Rubicon Rocket Project

Running head: ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN
Ansari X Prize Rubicon Gauchito Rocket Project Plan Rubicon Rocket Team Thomas Bailey, Steven Bell, Ryan Bocock, Wendell Byrd, Jeffery Gilpin, and Pamela Johnson GM592-01N Project Initiation, Planning, and Execution Jul 17, 2012 Professor Jeff Tyler
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN Table of Contents
Executive Summary ........................................................................................................................ 7 1. Project Charter ......................................................................................................................... 9 1.1 1.2 2. 2.1 2.2 2.3 2.4 2.5 3. 4. Product Description .......................................................................................................... 9 Product Charter .............................................................................................................. 11 Project Justification ........................................................................................................ 16 Overview of Deliverables............................................................................................... 16 Specific Project Objectives and Success Criteria ........................................................... 16 Primary Stakeholders: .................................................................................................... 16 Key Assumptions: .......................................................................................................... 18
Preliminary Scope Statement................................................................................................. 16
Work Breakdown Structure (WBS) ....................................................................................... 19 Cost Estimates ....................................................................................................................... 24 4.1 4.2 Labor Estimates .............................................................................................................. 24 Materials and Equipment Estimates ............................................................................... 30
5. 6. 7. 8. 9. 10. 11. 12. 13. 14.
Project Schedule .................................................................................................................... 31 Responsibility Assignment Matrix ........................................................................................ 32 Performance Measurement Baseline ..................................................................................... 33 Major Milestones ................................................................................................................... 34 Resource Allocation Matrix................................................................................................... 36 Probability-Impact Matrix ................................................................................................. 38 Vendor Evaluation Benchmark .......................................................................................... 39 Project Constraints ............................................................................................................. 40 Project Assumptions .......................................................................................................... 42 Scope Management Plan .................................................................................................... 44 Purpose ....................................................................................................................... 44 Define Scope............................................................................................................... 44 Roles and Responsibilities .......................................................................................... 45 Work Breakdown Structure (WBS) ............................................................................ 47 WBS Dictionary ......................................................................................................... 53 Scope Verification ...................................................................................................... 53 Scope Control ............................................................................................................. 54 Purpose ....................................................................................................................... 55
14.1 14.2 14.3 14.4 14.5 14.6 14.7 15. 15.1
Schedule Management Plan ............................................................................................... 55
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN 3 15.2 16. 16.1 16.2 16.3 16.4 16.5 17. 17.1 17.2 17.3 18. 18.1 18.2 18.3 18.4 18.5 18.6 18.7 18.8 19. 19.1 19.2 20. 20.1 20.2 20.3 20.4 20.5 20.6 20.7 20.9 20.10 20.11 Project Schedule ......................................................................................................... 55 Purpose ....................................................................................................................... 60 Cost Estimates ............................................................................................................ 60 Budget Determinations ............................................................................................... 62 Cost Controls .............................................................................................................. 63 Summary..................................................................................................................... 67 Purpose ....................................................................................................................... 68 Method ........................................................................................................................ 68 Quality Processes ........................................................................................................ 68 Project Justification .................................................................................................... 75 Staff Requirements ..................................................................................................... 75 Key Constraints .......................................................................................................... 75 Key Assumptions ........................................................................................................ 76 Staff Selection Criteria ............................................................................................... 76 Staff Acquisition and Team Development ................................................................. 76 Constraints .................................................................................................................. 79 Recruitment ................................................................................................................ 79 Purpose ....................................................................................................................... 81 Communications Management Approach .................................................................. 81 Purpose ....................................................................................................................... 87 Approach .................................................................................................................... 87 Risk Management Strategy......................................................................................... 88 Risk Management Assessment for Operational Mandates ......................................... 89 Roles and Responsibilities .......................................................................................... 92 Budgeting.................................................................................................................... 94 Risk Identification ...................................................................................................... 94 Definition of Risk Probability and Impact ................................................................. 96 Risk Management Mitigation and Contingency Operations ...................................... 98 Reporting Formats for Risk Register ........................................................................ 102
Cost Management Plan ...................................................................................................... 60
Quality Management Plan.................................................................................................. 68
Staffing Management Plan ................................................................................................. 75
Communications Management Plan .................................................................................. 81
Risk Management Plan ...................................................................................................... 87
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN 4 20.12 21. 21.1 21.2 21.3 21.4 21.5 21.6 21.7 21.8 21.9 21.10 22. Tracking .................................................................................................................... 102 Purpose ..................................................................................................................... 104 Procurement Management Approach ....................................................................... 104 Procurement Definition ............................................................................................ 105 Type of Contract ....................................................................................................... 105 Contract Approval Process ....................................................................................... 106 Decision Criteria ....................................................................................................... 107 Vendor Management ................................................................................................ 107 Performance Metrics for Procurement Activities ..................................................... 108 Constraints ................................................................................................................ 108 Assumptions ............................................................................................................. 108
Procurement Management Plan ....................................................................................... 104
Glossary ........................................................................................................................... 110
Appendix A Project Network Diagram.................................................................................... 119 Appendix B Potential Communication Channels .................................................................... 120 Appendix C Organizational Chart with Functional Area ........................................................ 121 Appendix D Stakeholder Analysis Matrix ............................................................................... 122 References ................................................................................................................................... 123
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN Table of Tables
Table 1. Work Breakdown Structure Tasks ................................................................................. 12 Table 2. Primary Stakeholders Roles and Responsibilities ........................................................ 13 Table 3. Primary Stakeholders Roles and Responsibilities ........................................................ 17 Table 4. Sample of WBS Dictionary ........................................................................................... 53 Table 5. Project Deliverables and Duration ................................................................................. 56 Table 6. Cost Report Format ........................................................................................................ 66 Table 7. Project Quality Control Sample Checklist ..................................................................... 72 Table 8. Project Key Staff ............................................................................................................ 84 Table 9. Project Communication Planner .................................................................................... 85 Table 10. Risk Management Tasks Performance Responsibilities .............................................. 93 Table 11. Risk Probability Impact Percentage Description ......................................................... 97 Table 12. Procurement Items ..................................................................................................... 105
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN Table of Figures Figure 1. Figure 2. Figure 3. Figure 4.
Rubicon Rocket .............................................................................................................. 8 Sample Change Request Form ..................................................................................... 58 Probability-Impact Matrix ............................................................................................ 96 Sample Risk Register ................................................................................................. 102
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN Executive Summary Kaplan Technical Corporation (KTC) is a worldwide leader in providing business solutions. KTC engineer is contracted by Scaled Composites to build a 7/8-scale model of the ANSARI X Gauchito Rocket in order to replicate the Rubicon Rocket developed by Space Transport Corporation (STC). STC does not have the facilities to build a 7/8th model of their full-up rocket, and they need specific extrapolated data from test flights for full-sized rocket. The projects start date is Jun 6, 2012 and the end date is July 17, 2012. The order of magnitude estimate for the project budget will be $10,000. KTC is contracted because it specializes in the assembly of build to scale fully functioning Gauchito rockets and has many years of experience in successful engineering. Additionally, KTC personnel are highly skilled and experienced in the field.
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN
Figure 1. Rubicon Rocket
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN 1. Project Charter 1.1 Product Description 1.1.1 Project Overview Kaplan Technical Corporation (KTC) was sub-contracted by Burt Rutans Scaled Composites to build a 7/8-scale demonstration-evaluation (DEMVAL) rocket based on the Engineering Specifications and the associated Gauchito Rocket plan provided by Space Transport Corporation. Space Transport Corporation (STC) was founded in August of 2002 by former engineers for Aerojet, with the vision of maximizing efficiency in development, production, and administration to provide inexpensive space access. STC does not have the facilities to build a 7/8th model of their full-up rocket, and they need specific extrapolated data
from test flights for full-sized rockets. STC has successfully tested the engines that will be used on its manned ANSARI X PRIZE vehicle, the Rubicon. This is the reason Scaled Composites was chosen for the task, which it outsourced the assembly of the scaled rocket to KTC because KTC specializes in the assembly of launch vehicle. The first company that completes construction of the rocket, and the rocket meets the requirements, will win the competition. 1.1.2 Rocket Components and Steps The components of the Rubicon rocket will be built following the steps in the provided Rubicon Rocket Construction Plan. The steps are as followed: 1. Assemble engine mount. 2. Install tank tubes. 3. Install engine mount, cap and centering ring. 4. Install body tube. 5. Attach nozzles and fins.
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN 6. Install shock cord mount. 7. Attach parachute and shock cord. 8. Paint the rocket. 9. Apply decals on the rocket. 10. Prepare parachute for flight. 11. Prepare engine for flight. 12. Prepare rocket for test flight 1.1.3 Specific Product Specifications The Rubicon Gauchito Rocket will be built according to the following specifications: 1. 7/8-scale model of the full size Rubicon rocket.
10
2. The rocket will be assembled with materials and equipment in the assembly kit. All rocket components in the construction kit will be assembled as part of the rocket or launch setup. 3. Vehicle length = 22-ft (6.7 m) 4. Vehicle diameter = 38-in (96.5 cm) 5. Vehicle Gross Takeoff Weight (GTOW) = 5,000-lb (2,268 kg) 6. Vehicle Dry Weight = 1,500-lb (680 kg) 7. Number of engines = 7 8. Vehicle total thrust = 20,000-lb (88,964 N) 9. Payload capacity = 595-lb (270 kg) 10. Crew environment = Pressurized cabin 1.1.4 Mission Specifications The Rubicon Gauchito Rocket performance will be as specified below:
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN 1. Maximum acceleration force on ascent = 7 gs 2. Maximum speed = 3,000 mph (1,341 m/s) 3. Maximum altitude = ~68 miles (~110 km) 4. Time in weightless conditions = ~3 minutes 5. Landing method = Ocean splashdown via parachute 6. Total flight duration = ~25 minutes 1.1.5 Quality 1. The Rubicon Gauchito Rocket will be built according to all the instructions in the Rubicon Rocket Construction Plan. 2. All activities associated in building the model rocket will follow the National Association of Rocketry (NAR) Safety Code. 1.2 Product Charter 1.2.1 Project Justification
11
Kaplan Technical Corporation (KTC) has been contracted by Space Systems Technology Corporation to assemble a 7/8-scale demonstration model of the Gauchito rocket. The assembled rocket will be used to demonstrate the rockets functionality, identify any manufacturing issues, and to extrapolate the necessary data for a full-sized rocket. 1.2.2 Project Deliverables The project deliverable is a 7/8-scale demonstration model of the Gauchito rocket with reusable, single stage, multiple type engine including a plastic nose cone capable of holding a parachute recovery system.
12
Table 1. Work Breakdown Structure Tasks Step 1 2 3 4 5 6 7 8 9 10 11 12 WBS Task Assemble engine mount Install tank tubes Install engine mount, cap and centering ring Install body tube Attach nozzles and fins Install shock cord mount Attach parachute and shock cord Paint rocket components Apply decals on the rocket Prepare parachute for flight Prepare engine for flight Prepare rocket for test flight
1.2.3 Specific Project Objectives and Outcomes The specific objective of the project is to deliver an assembled 7/8-scale demonstration model of the Gauchito rocket within 19 days. The estimated total cost of the project to include labor, material, and equipment but not overhead cost is $10,000. The rocket will be designed and assembled 100% in accordance with the criteria contained in the National Association of Rocketry and is currently the highest of KTCs organizational priorities. The 7/8-scale demonstration model will be built with the same quality as the full size rocket. The model rocket will be built according to all specifications in the kit. Each deliverable stage will be inspected by Quality Assurance (QA) staff prior to proceeding to the next stage and prior to completion of the rocket and deliver to the customer. Risk management will be addressed by the KTC team in tandem with QA. 1.2.4 Primary Stakeholders Roles/Responsibilities The primary stakeholders are:
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN Table 2. Primary Stakeholders Roles and Responsibilities Name Burt Rutan, Scaled Composites Dr. M. Jeffery Tyler, SST Corp Role Primary Customer Representative Project Sponsor
13
Jeffery Gilpin, KTC Ansari X Prize Gauchito Rocket Project Manager
Responsibilities / Authority - Sign-off Project Charter - Approval of project completion and project closure - Sign-off Project Charter - Communicate with stakeholders and commitment of personnel resources. Responsibilities: - Coordinate the project planning, executing, monitoring and controlling, and closing, following DODs processes based on the PMI. - Ensure project deliverables are completed on time and in budget. - Report progress of project to stakeholders to cover critical path schedule, deliverables, and any identified risks updated during weekly status meetings. - Coordinate training for subcontracted personnel. - Coordinate and lead project meetings. Authority: - Communicate directly with project sponsor on status and issues. - Communicate with resource officer and affected functional managers regarding resource allocation and scheduling. Provide Quality Assurance Staff for the project to validate each deliverable. - Responsibility Assignment Matrix - Project Key Staff - Scheduled start dates for WBS tasks - Major Milestones and target dates Coordination of resources with resource officer and any functional managers affected. Description of how the communication for the project is going to proceed - Preparation of Cost Estimates - Performance Measurement Baseline Identify key risks and provide risk management resources to the project to
Thomas Bailey, KTC Thomas Bailey, KTC Steven Bell, KTC Steven Bell, KTC
Quality Assurance Staffing Manager Schedule Manager Procurement Manager
Ryan Bocock, KTC
Communication Manager
Jeffery Gilpin, KTC Cost Manager Pamela Johnson, KTC Risk Manager
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN Name Role
14
Mace Windu , KTC Obi Wan Kenobe, KTC Anakin Skywalker, KTC Hans Solo, KTC Luke Skywalker, KTC
Responsibilities / Authority facilitate identifying risks and planning for contingencies. Functional Manager Provide the project with Measurer and (Measurer, Marker) Marker. Functional Manager (Fitter, Provide the project with Fitter and Cutter. Cutter) Functional Manager Provide the project with Sander and Painter. (Sander, Painter) Functional Manager Provide the project with Gluer. (Gluer) Functional Manager Provide the project with Taper. (Taper)
1.2.5 Project Constraints The Rubicon Gauchito Rocket Model will be built according to all the instructions in the Rubicon Rocket Construction Plan. All activities associated to building the model rocket will follow the National Association of Rocketry (NAR) Safety Code. 1.2.6 Project Assumptions The Rubicon Rocket Construction kit is available and will contain all material required to build the scaled model. Assembly of the Rubicon Gauchito Rocket Model does not require functional testing. Prior to the test date.
15
Signatures The following people agree that the above information is accurate.
Dr. M. Jeffery Tyler (Project Sign-off Authority) ____________________________________ Jeffery Gilpin (Project Manager) _________________________________________________ Thomas Bailey (Project Management Team) ________________________________________ Steven Bell (Project Management Team) ___________________________________________ Ryan Bocock (Project Management Team) _________________________________________ Wendell Byrd (Project Management Team) _________________________________________ Pamela Johnson (Project Management Team) _______________________________________
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN 2. Preliminary Scope Statement 2.1 Project Justification
16
Space Systems Technology has contracted Kaplan Technical Corporation (KTC) to build a 7/8 scale demonstration-evaluation (DEMVAL) rocket to extrapolate the required data for a full scaled rocket and to detect any future manufacturing issues. 2.2 Overview of Deliverables The project deliverable is a 7/8-scale demonstration evaluation rocket (DEMVAL). This demonstration model of the Guauchito rocket will be equipped with a reusable, single stage, multiple type engine capable rockets with a parachute recovery system held by a plastic nose cone. The finished rocket will be 22 feet (67.7m), Diameter of 38 inches (96.5cm), GTOW of 5,000-lbs (2,268 Kg), Dry WT of 1,500-lbs (680 Kg), Seven Engines, Total Thrust of 20,000-lbs (88,964 N), Payload Capacity of 595-lbs (270 Kg), and Crew Environment: Pressurized cabin. 2.3 Specific Project Objectives and Success Criteria The proposed start date is June 06, 2012 with an end date of July 17, 2012. Kaplan Technical Corporation estimates the total cost of the project, including labor, material, and equipment but excluding overhead costs to be $10,000.00 built to the criteria established in the National Association of Rocketry. 2.4 Primary Stakeholders: The primary stakeholders are:
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN Table 3. Primary Stakeholders Roles and Responsibilities Name Burt Rutan, Scaled Composites Dr. M. Jeffery Tyler, STC Role Primary Contractor Representative Project Sponsor
17
Jeffery Gilpin, KTC Ansari X Prize Gauchito Rocket Project Manager
Responsibilities / Authority - Sign-off Project Charter - Approval of project completion and project closure - Sign-off Project Charter - Communicate with stakeholders and commitment of personnel resources. Responsibilities: - Coordinate the project planning, executing, monitoring and controlling, and closing, following DODs processes based on the PMI. - Ensure project deliverables are completed on time and in budget. - Report progress of project to stakeholders to cover critical path schedule, deliverables, and any identified risks updated during weekly status meetings. - Coordinate training for subcontracted personnel. - Coordinate and lead project meetings. Authority: - Communicate directly with project sponsor on status and issues. - Communicate with resource officer and affected functional managers regarding resource allocation and scheduling. Provide Quality Assurance Staff for the project to validate each deliverable. - Responsibility Assignment Matrix - Project Key Staff - Scheduled start dates for WBS tasks - Major Milestones and target dates Coordination of resources with resource officer and any functional managers affected. Description of how the communication for the project is going to proceed - Preparation of Cost Estimates - Performance Measurement Baseline Identify key risks and provide risk management resources to the project to
Thomas Bailey, KTC Thomas Bailey, KTC Steven Bell, KTC Steven Bell, KTC
Quality Assurance Staffing Manager Schedule Manager Procurement Manager
Ryan Bocock, KTC
Communication Manager
Jeffery Gilpin, KTC Cost Manager Pamela Johnson, KTC Risk Manager
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN Name Role
18
Mace Windu , KTC Obi Wan Kenobe, KTC Anakin Skywalker, KTC Hans Solo, KTC Luke Skywalker, KTC KTC
Endor Corporation
Responsibilities / Authority facilitate identifying risks and planning for contingencies. Functional Manager Provide the project with Measurer and (Measurer, Marker) Marker. Functional Manager (Fitter, Provide the project with Fitter and Cutter. Cutter) Functional Manager Provide the project with Sander and Painter. (Sander, Painter) Functional Manager Provide the project with Gluer. (Gluer) Functional Manager Provide the project with Taper. (Taper) Measurer, Marker, Cutter, - Measurer: Perform measurement Painter - Marker: Perform marking - Cutter: Perform cutting - Painter: Perform painting Fitter, Sander, Gluer, Taper - Fitter: Perform assembling - Sander: Perform sanding - Gluer: Perform gluing - Taper: Perform decaling
2.5 Key Assumptions: 1. Detailed instructions will be provided with rocket kit. Any missing of misprinted instructions can be quickly replaced with duplicate instructions. 2. Materials a. All materials will be provided with kit and any missing parts can quickly be replaced by extra parts kept on hand at the assembly site. b. All material and engine parts will operate according to specifications. Any faulty parts will be replaced and retested to pass a quality test. c. The engine will perform according to specifications. 3. Additional qualified assemblers will be used to replace assemblers who are not available or sick during the construction period.
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN 3. Work Breakdown Structure (WBS)
WBS Code 1 1.1 1.1.1 1.1.2 1.1.3 1.1.4 1.1.5 1.2 1.2.1 1.2.2 1.2.2.1 1.2.2.2 1.2.2.3 1.3 1.3.1 1.4 1.4.1 1.5 1.5.1 1.6 1.6.1 1.6.2 1.6.3 1.7 1.7.1 1.7.2 1.7.3 1.8 1.8.1 1.8.2 1.8.3 2 2.1 2.1.1 2.1.2 2.2 2.2.1 2.2.2 2.2.3 2.3 2.3.1 2.3.2 2.3.3 2.4 2.4.1 2.4.2 2.4.3 2.5 2.5.1 2.5.2 2.5.3 2.6 2.6.1 2.6.2 2.6.3 2.7 2.7.1 2.7.2 2.7.3 Task Assemble Engine Mount Locate Engine Mount Parts Locate Engine Mount Tube Locate Green Engine Block Locate Yellow Spacer Tool Locate Engine Hook Locate Engine Hook Retainer Ring Mark Engine Mount Tube Take Pencil Mark Tube Mark 13 mm from rear end of tube Mark 51 mm from rear end of tube Mark 3 mm from front end of tube Cutting Mount Cut 3mm slit at 51 mm mark Mark Yellow Spacer Tool Mark 19 mm from end Glue Smear glue 44 mm inside engine mount tube Install Green Engine Block Push engine block into engine mount tube with Spacer Tool Remove Spacer Tool Let glue dry Install Engine Hook Apply glue around tube ahead of 13 mm mark Position engine hook Insert engine hook into slit Install Adapter Ring Slide ring into front of engine tube Slide ring over engine hook to 13 mm mark Let glue dry Install Tank Tubes Locate Tank Tube Parts Locate White Tank Tubes Locate Fin Mount Install Tank Tube #1 Apply tube type plastic cement into one cavity Insert one Tank Tube into the cavity Gently press the base of Tank Tube until it slip down past lip on inside of Fin Mount Install Tank Tube #2 Apply tube type plastic cement into one cavity Insert one Tank Tube into the cavity Gently press the base of Tank Tube until it slip down past lip on inside of Fin Mount Install Tank Tube #3 Apply tube type plastic cement into one cavity Insert one Tank Tube into the cavity Gently press the base of Tank Tube until it slip down past lip on inside of Fin Mount Install Tank Tube #4 Apply tube type plastic cement into one cavity Insert one Tank Tube into the cavity Gently press the base of Tank Tube until it slip down past lip on inside of Fin Mount Install Tank Tube #5 Apply tube type plastic cement into one cavity Insert one Tank Tube into the cavity Gently press the base of Tank Tube until it slip down past lip on inside of Fin Mount Install Tank Tube #6 Apply tube type plastic cement into one cavity Insert one Tank Tube into the cavity Gently press the base of Tank Tube until it slip down past lip on inside of Fin Mount 5 day(s) 0.31 day(s) 0.5 hr(s) 0.5 hr(s) 0.5 hr(s) 0.5 hr(s) 0.5 hr(s) 0.44 day(s) 0.5 hr(s) 0.38 hr(s) 1 hr(s) 1 hr(s) 1 hr(s) 0.5 day(s) 4 hr(s) 0.25 day(s) 2 hr(s) 0.5 day(s) 4 hr(s) 1 day(s) 4 hr(s) 2 hr(s) 2 hr(s) 1 day(s) 2 hr(s) 2 hr(s) 4 hr(s) 1 day(s) 3 hr(s) 3 hr(s) 2 hr(s) 3 day(s) 0.13 day(s) 0.5 hr(s) 0.5 hr(s) 0.48 day(s) 1.5 hr(s) 1.3 hr(s) 1 hr(s) 0.48 day(s) 1.5 hr(s) 1.3 hr(s) 1 hr(s) 0.48 day(s) 1.5 hr(s) 1.3 hr(s) 1 hr(s) 0.48 day(s) 1.5 hr(s) 1.3 hr(s) 1 hr(s) 0.48 day(s) 1.5 hr(s) 1.3 hr(s) 1 hr(s) 1 day(s) 1.5 hr(s) 1.25 hr(s) 1 hr(s) Duration 06/06/12 8:00 AM 06/06/12 8:00 AM 06/06/12 8:00 AM 06/06/12 8:30 AM 06/06/12 9:00 AM 06/06/12 9:30 AM 06/06/12 10:00 AM 06/06/12 10:30 AM 06/06/12 10:30 AM 06/06/12 11:00 AM 06/06/12 11:00 AM 06/06/12 1:00 PM 06/06/12 2:00 PM 06/06/12 3:00 PM 06/06/12 3:00 PM 06/07/12 10:00 AM 06/07/12 10:00 AM 06/07/12 1:00 PM 06/07/12 1:00 PM 06/08/12 8:00 AM 06/08/12 8:00 AM 06/08/12 1:00 PM 06/08/12 3:00 PM 06/11/12 8:00 AM 06/11/12 8:00 AM 06/11/12 10:00 AM 06/11/12 1:00 PM 06/12/12 8:00 AM 06/12/12 8:00 AM 06/12/12 11:00 AM 06/12/12 3:00 PM 06/13/12 8:00 AM 06/13/12 8:00 AM 06/13/12 8:00 AM 06/13/12 8:30 AM 06/13/12 9:00 AM 06/13/12 9:00 AM 06/13/12 10:30 AM 06/13/12 11:48 AM 06/13/12 1:48 PM 06/13/12 1:48 PM 06/13/12 3:18 PM 06/13/12 4:36 PM 06/14/12 8:36 AM 06/14/12 8:36 AM 06/14/12 10:06 AM 06/14/12 11:24 AM 06/14/12 1:24 PM 06/14/12 1:24 PM 06/14/12 2:54 PM 06/14/12 4:12 PM 06/15/12 8:12 AM 06/15/12 8:12 AM 06/15/12 9:42 AM 06/15/12 11:00 AM 06/15/12 8:00 AM 06/15/12 3:30 PM 06/15/12 8:00 AM 06/15/12 1:00 PM
19
06/12/12 5:00 PM 06/06/12 10:30 AM 06/06/12 8:30 AM 06/06/12 9:00 AM 06/06/12 9:30 AM 06/06/12 10:00 AM 06/06/12 10:30 AM 06/06/12 3:00 PM 06/06/12 11:00 AM 06/06/12 3:00 PM 06/06/12 12:00 PM 06/06/12 2:00 PM 06/06/12 3:00 PM 06/07/12 10:00 AM 06/07/12 10:00 AM 06/07/12 12:00 PM 06/07/12 12:00 PM 06/07/12 5:00 PM 06/07/12 5:00 PM 06/08/12 5:00 PM 06/08/12 12:00 PM 06/08/12 3:00 PM 06/08/12 5:00 PM 06/11/12 5:00 PM 06/11/12 10:00 AM 06/11/12 12:00 PM 06/11/12 5:00 PM 06/12/12 5:00 PM 06/12/12 11:00 AM 06/12/12 3:00 PM 06/12/12 5:00 PM 06/15/12 5:00 PM 06/13/12 9:00 AM 06/13/12 8:30 AM 06/13/12 9:00 AM 06/13/12 1:48 PM 06/13/12 10:30 AM 06/13/12 11:48 AM 06/13/12 1:48 PM 06/14/12 8:36 AM 06/13/12 3:18 PM 06/13/12 4:36 PM 06/14/12 8:36 AM 06/14/12 1:24 PM 06/14/12 10:06 AM 06/14/12 11:24 AM 06/14/12 1:24 PM 06/15/12 8:12 AM 06/14/12 2:54 PM 06/14/12 4:12 PM 06/15/12 8:12 AM 06/15/12 12:00 PM 06/15/12 9:42 AM 06/15/12 11:00 AM 06/15/12 12:00 PM 06/15/12 5:00 PM 06/15/12 5:00 PM 06/15/12 9:15 AM 06/15/12 2:00 PM

