THEMIS SRR MO-1UCB, July 8-9, 2003 THEMIS Mission Overview Peter R. Harvey Project Manager Space...

THEMIS SRR MO-1UCB, July 8-9, 2003

THEMIS Mission Overview

Peter R. Harvey

Project Manager

Space Sciences Laboratory

University of California, Berkeley

Mission Overview


Agenda

AGENDAPrimary Goals

Mission Parameters

Organizations

Personnel

WBS

Processes

Concept

Schedule

Cost


SRR Goals

SRR GOALSValidate the Mission Requirements Documentation

- Comprehensive : Do the requirements span the breadth of the effort?- Complete: Are there omissions in the requirements?- Correct: Are the requirements stated correctly?- Consistent: Do the requirements conflict anywhere?- Coordinated: Are the requirements allocated to subsystems

properly?- Verifiable: Are the requirements testable?- Necessary: Are any requirements redundant or unnecessary?

Promote Project-Wide Understanding of the Requirements- Understood: Do subsystems understand their requirements ?- Achievable: Are the subsystem requirements practical?


Mission Overview

Mission Parameters– Launch

Vehicle: Delta II, Eastern RangeInjection: 1.1 x 12 Re, 9 degrees

inclinationDate: August 2006 (+/- 2 months)

– Space SegmentSpacecraft: 5 Spinning probes with fuel for orbit/attitude adjustOrbit Period(s): 1, 2 and 4 daysOrientation: Ecliptic normal

– Ground SegmentObservatories: 20 Northern stations for Imaging and Mag Field

– OperationsPhases: L&EO (2 mo), Tail Science,

Flank Magnetopause, Dayside, Eclipse, DeorbitLifetime: 2 years


Programmatic Aspects

Programmatic Overview– PI Mode

PI Team Provides Space, Ground, Data SegmentsPI Team Provides Cost, Schedule, Performance Assurance PI Team Provides Education/Public Outreach

– Cost and Schedule CapsSingle Cost Cap for the Mission Launch no later than March 2007

– Performance AssuranceGSFC-410-MIDEX-001C (Nov 28, 1997)GSFC-410-MIDEX-003A (June 25, 2002)GSFC-311-INST-001 (Aug 1996)

Implementation StrategyUse Heritage InstrumentationCoordinate Common Buy Parts Keep Probe/Probe Carrier Simple and Robust


Organization

Explorers Office Mission Mgr

Explorers Office Mission Mgr

U.Colo/LASPBob Ergun

U.Colo/LASPBob Ergun

TU-BSUli Auster

TU-BSUli Auster

ESTECPhilippe Escoubet

ESTECPhilippe Escoubet

Swales AerospaceMike Cully

Swales AerospaceMike Cully

THEMIS Organization ChartSubcontracts/Agreements

Phases BCD

U.C. BerkeleyVassilis Angelopoulos, PI

Peter Harvey, PM

U.C. BerkeleyVassilis Angelopoulos, PI

Peter Harvey, PM

KSCMission Integ Mgr

KSCMission Integ Mgr

CETPBertrand

de la Porte

CETPBertrand

de la Porte

GSFC/GNCDKaren Richon

GSFC/GNCDKaren Richon

UCLAJoe Means

UCLAJoe Means

Univ of CalgaryEric Donovan

Univ of CalgaryEric Donovan

Univ of AlbertaJ. Samson

Univ of AlbertaJ. Samson

IWFWerner Magnes

IWFWerner Magnes


Organizations

Organization Responsibilities UCB Project Management, Mission Systems Engineering and Quality Assurance

Instrument Data Processor Unit (IDPU) Electric Fields Instrument (EFI) ElectroStatic Analyser (ESA) Solid State Telescope (SST) Magnetometer Booms (for SCM, FGM) Instrument Integration and Test Ground Based Observatory Coordination, All Sky Imager Development (ASI) Mission Ops /Science Ops Center Development Mission Operations & Data Analysis Education and Public Outreach

Swales Spacecraft Probes and Probe Carrier Mission Integration and Test through Launch System Safety Launch Operations and Mission Ops Support to UCB

LASP EFI Digital Fields Boards Design and Test CETP Search Coil Magnetometer and Preamps TU-BS Fluxgate Magnetometer Sensors IWF Fluxgate Magnetometer Electronics UCLA Ground Based Magnetometers

