management Team

• Rick selected 4-D Systems, led by Dr. Charlie Pellerin (author of “How NASA Builds Teams”), to bring the team together and maintain strong teaming behaviors

• 4-D Systems approach for a successful project team is to articulate a context that makes work more enjoyable and in which the team performs better

• Juno held a 4-D Systems Workshop during Phase B (2/07)

• Juno followed up with periodic assessments (11/07, 11/08, 8/10, 3/11)

• About 6 months before launch, I pulled out the “Behaviors” chart as a reminder of how we wanted to interact

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Juno Project

Mutually Reinforcing Behaviors & Contextsfrom 4-D Systems (courtesy of Dr. C. Pellerin)

Willing & Energizing

Collaboration

AddressingShared

Interests

Being 100%Committed

Outcome Focuswith no Blamers

or Victims

ResistingBlaming &

Complaining

Clear and Achievable

Expectations

Clarifying Roles, Accountability

& Authority

ExpressesAuthentic

Appreciation

Mutual Respect &

Enjoyable Work

Appropriately Including

Others

High Trustworthiness

& Efficiency

Keeping All Your

Agreements

Authenticity & Aligned,

Efficient Action9


Juno Project

Backgrounds of Juno Managers

• Juno managers had:– Extensive project and line experience before joining the Juno Project

– Experience in areas other than their Juno one which helped them understand each others’ viewpoints

– Prior experience in Implementation Phase and Operations

• Several managers had worked with each other before which helped with knowing each other’s strengths and idiosyncrasies

• Deputies were “full service” deputies which was essential given Juno’s workload, its distributed development and the 8-instrument payload

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Juno Project

Juno Management Experience Base

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• Most managers were performing their Juno positions for the first time – Roles were novel and stimulating

– Mistakes were made occasionally


Juno Project

Juno Management Team Processes

• Processes were built around consensus but with clearly defined lines of authority and participation– PI has the overall responsibility for the Juno mission

– PI delegated most decisions to the Project Manager but remained an active participant in management team’s processes

• Principal Investigator, Project Manager, Deputy Project Manager and all System Managers participated in management processes

• Key managers were formally polled for decisions and the results were documented in minutes

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Juno Project

Juno Management Team Processes

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• Held the usual Project Staff meetings, Quiet Hours, etc.

• About 7 months before launch, added a Daily Coordination Tagup to keep a tight communication loop amongst the key managers– Held at a fixed time (7 am PST) so that managers could call in from any

time zone (JPL, LM-Denver, SwRI, KSC)


Juno Project

Relationship with the Juno Spacecraft Contractor

• Project Manager (PM) and Lockheed Martin Program Manager (LM-PM) both emphasized a respectful relationship and a seamless team at all levels– Several JPLers were embedded in LM’s activities and worked as part of the

spacecraft team

– Juno managers ensured a continuous presence at LM-Denver

• PM and LM-PM both advocated an approach of “getting the work done”

• Open communication was vital, especially when mistakes occurred– There was no fear of retribution, rather the attitude was “what are our options

going forward?”

• LM-PM valued JPL “letting us do our job and work the issues and request help when needed as opposed to ‘forcing’ help on us”

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Juno Project

Interactions with the Juno Principal Investigator

• Even though Juno Principal Investigator, Dr. Scott Bolton from SwRI, was not co-located with the Juno management team, he was an instrumental part of the collaborative decision making process– PI articulated the science needs and empowered the managers and engineers to

do their jobs– PI maintained close communication via telecons into meetings, ad hoc

telecons, emails– PI joined the team periodically at JPL, LM-Denver, Science Team meetings

• On-site Project Scientist was a valuable enabler– Project Scientist provided a direct communication path to PI– Project Scientist spoke for PI when PI was not able to participate– Project Scientist had strong systems engineering capability and kept up to

speed on technical issues – brought science perspective into engineering trade discussions and addressed science impacts

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Juno Project

Juno Management Team’s Top Priorities

• My top priorities for the management team were:– Safety (personnel and hardware)

– Communication

• I often asked the managers to behave in a “schizophrenic” manner– To manage within their budgets

– To identify issues early especially if solutions involved additional funds

• My favorite saying from Tom Gavin is “Don’t let me make a mistake”

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Juno Project

Summary

• Despite the daunting technical challenges of the long mission and the Jovian environment, Juno completed its development on budget and on schedule, and launched on the first day of its launch period

• No sacrifices were made in the original Level 1 requirements, the instrument suite was not descoped during the Implementation Phase, and the spacecraft retained its Class B reliability

• These accomplishments would not have been possible without the hard work and dedication of many skilled personnel at all levels in the Project’s organization

• Juno’s management team was very effective in leading the team to accomplish this success

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Rick nybakken.jan.chodas

Technology

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