WBS Code 3 3.1 3.1.1 3.1.2 3.2 3.2.1 3.2.2 3.2.3 3.2.4 3.3 3.3.1 3.3.2 3.3.3 3.3.4 3.4 3.4.1 3.4.2 3.5 3.5.1 3.5.2 3.5.3 4 4.1 4.1.1 4.2 4.2.1 4.2.2 4.3 4.3.1 4.3.2 4.3.3 4.3.4 4.4 4.4.1 4.4.2 Task Install Engine Mount, Cap and Centering Ring Locate Cap and Centering Ring Locate Cap Locate Centering Ring Install Engine Mount Apply tube type plastic cement around inside surface of Fin Mount Insert Engine Mount assembly, aligning Engine Hook with slot in Fin Mount Push Engine Mount into place, stopping on shoulder of Fin Mount Let glue dry Install Cap Apply tube type plastic cement to inside Cap Align Launch Lugs Slide Cap over Engine Mount Tube onto Tank Tubes Let glue dry Glue and Dry Apply tube type plastic cement to Tube/Cap joint Let glue dry Install Centering Ring Apply Carpenter's glue around Tube at 3 mm mark Slide Centering Ring onto Tube even with mark Let glue dry Install Body Tube Locate Body Tube Part Locate Body Tube Glue and Dry Apply glue fillet around both sides of Centering Ring Let glue dry Install Body Tube Apply tube type plastic cement around outside of ridge on Cap Slide Body Tube down onto Cap Wipe off excess glue Let glue dry Glue and Dry Apply glue fillet to inside Tube/Ring joint Let glue dry Duration 06/18/12 8:00 AM 06/18/12 8:00 AM 06/18/12 8:00 AM 06/18/12 8:30 AM 06/18/12 9:00 AM 06/18/12 9:00 AM 06/18/12 11:00 AM 06/18/12 2:00 PM 06/18/12 3:00 PM 06/19/12 8:00 AM 06/19/12 8:00 AM 06/19/12 10:00 AM 06/19/12 11:00 AM 06/19/12 2:00 PM 06/19/12 4:00 PM 06/19/12 4:00 PM 06/20/12 8:00 AM 06/20/12 10:00 AM 06/20/12 10:00 AM 06/20/12 1:00 PM 06/20/12 3:00 PM 06/21/12 8:00 AM 06/21/12 8:00 AM 06/21/12 8:00 AM 06/21/12 8:30 AM 06/21/12 8:30 AM 06/21/12 9:00 AM 06/21/12 9:30 AM 06/21/12 9:30 AM 06/21/12 11:30 AM 06/21/12 1:30 PM 06/21/12 2:00 PM 06/21/12 3:30 PM 06/21/12 3:30 PM 06/21/12 4:00 PM
20
3 day(s) 0.13 day(s) 0.5 hr(s) 0.5 hr(s) 0.88 day(s) 2 hr(s) 2 hr(s) 1 hr(s) 2 hr(s) 0.88 day(s) 2 hr(s) 1 hr(s) 2 hr(s) 2 hr(s) 0.38 day(s) 1 hr(s) 2 hr(s) 0.75 day(s) 2 hr(s) 2 hr(s) 2 hr(s) 1 day(s) 0.06 day(s) 0.5 hr(s) 0.13 day(s) 0.5 hr(s) 0.5 hr(s) 0.63 day(s) 2 hr(s) 1 hr(s) 0.5 hr(s) 1.5 hr(s) 0.19 day(s) 0.5 hr(s) 1 hr(s)
06/20/12 5:00 PM 06/18/12 9:00 AM 06/18/12 8:30 AM 06/18/12 9:00 AM 06/18/12 5:00 PM 06/18/12 11:00 AM 06/18/12 2:00 PM 06/18/12 3:00 PM 06/18/12 5:00 PM 06/19/12 4:00 PM 06/19/12 10:00 AM 06/19/12 11:00 AM 06/19/12 2:00 PM 06/19/12 4:00 PM 06/20/12 10:00 AM 06/19/12 5:00 PM 06/20/12 10:00 AM 06/20/12 5:00 PM 06/20/12 12:00 PM 06/20/12 3:00 PM 06/20/12 5:00 PM 06/21/12 5:00 PM 06/21/12 8:30 AM 06/21/12 8:30 AM 06/21/12 9:30 AM 06/21/12 9:00 AM 06/21/12 9:30 AM 06/21/12 3:30 PM 06/21/12 11:30 AM 06/21/12 1:30 PM 06/21/12 2:00 PM 06/21/12 3:30 PM 06/21/12 5:00 PM 06/21/12 4:00 PM 06/21/12 5:00 PM

WBS Code 5 5.1 5.1.1 5.1.2 5.2 5.2.1 5.2.2 5.2.3 5.3 5.3.1 5.3.1.1 5.3.1.2 5.3.1.3 5.3.1.4 5.3.2 5.3.2.1 5.3.2.2 5.3.2.3 5.3.2.4 5.3.3 5.3.3.1 5.3.3.2 5.3.3.3 5.3.3.4 5.3.4 5.3.4.1 5.3.4.2 5.3.4.3 5.3.4.4 5.3.5 5.3.5.1 5.3.5.2 5.3.5.3 5.3.5.4 5.3.6 5.3.6.1 5.3.6.2 5.3.6.3 5.3.6.4 6 6.1 6.1.1 6.2 6.2.1 6.3 6.3.1 6.3.2 6.4 6.4.1 6.4.2 6.5 6.5.1 6.5.2 6.5.3 6.6 6.6.1 6.6.2 6.6.3 6.7 6.7.1 6.7.2 6.7.3 6.7.4 Task Attach Nozzles and Fins Locate Nozzle and Fin Parts Locate Nozzles Locate Fins Install Nozzles Apply tube type plastic cement to narrow ends of nozzles Insert into mounting holes in Fin Mount Let glue dry Install Fins Install Fin #1 Apply tube type plastic cement to flat side of a Fin Attach to Fin Tab Flush with bottom Let glue dry Install Fin #2 Apply tube type plastic cement to flat side of a Fin Attach to Fin Tab Flush with bottom Let glue dry Install Fin #3 Apply tube type plastic cement to flat side of a Fin Attach to Fin Tab Flush with bottom Let glue dry Install Fin #4 Apply tube type plastic cement to flat side of a Fin Attach to Fin Tab Flush with bottom Let glue dry Install Fin #5 Apply tube type plastic cement to flat side of a Fin Attach to Fin Tab Flush with bottom Let glue dry Install Fin #6 Apply tube type plastic cement to flat side of a Fin Attach to Fin Tab Flush with bottom Let glue dry Shock Cord Mount Assembly Locate Shock Cord Mount Parts Locate Shock Cord Mount Pattern Sheet Cut Shock Cord Mount Cut shock cord mount from pattern sheet Crease assembly Fold on dotted lines Crease on dotted lines Glue mount assembly Spread glue Lay end of shock cord in glue Fold mount assembly Fold section 1 Apply glue section 3 Fold again Squeeze and hold mount assembly Squeeze tightly Hold assembly Allow to dry Install shock cord mount Apply glue to shock cord mount assembly Insert shock cord mount assembly 38 mm inside upper body tube Hold until glue sets Let glue dry Duration 06/22/12 8:00 AM 06/22/12 8:00 AM 06/22/12 8:00 AM 06/22/12 8:30 AM 06/22/12 9:00 AM 06/22/12 9:00 AM 06/22/12 10:00 AM 06/22/12 1:00 PM 06/22/12 2:00 PM 06/22/12 2:00 PM 06/22/12 2:00 PM 06/22/12 3:30 PM 06/22/12 4:30 PM 06/25/12 8:00 AM 06/25/12 9:30 AM 06/25/12 9:30 AM 06/25/12 11:00 AM 06/25/12 1:00 PM 06/25/12 1:30 PM 06/25/12 3:00 PM 06/25/12 3:00 PM 06/25/12 4:30 PM 06/25/12 8:30 AM 06/26/12 9:00 AM 06/26/12 10:30 AM 06/26/12 10:30 AM 06/26/12 1:00 PM 06/26/12 2:00 PM 06/26/12 2:30 PM 06/26/12 4:00 PM 06/26/12 4:00 PM 06/27/12 8:30 AM 06/27/12 9:30 AM 06/27/12 10:00 AM 06/27/12 11:30 AM 06/27/12 11:30 AM 06/27/12 2:00 PM 06/27/12 3:00 PM 06/27/12 3:30 PM 06/28/12 8:00 AM 06/28/12 8:00 AM 06/28/12 8:00 AM 06/28/12 8:30 AM 06/28/12 8:30 AM 06/28/12 9:30 AM 06/28/12 9:30 AM 06/28/12 9:45 AM 06/28/12 10:00 AM 06/28/12 10:00 AM 06/28/12 10:18 AM 06/28/12 10:30 AM 06/28/12 10:30 AM 06/28/12 10:42 AM 06/28/12 10:54 AM 06/28/12 11:00 AM 06/28/12 11:00 AM 06/28/12 11:06 AM 06/28/12 11:12 AM 06/28/12 11:30 AM 06/28/12 11:30 AM 06/28/12 1:00 PM 06/28/12 3:00 PM 06/28/12 3:30 PM
21
4 day(s) 0.13 day(s) 0.5 hr(s) 0.5 hr(s) 0.5 day(s) 1 hr(s) 2 hr(s) 1 hr(s) 3.38 day(s) 0.56 day(s) 1.5 hr(s) 1 hr(s) 0.5 hr(s) 1.5 hr(s) 0.56 day(s) 1.5 hr(s) 1 hr(s) 0.5 hr(s) 1.5 hr(s) 0.56 day(s) 1.5 hr(s) 1 hr(s) 0.5 hr(s) 1.5 hr(s) 0.56 day(s) 1.5 hr(s) 1 hr(s) 0.5 hr(s) 1.5 hr(s) 0.56 day(s) 1.5 hr(s) 1 hr(s) 0.5 hr(s) 1.5 hr(s) 0.56 day(s) 1.5 hr(s) 1 hr(s) 0.5 hr(s) 1.5 hr(s) 1 day(s) 0.06 day(s) 0.5 hr(s) 0.13 day(s) 1 hr(s) 0.06 day(s) 0.25 hr(s) 0.25 hr(s) 0.06 day(s) 0.3 hr(s) 0.2 hr(s) 0.06 day(s) 0.2 hr(s) 0.2 hr(s) 0.1 hr(s) 0.06 day(s) 0.1 hr(s) 0.1 hr(s) 0.3 hr(s) 0.56 day(s) 0.5 hr(s) 2 hr(s) 0.5 hr(s) 1.5 hr(s)
06/27/12 5:00 PM 06/22/12 9:00 AM 06/22/12 8:30 AM 06/22/12 9:00 AM 06/22/12 2:00 PM 06/22/12 10:00 AM 06/22/12 12:00 PM 06/22/12 2:00 PM 06/27/12 5:00 PM 06/25/12 9:30 AM 06/22/12 3:30 PM 06/22/12 4:30 PM 06/22/12 5:00 PM 06/25/12 9:30 AM 06/25/12 3:00 PM 06/25/12 11:00 AM 06/25/12 1:00 PM 06/25/12 1:30 PM 06/25/12 3:00 PM 06/26/12 10:30 AM 06/25/12 4:30 PM 06/26/12 8:30 AM 06/26/12 9:00 AM 06/26/12 10:30 AM 06/26/12 4:00 PM 06/26/12 12:00 PM 06/26/12 2:00 PM 06/26/12 2:30 PM 06/26/12 4:00 PM 06/27/12 11:30 AM 06/27/12 8:30 AM 06/27/12 9:30 AM 06/27/12 10:00 AM 06/27/12 11:30 AM 06/27/12 5:00 PM 06/27/12 2:00 PM 06/27/12 3:00 PM 06/27/12 3:30 PM 06/27/12 5:00 PM 06/28/12 5:00 PM 06/28/12 8:30 AM 06/28/12 8:30 AM 06/28/12 9:30 AM 06/28/12 9:30 AM 06/28/12 10:00 AM 06/28/12 9:45 AM 06/28/12 10:00 AM 06/28/12 10:30 AM 06/28/12 10:18 AM 06/28/12 10:30 AM 06/28/12 11:00 AM 06/28/12 10:42 AM 06/28/12 10:54 AM 06/28/12 11:00 AM 06/28/12 11:30 AM 06/28/12 11:06 AM 06/28/12 11:12 AM 06/28/12 11:30 AM 06/28/12 5:00 PM 06/28/12 12:00 PM 06/28/12 3:00 PM 06/28/12 3:30 PM 06/28/12 5:00 PM