Spacecraft EMC expertise University of Calgary Ground Based Observatory Site Development and Operations University of Alberta Ground Based Observatory Site Development and Operations NASA/KSC Launch Vehicle NASA/GSFC-GNCD Navigation and Control Independent Verification, CelNav


Key Personnel

Name Role Recent Experience Harvey Project Manager HESSI, FAST, ClusterII Jackson Mission Assurance HESSI, STEREO Taylor Mission Systems Engineer CHIPS Pankow Lead Mechanical Engineer HESSI, FAST, ClusterII Means EMC/EMI/MAG Cleanliness POLAR Bester Mission Ops Manager HESSI, FAST, IMAGE, CHIPS Berg Instrument Manager HESSI, FAST Sterling Instrument I&T Manager HESSI Keenan Contracts Management HESSI, CHIPS Harps Financial Management HESSI Meilhan Schedule Management - Harris Ground Based Observatories NORSTAR Craig Education / Public Outreach HESSI, CHIPS


Processes

Management ResponsibilitiesStaffing and Facilities, Training and Certification

Subcontract Generation and Tracking

Schedule Generation and Tracking (*)

Budget Generation and Tracking

Cost .v. Schedule Compliance

Risk Identification, Risk Tracking, Risk Actions (*)

Descope Identification, Cost Evaluation, Descope Actions

Trade Studies Identification, Evaluation, Change Implementation

Action Item Generation, Distribution and Tracking

Technical & Financial Report Generation

* : Crucial Elements in a Constellation Project


WBS

THEMIS ProjectTHEMIS Project

1.1 Management1.1 Management

1.2 Science1.2 Science

1.3 Systems Engineering

1.3 Systems Engineering

2. SpaceSegment

Development

2. SpaceSegment

Development

3. GroundSegment

Development

3. GroundSegment

Development

4. Mission Ops& Data Analysis4. Mission Ops

& Data Analysis5. Education &

Public Outreach5. Education &

Public Outreach

3.1 Mission Operations Center

3.1 Mission Operations Center

3.2 Science Operations Center

3.2 Science Operations Center

3.3 Ground Based

Observatories

3.3 Ground Based

Observatories

4.1 Mission Operations4.1 Mission Operations

4.2 Data Analysis4.2 Data Analysis

1. Management,Science,

Systems Eng.

1. Management,Science,

Systems Eng.

2.1 Instruments2.1 Instruments

2.2 Spacecraft2.2 Spacecraft

THEMIS Work Breakdown Structure


Processes

Systems Engineering ResponsibilitiesRequirements Identification and Formalization

Design Coordination, Studies (FTA, FMEA, etc)

Technical Review Coordination, Informal and Formal

ICD Generation

Configuration Control

Verification Plan Development

Design Compliance

Operations Plan Development

Action Item Management

Weekly telecons on S/C bus, Instrumentation, Ground Systems

Periodic On-site meetings



Processes

Performance Assurance ResponsibilitiesAssurance Requirements Identification

Implementation Plan

Subcontractor Assurance Plan Reviews

System Safety Support

Supplier On-Site Inspections of Facilities and Procedures

Parts and Materials Research, Selection

Parts Qualification, Procurement incl. Common Buy Program

Verification Planning

Inspections and Test Verifications

Failure Report Management

Weekly telecons on S/C bus, Instrumentation, Ground Systems

Periodic On-site meetings



Processes

Risk ManagementUCB/Swales Management Taking Lowest Risk Approach Overall– Assessments Generated by Knowledgeable Engineering– Tradeoffs Discussed with PI for Disposition

Top Phase A Actions Taken to Retire Risk– Simplified Probe Carrier, Launch Sequence– Simplified Probe Maneuvering, Safing– Scheduled Early Testing to Detect Design Flaws– Dropped New Technology HCI and Micro-Gyro

Top Phase B Trades– Changing Probe CPU from 80C196 to Coldfire (GSFC recommendation)– Developed a Possible Larger Tank Configuration – Switched from PDFE to Amptek design of SST electronics Improved Margins and Performance and/or Lowered Risk


Consequence Level Technical Performance Impact Schedule Impact Cost Impact Science/Mission Impact

