NASA PRA Practices and Needs for the New Millennium The PRA Implementation Team (PRAIT) October 25-26, 2000

NASA PRA Practices and Needs for the New Millennium The Team (in alphabetical order) David BogartHEI-GSFC Hamid Habib-agahiJPL Gaspare MaggioSAIC Vinod NagpalNASA GRC Shantaram S. PaiNASA GRC Gregory RobinsonNASA HQ Fayssal SafieNASA MSFC Louis A. ThomasNASA GSFC Raymond VaselichI.E. Bill VeselySAIC

NASA PRA Practices and Needs for the New Millennium THE PRA PROCESS IS NOT BEING EFFECTIVELY USED IN THE PROJECT LIFE CYCLE Problem Statement

NASA PRA Practices and Needs for the New Millennium The Issues 1) The Project Manager does not see the value added from a PRA 2) The Project Manager does not understand the PRA process 3) There is a lack of PRA guidelines, procedures, and standard practices 4) There is a lack of incentives to do PRA as part of the project cycle/requirement 5) There is a lack of acceptable risk criteria as related to PRA 6) PRA is not considered by project management to be part of the risk-based decision process 7) There is a lack of an evolutionary PRA process to apply to project life cycles 8) There is a lack of available skillful people who can do the PRA job

NASA PRA Practices and Needs for the New Millennium The Resolutions 1) Define how PRA can fit into the project life cycle 2) Define the level of PRA for each project phase 3) Show the value added from PRA at each phase of the life cycle 4) Define quantitative risk requirements goals for risk acceptance during project formulation 5) Define the use of PRA as part of the project review milestones 6) Provide adequate resources/training to implement PRA

NASA PRA Practices and Needs for the New Millennium The Recommendations 1) Develop guidelines that describe the process for incorporating PRA in the project life cycle 2) Develop instructions that define the applicable levels of PRA at each phase of the project life cycle 3) Describe and demonstrate the value added at each phase of the project 4) Develop guidelines to define and implement quantitative risk requirements starting from the project formulation phase 5) Develop requirements for using PRA in the project decision process 6) Develop and implement PRA training and mentoring programs to incorporate PRA in the project life cycle