WBS Code 7 7.1 7.1.1 7.1.2 7.1.3 7.2 7.2.1 7.2.2 7.3 7.3.1 7.3.2 7.3.3 7.3.4 8 8.1 8.1.1 8.2 8.2.1 8.2.2 8.2.3 8.2.4 8.3 8.3.1 8.3.2 8.3.3 9 9.1 9.1.1 9.1.2 9.1.2.1 9.1.2.2 9.1.2.3 9.1.2.4 9.1.2.5 9.1.2.6 9.1.2.7 9.1.2.8 9.1.2.9 9.1.2.10 9.1.2.11 9.1.2.12 9.1.3 9.1.3.1 9.1.3.2 9.1.3.3 9.1.3.4 9.1.3.5 9.1.3.6 9.1.3.7 9.1.3.8 9.1.3.9 9.1.3.10 9.1.3.11 9.1.3.12 Task Attach Parachute and Shock Cord Locate Parts Locate Nose Cone Locate Assembled Parachute Locate Rubber Shock Cord Prepare Nose Cone Remove excess flash on the nose cone Clean the eyelet of the nose cone Attach Parachute Form loop in Shroud Lines Push through hole in nose cone Pass parachute through loop Tie Shock Cord to nose cone Finishing Rocket Verify dryness Check to ensure glue joint are dry Prime rocket Apply primer coat #1 Sand rocket body #1 Apply primer coat #2 Sand rocket body #2 Paint rocket Insert paint handle Apply paint to rocket Allow to dry Apply Decals Apply Water Decals Locate decal sheet Cut decals Decal #1 Decal #2 Decal #3 Decal #4 Decal #5 Decal #6 Decal #7 Decal #8 Decal #9 Decal #10 Decal #11 Decal #12 Dip decals in water Decal #1 Decal #2 Decal #3 Decal #4 Decal #5 Decal #6 Decal #7 Decal #8 Decal #9 Decal #10 Decal #11 Decal #12 2 day(s) 0.5 day(s) 2 hr(s) 1 hr(s) 1 hr(s) 0.5 day(s) 2 hr(s) 2 hr(s) 1 day(s) 1.5 hr(s) 1.5 hr(s) 2.5 hr(s) 2.5 hr(s) 5 day(s) 0.5 day(s) 4 hr(s) 3 day(s) 4 hr(s) 4 hr(s) 4 hr(s) 4 hr(s) 1.5 day(s) 2 hr(s) 5 hr(s) 5 hr(s) 3 day(s) 2.48 day(s) 1 hr(s) 0.15 day(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.15 day(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) Duration 06/29/12 8:00 AM 06/29/12 8:00 AM 06/29/12 8:00 AM 06/29/12 10:00 AM 06/29/12 11:00 AM 06/29/12 1:00 PM 06/29/12 1:00 PM 06/29/12 3:00 PM 07/02/12 8:00 AM 07/02/12 8:00 AM 07/02/12 9:30 AM 07/02/12 11:00 AM 07/02/12 2:30 PM 07/03/12 8:00 AM 07/03/12 8:00 AM 07/03/12 8:00 AM 07/03/12 1:00 PM 07/03/12 1:00 PM 07/05/12 8:00 AM 07/05/12 1:00 PM 07/06/12 8:00 AM 07/06/12 1:00 PM 07/06/12 1:00 PM 07/06/12 3:00 PM 07/09/12 11:00 AM 07/10/12 8:00 AM 07/10/12 8:00 AM 07/10/12 8:00 AM 07/10/12 9:00 AM 07/10/12 9:00 AM 07/10/12 9:06 AM 07/10/12 9:12 AM 07/10/12 9:18 AM 07/10/12 9:24 AM 07/10/12 9:30 AM 07/10/12 9:36 AM 07/10/12 9:42 AM 07/10/12 9:48 AM 07/10/12 9:54 AM 07/10/12 10:00 AM 07/10/12 10:06 AM 07/10/12 10:12 AM 07/10/12 10:12 AM 07/10/12 10:18 AM 07/10/12 10:24 AM 07/10/12 10:30 AM 07/10/12 10:36 AM 07/10/12 10:42 AM 07/10/12 10:48 AM 07/10/12 10:54 AM 07/10/12 11:00 AM 07/10/12 11:06 AM 07/10/12 11:12 AM 07/10/12 11:18 AM
22
07/02/12 5:00 PM 06/29/12 12:00 PM 06/29/12 10:00 AM 06/29/12 11:00 AM 06/29/12 12:00 PM 06/29/12 5:00 PM 06/29/12 3:00 PM 06/29/12 5:00 PM 07/02/12 5:00 PM 07/02/12 9:30 AM 07/02/12 11:00 AM 07/02/12 2:30 PM 07/02/12 5:00 PM 07/09/12 5:00 PM 07/03/12 12:00 PM 07/03/12 12:00 PM 07/06/12 12:00 PM 07/03/12 5:00 PM 07/05/12 12:00 PM 07/05/12 5:00 PM 07/06/12 12:00 PM 07/09/12 5:00 PM 07/06/12 3:00 PM 07/09/12 11:00 AM 07/09/12 5:00 PM 07/12/12 5:00 PM 07/12/12 11:48 AM 07/10/12 9:00 AM 07/10/12 10:12 AM 07/10/12 9:06 AM 07/10/12 9:12 AM 07/10/12 9:18 AM 07/10/12 9:24 AM 07/10/12 9:30 AM 07/10/12 9:36 AM 07/10/12 9:42 AM 07/10/12 9:48 AM 07/10/12 9:54 AM 07/10/12 10:00 AM 07/10/12 10:06 AM 07/10/12 10:12 AM 07/10/12 11:24 AM 07/10/12 10:18 AM 07/10/12 10:24 AM 07/10/12 10:30 AM 07/10/12 10:36 AM 07/10/12 10:42 AM 07/10/12 10:48 AM 07/10/12 10:54 AM 07/10/12 11:00 AM 07/10/12 11:06 AM 07/10/12 11:12 AM 07/10/12 11:18 AM 07/10/12 11:24 AM

WBS Code 9.1.4 9.1.4.1 9.1.4.2 9.1.4.3 9.1.4.4 9.1.4.5 9.1.4.6 9.1.4.7 9.1.4.8 9.1.4.9 9.1.4.10 9.1.4.11 9.1.4.12 9.1.5 9.1.5.1 9.1.5.2 9.1.5.3 9.1.5.4 9.1.5.5 9.1.5.6 9.1.5.7 9.1.5.8 9.1.5.9 9.1.5.10 9.1.5.11 9.1.5.12 9.1.6 9.1.6.1 9.1.7 9.1.7.1 9.2 9.2.1 9.2.2 9.2.3 9.2.4 9.2.5 10 10.1 10.2 10.3 10.4 10.5 10.6 11 11.1 11.2 11.3 11.4 11.5 11.6 12 12.1 12.2 12.3 12.4 Task Slip decals Decal #1 Decal #2 Decal #3 Decal #4 Decal #5 Decal #6 Decal #7 Decal #8 Decal #9 Decal #10 Decal #11 Decal #12 Blot decals Decal #1 Decal #2 Decal #3 Decal #4 Decal #5 Decal #6 Decal #7 Decal #8 Decal #9 Decal #10 Decal #11 Decal #12 Dry decals Allow to dry overnight Apply clear spray to decals Apply spray to rocket Apply large self adheisive decals Locate decal sheet Peel backing Cut away backing Align decal Smooth decal Prepare Parachute For Flight Insert loosely crumpled recovery wadding into rocket Spike parachute Fold parachute Roll parachute Wrap lines loosely Insert parachute, shock cord and nose cone into body tube Prepare Engine For Flight Separate igniter and plug Insert igniter Insert plug Push plug down Bend igniter wires to form leads Insert engine into rocket Prepare Rocket for test flight Remove Safety Cap from rod Slide launch lugs over rod Attach micro-clips to igniter wires Insert safety key in launch controller Duration 07/10/12 11:24 AM 07/10/12 11:24 AM 07/10/12 11:30 AM 07/10/12 11:36 AM 07/10/12 11:42 AM 07/10/12 11:48 AM 07/10/12 11:54 AM 07/10/12 1:00 PM 07/10/12 1:06 PM 07/10/12 1:12 PM 07/10/12 1:18 PM 07/10/12 1:24 PM 07/10/12 1:30 PM 07/10/12 1:36 PM 07/10/12 1:36 PM 07/10/12 1:42 PM 07/10/12 1:48 PM 07/10/12 1:54 PM 07/10/12 2:00 PM 07/10/12 2:06 PM 07/10/12 2:12 PM 07/10/12 2:18 PM 07/10/12 2:24 PM 07/10/12 2:30 PM 07/10/12 2:36 PM 07/10/12 2:42 PM 07/10/12 2:48 PM 07/10/12 2:48 PM 07/11/12 2:48 PM 07/11/12 2:48 PM 07/12/12 11:48 AM 07/12/12 11:48 AM 07/12/12 1:00 PM 07/12/12 1:30 PM 07/12/12 2:30 PM 07/12/12 3:00 PM 07/13/12 8:00 AM 07/13/12 8:00 AM 07/13/12 8:30 AM 07/13/12 9:00 AM 07/13/12 10:00 AM 07/13/12 11:00 AM 07/13/12 1:00 PM 07/16/12 8:00 AM 07/16/12 8:00 AM 07/16/12 9:00 AM 07/16/12 10:30 AM 07/16/12 1:00 PM 07/16/12 2:00 PM 07/16/12 3:00 PM 07/17/12 8:00 AM 07/17/12 8:00 AM 07/17/12 10:00 AM 07/17/12 1:00 PM 07/17/12 3:00 PM
23
0.15 day(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.15 day(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 1 day(s) 1 day(s) 0.75 day(s) 6 hr(s) 0.53 day(s) 0.2 hr(s) 0.5 hr(s) 1 hr(s) 0.5 hr(s) 2 hr(s) 1 day(s) 0.5 hr(s) 0.5 hr(s) 1 hr(s) 1 hr(s) 1 hr(s) 4 hr(s) 1 day(s) 1 hr(s) 1.5 hr(s) 1.5 hr(s) 1 hr(s) 1 hr(s) 2 hr(s) 1 day(s) 2 hr(s) 2 hr(s) 2 hr(s) 2 hr(s)
07/10/12 1:36 PM 07/10/12 11:30 AM 07/10/12 11:36 AM 07/10/12 11:42 AM 07/10/12 11:48 AM 07/10/12 11:54 AM 07/10/12 12:00 PM 07/10/12 1:06 PM 07/10/12 1:12 PM 07/10/12 1:18 PM 07/10/12 1:24 PM 07/10/12 1:30 PM 07/10/12 1:36 PM 07/10/12 2:48 PM 07/10/12 1:42 PM 07/10/12 1:48 PM 07/10/12 1:54 PM 07/10/12 2:00 PM 07/10/12 2:06 PM 07/10/12 2:12 PM 07/10/12 2:18 PM 07/10/12 2:24 PM 07/10/12 2:30 PM 07/10/12 2:36 PM 07/10/12 2:42 PM 07/10/12 2:48 PM 07/11/12 2:48 PM 07/11/12 2:48 PM 07/12/12 11:48 AM 07/12/12 11:48 AM 07/12/12 5:00 PM 07/12/12 12:00 PM 07/12/12 1:30 PM 07/12/12 2:30 PM 07/12/12 3:00 PM 07/12/12 5:00 PM 07/13/12 5:00 PM 07/13/12 8:30 AM 07/13/12 9:00 AM 07/13/12 10:00 AM 07/13/12 11:00 AM 07/13/12 12:00 PM 07/13/12 5:00 PM 07/16/12 5:00 PM 07/16/12 9:00 AM 07/16/12 10:30 AM 07/16/12 12:00 PM 07/16/12 2:00 PM 07/16/12 3:00 PM 07/16/12 5:00 PM 07/17/12 5:00 PM 07/17/12 10:00 AM 07/17/12 12:00 PM 07/17/12 3:00 PM 07/17/12 5:00 PM
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN 4. Cost Estimates 4.1 Labor Estimates
WBS Code 1 1.1 1.1.1 1.1.2 1.1.3 1.1.4 1.1.5 1.2 1.2.1 1.2.2 1.2.2.1 1.2.2.2 1.2.2.3 1.3 1.3.1 1.4 1.4.1 1.5 1.5.1 1.6 1.6.1 1.6.2 1.6.3 1.7 1.7.1 1.7.2 1.7.3 1.8 1.8.1 1.8.2 1.8.3 2 2.1 2.1.1 2.1.2 2.2 2.2.1 2.2.2 2.2.3 2.3 2.3.1 2.3.2 2.3.3 Task Assemble Engine Mount Locate Engine Mount Parts Locate Engine Mount Tube Locate Green Engine Block Locate Yellow Spacer Tool Locate Engine Hook Locate Engine Hook Retainer Ring Mark Engine Mount Tube Take Pencil Mark Tube Mark 13 mm from rear end of tube Mark 51 mm from rear end of tube Mark 3 mm from front end of tube Cutting Mount Cut 3mm slit at 51 mm mark Mark Yellow Spacer Tool Mark 19 mm from end Glue Smear glue 44 mm inside engine mount tube Install Green Engine Block Push engine block into engine mount tube with Spacer Tool Remove Spacer Tool Let glue dry Install Engine Hook Apply glue around tube ahead of 13 mm mark Position engine hook Insert engine hook into slit Install Adapter Ring Slide ring into front of engine tube Slide ring over engine hook to 13 mm mark Let glue dry Install Tank Tubes Locate Tank Tube Parts Locate White Tank Tubes Locate Fin Mount Install Tank Tube #1 Apply tube type plastic cement into one cavity Insert one Tank Tube into the cavity Gently press the base of Tank Tube until it slip down past lip on inside of Fin Mount Install Tank Tube #2 Apply tube type plastic cement into one cavity Insert one Tank Tube into the cavity Gently press the base of Tank Tube until it slip down past lip on inside of Fin Mount Duration 5 day(s) 0.31 day(s) 0.5 hr(s) 0.5 hr(s) 0.5 hr(s) 0.5 hr(s) 0.5 hr(s) 0.44 day(s) 0.5 hr(s) 0.38 hr(s) 1 hr(s) 1 hr(s) 1 hr(s) 0.5 day(s) 4 hr(s) 0.25 day(s) 2 hr(s) 0.5 day(s) 4 hr(s) 1 day(s) 4 hr(s) 2 hr(s) 2 hr(s) 1 day(s) 2 hr(s) 2 hr(s) 4 hr(s) 1 day(s) 3 hr(s) 3 hr(s) 2 hr(s) 3 day(s) 0.13 day(s) 0.5 hr(s) 0.5 hr(s) 0.48 day(s) 1.5 hr(s) 1.3 hr(s) 1 hr(s) 0.48 day(s) 1.5 hr(s) 1.3 hr(s) 1 hr(s) Fitter Measurer Marker Cutter Gluer Sander Painter Taper Labor Cost
24
x x x x x x x x x x x x x x x
$4.50 $4.50 $4.50 $4.50 $4.50 $4.50 $3.42 $9.00 $9.00 $9.00 $49.00 $18.00 $36.00 $36.00 $18.00
x x x x x
$18.00 $18.00 $36.00 $27.00 $27.00
x x x x x x x x
$4.50 $4.50 $13.50 $11.70 $9.00 $13.50 $11.70 $9.00
25
WBS Code 2.4 2.4.1 2.4.2 2.4.3 2.5 2.5.1 2.5.2 2.5.3 2.6 2.6.1 2.6.2 2.6.3 2.7 2.7.1 2.7.2 2.7.3 3 3.1 3.1.1 3.1.2 3.2 3.2.1 3.2.2 3.2.3 3.2.4 3.3 3.3.1 3.3.2 3.3.3 3.3.4 3.4 3.4.1 3.4.2 3.5 3.5.1 3.5.2 3.5.3 4 4.1 4.1.1 4.2 4.2.1 4.2.2
Task Install Tank Tube #3 Apply tube type plastic cement into one cavity Insert one Tank Tube into the cavity Gently press the base of Tank Tube until it slip down past lip on inside of Fin Mount Install Tank Tube #4 Apply tube type plastic cement into one cavity Insert one Tank Tube into the cavity Gently press the base of Tank Tube until it slip down past lip on inside of Fin Mount Install Tank Tube #5 Apply tube type plastic cement into one cavity Insert one Tank Tube into the cavity Gently press the base of Tank Tube until it slip down past lip on inside of Fin Mount Install Tank Tube #6 Apply tube type plastic cement into one cavity Insert one Tank Tube into the cavity Gently press the base of Tank Tube until it slip down past lip on inside of Fin Mount Install Engine Mount, Cap and Centering Ring Locate Cap and Centering Ring Locate Cap Locate Centering Ring Install Engine Mount Apply tube type plastic cement around inside surface of Fin Mount Insert Engine Mount assembly, aligning Engine Hook with slot in Fin Mount Push Engine Mount into place, stopping on shoulder of Fin Mount Let glue dry Install Cap Apply tube type plastic cement to inside Cap Align Launch Lugs Slide Cap over Engine Mount Tube onto Tank Tubes Let glue dry Glue and Dry Apply tube type plastic cement to Tube/Cap joint Let glue dry Install Centering Ring Apply Carpenter's glue around Tube at 3 mm mark Slide Centering Ring onto Tube even with mark Let glue dry Install Body Tube Locate Body Tube Part Locate Body Tube Glue and Dry Apply glue fillet around both sides of Centering Ring Let glue dry
Duration 0.48 day(s) 1.5 hr(s) 1.3 hr(s) 1 hr(s) 0.48 day(s) 1.5 hr(s) 1.3 hr(s) 1 hr(s) 0.48 day(s) 1.5 hr(s) 1.3 hr(s) 1 hr(s) 1 day(s) 1.5 hr(s) 1.25 hr(s) 1 hr(s) 3 day(s) 0.13 day(s) 0.5 hr(s) 0.5 hr(s) 0.88 day(s) 2 hr(s) 2 hr(s) 1 hr(s) 2 hr(s) 0.88 day(s) 2 hr(s) 1 hr(s) 2 hr(s) 2 hr(s) 0.38 day(s) 1 hr(s) 2 hr(s) 0.75 day(s) 2 hr(s) 2 hr(s) 2 hr(s) 1 day(s) 0.06 day(s) 0.5 hr(s) 0.13 day(s) 0.5 hr(s) 0.5 hr(s)
Fitter
Measurer Marker
Cutter
Gluer x
Sander
Painter
Taper
Labor Cost $13.50 $11.70 $9.00 $13.50 $11.70 $9.00 $13.50 $11.70 $9.00 $13.50 $11.25 $9.00
x x x x x x x x x x x
x x x x x
$4.50 $4.50 $18.00 $18.00 $9.00
x x x
$18.00 $9.00 $18.00
$9.00
x x
$18.00 $18.00
x x
$4.50 $4.50

WBS Code 4.3 4.3.1 4.3.2 4.3.3 4.3.4 4.4 4.4.1 4.4.2 5 5.1 5.1.1 5.1.2 5.2 5.2.1 5.2.2 5.2.3 5.3 5.3.1 5.3.1.1 5.3.1.2 5.3.1.3 5.3.1.4 5.3.2 5.3.2.1 5.3.2.2 5.3.2.3 5.3.2.4 5.3.3 5.3.3.1 5.3.3.2 5.3.3.3 5.3.3.4 5.3.4 5.3.4.1 5.3.4.2 5.3.4.3 5.3.4.4 5.3.5 5.3.5.1 5.3.5.2 5.3.5.3 5.3.5.4 5.3.6 5.3.6.1 5.3.6.2 5.3.6.3 5.3.6.4 Task Install Body Tube Apply tube type plastic cement around outside of ridge on Cap Slide Body Tube down onto Cap Wipe off excess glue Let glue dry Glue and Dry Apply glue fillet to inside Tube/Ring joint Let glue dry Attach Nozzles and Fins Locate Nozzle and Fin Parts Locate Nozzles Locate Fins Install Nozzles Apply tube type plastic cement to narrow ends of nozzles Insert into mounting holes in Fin Mount Let glue dry Install Fins Install Fin #1 Apply tube type plastic cement to flat side of a Fin Attach to Fin Tab Flush with bottom Let glue dry Install Fin #2 Apply tube type plastic cement to flat side of a Fin Attach to Fin Tab Flush with bottom Let glue dry Install Fin #3 Apply tube type plastic cement to flat side of a Fin Attach to Fin Tab Flush with bottom Let glue dry Install Fin #4 Apply tube type plastic cement to flat side of a Fin Attach to Fin Tab Flush with bottom Let glue dry Install Fin #5 Apply tube type plastic cement to flat side of a Fin Attach to Fin Tab Flush with bottom Let glue dry Install Fin #6 Apply tube type plastic cement to flat side of a Fin Attach to Fin Tab Flush with bottom Let glue dry Duration 0.63 day(s) 2 hr(s) 1 hr(s) 0.5 hr(s) 1.5 hr(s) 0.19 day(s) 0.5 hr(s) 1 hr(s) 4 day(s) 0.13 day(s) 0.5 hr(s) 0.5 hr(s) 0.5 day(s) 1 hr(s) 2 hr(s) 1 hr(s) 3.38 day(s) 0.56 day(s) 1.5 hr(s) 1 hr(s) 0.5 hr(s) 1.5 hr(s) 0.56 day(s) 1.5 hr(s) 1 hr(s) 0.5 hr(s) 1.5 hr(s) 0.56 day(s) 1.5 hr(s) 1 hr(s) 0.5 hr(s) 1.5 hr(s) 0.56 day(s) 1.5 hr(s) 1 hr(s) 0.5 hr(s) 1.5 hr(s) 0.56 day(s) 1.5 hr(s) 1 hr(s) 0.5 hr(s) 1.5 hr(s) 0.56 day(s) 1.5 hr(s) 1 hr(s) 0.5 hr(s) 1.5 hr(s) Fitter Measurer Marker Cutter Gluer x x x Sander Painter Taper Labor Cost $18.00 $9.00 $4.50
26
$4.50
x x x x
$4.50 $4.50 $9.00 $18.00
x x x
$13.50 $9.00 $4.50
x x x
$13.50 $9.00 $4.50
x x x
$13.50 $9.00 $4.50
x x x x x x x
$13.50 $9.00 $4.50 $13.50 $13.50 $9.00 $4.50
x x x
$13.50 $9.00 $4.50