1 Minimal or none Minimal or none Minimal or none Minimal or none

2 Some margin reduction Additional resources required to meet need date

<5% Science objectives impacted or degraded, but science still valid

3 Significant margin reduction Minor slip in need date 5 to 7% A few science objectives not met but mission science still valid overall

4 No margin remaining Major slip in key milestone 7 to 10% Some science objectives not met

5 Below requirement Unrecoverable Project delay >10% Most or all mission science objectives not met

Likelihood Level Likelihood of Risk Occurrence

1 Extremely Remote

2 Unlikely

3 Possible

4 Likely

5 Highly Likely

Processes


Approach

M - Mitigate

W - Watch

A - Accept

R - Research

5

4

3

2

1

1 2 3 4 5

LIKELIHOOD

CONSEQUENCES

Med

High

Low

Criticality

20

5X5 Risk Matrix

Risk Analysis

Processes


Concept

Essentials for Development & Operation of a Constellation– Control Mass & Power – Minimize Design Flaws – Emphasize Automated Testing and Appropriate GSE – Simple and Robust to Operate.

• Leave Complexity on the Ground.• Minimize On-Orbit Computation (Similar to Lunar Prospector, ST-5)• Use Ground System Computation (Similar to FAST, HESSI)


Concept

Control of Mass & PowerPrior Mission Performance Shows Good ComplianceProgram Proposed

MassDelivery Mass

Mass Growth

Proposed Power

Delivery Power

Power Growth

Polar EFI (7 boxes) 36.0 33.3 -7.5% 13.0 9.3 -28.5%Cluster EFW (5 boxes) 16.9 15.4 -8.9% 3.0 3.7 23.3%HESSI Instrumentation 132.1 132.6 0.4% 132.3 142.3 7.6%Average 61.7 60.4 -2.0% 49.4 51.8 4.7%

Margins Held by Management, Trended Monthly

No Changes in Mass/Power since CSR

Allocations Made to the Subsystem Level (inc Contingency)


Concept

Minimizing Design FlawsGood Communications Between Developers

– Phase A Developments Used Telecom and Email

– Phase B Will Expand Use of Face-to-face

Engineering Model Tests

– Plan Includes EM Probe & Instrumentation I/F Testing

– Early Identification of Interface Issues

– Early Benefit of Operations Experience & Data Flow Tests

Parts Control

– Common-Buy Parts Program

– Minimize Number of Different Part Types to Limit ALERT Risk

– Maximize Confidence Level in the Parts We Have


Schedule

Development and Maintenance

Bottom Up Development• Followed Concept Development• Developers Generated Detailed Schedules• Each Schedule has >30-40 Items• Iterated to Understand Schedules• Did Not Optimize Across Schedules• Generated a Final Master Schedule

Schedule Maintenance• Developers Report to Sub-schedule Monthly• Project Scheduler Updates Master• Provides Status to Project Management• Non-Compliances Get Management Attention• Workarounds include Work Reduction, Addition Support,

ReOrganization


Schedule

Key Features

Instrument Development• EM Instrument I/F Testing with EM Probe I/F• Integrate Instrument Complement at UCB Prior to S/C Integration• Instrument Complement F1 Tested First Followed by Pairs• Added Some Facilities for Qualifying Instruments in Parallel

Spacecraft Development• Integration and Test of Probe1 Completed Prior to Probes 2-5• Sufficient Manpower and Equipment for Parallel I&T

Ground Development• Development and Deployment of some GBOs 2 Winters Ahead


Resources

Resource Planning

Personnel– Similar to HESSI, Staffing Significantly from Internal and External Sources– Internal: Offloaded CHIPS Development Personnel– External: UC Personnel Hiring within Bay Area

Facilities– Space Physics Research Group is the Largest Group at SSL – Clean Rooms for ESA, SST and Instrument I&T are in SPRG Allocation– Centralized Parts Storage in Flight Parts Storage Room (Unique Sensor

Parts in Labs)

Test Equipment– IDPU has 2 GSE Setups Planned– Sensor GSEs Are Generally a Mixture of Redundant & Special Purpose

Equipment


Resources

Total Labor (FTE)

0

10

20

30

40

50

Oct

-02

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03

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-03

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-04

Jun-

04

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-05

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-06

Jun-

06

Oct

-06

Feb

-07

Jun-

07

Oct

-07

Feb

-08

Jun-

08

Total Labor (FTE)