WBS Code 6 6.1 6.1.1 6.2 6.2.1 6.3 6.3.1 6.3.2 6.4 6.4.1 6.4.2 6.5 6.5.1 6.5.2 6.5.3 6.6 6.6.1 6.6.2 6.6.3 6.7 6.7.1 6.7.2 6.7.3 6.7.4 7 7.1 7.1.1 7.1.2 7.1.3 7.2 7.2.1 7.2.2 7.3 7.3.1 7.3.2 7.3.3 7.3.4 Task Shock Cord Mount Assembly Locate Shock Cord Mount Parts Locate Shock Cord Mount Pattern Sheet Cut Shock Cord Mount Cut shock cord mount from pattern sheet Crease assembly Fold on dotted lines Crease on dotted lines Glue mount assembly Spread glue Lay end of shock cord in glue Fold mount assembly Fold section 1 Apply glue section 3 Fold again Squeeze and hold mount assembly Squeeze tightly Hold assembly Allow to dry Install shock cord mount Apply glue to shock cord mount assembly Insert shock cord mount assembly 38 mm inside upper body tube Hold until glue sets Let glue dry Attach Parachute and Shock Cord Locate Parts Locate Nose Cone Locate Assembled Parachute Locate Rubber Shock Cord Prepare Nose Cone Remove excess flash on the nose cone Clean the eyelet of the nose cone Attach Parachute Form loop in Shroud Lines Push through hole in nose cone Pass parachute through loop Tie Shock Cord to nose cone Duration 1 day(s) 0.06 day(s) 0.5 hr(s) 0.13 day(s) 1 hr(s) 0.06 day(s) 0.25 hr(s) 0.25 hr(s) 0.06 day(s) 0.3 hr(s) 0.2 hr(s) 0.06 day(s) 0.2 hr(s) 0.2 hr(s) 0.1 hr(s) 0.06 day(s) 0.1 hr(s) 0.1 hr(s) 0.3 hr(s) 0.56 day(s) 0.5 hr(s) 2 hr(s) 0.5 hr(s) 1.5 hr(s) 2 day(s) 0.5 day(s) 2 hr(s) 1 hr(s) 1 hr(s) 0.5 day(s) 2 hr(s) 2 hr(s) 1 day(s) 1.5 hr(s) 1.5 hr(s) 2.5 hr(s) 2.5 hr(s) Fitter Measurer Marker Cutter Gluer Sander Painter Taper Labor Cost
27
x x x x x x x x x x x
$6.13 $12.25 $3.06 $3.06 $2.70 $1.80 $1.80 $1.80 $0.90 $0.90 $0.90
x x x
$4.50 $18.00 $4.50
x x x x x x x x x
$18.00 $9.00 $9.00 $18.00 $18.00 $13.50 $13.50 $22.50 $22.50

WBS Code 8 8.1 8.1.1 8.2 8.2.1 8.2.2 8.2.3 8.2.4 8.3 8.3.1 8.3.2 8.3.3 9 9.1 9.1.1 9.1.2 9.1.2.1 9.1.2.2 9.1.2.3 9.1.2.4 9.1.2.5 9.1.2.6 9.1.2.7 9.1.2.8 9.1.2.9 9.1.2.10 9.1.2.11 9.1.2.12 9.1.3 9.1.3.1 9.1.3.2 9.1.3.3 9.1.3.4 9.1.3.5 9.1.3.6 9.1.3.7 9.1.3.8 9.1.3.9 9.1.3.10 9.1.3.11 9.1.3.12 9.1.4 9.1.4.1 9.1.4.2 9.1.4.3 9.1.4.4 9.1.4.5 9.1.4.6 9.1.4.7 9.1.4.8 9.1.4.9 9.1.4.10 9.1.4.11 9.1.4.12 Task Finishing Rocket Verify dryness Check to ensure glue joint are dry Prime rocket Apply primer coat #1 Sand rocket body #1 Apply primer coat #2 Sand rocket body #2 Paint rocket Insert paint handle Apply paint to rocket Allow to dry Apply Decals Apply Water Decals Locate decal sheet Cut decals Decal #1 Decal #2 Decal #3 Decal #4 Decal #5 Decal #6 Decal #7 Decal #8 Decal #9 Decal #10 Decal #11 Decal #12 Dip decals in water Decal #1 Decal #2 Decal #3 Decal #4 Decal #5 Decal #6 Decal #7 Decal #8 Decal #9 Decal #10 Decal #11 Decal #12 Slip decals Decal #1 Decal #2 Decal #3 Decal #4 Decal #5 Decal #6 Decal #7 Decal #8 Decal #9 Decal #10 Decal #11 Decal #12 Duration 5 day(s) 0.5 day(s) 4 hr(s) 3 day(s) 4 hr(s) 4 hr(s) 4 hr(s) 4 hr(s) 1.5 day(s) 2 hr(s) 5 hr(s) 5 hr(s) 3 day(s) 2.48 day(s) 1 hr(s) 0.15 day(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.15 day(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.15 day(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) Fitter Measurer Marker Cutter Gluer Sander Painter Taper Labor Cost
28
x x x x x x
$46.00 $46.00 $46.00 $46.00 $18.00 $57.50
x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x
$9.00 1.35 $0.90 $0.90 $0.90 $0.90 $0.90 $0.90 $0.90 $0.90 $0.90 $0.90 $0.90 $0.90 $0.90 $0.90 $0.90 $0.90 $0.90 $0.90 $0.90 $0.90 $0.90 $0.90 $0.90 $0.90 $0.90 $0.90 $0.90 $0.90 $0.90 $0.90 $0.90 $0.90 $0.90 $0.90 $0.90 $0.90

WBS Code 9.1.5 9.1.5.1 9.1.5.2 9.1.5.3 9.1.5.4 9.1.5.5 9.1.5.6 9.1.5.7 9.1.5.8 9.1.5.9 9.1.5.10 9.1.5.11 9.1.5.12 9.1.6 9.1.6.1 9.1.7 9.1.7.1 9.2 9.2.1 9.2.2 9.2.3 9.2.4 9.2.5 10 10.1 10.2 10.3 10.4 10.5 10.6 11 11.1 11.2 11.3 11.4 11.5 11.6 12 12.1 12.2 12.3 12.4 Task Blot decals Decal #1 Decal #2 Decal #3 Decal #4 Decal #5 Decal #6 Decal #7 Decal #8 Decal #9 Decal #10 Decal #11 Decal #12 Dry decals Allow to dry overnight Apply clear spray to decals Apply spray to rocket Apply large self adheisive decals Locate decal sheet Peel backing Cut away backing Align decal Smooth decal Prepare Parachute For Flight Insert loosely crumpled recovery wadding into rocket Spike parachute Fold parachute Roll parachute Wrap lines loosely Insert parachute, shock cord and nose cone into body tube Prepare Engine For Flight Separate igniter and plug Insert igniter Insert plug Push plug down Bend igniter wires to form leads Insert engine into rocket Prepare Rocket for test flight Remove Safety Cap from rod Slide launch lugs over rod Attach micro-clips to igniter wires Insert safety key in launch controller Duration 0.15 day(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 1 day(s) 1 day(s) 0.75 day(s) 6 hr(s) 0.53 day(s) 0.2 hr(s) 0.5 hr(s) 1 hr(s) 0.5 hr(s) 2 hr(s) 1 day(s) 0.5 hr(s) 0.5 hr(s) 1 hr(s) 1 hr(s) 1 hr(s) 4 hr(s) 1 day(s) 1 hr(s) 1.5 hr(s) 1.5 hr(s) 1 hr(s) 1 hr(s) 2 hr(s) 1 day(s) 2 hr(s) 2 hr(s) 2 hr(s) 2 hr(s) Fitter Measurer Marker Cutter Gluer Sander Painter Taper x x x x x x x x x x x x Labor Cost $0.90 $0.90 $0.90 $0.90 $0.90 $0.90 $0.90 $0.90 $0.90 $0.90 $0.90 $0.90
29
x x x x x x x x x x x x x x x x x x x x x x x Total Labor Cost for work performed: Current Hourly Pay Rate Cutter Gluer Sander $12.25 $9.00 $9.00
$6.75 $54.00 $1.80 $4.50 $9.00 $4.50 $18.00 $4.50 $4.50 $9.00 $9.00 $9.00 $36.00 $12.25 $13.50 $13.50 $9.00 $9.00 $18.00 $24.50 $18.00 $18.00 $18.00 $1,798.32
Fitter $9.00
Measurer Marker $9.00 $9.00
Painter $11.50
Taper $9.00
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN 4.2 Materials and Equipment Estimates
30
Rubicon Rocket Project - Materials and Equipment

Required Rocket Kit Supplies Ruler Scissors Knife, razor Sandpaper 200 grit (sheets) Sandpaper 320 grit (sheets) Tape, paint & masking (rolls) Pencil, mechanical Material Primer, paint, sandable (cans) Paint, Grey (cans) Paint, Black (cans) Paint, Orange (cans) Paint, White (cans) Paint, Silver (cans) Coating, Clear (cans) Glue, Carpenters (pints) Rubber cement (quarts) Rocket Engines Igniter Misc items 20 3 8 3 8 2 3 3 2 7 7 $5.00 $5.00 $5.00 $5.00 $5.00 $5.00 $7.50 $4.00 $8.00 $50.00 $10.00 Sub Total: Total Cost : $100.00 $15.00 $40.00 $15.00 $40.00 $10.00 $22.50 $12.00 $16.00 $350.00 $70.00 $89.00 $779.50 $1,360.00 1 1 1 11 11 2 1 $2.00 $5.00 $5.00 $0.25 $0.25 $5.00 $3.00 Sub Total: $2.00 $5.00 $5.00 $2.75 $2.75 $10.00 $3.00 $30.50 Estes Rubicon Rocket 1 $ Per $500.00 Shipping Total $50.00 Sub Total: $550.00 $550.00
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN 5. Project Schedule
31
Red Tasks indicate Critical Path
Rubicon Rocket Project - Activity Schedule

11-May 21-May 31-May 10-Jun 20-Jun 30-Jun 10-Jul 20-Jul 30-Jul Install Tank Tubes
Assemble Engine Mount
Install Engine Mount, Cap and Centering Ring Install Body Tube Attach Nozzles and Fins Shock Cord Mount Assembly
Attach Parachute and Shock Cord

Finishing Rocket
Apply Decals
Prepare Parachute For Flight
Prepare Engine For Flight

Prepare Rocket for test flight
Assemble Engine Mount Task Start Date Task Duration (Days)
Install Tank Tubes
Install Engine Mount, Cap and Centering Ring
Install Body Tube
Attach Nozzles and Fins
Shock Cord Mount Assembly
Attach Parachute and Shock Cord
Finishing Rocket
Apply Decals
Prepare Parachute for Flight
Prepare Engine for Flight
Prepare Rocket for Flight
06-Jun 5
06-Jun 3
15-Jun 3
21-Jun 1
22-Jun 4
02-Jul 1
12-Jun 2
03-Jul 5
10-Jul 3
13-Jul 1
16-Jul 1
17-Jul 1
See Appendix A for the Project Network Diagram.
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN 6. Responsibility Assignment Matrix
Rubicon Rocket Project Team Responsibility Assignment Matrix
WBS Code 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 8.2 8.3 9.0 10.0 11.0 Functional Manager (Measurer, Marker) Mace Windu Mace Windu Mace Windu Mace Windu Mace Windu Mace Windu Mace Windu Mace Windu Mace Windu Mace Windu Mace Windu Mace Windu Mace Windu Obi Wan Kenobi Obi Wan Kenobi Obi Wan Kenobi Obi Wan Kenobi Functional Manager (Fitter, Cutter) Obi Wan Kenobi Obi Wan Kenobi Obi Wan Kenobi Obi Wan Kenobi Obi Wan Kenobi Obi Wan Kenobi Obi Wan Kenobi Functional Manager (Sander, Painter) Functional Manager (Gluer) Hans Solo Hans Solo Hans Solo Hans Solo Hans Solo Hans Solo Anakin Skywalker Anakin Skywalker Anakin Skywalker Anakin Skywalker Luke Skywalker Functional Manager (Taper) Quality Assurance Bailey Bailey Bailey Bailey Bailey Bailey Bailey Bailey Bailey Bailey Bailey Bailey Bailey Luke Skywalker
32
Deliverable Assemble Engine Mount Install Tank Tubes Install Engine Mount, Cap and Centering Ring Install Body Tube Attach Nozzles and Fins Shock Cord Mount Assembly Attach Parachute and Shock Cord Finishing Rocket Prime Rocket Paint Rocket Apply Decals Prepare Parachute For Flight Prepare Engine For Flight
Stakeholder Byrd Byrd Johnson Bell Byrd Bell Bocock Byrd, Johnson Byrd Bocock Johnson Rubicon Project Team Rubicon Project Team Rubicon Project Team, KTC
Alternate Bocock Byrd Johnson Bell Bocock Byrd Johnson Bell Johnson Byrd Bocock N/A N/A
QA Alternate DPRO Rep DPRO Rep DPRO Rep DPRO Rep DPRO Rep DPRO Rep DPRO Rep DPRO Rep DPRO Rep DPRO Rep DPRO Rep Johnson Johnson
12.0
Prepare Rocket For Test Flight
Mace Windu
Bailey
N/A
Johnson
In every project with products, quality assurance is very important. An assumption is made that KTC can use DPRO Rep (Defense Plant Representative Office) to perform QA in the event the primary QA is not available. All major defense contractors have DPRO onsite. For smaller defense contractors, they can use the DPRO at the major defense contractors, as long as the two locations are within 50 miles radius. Functional Functional Functional Functional Functional Manager (Measurer, Marker) Manager (Fitter, Cutter) Manager (Sander, Painter) Manager (Gluer) Manager (Taper) Mace Windu Obi Wan Kenobi Anakin Skywalker Hans Solo Luke Skywalker
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN 7. Performance Measurement Baseline
CATEGORY Labor Material and Supplies TOTAL CUMULATIVE Week 1 $339.41 $590.00 $929.41 $929.41 Week 2 $323.80 $32.00 $355.80 $1,285.21 Week 3 $241.00 $26.50 $267.50 $1,552.71 Week 4 $260.11 $275.50 $535.61 $2,088.32 Week 5 $254.50 $16.00 $270.50 $2,358.82 Week 6 $379.50 $420.00 $799.50 $3,158.32 Total
33
$1,798.32 $1,360.00 $3,158.32
Rubicon Rocket Project - Cumulative Cost

$3,500.00 $3,000.00 $2,500.00 $2,000.00 $1,500.00 Cost EAC $3,158.32
$1,000.00
$500.00 $0.00 Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN 8. Major Milestones
34
Rubicon Rocket Project - Milestone Matrix

Indentifier Task Description 1.1 MS Assemble Engine Mount - Start 1.1.1 Locate Engine Mount Parts - Finish 1.1.2 Mark Engine Mount Tube - Finish 1.1.3 Cutting Mount - Finish 1.1.4 Mark Yellow Spacer Tool - Finish 1.1.5 Glue - Finish 1.1.6 Install Green Engine Block - Finish 1.1.7 Install Engine Hook - Finish 1.1.8 Install Adapter Ring - Finish 1.1 MF Assemble Engine Mount - Finish 2.1 MS 2.1.1 2.1.2 2.1.3 2.1.4 2.1.5 2.1.6 2.1.7 2.1 MF 3.1 MS 3.1.1 3.1.2 3.1.3 3.1.4 3.1.5 3.1 MF 4.1 MS 4.1.1 4.1.2 4.1.3 4.1.4 4.1 MF 5.1 MS 5.1.1 5.1.2 5.1.3 5.1 MF 6.1 MS 6.1 MF 7.1 MS 7.1.1 7.1.2 7.1.3 Install Tank Tubes - Start Locate Tank Tube Parts - Finish Install Tank Tube #1 - Finish Install Tank Tube #2 - Finish Install Tank Tube #3 - Finish Install Tank Tube #4 - Finish Install Tank Tube #5 - Finish Install Tank Tube #6 - Finish Install Tank Tubes - Finish Duration 5 day(s) 0.31 day(s) 0.44 day(s) 0.5 day(s) 0.25 day(s) 0.5 day(s) 1 day(s) 1 day(s) 1 day(s) 3 day(s) 0.13 day(s) 0.48 day(s) 0.48 day(s) 0.48 day(s) 0.48 day(s) 0.48 day(s) 1 day(s)
06-Jun
- Start of Milestone
07-Jun 08-Jun 09-Jun 10-Jun
- Requires Program Manager Review at Completion

11-Jun 12-Jun 13-Jun 14-Jun 15-Jun 16-Jun 17-Jun 18-Jun
- Requires Customer Signature at Completion (Burt Rutan)

19-Jun 20-Jun 21-Jun 22-Jun 23-Jun 24-Jun 25-Jun 26-Jun 27-Jun 28-Jun 29-Jun 30-Jun 01-Jul 02-Jul 03-Jul 04-Jul 05-Jul 06-Jul 07-Jul 08-Jul 09-Jul 10-Jul 11-Jul 12-Jul 13-Jul 14-Jul 15-Jul 16-Jul 17-Jul
Install Engine Mount, Cap and Centering Ring - Start 3 day(s) Locate Cap and Centering Ring - Finish 0.13 day(s) Install Engine Mount - Finish 0.88 day(s) Install Cap - Finish 0.88 day(s) Glue and Dry - Finish 0.38 day(s) Install Centering Ring - Finish 0.75 day(s) Install Engine Mount, Cap and Centering Ring - Finish Install Body Tube - Start Locate Body Tube Part - Finish Glue and Dry - Finish Install Body Tube - Finish Glue and Dry - Finish Install Body Tube - Finish Attach Nozzles and Fins - Start Locate Nozzle and Fin Parts - Finish Install Nozzles - Finish Install Fins - Finish Attach Nozzles and Fins - Finish Shock Cord Mount Assembly - Start Shock Cord Mount Assembly - Finish Attach Parachute and Shock Cord - Start Locate Parts - Finish Prepare Nose Cone - Finish Attach Parachute - Finish 1 day(s) 0.06 day(s) 0.13 day(s) 0.63 day(s) 0.19 day(s) 4 day(s) 0.13 day(s) 0.5 day(s) 3.38 day(s) 1 day(s) 2 day(s) 0.5 day(s) 0.5 day(s) 1 day(s)
35
Indentifier Task Description 5.1 MF Attach Nozzles and Fins - Finish 6.1 MS 6.1 MF 7.1 MS 7.1.1 7.1.2 7.1.3 7.1 MF 8.1 MS 8.1.1 8.1.2 8.1.3 8.1 MF 9.1 MS 9.1.1 9.1.2 9.1 MF 10.1 MS 10.1 MF 11.1 MS 11.1 MF 12.1 MS 12.1 MF Shock Cord Mount Assembly - Start Shock Cord Mount Assembly - Finish Attach Parachute and Shock Cord - Start Locate Parts - Finish Prepare Nose Cone - Finish Attach Parachute - Finish Attach Parachute and Shock Cord - Finish Finishing Rocket - Start Verify dryness - Finish Prime rocket - Finish Paint rocket - Finish Finishing Rocket - Finish Apply Decals - Start Apply Water Decals - Finish Apply large self adheisive decals - Finish Apply Decals - Start Prepare Parachute For Flight - Start Prepare Parachute For Flight - Finish Prepare Engine For Flight - Start Prepare Engine For Flight -Finish Prepare Rocket for test flight - Start Prepare Rocket for test flight - Finish
Duration 1 day(s) 2 day(s) 0.5 day(s) 0.5 day(s) 1 day(s) 5 day(s) 0.5 day(s) 3 day(s) 1.5 day(s) 3 day(s) 2.48 day(s) 0.53 day(s) 1 day(s) 1 day(s) 1 day(s)
06-Jun
07-Jun
08-Jun
09-Jun
10-Jun
11-Jun
12-Jun
13-Jun
14-Jun
15-Jun
16-Jun
17-Jun
18-Jun
19-Jun
20-Jun
21-Jun
22-Jun
23-Jun
24-Jun
25-Jun
26-Jun
27-Jun
28-Jun
29-Jun
30-Jun
01-Jul
02-Jul
03-Jul
04-Jul
05-Jul
06-Jul
07-Jul
08-Jul
09-Jul
10-Jul
11-Jul
12-Jul
13-Jul
14-Jul
15-Jul
16-Jul
17-Jul
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN 9. Resource Allocation Matrix
Kaplan Technical Corporation - Rubicon Rocket Assembly
Step 1 Sub Task Assemble engine mount A. Measure and mark Engine Mount Tube B. Cut slit C. Mark spacer tool D. Smear glue inside Engine Mount Tube E. Push Engine Block into Engine Mount Tube F. Insert Engine Hook into slit G. Install Engine Hook Retainer Ring Install tank tubes A. Apply tube type plastic cement B. Install tank tubes C. Align tank tubes Install engine mount, cap and centering ring A. Apply tube type plastic cement B. Insert Engine Mount assembly and align Engine Hook C. Install Engine Mount D. Apply tube type plastic cement E. Align Launch Lugs F. Apply tube type plastic cement G. Install Centering Ring Install body tube A. Measure Body tube B. Mark Body Tbe C. Cut Body Tube D. Apply Glue E. Insert engine mount assembly into body tube Attach nozzles and fins A. Apply tube type plastic cement B. Install nozzles C. Apply tube type plastic cement D. Install fins Install shock cord mount A. Cut out Shock Cord Mount B. Apply glue C. Glue mount Fitter Measurer Marker X X X X X X X X X X X X X X X X X X X X X X X X X X X X X Cutter Gluer Sander Painter Taper
36
37
Step 7
10
11
12
Sub Task Fitter Attach parachute and shock cord A. Remove excess flash and clean the eyelet of the nose cone B. Form loop in Shroud Lines X C. Install chute X D. Tie Shock Cord to Nose Cone Paint rocket componenets A. Paint Fins B. Paint Body Apply decals on the rocket A. Determine location for decals X B. Apply and attach Deacls Prepare parachute for flight A. Install recovery wadding into rocket X B. Spike Chute X C. Fold Chute X D. Roll chute X E. Install chute, shock cord, nose cone into body X Prepare engine for flight A. Separate igniter and plug B. Insert plug X Prepare Rocket for Launch B. Slide launch lugs over rod X D. Insert safety key in launch controller X
Measurer Marker
Cutter
Gluer
Sander X
Painter
Taper
X X
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN 10. Probability-Impact Matrix
Defined Conditions for Impact Scales of a Risk on Major Project Product Testing Objectives Health and Safety Relational Scales
Objectives Frequent / 4.38%
Environment Clean up
38
Probable / 8.75%
Equipment Damages < 8.75%
Occasional Unexpected Improbable / / 17.50% / 35% 70%

Environment Damages Expense < 8.75% 17.50% Illness One Work Day Loss for < 4.38% - 8.75% of Personnel Unrestorable Damages Equipment Breakdown
Risk Identification
Cost
Disability Catastrophic > - Damage parts Expense < 35% - Missing parts 17.50% - 35%
Time
Equipment, Lengthen Personnel or Schedule to Vendor Late Reconstruct < Arrival 4.38% Additional Testing Required Inadequate Material Quantity Reconstruct and Rebuild to Correct Correction Failed Test
Scope Quality
Injury Illegal Several Work Violation > Day Losses < 17.50% 8.75% 17.50% Hospitalized Catastrophic > Personnel 35% Personnel Loss
- Mis-alignment - Not enough time for glue to dry - Not enough time for paint to dry - Not enough time for decals to dry - Parts won't fit - Sand damage
Catastrophic > - Bad igniter 35% - Bad plug - Bad engine
Probability and Impact Matrix

Probability
80.00% 60.00% 40.00% 20.00% 10.00% 3.50% 2.63% 1.75% 0.88% 0.44% 4.38% 7.00% 5.25% 3.50% 1.75% 0.88% 8.75%
Threats
14.00% 10.50% 7.00% 3.50% 1.75% 17.50% 28.00% 21.00% 14.00% 7.00% 3.50% 35.00% 56.00% 42.00% 28.00% 14.00% 7.00% 70.00% 56.00% 42.00% 28.00% 14.00% 7.00% 70.00% 28.00% 21.00% 14.00% 7.00% 3.50% 35.00%
Opportunities
14.00% 10.50% 7.00% 3.50% 1.75% 17.50% 7.00% 5.25% 3.50% 1.75% 0.88% 8.75% 3.50% 2.63% 1.75% 0.88% 0.44% 4.38%
Impact
Frequent
4.38% - Risks involved with scheduled timeline increases due to late arrivals with personnel or vendors and poor quality testing envirornments or materials, such as exhaust smoke clean-up required due to testing with damaged equipment or materials. 8.75% - Minimal risks resulting in injury or illness with losses greater than $2,000 but less than $15,000 for personnel missing hours within a day of work or other risks regarding test failures and component reconstruction requirements. If flammable materials are being used volunteer firefighters will need to be present during any testing timelines, in case rocket exhaust ignites and smoke becomes unconstrained within the testing environment. 17.50% - Risks resulting in injury or illness with losses greater than $10,000 but less than $100,000 for personnel missing one day or more of work. These injuries could be the result of failure of glued or bolted conntections for the prevention of equipment damages.
Probable
Occasional
Unexpected 35% - Hazards resulting in permanent disabilities, injuries or occupational illnesses resulting in the hospitalization of more than three personnel costing over $300,000 but less than $2,000,000 with irreversable legal violations. Depending on the depth of the testing area and space available for use to test the rocket quality and the risk of the rocket launching properly; it could be difficult to ensure that the rocket will not crash in the testing environment or hit and injure a project participant during the testing evaluation period. Improbable 70% - Catastropic risks that could result in death, permanent disability or losses of any kind that exceed $10,000,000. and are irreversibly severe legal environmental violations causing irregulatory damages; this will end the project without closure but with termination instead.
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN 11. Vendor Evaluation Benchmark
Paint Vendor Comparison
Criteria Fastest Drying Time Availibility Best Coverage Lowest Cost Totals
Notes: In all cases the highest value is the best result Ea s e of a ppl i ca tion wa s equa l a s the requi rment wa s for pa i nt i n a eros ol s pra y ca ns Vendor 1: Tes tors Spra y Pa i nt Vendor 2: Seymour Spra y Pa i nt Vendor 3: Rustoleum Spray Paint Vendor 4: Kryl on Spra y Pa i nt Vendor 3 - Rustoleum Spray Paint - was selected as it provided best coverage at the lowest price (70% of our established criteria)
39
Weight 0.1 0.2 0.3 0.4 1
Vendor 1 Raw 1 2 3 2 8
Vendor 1 Weighted 0.1 0.4 0.9 0.8 2.2
Vendor 2 Raw 4 1 4 1 10
Vendor 2 Weighted 0.4 0.2 1.2 0.4 2.2
Vendor 3 Raw 2 3 2 3 10
Vendor 3 Weighted 0.2 0.6 0.6 1.2 2.6
Vendor 4 Raw 3 4 1 4 12
Vendor 4 Weighted 0.3 0.8 0.3 1.6 3
Glue Vendor Comparison

Criteria Breaking Force Fastest Drying Time Ease of Application Lowest Cost Totals
Notes: In all cases the highest value is the best result Vendor 1: El mers Probond Vendor 2:Franklin Titebond III Vendor 3: Gori l l a Wood Gl ue Vendor 4: LePa ge Ca rpenters Gl ue Vendor 2 - Franklin Titebond - was selected as it provided the strongest bond at the lowest price (70% of our established criteria)
Weight 0.4 0.3 0.2 0.1 1
Vendor 1 Raw 2 4 3.5 4 13.5
Vendor 1 Weighted 0.8 1.2 0.7 0.4 3.1
Vendor 2 Raw 4 3 3.5 2 12.5
Vendor 2 Weighted 1.6 0.9 0.7 0.2 3.4
Vendor 3 Weighted 0.4 0.6 0.2 0.3 1.5
Vendor 4 Weighted 1.2 0.3 0.4 0.1 2
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN 12. Project Constraints During the assembly of the Rubicon Gauchito Rocket, Kaplan Technical Corporation (KTC) will balance the competing resources identified and made available for assembly of the new 7/8-scale model for testing. KTC will address the needs, concerns, and expectations of
40
stakeholders as the build is planned and carried out (Project Management Institute [PMI], 2008). The identified constraints are: 1. Scope - Build a 7/8-scale demonstration-evaluation (DEMVAL) rocket based on the provided engineering specifications 2. Schedule Rocket must be ready to launch on 17 July 2012 a. Currently established 40 hour / 5 day work week 3. Budget Scaled Composites has authorized KTC a budget of $10,000 4. Resources Availability/delivery of components not included in the kit a. Porta Pad II Launch Pad b. Electron Beam Launch Controller c. Recovery Wadding d. Engine model: D12-3 or D12-5 e. Engine igniters and plugs 5. Quality Rocket must constructed to allow for multiple launches 6. Risk Launch activities will be carried out in coordination with the National Association of Rocketry (National Association of Rocketry [NAR], 2008) 7. Environmental a. Weather Can potentially delay launch b. Launch Pad Determine adequate area safe for testing
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN 8. Team Members a. Sick leave or vacation time can impact schedule
41
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN 13. Project Assumptions KTC will be successful during the assembly and demonstration. In order to move
42
forward without complete information, we need to make assumptions that if proven correct will result in the capability for success. An Assumption is, in one sense, the flip side of a risk. With an Assumption, we expect something to happen. With a risk, we ask what will we do if something does not happen, or how do we increase the probability that something will happen (Turnbit, 2005, p.1). These assumptions will be assessed and updated periodically as new information is presented. Assumptions are potential failure points in a project. They need to be monitored and managed. 1. Instructions The assembly instruction guide will be provided with the kit and will fully detail all steps. 2. Materials a. All material required in the assembly kit will all on hand and serviceable. b. The required engine will be available and will function according to specification c. Sufficient additional parts will be on hand to substitute if failure occurs d. Redundant launch mechanisms will available 3. Funds Sufficient funds for purchasing material and covering the costs of testing and transportation will be available. 4. Skilled Workers Workers with the necessary skills for the assembly of the scale model rocket are available 5. Recovery a. The flight of the rocket will allow it to be monitored and recovered
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN b. The parachute will not fail 6. Risk Mitigation a. The test site will be free from overhead hazards b. The weather conditions will allow the demonstration to occur on time
43
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN 14. Scope Management Plan Project Name: Ansari X Prize Rubicon Gauchito Rocket Project Manager: Jeffery Gilpin Contract Number: GM592-01N 14.1 Purpose The purpose of this scope management plan is to define the scope of the Rubicon
44
Gauchito Rocket project. This scope management plan provides a formal guideline for defining, planning, controlling and verifying the project throughout the duration of the project. This scope management plan includes the roles and responsibilities of all the project participants, managing the scope and changes to the scope, the Work Breakdown Structure (WBS), the WBS dictionary, and scope verification to ensure that deliverables are met according to guidelines in accordance with the project scope. 14.2 Define Scope The scope for the Gauchito Rocket Project was defined through a collection of requirements process. An analysis was done on the Gauchito Rocket plan by Space Transport Corporation. Kaplan Technical Corporation (KTC) was outsourced because of their expertise in assembly of launch vehicles. The scope for the Gauchito Rocket Project includes building a 7/8 scale demonstration-evaluation (DEMVAL) rocket based on the provided engineering specifications, testing, and acceptance of the Gauchito Rocket. The project deliverable is a 7/8scale demonstration evaluation rocket (DEMVAL). This demonstration model of the Gauchito rocket will be equipped with a reusable, single stage, multiple type engine capable rockets with a parachute recovery system held by a plastic nose cone. The finished rocket will be 22 feet (67.7m), Diameter of 38 inches (96.5cm), GTOW of 5,000-lbs (2,268 Kg), Dry WT of 1,500-lbs
45
(680 Kg), Seven Engines, Total Thrust of 20,000-lbs (88,964 N), Payload Capacity of 595-lbs (270 Kg), and Crew Environment: Pressurized cabin. The acceptance criteria for this project are successfully building a 7/8 scale (DEMVAL) rocket, the expected start date is July 6, 2012 and the rocket must be completed on or before July 17, 2012. The rocket must meet documented performance requirements and meet the budget of $10,000. 14.3 Roles and Responsibilities Name Burt Rutan, Scaled Composites Dr. M. Jeffery Tyler, SST Corp Jeffery Gilpin, KTC Role Primary Customer Representative Project Sponsor Responsibilities Sign-off Project Charter Approval of project completion and project closure - Sign-off Project Charter - Communicate with stakeholders and commitment of personnel resources. Responsibilities: - Coordinate the project planning, executing, monitoring and controlling, and closing, following DODs processes based on the PMI. - Ensure project deliverables are completed on time and in budget. - Report progress of project to stakeholders to cover critical path schedule, deliverables, and any identified risks updated during weekly status meetings. - Coordinate training for subcontracted personnel. - Coordinate and lead project meetings. Authority: - Communicate directly with project sponsor on status and issues. - Communicate with resource officer and affected functional managers regarding resource allocation and scheduling. Provide Quality Assurance Staff for the project to validate each deliverable.
Ansari X Prize Gauchito Rocket Project Manager
Thomas Bailey, KTC
Quality Assurance
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN Name Thomas Bailey, KTC Steven Bell, KTC Steven Bell, KTC Role Staffing Manager Schedule Manager Procurement Manager Communication Manager Cost Manager Risk Manager Responsibilities Responsibility Assignment Matrix Project Key Staff Scheduled start dates for WBS tasks Major Milestones and target dates
46
Coordination of resources with resource officer and any functional managers affected. Description of how the communication for the project is going to proceed Preparation of Cost Estimates Performance Measurement Baseline
Ryan Bocock, KTC
Jeffery Gilpin, KTC Pamela Johnson, KTC
Identify key risks and provide risk management resources to the project to facilitate identifying risks and planning for contingencies. Provide the project with Measurer and Marker.
Mace Windu , KTC
Functional Manager (Measurer, Marker) Functional Manager (Fitter, Cutter) Functional Manager (Sander, Painter) Functional Manager (Gluer)
Obi Wan Kenobe, KTC
Provide the project with Fitter and Cutter.
Anakin Skywalker, KTC
Provide the project with Sander and Painter.
Hans Solo, KTC
Provide the project with Gluer.
Luke Skywalker, KTC Functional Manager (Taper)
Provide the project with Taper.
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN 14.4 Work Breakdown Structure (WBS)
47
To effectively manage the Gauchito Rocket Project, the work required will be subdivided into individual work packages that will not exceed 40 hours of work. The will make it possible for the Project Manger to manage the projects scope more effectively while the project team work on tasks required for project completion. The projects deliverables are subdivided into smaller, manageable components until the work and deliverables are defined to the work package level. All work packages will require no more than 40 hours of work.
Step 1 2 3 4 5 6 7 8 9 10 11 12
WBS Task Assemble engine mount Install tank tubes Install engine mount, cap and centering ring Install body tube Attach nozzles and fins Install shock cord mount Attach parachute and shock cord Paint rocket components Apply decals on the rocket Prepare parachute for flight Prepare engine for flight Prepare rocket for test flight