0

10

20

30

40

50

Oct

-02

Feb

-03

Jun-

03

Oct

-03

Feb

-04

Jun-

04

Oct

-04

Feb

-05

Jun-

05

Oct

-05

Feb

-06

Jun-

06

Oct

-06

Feb

-07

Jun-

07

Oct

-07

Feb

-08

Jun-

08

Engineering

0

5

10

15

20

25

Oct

-02

Feb

-03

Jun-

03

Oct

-03

Feb

-04

Jun-

04

Oct

-04

Feb

-05

Jun-

05

Oct

-05

Feb

-06

Jun-

06

Oct

-06

Feb

-07

Jun-

07

Oct

-07

Feb

-08

Jun-

08

Engineering

0

5

10

15

20

25

Oct

-02

Feb

-03

Jun-

03

Oct

-03

Feb

-04

Jun-

04

Oct

-04

Feb

-05

Jun-

05

Oct

-05

Feb

-06

Jun-

06

Oct

-06

Feb

-07

Jun-

07

Oct

-07

Feb

-08

Jun-

08

Management

0

1

2

3

4

5

6

Oct

-02

Feb

-03

Jun-

03

Oct

-03

Feb

-04

Jun-

04

Oct

-04

Feb

-05

Jun-

05

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-05

Feb

-06

Jun-

06

Oct

-06

Feb

-07

Jun-

07

Oct

-07

Feb

-08

Jun-

08

Management

0

1

2

3

4

5

6

Oct

-02

Feb

-03

Jun-

03

Oct

-03

Feb

-04

Jun-

04

Oct

-04

Feb

-05

Jun-

05

Oct

-05

Feb

-06

Jun-

06

Oct

-06

Feb

-07

Jun-

07

Oct

-07

Feb

-08

Jun-

08

Scientists

0

2

4

6

8

10

12

Oct

-02

Feb

-03

Jun-

03

Oct

-03

Feb

-04

Jun-

04

Oct

-04

Feb

-05

Jun-

05

Oct

-05

Feb

-06

Jun-

06

Oct

-06

Feb

-07

Jun-

07

Oct

-07

Feb

-08

Jun-

08

Scientists

0

2

4

6

8

10

12

Oct

-02

Feb

-03

Jun-

03

Oct

-03

Feb

-04

Jun-

04

Oct

-04

Feb

-05

Jun-

05

Oct

-05

Feb

-06

Jun-

06

Oct

-06

Feb

-07

Jun-

07

Oct

-07

Feb

-08

Jun-

08

Technicians

0

2

4

6

8

10

Oct

-02

Jan-

03

Apr

-03

Jul-0

3

Oct

-03

Jan-

04

Apr

-04

Jul-0

4

Oct

-04

Jan-

05

Apr

-05

Jul-0

5

Oct

-05

Jan-

06

Apr

-06

Jul-0

6

Oct

-06

Jan-

07

Apr

-07

Jul-0

7

Oct

-07

Jan-

08

Apr

-08

Jul-0

8

Technicians

0

2

4

6

8

10

Oct

-02

Jan-

03

Apr

-03

Jul-0

3

Oct

-03

Jan-

04

Apr

-04

Jul-0

4

Oct

-04

Jan-

05

Apr

-05

Jul-0

5

Oct

-05

Jan-

06

Apr

-06

Jul-0

6

Oct

-06

Jan-

07

Apr

-07

Jul-0

7

Oct

-07

Jan-

08

Apr

-08

Jul-0

8

Programmers

0

2

4

6

8

10

Oct

-02

Feb

-03

Jun-

03

Oct

-03

Feb

-04

Jun-

04

Oct

-04

Feb

-05

Jun-

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Oct

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Feb

-06

Jun-

06

Oct

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Feb

-07

Jun-

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Oct

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Feb

-08

Jun-

08

Programmers

0

2

4

6

8

10

Oct

-02

Feb

-03

Jun-

03

Oct

-03

Feb

-04

Jun-

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Oct

-04

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Jun-

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Jun-

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Jun-

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UCB SSL Project LoadingCalendar YearQuarter 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3

THEMIS

(Instruments)

MMS

(Instruments)

SNAP

STEREO(Impact)

Operations

1006 0907 0803 04 05

B C D Esrr pdr cdr per psr

FASTHESSI

THEMIS

A B C D Ezdr cdr pdr fdr

DFM1-2

E

FM1-5

CHIPS


FM1-4CC

A

SNAP

UCB SSL Project LoadingCalendar YearQuarter 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3

THEMIS

(Instruments)

MMS

(Instruments)

SNAP

STEREO(Impact)

Operations

1006 0907 0803 04 05


FASTHESSI

THEMIS

A B C D Ezdr cdr pdr fdr

DFM1-2

E

FM1-5

CHIPS


FM1-4CC

A

SNAP

Resources

Other SSL Project Resource RequirementsSTEREO project is in Conflict

SNAP and MMS Will Help with Offload


Cost

Development and MaintenanceBottom Up Development• Followed Schedule Development• Developers Submitted Detailed Requirements• Generated Level 3 Budgets by Month• Iterated with Developers to Understand Costs• Removed Overlapping Efforts between WBS• Generated a Final Master Cost• Generated Comparison Data from Prior Projects• Reviewed and Approved by THEMIS Board of Directors, SPO, UCOP

Budget Maintenance• UCB Financial Data & Subcontractor Reports Matched to Budget• Project Management Comparison of Cost v Schedule• Non-Compliances Get Management Attention• Workarounds include Work Reduction, Addition Support, ReOrganization


Cost

Key FeaturesInstrument Development• Integrate & Test at UCB Using Mostly Existing Facilities• Simplified Instrument Interfacing• Automated Instrument Testing at S/C Lowers Extended Travel Efforts

Spacecraft Development• Simplified Probe Carrier Design• Relaxed Probe Attitude Requirements and Simplified Design• Complexity Left on the Ground• Use of Existing Environmental Facilities at GSFC or Md Facilities

Ground Development• Leverage HESSI & FAST Operations • Incorporate GSFC/GNCD Software and Expertise• Utilization of Existing UCB ground station


Changes since CSR

Key FeaturesSpace Development• Probe Tanks: Increased Diameter Caused Redesign of EFI SPB• Probe CPU : Change from UCB-provided 80C196 processor card• INST CPU: UCB considering 8085 (HESSI), 80C196 (STEREO)• INST SST : Switched from PDFE to Amptek design• INST SST : Radiation Shielding for Detector

Space-to-Ground Development• COMM: Exploiting L3Com XPNDR to go from 0.4 to 1.0 Mbps

Ground• GBO : Simplifying communications using Iridium


Summary

SummaryLeverage Experience in Similar Projects

PI mode projects, Small Spacecraft, End-to-End

Proven ProcessesManagement, Systems Engineering, Quality Assurance, Risk

Simple and Robust Constellation ConceptSimplified Launch Sequence, Fail-safe, Orbit Adjustment

Comprehensive ScheduleSufficient Time for Testing & Problems

Detailed and Verified Cost EstimatesComprehensive, Verified to Models, Good Past Performance

Avoid DevelopmentsNo New Technology Required


THEMIS Probe and Probe Carrier

Michael Cully

P&PC Manager

Swales Aerospace

Mission Overview


P&PC Project Management

AGENDASwales Organization

Risk Mitigation

THEMIS Cost Basis

FUSE Primary Instrument Structure

EO-1 Spacecraft During ALI Instrument Integration and Alignment

SCONCE

Secondary Payload Adapter For Delta II

ISS Two Tier CCHP Radiator


P&PC Organization/Staff

Systems Engineers 97Design Engineers 31Structural/Stress Dynamics Engineers 39Mechanical Engineers 148Thermal Engineers 56Mechanical Designers 57Electrical Engineer 57Contamination Engineers 25Optical Engineers 21Guidance, Navigation & Control Engineers 21Mission Systems & Operations 19Materials Engineers 12Mission Integration and Safety 8Electrical Technician 10Assembly/Integration Technician 85Program Analysis and Scheduling 30Configuration Management 16