WBS Code 1 1.1 1.1.1 1.1.2 1.1.3 1.1.4 1.1.5 1.2 1.2.1 1.2.2 1.2.2.1 1.2.2.2 1.2.2.3 1.3 1.3.1 1.4 1.4.1 1.5 1.5.1 1.6 1.6.1 1.6.2 1.6.3 1.7 1.7.1 1.7.2 1.7.3 1.8 1.8.1 1.8.2 1.8.3 2 2.1 2.1.1 2.1.2 2.2 2.2.1 2.2.2 2.2.3 2.3 2.3.1 2.3.2 2.3.3 2.4 2.4.1 2.4.2 2.4.3 2.5 2.5.1 2.5.2 2.5.3 2.6 2.6.1 2.6.2 2.6.3 2.7 2.7.1 2.7.2 2.7.3 Task Assemble Engine Mount Locate Engine Mount Parts Locate Engine Mount Tube Locate Green Engine Block Locate Yellow Spacer Tool Locate Engine Hook Locate Engine Hook Retainer Ring Mark Engine Mount Tube Take Pencil Mark Tube Mark 13 mm from rear end of tube Mark 51 mm from rear end of tube Mark 3 mm from front end of tube Cutting Mount Cut 3mm slit at 51 mm mark Mark Yellow Spacer Tool Mark 19 mm from end Glue Smear glue 44 mm inside engine mount tube Install Green Engine Block Push engine block into engine mount tube with Spacer Tool Remove Spacer Tool Let glue dry Install Engine Hook Apply glue around tube ahead of 13 mm mark Position engine hook Insert engine hook into slit Install Adapter Ring Slide ring into front of engine tube Slide ring over engine hook to 13 mm mark Let glue dry Install Tank Tubes Locate Tank Tube Parts Locate White Tank Tubes Locate Fin Mount Install Tank Tube #1 Apply tube type plastic cement into one cavity Insert one Tank Tube into the cavity Gently press the base of Tank Tube until it slip down past lip on inside of Fin Mount Install Tank Tube #2 Apply tube type plastic cement into one cavity Insert one Tank Tube into the cavity Gently press the base of Tank Tube until it slip down past lip on inside of Fin Mount Install Tank Tube #3 Apply tube type plastic cement into one cavity Insert one Tank Tube into the cavity Gently press the base of Tank Tube until it slip down past lip on inside of Fin Mount Install Tank Tube #4 Apply tube type plastic cement into one cavity Insert one Tank Tube into the cavity Gently press the base of Tank Tube until it slip down past lip on inside of Fin Mount Install Tank Tube #5 Apply tube type plastic cement into one cavity Insert one Tank Tube into the cavity Gently press the base of Tank Tube until it slip down past lip on inside of Fin Mount Install Tank Tube #6 Apply tube type plastic cement into one cavity Insert one Tank Tube into the cavity Gently press the base of Tank Tube until it slip down past lip on inside of Fin Mount Duration 06/06/12 8:00 AM 06/06/12 8:00 AM 06/06/12 8:00 AM 06/06/12 8:30 AM 06/06/12 9:00 AM 06/06/12 9:30 AM 06/06/12 10:00 AM 06/06/12 10:30 AM 06/06/12 10:30 AM 06/06/12 11:00 AM 06/06/12 11:00 AM 06/06/12 1:00 PM 06/06/12 2:00 PM 06/06/12 3:00 PM 06/06/12 3:00 PM 06/07/12 10:00 AM 06/07/12 10:00 AM 06/07/12 1:00 PM 06/07/12 1:00 PM 06/08/12 8:00 AM 06/08/12 8:00 AM 06/08/12 1:00 PM 06/08/12 3:00 PM 06/11/12 8:00 AM 06/11/12 8:00 AM 06/11/12 10:00 AM 06/11/12 1:00 PM 06/12/12 8:00 AM 06/12/12 8:00 AM 06/12/12 11:00 AM 06/12/12 3:00 PM 06/13/12 8:00 AM 06/13/12 8:00 AM 06/13/12 8:00 AM 06/13/12 8:30 AM 06/13/12 9:00 AM 06/13/12 9:00 AM 06/13/12 10:30 AM 06/13/12 11:48 AM 06/13/12 1:48 PM 06/13/12 1:48 PM 06/13/12 3:18 PM 06/13/12 4:36 PM 06/14/12 8:36 AM 06/14/12 8:36 AM 06/14/12 10:06 AM 06/14/12 11:24 AM 06/14/12 1:24 PM 06/14/12 1:24 PM 06/14/12 2:54 PM 06/14/12 4:12 PM 06/15/12 8:12 AM 06/15/12 8:12 AM 06/15/12 9:42 AM 06/15/12 11:00 AM 06/15/12 8:00 AM 06/15/12 3:30 PM 06/15/12 8:00 AM 06/15/12 1:00 PM
48
5 day(s) 0.31 day(s) 0.5 hr(s) 0.5 hr(s) 0.5 hr(s) 0.5 hr(s) 0.5 hr(s) 0.44 day(s) 0.5 hr(s) 0.38 hr(s) 1 hr(s) 1 hr(s) 1 hr(s) 0.5 day(s) 4 hr(s) 0.25 day(s) 2 hr(s) 0.5 day(s) 4 hr(s) 1 day(s) 4 hr(s) 2 hr(s) 2 hr(s) 1 day(s) 2 hr(s) 2 hr(s) 4 hr(s) 1 day(s) 3 hr(s) 3 hr(s) 2 hr(s) 3 day(s) 0.13 day(s) 0.5 hr(s) 0.5 hr(s) 0.48 day(s) 1.5 hr(s) 1.3 hr(s) 1 hr(s) 0.48 day(s) 1.5 hr(s) 1.3 hr(s) 1 hr(s) 0.48 day(s) 1.5 hr(s) 1.3 hr(s) 1 hr(s) 0.48 day(s) 1.5 hr(s) 1.3 hr(s) 1 hr(s) 0.48 day(s) 1.5 hr(s) 1.3 hr(s) 1 hr(s) 1 day(s) 1.5 hr(s) 1.25 hr(s) 1 hr(s)
06/12/12 5:00 PM 06/06/12 10:30 AM 06/06/12 8:30 AM 06/06/12 9:00 AM 06/06/12 9:30 AM 06/06/12 10:00 AM 06/06/12 10:30 AM 06/06/12 3:00 PM 06/06/12 11:00 AM 06/06/12 3:00 PM 06/06/12 12:00 PM 06/06/12 2:00 PM 06/06/12 3:00 PM 06/07/12 10:00 AM 06/07/12 10:00 AM 06/07/12 12:00 PM 06/07/12 12:00 PM 06/07/12 5:00 PM 06/07/12 5:00 PM 06/08/12 5:00 PM 06/08/12 12:00 PM 06/08/12 3:00 PM 06/08/12 5:00 PM 06/11/12 5:00 PM 06/11/12 10:00 AM 06/11/12 12:00 PM 06/11/12 5:00 PM 06/12/12 5:00 PM 06/12/12 11:00 AM 06/12/12 3:00 PM 06/12/12 5:00 PM 06/15/12 5:00 PM 06/13/12 9:00 AM 06/13/12 8:30 AM 06/13/12 9:00 AM 06/13/12 1:48 PM 06/13/12 10:30 AM 06/13/12 11:48 AM 06/13/12 1:48 PM 06/14/12 8:36 AM 06/13/12 3:18 PM 06/13/12 4:36 PM 06/14/12 8:36 AM 06/14/12 1:24 PM 06/14/12 10:06 AM 06/14/12 11:24 AM 06/14/12 1:24 PM 06/15/12 8:12 AM 06/14/12 2:54 PM 06/14/12 4:12 PM 06/15/12 8:12 AM 06/15/12 12:00 PM 06/15/12 9:42 AM 06/15/12 11:00 AM 06/15/12 12:00 PM 06/15/12 5:00 PM 06/15/12 5:00 PM 06/15/12 9:15 AM 06/15/12 2:00 PM

WBS Code 3 3.1 3.1.1 3.1.2 3.2 3.2.1 3.2.2 3.2.3 3.2.4 3.3 3.3.1 3.3.2 3.3.3 3.3.4 3.4 3.4.1 3.4.2 3.5 3.5.1 3.5.2 3.5.3 4 4.1 4.1.1 4.2 4.2.1 4.2.2 4.3 4.3.1 4.3.2 4.3.3 4.3.4 4.4 4.4.1 4.4.2 Task Install Engine Mount, Cap and Centering Ring Locate Cap and Centering Ring Locate Cap Locate Centering Ring Install Engine Mount Apply tube type plastic cement around inside surface of Fin Mount Insert Engine Mount assembly, aligning Engine Hook with slot in Fin Mount Push Engine Mount into place, stopping on shoulder of Fin Mount Let glue dry Install Cap Apply tube type plastic cement to inside Cap Align Launch Lugs Slide Cap over Engine Mount Tube onto Tank Tubes Let glue dry Glue and Dry Apply tube type plastic cement to Tube/Cap joint Let glue dry Install Centering Ring Apply Carpenter's glue around Tube at 3 mm mark Slide Centering Ring onto Tube even with mark Let glue dry Install Body Tube Locate Body Tube Part Locate Body Tube Glue and Dry Apply glue fillet around both sides of Centering Ring Let glue dry Install Body Tube Apply tube type plastic cement around outside of ridge on Cap Slide Body Tube down onto Cap Wipe off excess glue Let glue dry Glue and Dry Apply glue fillet to inside Tube/Ring joint Let glue dry Duration 06/18/12 8:00 AM 06/18/12 8:00 AM 06/18/12 8:00 AM 06/18/12 8:30 AM 06/18/12 9:00 AM 06/18/12 9:00 AM 06/18/12 11:00 AM 06/18/12 2:00 PM 06/18/12 3:00 PM 06/19/12 8:00 AM 06/19/12 8:00 AM 06/19/12 10:00 AM 06/19/12 11:00 AM 06/19/12 2:00 PM 06/19/12 4:00 PM 06/19/12 4:00 PM 06/20/12 8:00 AM 06/20/12 10:00 AM 06/20/12 10:00 AM 06/20/12 1:00 PM 06/20/12 3:00 PM 06/21/12 8:00 AM 06/21/12 8:00 AM 06/21/12 8:00 AM 06/21/12 8:30 AM 06/21/12 8:30 AM 06/21/12 9:00 AM 06/21/12 9:30 AM 06/21/12 9:30 AM 06/21/12 11:30 AM 06/21/12 1:30 PM 06/21/12 2:00 PM 06/21/12 3:30 PM 06/21/12 3:30 PM 06/21/12 4:00 PM
49
3 day(s) 0.13 day(s) 0.5 hr(s) 0.5 hr(s) 0.88 day(s) 2 hr(s) 2 hr(s) 1 hr(s) 2 hr(s) 0.88 day(s) 2 hr(s) 1 hr(s) 2 hr(s) 2 hr(s) 0.38 day(s) 1 hr(s) 2 hr(s) 0.75 day(s) 2 hr(s) 2 hr(s) 2 hr(s) 1 day(s) 0.06 day(s) 0.5 hr(s) 0.13 day(s) 0.5 hr(s) 0.5 hr(s) 0.63 day(s) 2 hr(s) 1 hr(s) 0.5 hr(s) 1.5 hr(s) 0.19 day(s) 0.5 hr(s) 1 hr(s)
06/20/12 5:00 PM 06/18/12 9:00 AM 06/18/12 8:30 AM 06/18/12 9:00 AM 06/18/12 5:00 PM 06/18/12 11:00 AM 06/18/12 2:00 PM 06/18/12 3:00 PM 06/18/12 5:00 PM 06/19/12 4:00 PM 06/19/12 10:00 AM 06/19/12 11:00 AM 06/19/12 2:00 PM 06/19/12 4:00 PM 06/20/12 10:00 AM 06/19/12 5:00 PM 06/20/12 10:00 AM 06/20/12 5:00 PM 06/20/12 12:00 PM 06/20/12 3:00 PM 06/20/12 5:00 PM 06/21/12 5:00 PM 06/21/12 8:30 AM 06/21/12 8:30 AM 06/21/12 9:30 AM 06/21/12 9:00 AM 06/21/12 9:30 AM 06/21/12 3:30 PM 06/21/12 11:30 AM 06/21/12 1:30 PM 06/21/12 2:00 PM 06/21/12 3:30 PM 06/21/12 5:00 PM 06/21/12 4:00 PM 06/21/12 5:00 PM

WBS Code 5 5.1 5.1.1 5.1.2 5.2 5.2.1 5.2.2 5.2.3 5.3 5.3.1 5.3.1.1 5.3.1.2 5.3.1.3 5.3.1.4 5.3.2 5.3.2.1 5.3.2.2 5.3.2.3 5.3.2.4 5.3.3 5.3.3.1 5.3.3.2 5.3.3.3 5.3.3.4 5.3.4 5.3.4.1 5.3.4.2 5.3.4.3 5.3.4.4 5.3.5 5.3.5.1 5.3.5.2 5.3.5.3 5.3.5.4 5.3.6 5.3.6.1 5.3.6.2 5.3.6.3 5.3.6.4 6 6.1 6.1.1 6.2 6.2.1 6.3 6.3.1 6.3.2 6.4 6.4.1 6.4.2 6.5 6.5.1 6.5.2 6.5.3 6.6 6.6.1 6.6.2 6.6.3 6.7 6.7.1 6.7.2 6.7.3 6.7.4 Task Attach Nozzles and Fins Locate Nozzle and Fin Parts Locate Nozzles Locate Fins Install Nozzles Apply tube type plastic cement to narrow ends of nozzles Insert into mounting holes in Fin Mount Let glue dry Install Fins Install Fin #1 Apply tube type plastic cement to flat side of a Fin Attach to Fin Tab Flush with bottom Let glue dry Install Fin #2 Apply tube type plastic cement to flat side of a Fin Attach to Fin Tab Flush with bottom Let glue dry Install Fin #3 Apply tube type plastic cement to flat side of a Fin Attach to Fin Tab Flush with bottom Let glue dry Install Fin #4 Apply tube type plastic cement to flat side of a Fin Attach to Fin Tab Flush with bottom Let glue dry Install Fin #5 Apply tube type plastic cement to flat side of a Fin Attach to Fin Tab Flush with bottom Let glue dry Install Fin #6 Apply tube type plastic cement to flat side of a Fin Attach to Fin Tab Flush with bottom Let glue dry Shock Cord Mount Assembly Locate Shock Cord Mount Parts Locate Shock Cord Mount Pattern Sheet Cut Shock Cord Mount Cut shock cord mount from pattern sheet Crease assembly Fold on dotted lines Crease on dotted lines Glue mount assembly Spread glue Lay end of shock cord in glue Fold mount assembly Fold section 1 Apply glue section 3 Fold again Squeeze and hold mount assembly Squeeze tightly Hold assembly Allow to dry Install shock cord mount Apply glue to shock cord mount assembly Insert shock cord mount assembly 38 mm inside upper body tube Hold until glue sets Let glue dry Duration 06/22/12 8:00 AM 06/22/12 8:00 AM 06/22/12 8:00 AM 06/22/12 8:30 AM 06/22/12 9:00 AM 06/22/12 9:00 AM 06/22/12 10:00 AM 06/22/12 1:00 PM 06/22/12 2:00 PM 06/22/12 2:00 PM 06/22/12 2:00 PM 06/22/12 3:30 PM 06/22/12 4:30 PM 06/25/12 8:00 AM 06/25/12 9:30 AM 06/25/12 9:30 AM 06/25/12 11:00 AM 06/25/12 1:00 PM 06/25/12 1:30 PM 06/25/12 3:00 PM 06/25/12 3:00 PM 06/25/12 4:30 PM 06/25/12 8:30 AM 06/26/12 9:00 AM 06/26/12 10:30 AM 06/26/12 10:30 AM 06/26/12 1:00 PM 06/26/12 2:00 PM 06/26/12 2:30 PM 06/26/12 4:00 PM 06/26/12 4:00 PM 06/27/12 8:30 AM 06/27/12 9:30 AM 06/27/12 10:00 AM 06/27/12 11:30 AM 06/27/12 11:30 AM 06/27/12 2:00 PM 06/27/12 3:00 PM 06/27/12 3:30 PM 06/28/12 8:00 AM 06/28/12 8:00 AM 06/28/12 8:00 AM 06/28/12 8:30 AM 06/28/12 8:30 AM 06/28/12 9:30 AM 06/28/12 9:30 AM 06/28/12 9:45 AM 06/28/12 10:00 AM 06/28/12 10:00 AM 06/28/12 10:18 AM 06/28/12 10:30 AM 06/28/12 10:30 AM 06/28/12 10:42 AM 06/28/12 10:54 AM 06/28/12 11:00 AM 06/28/12 11:00 AM 06/28/12 11:06 AM 06/28/12 11:12 AM 06/28/12 11:30 AM 06/28/12 11:30 AM 06/28/12 1:00 PM 06/28/12 3:00 PM 06/28/12 3:30 PM
50
4 day(s) 0.13 day(s) 0.5 hr(s) 0.5 hr(s) 0.5 day(s) 1 hr(s) 2 hr(s) 1 hr(s) 3.38 day(s) 0.56 day(s) 1.5 hr(s) 1 hr(s) 0.5 hr(s) 1.5 hr(s) 0.56 day(s) 1.5 hr(s) 1 hr(s) 0.5 hr(s) 1.5 hr(s) 0.56 day(s) 1.5 hr(s) 1 hr(s) 0.5 hr(s) 1.5 hr(s) 0.56 day(s) 1.5 hr(s) 1 hr(s) 0.5 hr(s) 1.5 hr(s) 0.56 day(s) 1.5 hr(s) 1 hr(s) 0.5 hr(s) 1.5 hr(s) 0.56 day(s) 1.5 hr(s) 1 hr(s) 0.5 hr(s) 1.5 hr(s) 1 day(s) 0.06 day(s) 0.5 hr(s) 0.13 day(s) 1 hr(s) 0.06 day(s) 0.25 hr(s) 0.25 hr(s) 0.06 day(s) 0.3 hr(s) 0.2 hr(s) 0.06 day(s) 0.2 hr(s) 0.2 hr(s) 0.1 hr(s) 0.06 day(s) 0.1 hr(s) 0.1 hr(s) 0.3 hr(s) 0.56 day(s) 0.5 hr(s) 2 hr(s) 0.5 hr(s) 1.5 hr(s)
06/27/12 5:00 PM 06/22/12 9:00 AM 06/22/12 8:30 AM 06/22/12 9:00 AM 06/22/12 2:00 PM 06/22/12 10:00 AM 06/22/12 12:00 PM 06/22/12 2:00 PM 06/27/12 5:00 PM 06/25/12 9:30 AM 06/22/12 3:30 PM 06/22/12 4:30 PM 06/22/12 5:00 PM 06/25/12 9:30 AM 06/25/12 3:00 PM 06/25/12 11:00 AM 06/25/12 1:00 PM 06/25/12 1:30 PM 06/25/12 3:00 PM 06/26/12 10:30 AM 06/25/12 4:30 PM 06/26/12 8:30 AM 06/26/12 9:00 AM 06/26/12 10:30 AM 06/26/12 4:00 PM 06/26/12 12:00 PM 06/26/12 2:00 PM 06/26/12 2:30 PM 06/26/12 4:00 PM 06/27/12 11:30 AM 06/27/12 8:30 AM 06/27/12 9:30 AM 06/27/12 10:00 AM 06/27/12 11:30 AM 06/27/12 5:00 PM 06/27/12 2:00 PM 06/27/12 3:00 PM 06/27/12 3:30 PM 06/27/12 5:00 PM 06/28/12 5:00 PM 06/28/12 8:30 AM 06/28/12 8:30 AM 06/28/12 9:30 AM 06/28/12 9:30 AM 06/28/12 10:00 AM 06/28/12 9:45 AM 06/28/12 10:00 AM 06/28/12 10:30 AM 06/28/12 10:18 AM 06/28/12 10:30 AM 06/28/12 11:00 AM 06/28/12 10:42 AM 06/28/12 10:54 AM 06/28/12 11:00 AM 06/28/12 11:30 AM 06/28/12 11:06 AM 06/28/12 11:12 AM 06/28/12 11:30 AM 06/28/12 5:00 PM 06/28/12 12:00 PM 06/28/12 3:00 PM 06/28/12 3:30 PM 06/28/12 5:00 PM

WBS Code 7 7.1 7.1.1 7.1.2 7.1.3 7.2 7.2.1 7.2.2 7.3 7.3.1 7.3.2 7.3.3 7.3.4 8 8.1 8.1.1 8.2 8.2.1 8.2.2 8.2.3 8.2.4 8.3 8.3.1 8.3.2 8.3.3 9 9.1 9.1.1 9.1.2 9.1.2.1 9.1.2.2 9.1.2.3 9.1.2.4 9.1.2.5 9.1.2.6 9.1.2.7 9.1.2.8 9.1.2.9 9.1.2.10 9.1.2.11 9.1.2.12 9.1.3 9.1.3.1 9.1.3.2 9.1.3.3 9.1.3.4 9.1.3.5 9.1.3.6 9.1.3.7 9.1.3.8 9.1.3.9 9.1.3.10 9.1.3.11 9.1.3.12 Task Attach Parachute and Shock Cord Locate Parts Locate Nose Cone Locate Assembled Parachute Locate Rubber Shock Cord Prepare Nose Cone Remove excess flash on the nose cone Clean the eyelet of the nose cone Attach Parachute Form loop in Shroud Lines Push through hole in nose cone Pass parachute through loop Tie Shock Cord to nose cone Finishing Rocket Verify dryness Check to ensure glue joint are dry Prime rocket Apply primer coat #1 Sand rocket body #1 Apply primer coat #2 Sand rocket body #2 Paint rocket Insert paint handle Apply paint to rocket Allow to dry Apply Decals Apply Water Decals Locate decal sheet Cut decals Decal #1 Decal #2 Decal #3 Decal #4 Decal #5 Decal #6 Decal #7 Decal #8 Decal #9 Decal #10 Decal #11 Decal #12 Dip decals in water Decal #1 Decal #2 Decal #3 Decal #4 Decal #5 Decal #6 Decal #7 Decal #8 Decal #9 Decal #10 Decal #11 Decal #12 2 day(s) 0.5 day(s) 2 hr(s) 1 hr(s) 1 hr(s) 0.5 day(s) 2 hr(s) 2 hr(s) 1 day(s) 1.5 hr(s) 1.5 hr(s) 2.5 hr(s) 2.5 hr(s) 5 day(s) 0.5 day(s) 4 hr(s) 3 day(s) 4 hr(s) 4 hr(s) 4 hr(s) 4 hr(s) 1.5 day(s) 2 hr(s) 5 hr(s) 5 hr(s) 3 day(s) 2.48 day(s) 1 hr(s) 0.15 day(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.15 day(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) Duration 06/29/12 8:00 AM 06/29/12 8:00 AM 06/29/12 8:00 AM 06/29/12 10:00 AM 06/29/12 11:00 AM 06/29/12 1:00 PM 06/29/12 1:00 PM 06/29/12 3:00 PM 07/02/12 8:00 AM 07/02/12 8:00 AM 07/02/12 9:30 AM 07/02/12 11:00 AM 07/02/12 2:30 PM 07/03/12 8:00 AM 07/03/12 8:00 AM 07/03/12 8:00 AM 07/03/12 1:00 PM 07/03/12 1:00 PM 07/05/12 8:00 AM 07/05/12 1:00 PM 07/06/12 8:00 AM 07/06/12 1:00 PM 07/06/12 1:00 PM 07/06/12 3:00 PM 07/09/12 11:00 AM 07/10/12 8:00 AM 07/10/12 8:00 AM 07/10/12 8:00 AM 07/10/12 9:00 AM 07/10/12 9:00 AM 07/10/12 9:06 AM 07/10/12 9:12 AM 07/10/12 9:18 AM 07/10/12 9:24 AM 07/10/12 9:30 AM 07/10/12 9:36 AM 07/10/12 9:42 AM 07/10/12 9:48 AM 07/10/12 9:54 AM 07/10/12 10:00 AM 07/10/12 10:06 AM 07/10/12 10:12 AM 07/10/12 10:12 AM 07/10/12 10:18 AM 07/10/12 10:24 AM 07/10/12 10:30 AM 07/10/12 10:36 AM 07/10/12 10:42 AM 07/10/12 10:48 AM 07/10/12 10:54 AM 07/10/12 11:00 AM 07/10/12 11:06 AM 07/10/12 11:12 AM 07/10/12 11:18 AM
51
07/02/12 5:00 PM 06/29/12 12:00 PM 06/29/12 10:00 AM 06/29/12 11:00 AM 06/29/12 12:00 PM 06/29/12 5:00 PM 06/29/12 3:00 PM 06/29/12 5:00 PM 07/02/12 5:00 PM 07/02/12 9:30 AM 07/02/12 11:00 AM 07/02/12 2:30 PM 07/02/12 5:00 PM 07/09/12 5:00 PM 07/03/12 12:00 PM 07/03/12 12:00 PM 07/06/12 12:00 PM 07/03/12 5:00 PM 07/05/12 12:00 PM 07/05/12 5:00 PM 07/06/12 12:00 PM 07/09/12 5:00 PM 07/06/12 3:00 PM 07/09/12 11:00 AM 07/09/12 5:00 PM 07/12/12 5:00 PM 07/12/12 11:48 AM 07/10/12 9:00 AM 07/10/12 10:12 AM 07/10/12 9:06 AM 07/10/12 9:12 AM 07/10/12 9:18 AM 07/10/12 9:24 AM 07/10/12 9:30 AM 07/10/12 9:36 AM 07/10/12 9:42 AM 07/10/12 9:48 AM 07/10/12 9:54 AM 07/10/12 10:00 AM 07/10/12 10:06 AM 07/10/12 10:12 AM 07/10/12 11:24 AM 07/10/12 10:18 AM 07/10/12 10:24 AM 07/10/12 10:30 AM 07/10/12 10:36 AM 07/10/12 10:42 AM 07/10/12 10:48 AM 07/10/12 10:54 AM 07/10/12 11:00 AM 07/10/12 11:06 AM 07/10/12 11:12 AM 07/10/12 11:18 AM 07/10/12 11:24 AM