Grand Total 732

Engineering

MISSION MANAGER

GSFC/EXPLORERS

Frank Snow

THEMIS PIVassilis Angelopoulos, UCB

PROGRAM MANAGER

Peter Harvey, UCB

CEOTom Wilson, CEO

Frank Hornbuckle, COOElmer Travis, President

PROBE AND PROBE CARRIER

MANAGER

Michael Cully, Director INDEPENDENT REVIEW TEAM

Dan Mark, Deputy DirectorJim Barrowman

Frank VolpeSYSTEMS ENGINEERING

Tom Ajluni, LeadKevin Brenneman

Michael McCullough

QUALITY ASSURANCE

Nick Virmani, Lead*

INTEGRATION & TEST MANAGER

TBD

Electrical SYSTEMS

Avionics - Bob KraeuterPower - Kurt Smithgall

RF/Comm - Bob KraeuterAntenna - Tom Dodd

Harness - Barbara ShiroDigital - John Folk

EGSE - Tammy Faulkner

MECHANICAL SYSTEMS

Chris Lashley, LeadProbes - Rob Eppler

Probe Carrier - Kerri HylanStress/Dynamics Analysts - Chia Chung Lee, Lead

Designer - David Heckle, Lead

GN&C SYSTEMS

Richard LeboeufTHERMAL

Rommel Zara

ACSJinho Kim

RCSMichael McCullough

FLIGHT SOFTWARE & ITOSTHE HAMMERS COMPANY

President & COOSteve Hammers

C&DH - Chris XenophontosProbe Dynamic Simulation - Kathy Blackman

Real Time GS - Greg Geer

FINANCE/ PLANNING

Bruce Reynolds

ADMIN/CMJoseph Procaccino


Risk Mitigations

Risk/Potential Impact Risk Mitigation in Design & Program PlanProbe Separation System Design

Probe to Probe & Probe to Probe Carrier Recntact 1) Redesigned PCA layout to provide more static clearance2) Performed extensive separation analysis for Phase A3) Conservative assumptions used in separation analysis4) Performed nominal and multiple off nominal analysis cases

Spacecraft Bus Avionics Unit DesignDelay in design & fabrication resulting in Schedule & Cost impact

1) Computation board design is based on heritage design (STEREO)

2) Power Control board design based on scaled down version of Swales PCE design (EO-1 & SMEX-Lite)3) Communication Board design based on SMEX-Lite design4) Outsource PCB Fabrication & Board Population to experienced qualified vendor.5) EDU BDU built and tested in Phase B

S/C Mass & Power MarginsMass and Power Growth Risk 1) PRO-E models used to develop structural mass & subcontracted component masses based on vendor data from flight

units currently in production2) Current Mass and Power Margins exceed 40% at Phase A for Probe Bus3) Detail power modeling with system designed for worst case eclipse.4) EDU BDU built and tested in Phase B

Spacecraft Long Lead TimesDelay in Probe 1 procurement resulting in Schedule & Cost impact

1) Swales has identified tanks that meet requirements and will CFE Tanks to RCS Integrator. (3 months after start of Phase B). We also have a backup stainless steel tank that could be used pending magnetic cleanliness and mass impact assessment. This will

- Propellant Tanks (critical path) 2) Swales to provide coordinated tooling & flight structure to RCS Integrator to minimize schedule - RCS Hardware Integration (critical path) 3) Several RCS proposals to choose from that meet schedule. (Have had face to face discussions with three vendors)

4) Critical path which is Propellant Tank & RCS integration has a 32 day (working days) float assuming a March 03 start.

- S Band Transponder 5) Have held face to face discussions with Transponder vendor on schedule.


Cost/Schedule

Probe & Probe Carrier• Mission Requirements & Instrument Interfaces well defined by UCB• Detail WBS generated for Probe & Probe Carrier. Work well defined by Subsystem

Leads and priced down to 5th level based on recent programs– NRE & RE well defined– Comparison/Analogy – EO1, FUSE & MAP– Detail Engineering/Grassroots

• Long Lead items have been identified and Major subsystem/components rely on hard quotes from prominent Industry suppliers

• Detail Mission Schedule developed & iterated with subsystem Leads in order to time phase costing

• Probe Carrier & Probe Structures costing relies heavily on Swales experience on Commercial Aerospace programs.

• GSFC Testing facility costs for Mission integration based on quotes from Mantech • Following completion of detail costing an assessment was performed using Parametric

techniques based on Aerospace Corporation Small Satellite Cost Model (SSCM 98). Results correlate between Swales detail costing and SSCM within 10%. See detail in Swales Cost Proposal!

THEMIS SRR MO-1UCB, July 8-9, 2003 THEMIS Mission Overview Peter R. Harvey Project Manager Space...

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