WBS Code 9.1.4 9.1.4.1 9.1.4.2 9.1.4.3 9.1.4.4 9.1.4.5 9.1.4.6 9.1.4.7 9.1.4.8 9.1.4.9 9.1.4.10 9.1.4.11 9.1.4.12 9.1.5 9.1.5.1 9.1.5.2 9.1.5.3 9.1.5.4 9.1.5.5 9.1.5.6 9.1.5.7 9.1.5.8 9.1.5.9 9.1.5.10 9.1.5.11 9.1.5.12 9.1.6 9.1.6.1 9.1.7 9.1.7.1 9.2 9.2.1 9.2.2 9.2.3 9.2.4 9.2.5 10 10.1 10.2 10.3 10.4 10.5 10.6 11 11.1 11.2 11.3 11.4 11.5 11.6 12 12.1 12.2 12.3 12.4 Task Slip decals Decal #1 Decal #2 Decal #3 Decal #4 Decal #5 Decal #6 Decal #7 Decal #8 Decal #9 Decal #10 Decal #11 Decal #12 Blot decals Decal #1 Decal #2 Decal #3 Decal #4 Decal #5 Decal #6 Decal #7 Decal #8 Decal #9 Decal #10 Decal #11 Decal #12 Dry decals Allow to dry overnight Apply clear spray to decals Apply spray to rocket Apply large self adheisive decals Locate decal sheet Peel backing Cut away backing Align decal Smooth decal Prepare Parachute For Flight Insert loosely crumpled recovery wadding into rocket Spike parachute Fold parachute Roll parachute Wrap lines loosely Insert parachute, shock cord and nose cone into body tube Prepare Engine For Flight Separate igniter and plug Insert igniter Insert plug Push plug down Bend igniter wires to form leads Insert engine into rocket Prepare Rocket for test flight Remove Safety Cap from rod Slide launch lugs over rod Attach micro-clips to igniter wires Insert safety key in launch controller Duration 07/10/12 11:24 AM 07/10/12 11:24 AM 07/10/12 11:30 AM 07/10/12 11:36 AM 07/10/12 11:42 AM 07/10/12 11:48 AM 07/10/12 11:54 AM 07/10/12 1:00 PM 07/10/12 1:06 PM 07/10/12 1:12 PM 07/10/12 1:18 PM 07/10/12 1:24 PM 07/10/12 1:30 PM 07/10/12 1:36 PM 07/10/12 1:36 PM 07/10/12 1:42 PM 07/10/12 1:48 PM 07/10/12 1:54 PM 07/10/12 2:00 PM 07/10/12 2:06 PM 07/10/12 2:12 PM 07/10/12 2:18 PM 07/10/12 2:24 PM 07/10/12 2:30 PM 07/10/12 2:36 PM 07/10/12 2:42 PM 07/10/12 2:48 PM 07/10/12 2:48 PM 07/11/12 2:48 PM 07/11/12 2:48 PM 07/12/12 11:48 AM 07/12/12 11:48 AM 07/12/12 1:00 PM 07/12/12 1:30 PM 07/12/12 2:30 PM 07/12/12 3:00 PM 07/13/12 8:00 AM 07/13/12 8:00 AM 07/13/12 8:30 AM 07/13/12 9:00 AM 07/13/12 10:00 AM 07/13/12 11:00 AM 07/13/12 1:00 PM 07/16/12 8:00 AM 07/16/12 8:00 AM 07/16/12 9:00 AM 07/16/12 10:30 AM 07/16/12 1:00 PM 07/16/12 2:00 PM 07/16/12 3:00 PM 07/17/12 8:00 AM 07/17/12 8:00 AM 07/17/12 10:00 AM 07/17/12 1:00 PM 07/17/12 3:00 PM
52
0.15 day(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.15 day(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 0.1 hr(s) 1 day(s) 1 day(s) 0.75 day(s) 6 hr(s) 0.53 day(s) 0.2 hr(s) 0.5 hr(s) 1 hr(s) 0.5 hr(s) 2 hr(s) 1 day(s) 0.5 hr(s) 0.5 hr(s) 1 hr(s) 1 hr(s) 1 hr(s) 4 hr(s) 1 day(s) 1 hr(s) 1.5 hr(s) 1.5 hr(s) 1 hr(s) 1 hr(s) 2 hr(s) 1 day(s) 2 hr(s) 2 hr(s) 2 hr(s) 2 hr(s)
07/10/12 1:36 PM 07/10/12 11:30 AM 07/10/12 11:36 AM 07/10/12 11:42 AM 07/10/12 11:48 AM 07/10/12 11:54 AM 07/10/12 12:00 PM 07/10/12 1:06 PM 07/10/12 1:12 PM 07/10/12 1:18 PM 07/10/12 1:24 PM 07/10/12 1:30 PM 07/10/12 1:36 PM 07/10/12 2:48 PM 07/10/12 1:42 PM 07/10/12 1:48 PM 07/10/12 1:54 PM 07/10/12 2:00 PM 07/10/12 2:06 PM 07/10/12 2:12 PM 07/10/12 2:18 PM 07/10/12 2:24 PM 07/10/12 2:30 PM 07/10/12 2:36 PM 07/10/12 2:42 PM 07/10/12 2:48 PM 07/11/12 2:48 PM 07/11/12 2:48 PM 07/12/12 11:48 AM 07/12/12 11:48 AM 07/12/12 5:00 PM 07/12/12 12:00 PM 07/12/12 1:30 PM 07/12/12 2:30 PM 07/12/12 3:00 PM 07/12/12 5:00 PM 07/13/12 5:00 PM 07/13/12 8:30 AM 07/13/12 9:00 AM 07/13/12 10:00 AM 07/13/12 11:00 AM 07/13/12 12:00 PM 07/13/12 5:00 PM 07/16/12 5:00 PM 07/16/12 9:00 AM 07/16/12 10:30 AM 07/16/12 12:00 PM 07/16/12 2:00 PM 07/16/12 3:00 PM 07/16/12 5:00 PM 07/17/12 5:00 PM 07/17/12 10:00 AM 07/17/12 12:00 PM 07/17/12 3:00 PM 07/17/12 5:00 PM
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN 14.5 WBS Dictionary
53
In order to clearly define the work necessary for the completion of the Gauchito rocket the WBS Dictionary is used. The WBS dictionary provides a detailed description of work for each element of the project and the resources, and deliverables needed for the element. The Gauchito Project team will use the WBS Dictionary as a statement of work for all WBS elements. Table 4 below is an example of the WBS Dictionary. Table 4. Sample of WBS Dictionary Level WBS Code 1 Element Name Description of Work Deliverables Resources
Assemble engine mount Locate engine mount parts
Assemble engine mount to engine Find all engine mount parts
Fully assembled engine mount
Engine mount parts
1.1
Parts required to Engine fully assemble the mount instructions, engine mount engine mount packages
14.6
Scope Verification The Project Manager will verify project deliverable against the project scope as defined
in the scope statement, WBS, and WBS Dictionary. After the Project Manager confirms that the scope meets the project plans requirements, the Project Manager and Project Sponsor will meet for formal acceptance of the deliverable. The Project manager will present the deliverable to the Project Sponsor for formal acceptance during the meeting. Formal acceptance requires the signing of a project deliverable formal document by the Project Sponsor. This will ensure that project work stays within the scope of the project consistently throughout the life of the project.
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN 14.7 Scope Control
54
The project team will work with the Project Manager to control the scope of the project. The Project manager will monitor the project and the work of the project team to ensure the scope control process is followed on the project. The project team will use the WBS Dictionary to verify all WBS elements are met. A defined deliverable will be generated from the WBS Dictionary and only work described in the WBS Dictionary will be performed for the Gauchito Rocket project.
Scope Management Plan Approvals Prepared by: _____________________________________________________________ Project Manager
Approved by: _____________________________________________________________ Project Manager
_____________________________________________________________ Project Sponsor
_____________________________________________________________ Executive Sponsor
_____________________________________________________________
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN 15. Schedule Management Plan Project Name: Ansari X Prize Rubicon Gauchito Rocket Project Manager: Jeffery Gilpin Contract Number: GM592-01N 15.1 Purpose
55
The project schedule is the roadmap for how the project will be executed. Schedules are an important part of any project as they provide the project team, sponsor, and stakeholders a picture of the projects status at any given time. The purpose of the schedule management plan is to define the approach the project team will use in creating the project schedule. This plan also includes how the team will monitor the project schedule and manage changes after the baseline schedule has been approved. This includes identifying, analyzing, documenting, prioritizing, approving or rejecting, and publishing all schedule-related changes (PMdocs, 2012). 15.2 Project Schedule The project schedule will define the project management team approach and will be the roadmap for how the Ansari X Rubicon Gauchito Rocket will be assembled. A project schedule allows the project management team, sponsor, and other stakeholders an opportunity to monitor and track project milestone progress duration the assembly and delivery of the Ansari X Rubicon Gauchito Rocket. 15.3 Schedule Scope The project deliverable is a 7/8-scale demonstration model of the Gauchito Rocket with reusable, single stage, multiple type engine capable rocket with plastic nose cone that capable of holding a parachute recovery system. In order to effectively track project schedule during assembly, the project manager will utilize an Earned Value Management System (EVMS) that
56
will integrate cost and schedule. The project schedule is designed to assist in the identification, mitigation, and avoidance of risk to the space development program by managing changes after the baseline has been approved by stakeholders. Any changes to the project will be identified, analyzed, documented, prioritized and either approved or rejected based on cost, schedule, and feasibility of integration into the project. 15.3.1 Project Deliverables by Schedule The Ansari X Rubicon Gauchito Rocket has a total of 12 deliverables, as shown in Table 10, with each of the items being designated as a major milestone for the assembly process: Table 5. Project Deliverables and Duration Deliverable Assemble Engine Mount Install Tank Tubes Install Engine Mount, Cap and Centering Ring Install Body Tube Attach Nozzles and Fins Shock Cord Mount Assembly Attach Parachute and Shock Cord Finishing Rocket Apply Decals Prepare Parachute For Flight Prepare Engine For Flight Prepare Rocket for test flight Start Day 6-Jun 6-Jun 15-Jun 21-Jun 22-Jun 2-Jul 12-Jun 3-Jul 10-Jul 13-Jul 16-Jul 17-Jul Task Duration (Days) 5 3 3 1 4 1 2 5 3 1 1 1
15.4
Staff Roles and Responsibilities Project Sponsor Review and approve baseline schedule Approve / Reject significant changes from the schedule change control process
Project Manager Provide input to the schedule Facilitate work package definition, sequencing, and estimating
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN Review schedule status reports Evaluate project milestones to avoid schedule issues
57
Functional Managers Communicate with project manager about workload changes that may affect schedule Review and provide time estimates for schedule input
Quality Assurance 15.5 Audit schedule processes to validate compliance the Schedule Management Plan
Key Constraints for Schedule Rocket must be ready to launch on 17 July 2012. In order for KTC to remain within
budgetary guidelines, the assembly period is established as a 40 hour / 5 day work week for the duration of the project. Any additional labor requirement 15.6 Project Change Requests Once a team member determines that a change may be necessary, the project management team will meet in order to review and assess the change. The team will make the determination of impact to project, scope, schedule, or available resources. Once the assessment is complete and a decision is made that the change will fall outside of the current schedule, then a formal change request must be submitted. Figure 2 shows the sample Change Request Form.
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN CHANGE REQUEST FORM
CR# Type of CR Project Submitter Name Brief Description of Request Date Submitted Date Required Priority Reason for Change Comments Attachments or References Approval Signature Yes No Date Signed Low Medium High Mandatory GM592-01N Enhancement Defect Ansari X Prize Rubicon Gauchito Rocket
58
Figure 2. Sample Change Request Form 15.6.1 Change Request Criteria Change requests that have been reviewed and approved by the project manager will be communicated during the weekly meetings to the remainder of the project team, project sponsor, and stakeholders. All change requests regardless of status will be filed in the appropriate repository. When a potential project change meets on of the two following guidelines, a formal change request will be submitted: If the proposed change will reduce or increase a work package by 5% If the proposed change will reduce or increase overall baseline schedule by 5%
In the event that the project manager determines a significant change in scope is required, the project schedule can be re-baselined once reviewed and approved by the project sponsor. 15.7 Schedule Impact Challenges to the project schedule can occur at any stage in the rocket assembly. Impact to the schedule will be classified into the once of the following categories:
59
Cosmetic Works as required but does not match the expected result (i.e. color or size) o Functional manager will coordinate with project manager as time allows
Low Very little impact on project o Functional manager will coordinate with project manager as time allows
Medium Affects only a part of the rocket but will still impact the overall operation o Functional manager, quality manager, project manager under normal procedures
High Affects a substantial part of the project and must be fixed immediately o Requires immediate attention and input from functional manager, quality manager, project manager, and project sponsor
Critical Must be fixed immediately utilizing all available resources o All stakeholders must be assembled until resolved
Schedule Management Plan Approvals Prepared by: _____________________________________________________________ Schedule Manager
_____________________________________________________________ Project Sponsor
_____________________________________________________________
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN 16. Cost Management Plan Project Name: Ansari X Prize Rubicon Gauchito Rocket Project Manager: Jeffery Gilpin Contract Number: GM592-01N 16.1 Purpose The purpose of the Cost Management Plan is to ensure that the cost estimate, budget
60
determinations and cost controls for the rocket are accurate and appropriate for the specifications set by the customer (PMdocs, 2012). 16.2 Cost Estimates The cost estimates for the Gauchito Rocket Project are an approximation of the monetary resources needed to complete our project activities. Cost estimates will be expressed in terms of U.S. dollars. All the materials needed to complete the project, including unique items, complex equipment, and special order material that needs to be ordered in advanced, are identified in the estimated costs. To estimate the costs for this the following artifacts have been used: the scope baseline, the project schedule, the human resource plan, the risk register, enterprise environmental factors, and organizational process assets. Tools used to estimate costs included: expert judgment, analogous estimating, and bottom up estimating. Outputs from the cost estimates are the activity costs estimates, which include the labor cost estimate, material estimate, and the basis of estimates. 16.2.1 Cost Estimates: Inputs The major input for the cost estimate plan was the scope baseline. The scope baseline provided the project with the product description, acceptance criteria, key deliverables, project boundaries, assumptions and constraints about the project. Another major input for the cost
61
estimates was the project schedule which identified the type, quality and quantity of work needed to complete the project, as well as the need dates for materials. The project schedule helped identify when all material needed to be ordered so that it would be available for individual tasks. Longer lead items that required expedited logistical considerations were identified and accounted for in the cost estimate. The human resource plan identified all staffing personnel rates that were needed as resources for the project. The risk register was reviewed to account for cost incurred by risk mitigation. Enterprise environmental factors, such as marketing conditions and published resource material costs, were used to estimate resource material costs. Finally, KTC cost estimating policies and templates, historical information and lessons learned from previous project experience were used to determine the estimated costs. 16.2.2 Cost Estimates: Tools and Techniques One of the main cost estimating tools and techniques to be used for the Gauchito Project is our expert judgment. KTC has performed this type of project before and has taken into consideration the labor rates material costs used. We used historical information on our past projects provides insight. Along with our expertise we used analogous estimating using the scope, cost, budget, duration and other factors from similar projects. Finally, we used the bottom-up estimating to determine the costs of all the work components, rolled up to the major activities, and higher level tasks. Personnel usage is identified by hours and fraction of hours in labor estimates. All these tools and techniques were used to estimate the costs and verify the estimates. 16.2.3 Cost Estimates: Outputs One of the cost estimate outputs is the activity cost estimates. These include an estimated of all the activities required for completing project tasks, and an estimate of all the cost of
62
resources needed to support the task activities. Finally, the basis of estimates is an output of the cost estimating that documents the development of the basis of estimates, how all the assumptions were made, identified all known constraints, indicated the cost range, and indicated the confidence level in the final estimate. 16.3 Budget Determinations The budget was determined by aggregation the estimated costs of all activities. The project budget constituted the funds authorized to execute the project and project cost performance will be measured against the authorized budget. The inputs for the budget determination are the activities cost estimated and the basis of estimates, the scope baseline, the project schedule, resource calendars, contracts and organizational process asserts. The tools and techniques used to determine budget is cost aggregation, reserve analysis, expert judgment, historical relationships, and funding limit reconciliation. The outputs from determine budget will be the cost performance baseline, project funding requirements, and project document updates. 16.3.1 Budget Determinations: Inputs Activity costs estimates are aggregated to obtain a cost estimate for each work package, and the basis of estimates support the details for the cost estimates. The scope baseline is made up of the scope baseline, work breakdown structure and work breakdown dictionary. The project schedule is included in the project management plan and included start and finish dates for all task activities, milestones, work packages, planned packages, and control accounts. Resource calendars provide details that can be used to control and manage resource allocation for the project. During the budgeting process the personnel usage is itemized with no difference from the resource estimates. Project contract provides information on costs relating to products,
63
services, and agreements that impact budgets. Organizational process assets relate to existing formal and informal cost budgeting policies, cost budgeting tools and reporting methods. 16.3.2 Budget Determinations: Tools and techniques Cost aggregation is one of the tools and techniques are used ensure work packages are in accordance with the work breakdown structure. Reserve analysis determines a contingency reserved fund used as need to mitigate potential risks. Expert judgment is used to determine costs related to working with other organizations, working with consultants, working with stakeholders, working with professional organizations and other industry groups. Funding limit reconciliations is used to determine the difference between planned expenditures that had to be rescheduled, and the original cost estimates. 16.3.3 Budget Determinations: Outputs The cost performance baseline is one of the main outputs of the cost performance baseline. The cost performance baseline is used to measure, monitor, and control overall cost performance on the project. The cost performance baseline is referred to as the performance measurement baseline. The project funding requirements, made up of the total funding requirements and the periodic funding requirements, are derived from the cost baseline. The last output from determining the budget is to update other project documents like the risk register, cost estimates and project schedule. 16.4 Cost Controls Cost controls processes are established to monitor the project status and update the project budget as needed to manage changes in the cost baseline. Cost control processes will be used to ensure that all change requests are acted upon in a timely manner, manage actual changes when they occur, ensure expenditures do not exceed authorized funding, monitoring cost
64
performance, and monitor work performance against funs expended. Cost control inputs are the project management plan, project fund requirements, work performance information, and organizational process assets. Cost control tools and techniques are earned value management, forecasting, to complete performance index, performance reviews, variance analysis, and project management software. Cost control outputs are work performance measurements, budget forecasts, organizational process assets updates, change requests, project management plan updates and project document updates. 16.4.1 Cost Controls: Inputs The project management plan is one of the main inputs for cost controls. The project management plan has the cost performance baseline which is used to compare with the actual results to determine if a change, corrective or preventive action is necessary. The project management plan also has the cost management plan which describes how project costs will be managed and controlled. The project funding requirements, an output of budget determination, are also needed for control costs. Work performance information, which includes mostly project progress information, is also needed for control costs to account for incurred costs and estimated completing project work. Finally, organization process assets, like cost control policies, cost control tools and cost control monitoring and reporting methods, can influence the control costs process. 16.4.2 Cost Controls: Tools and Techniques The main tools and techniques used for cost controls is earn value management. The Gauchito project used actual cost values and rounded to man-hours. Earned value management is used to integrate project scope, cost, and schedule measurement and to help project management team assess and measure project performance and progress. Earned value
65
management uses the planned value, or authorized budget assigned for work to be accomplished, earned value, or the value of work performed expressed in terms of approved budget assigned to a task of set of tasks, and the actual costs which is the total cost actually incurred and recorded for accomplishing a task or set of tasks. Earned value management helps measure the variance in schedule, the variance in costs, the schedule performance index, and the cost performance index. Forecasting is another tool used to measure the estimate at completion that may differ with the budget at completion. For the Gauchito project the estimate at completion is $3,158.32 which is made up of $1,798.32 for material and $1,360 for labor. The To-Complete Performance Index is a calculation used to determine the projection of cost performance that must be achieved on the remaining work to meet a specified management goal, such as the budget at completion or estimation at completion. Performance reviews are used to compare cost performance over time, over scheduling activities or work packages. These performance reviews are useful in variance analysis, trend analysis and determining earned value performance. Variance analysis is also good tools and techniques used to assess the magnitude of variation to the original cost baseline. Finally, there are many project management software applications available that help project managers monitor earned value management dimensions such as the planned value, earned value or the actual costs. 16.4.3 Cost Controls: Outputs The outputs of the control costs are the calculated cost value, schedule value, cost performance index, schedule performance index for all project task and related work breakdown structure tasks and sub-tasks. Budget forecasts calculate the estimate at completion costs are also an output of control costs. Organization process assets such as explanation of variances, corrective actions, and other information identified from project cost control. An important
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN output from cost controls are change requests which are used to update to cost performance
66
baseline and other project management plan components as needed. Cost report formats are to be completed as shown in Table 4 below: Table 6. Cost Report Format Values Planned Value (PV) Earned value (EV) Actual Cost (AC) Variance Schedule EV - PV Cost EV - AC Performance Index Schedule EV/PV Cost EV/AC
WBS Element 1.0 Assemble Engine Mount 2.0 Install Tank Tubes 3.0 Install Engine Mount, Cap and Centering Ring 4.0 Install Body Tube 5.0 Attach Nozzles and Fins 6.0 Shock Cord Mount Assembly 7.0 Attach Parachute and Shock Cord 8.0 Finishing Rocket 9.0 Apply Decals 10.0 Prepare Parachute for Flight 11.0 Prepare Engine for Flight 12.0 Prepare Rocket for Test Flight Totals
Finally other project documents are updated as a result of cost controls such as cost estimates and basis of estimates.
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN 16.5 Summary
67
The cost management plan includes the processes involved in estimating, budgeting, and controlling costs that are necessary to complete the project. The major processes used for the cost management plan are the estimate costs, or the processes used to develop the approximate of costs needed to complete the project activities; determine budget, which are the processes of estimating costs for all the individual activities and establishing a cost baseline; and finally, control costs, which are the processes used to monitor the status of the project and to update the project budget as needed.
Cost Management Plan Approvals Prepared by: _____________________________________________________________ Business Manager
_____________________________________________________________ Project Sponsor
_____________________________________________________________
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN 17. Quality Management Plan Project Name: Ansari X Prize Rubicon Gauchito Rocket Project Manager: Jeffery Gilpin Contract Number: GM592-01N 17.1 Purpose The purpose of the Quality Management Plan is to ensure that the rocket is built to the
68
specifications set by the customer. Customer satisfaction with the workmanship, cost, schedule, and final delivery of the Rubicon rocket are keys to achieving the goal of follow-on contracts and future work from other sources. 17.2 Method The construction material used for this project has been hand-picked by the customer. It will only be inspected for damage that may have been done during shipping. The construction processes have also been provided by the customer. Quality for this project will consist of ensuring that the construction processes have been followed and any improvement will be properly documented. 17.3 Quality Processes
17.3.1 Quality Assurance Kaplan Technical Corporation (KTC) takes quality seriously. It is the policy of KTC and its elements to develop, integrate, and implement Quality Assurance (QA) and Quality Control (QC) practices to assure delivery of quality products and services that meet or exceed customer needs and expectations, in accordance with applicable laws, policies and technical criteria, schedules, and budgets. Adherence to quality principles and established practices is integral to the roles and responsibilities of all KTCs elements and functions.
69
Quality standards have been set by the customer in the kit assembly directions provided to the Rubicon Rocket project team. The QA team will inspect each deliverable as milestones are reached. Checklists will be developed using the kit directions for each station assembling a section of the rocket. The checklist will simply ensure each step in the assembly process is done in accordance with the customers instructions. 17.3.2 Quality Control The checklists at each station will be picked up by the QA team during the inspection of the deliverable. The complete checklist with the QAs stamp will be included as part of the selloff documentation for each deliverable. 17.3.3 Project Deliverables and Processes Acceptance Criteria All deliverables will be constructed according to the Este Kit instructions 1.0 Assemble Engine Mount 2.0 Install Tank Tubes 3.0 Install Engine Mount, Cap and Centering Ring 4.0 Install Body Tube 5.0 Attach Nozzles and Fins 6.0 Shock Cord Mount Assembly 7.0 Attach Parachute and Shock Cord 8.0 Finishing Rocket 9.0 Apply Decals 10.0 Prepare Parachute For Flight 11.0 Prepare Engine For Flight 12.0 Prepare Rocket For Test Flight
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN 17.3.4 Project Overview This project will address design consideration of the Gauchito Rocket. The rockets design and test results can be observed using a 7/8 scale model of the full sized rocket. This approach provides a valid measurement of the rockets success without the time and expense necessary to build a full-sized rocket. This will also help in the identification, mitigation and
70
avoidance of risk to the space development program. This project is being under taken to show that our company has the ability to produce a reliable test product that accurately duplicates the final full size rocket. To do this we will deliver the completed 7/8 scale model rocket 3 days after the assembly is completed to Mohave Rocket Test Area (MRTA). 17.3.5 Quality Standards Rocket parts included in the kit have been inspected. These parts are of acceptable quality and grade for this project. The seven solid propellant rocket motors (D12-5) being installed on the 7/8 scale model rocket, have been designed and tested to produce similar thrust as the engines on the full scale rocket. 17.3.6 Quality Tools Audits of all deliverables will be made by a QA team member. Checklists will be first verified and signed by the Fitter, Measurer, Gluer, or Sander. Then the checklist will be verified, signed and stamped by the QA lead, and included as part of the end-item-data-package (EIDP) sell-off documentation. In the event the QA lead is not available, representative from the Defense Plant Representative Office (DPRO) will provide the final inspection and stamp. Mr. Thomas Bailey has been assigned as Quality Assurance Manager and has the responsibility for: Specifying how the quality assurance processes should be applied.
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN Specifying how the quality control procedures should be applied. Specifying the continuous process improvement for the project. Defining criteria for the effective execution of key project activities, processes, and deliverables. Defining quality management responsibilities for the project. Identifying or include any checklists or templates that should be used by project team members.
71
Defining how the project will be audited to ensure compliance with the quality management plan.
17.3.7 Project Quality Assurance Quality assurance helps determining the acceptability of a deliverable based on the processes used to create it. Quality assurance processes are used to evaluate overall project performance frequently and to determine that quality reviews were held, deliverables acceptance tested, and final delivery to the MRTA. 17.3.8 Quality Assurance Procedures Quality has been designed into the product. All of the parts used in this rocket project have been hand-picked by the customer for the 7/8 scale model rocket. Although the assembly procedures were provided by the customer, they will be monitored by QA team members looking for ways to improve the process of gluing, sanding, and painting through the use of better tools or material. Staff and Subcontractors knowledge of the processes being used will be asked for recommendations for improvement on the checklists.
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN 17.3.9 Project Monitoring Processes A checklist will be marked off for each of the measurable steps in the construction
72
process. These checklists will be signed off by one of the staff or subcontracted fitters and a QA team member or DRPO representative. This will ensure that all steps in the construct process were followed. 17.3.10Project Quality Control Sample Checklist Table 7. Project Quality Control Sample Checklist Deliverable Assemble Engine Mount Mark 13 mm from rear end of tube Mark 51 mm from rear end of tube Mark 3 mm from front end of tube Cut 3 mm slit at 51 mm mark Mark Yellow Spacer Tool 19 mm from end Smear glue 44 mm inside engine mount tube Push engine block into engine mount tube up to mark with Spacer Tool Remove Spacer Tool Immediately Let glue dry Apply glue around tube ahead of 13 mm mark Position engine hook Insert engine hook into slit Slide engine hook retainer ring into front of engine tube Slide ring over engine hook to 13 mm mark Let glue dry Step Completed Yes No
Signature: Inspector: ________________________________________ QA: ____________________________________________ Recommended improvement (materials or processes):
Date: _______________ _______________
______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN 17.3.11Project Deliverables Checklist signed by a verifier and a QA team member. The checklist will also include
73
suggestions by the staff member or subcontracted personnel who did the assembly of the rocket deliverable. 17.3.12Project Deliverables Test and Acceptance Process The construction material used for this project has been hand-picked by the customer. 17.3.13Project Deliverable Acceptance Criteria All deliverables will be constructed according to kit instructions. The passing criteria are listed in the checklist. 17.3.14Project Audits and Quality Reviews Project Quality Audit Review Assemble Engine Mount Install Tank Tubes Install Engine Mount, Cap and Centering Ring Install Body Tube Attach Nozzles and Fins Shock Cord Mount Assembly Attach Parachute and Shock Cord Finishing Rocket Apply Decals Prepare Parachute for Flight Prepare Engine For Flight Prepare Rocket For Test Flight Plan Dates Completion of Deliverable Completion of Deliverable Completion of Deliverable Completion of Deliverable Completion of Deliverable Completion of Deliverable Completion of Deliverable Completion of Deliverable Completion of Deliverable Completion of Deliverable Completion of Deliverable Completion of Deliverable Review Auditor QA member QA member QA member QA member QA member QA member QA member QA member QA member QA member QA member QA member Comments
74
Quality Management Plan Approvals Prepared by: _____________________________________________________________ Quality Assurance Manager
_____________________________________________________________ Project Sponsor
_____________________________________________________________ Client Sponsor
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN 18. Staffing Management Plan Project Name: Ansari X Prize Rubicon Gauchito Rocket Project Manager: Jeffery Gilpin Contract Number: GM592-01N 18.1 Project Justification In assembling the 7/8 scale model of the Ansari X Rubicon Gauchito Rocket, the opportunity to address needed modifications identified through quality analysis and testing on the design is invaluable to the Pablo de Leon & Associates space development program. This will also assist in the identification, mitigation and avoidance of risk to the space development program. 18.2 Staff Requirements The project staff will consist of: 18.3 Fitters Measurer Marker Cutter Gluer Sander (Junior and Senior) Painter (Junior and Senior) Taper
75
Key Constraints Fitters, Gluer, Sander, and Taper will be subcontracted through a staffing organization
and employ based on requirements and durations identified in the WBS.
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN 18.4 Key Assumptions Resources are properly allocated to ensure load balancing throughout the project. 18.5 Staff Selection Criteria
76
The 7/8-scale demonstration-evaluation (DEMVAL) Rubicon rocket project is a project that will utilize much of the expertise within Kaplan Technical Corporation (KTC). This is a precision project that calls upon many skills and skill sets within the company. Based on past performances, we will rise to the task, asking the best of the best to step forward in anticipation of a well-produced and structurally sound product. Below are specific job requirements in support of the Rubicon Rocket Project. The project manager, Jeffery Gilpin, will work with the functional managers to screen qualified individuals to support this undertaking. The involvement of Mr. Gilpin will ensure the team success. The primary criteria used in selection process are: 18.6 Attendance and performance Special knowledge and skills Work history Current project workload Authorization and costing to work overtime Interest in the project
Staff Acquisition and Team Development Selected individuals will be detailed to support this project as an addendum to ongoing
requirements. Specific position requirements are listed below. A team building activity will be scheduled after the completion of the selection and prior to the start of the project. This project has an expected completion date of not later than 17 Jul 2012.
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN Job Description for Fitter: This position requires an Associate Degree in fitter sciences, a closely related field; or five years of professional experience in
77
assembling/constructing. Additional requirements for this position include the ability to read and follow instructions. The person assigned to this position will perform other duties as assigned. Job Description for Measurer: This position requires an Associate Degree in measurement science or design technology, or a related field; or three years of professional experience. The person assigned to this position will perform other duties as assigned. Job Description for Marker: This position requires an Associate Degree in marking science or design technology, or a related field; or three years of professional experience. The person assigned to this position will perform other duties as assigned. Job Description for Cutter: This position requires an Associate Degree in utilizing sharp instruments such as knives or scissors. Selected individual must have the ability to read and interpret simple instructions, as well as cutting. Individual must be able to cut out, with an appropriate tool, any patterns within one-millimeter of specifications. The person assigned to this position will perform other duties as assigned. Job Description for Junior Painter: o Possess a High School diploma or General Education Development (GED) equivalent plus three years of professional experience. o Capable of scraping, priming, and sealing surfaces prior to painting.
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN o Must be able to mix and match paint colors. Must be able to apply paint, varnish, enamel and other finishes. o Other duties include clean and care of paint brushes, spray guns, and paint equipment. Job Description for Senior Painter:
78
o Possess a High School diploma or General Education Development (GED) equivalent plus six years of professional experience. o Responsible for the preparation of all surfaces prior to painting. o Ensures proper application and adherence to surfaces of all types. o Responsible for checking the condition of woodwork, reporting any carpentry needs, clean-up, and ensuring completeness and customer satisfaction with assigned projects. Job Description for Junior Sander: o Possess a High School diploma or General Education Development (GED) equivalent plus three years of professional experience. o Capable of using machine or hand sander, as well as capable of sanding any surface until it is smooth. o Capable of applying filler compound to any surface to seal. Job Description for Senior Sander: o Possess a High School diploma or General Education Development (GED) equivalent plus six years of professional experience. o Capable of using machine or hand sander, as well as capable of sanding any surface to fine specifications.
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN o Responsible for the selection of grit sandpaper and sanding equipment.
79
o Capable of verifying to requirements using applicable tools and experience. Job Description for Gluer: Capable of applying glue between seams in order to bind wooden parts of rockets or other items to make them airtight. Must be able to use Guide Glue tool to force glue into seam, fill Glue Runner with glue, and guide Glue Runner along seam to fill seam with glue. Ability to remove excess glue using scraper or towel is a must. Job Description for Taper: Capable of preparing and applying decals precisely. Must be able to follow simple instructions. Responsible for checking the condition of decals, reporting any defects, clean-up, and ensuring completeness and customer satisfaction with assigned projects. 18.7 Constraints This project has a requirement for staff that is not organic to Pablo de Leon & Associates. Authorization has been approved from management for external recruitment. 18.8 Recruitment The Rubicon Project Team will begin recruiting immediately through the Pablo de Leon & Associates Human Resources (HR) to hire qualified candidates to fill the staffing needs. The qualified candidates will be screened by the HR professionals and interviewed by the project team managers. Sufficient resources are available to support this undertaking. Resource allocation has been formally studied and is available in section 9 for review by functional managers. These requirements will be continually evaluated throughout the life of the project and adjustments will be made as required.
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN Staffing Management Plan Approvals Prepared by: _____________________________________________________________ Human Resource Manager
80
_____________________________________________________________ Project Sponsor
_____________________________________________________________
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN 19. Communications Management Plan Project Name: Ansari X Prize Rubicon Gauchito Rocket Project Manager: Jeffery Gilpin Contract Number: GM592-01N 19.1 Purpose The purpose of the Communications Management Plan is to define the communication requirements for the project and how information will be distributed. This Communications
81
Management Plan sets the communications framework for this project. It will serve as a guide for communications throughout the life of the project and will be updated as communication requirements change. This plan identifies and defines the roles of persons involved in this project. It also includes a communications matrix which maps the communication requirements of this project (PMdocs, 2012). 19.2 Communications Management Approach At KTC, we know that effective communication, internally and externally, is one of the most important features that separate project success from project failure. We will not reinvent the wheel; we will continue to communicate in a manner that has been proven to work in support of other projects. The Project Manager will take a proactive role in ensuring effective communications on this project. The communications requirements are documented in the Project Communications Planner Matrix presented in Table 9. The Project Communications Planner Matrix will be used as the guide for what information to communicate, who is to do the communicating, when to communicate it and to whom to communicate. The procedures listed below have been designed to build communication at all levels, and to ease the supporting processes while continuing to capitalize on its inherent benefit.
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN The Project Manager is responsible for disseminating any and all information to concerned parties. This responsibility includes information of the type indicated in Table 7
82
below as well as other information deemed pertinent by any interested party. Items not covered in Table 7 will, at a minimum, be posted in the Gauchito Project Website daily, by the close of business. Note: The project administrative assistant will post weekly status meeting minutes to the company Gauchito Project Website weekly. Information becomes such when it is inclusive of the components who, what, when where, why and how; effective communication includes these components and addresses the specific subject of interest. Information communicated about this or any project will be as detailed as possible initially, and will be followed up in writing or in an e-mail to all concerned parties. Any input, as a contributor to the successful outcome of this project, will be welcomed. When seeking answers or addressing concerns, a response will be provided in writing to the initiating party within 12 working hours. If this timeframe is violated or is not sufficient, escalation will follow the below listed path: a. Project Team Leader b. Project Manager c. Project Sponsor Note: Project team members shall not communicate directly to the customer, except through the communication path listed above. Escalation to any of the above listed parties will be in writing or through e-mail. Additionally, a copy of this correspondence must be maintained by the initiating party.
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN The Table 8 below is a guide to be used in support of this communications plan;
83
concerned parties are listed to ensure that information flows are consistent with the needs of both Stakeholders and management. This list may not be inclusive and provisions for the update of it, as well as the Project Communications Planner Matrix, or this communications plan are detailed in the paragraph below. Organizational feedback is always welcome through the Suggestion Box. As KTC strives to satisfy the needs of both its customer and employees, concerned individuals should feel free to offer suggestions for improvement, update or refinement of this or any other policies. Requests for modification of this plan or Project Communications Planner Matrix will be in writing through the hierarchal structure as specified in the organizational chart in Appendix C. Failure to comply with this minimal communication guidance will result in disciplinary action or termination.
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN Table 8. Project Key Staff Title Customer Sponsor Project Manager Business Manager Schedule Manager Parts and Materials Manager Mission Excellence Manager Subcontract Manager Procurement Manager Functional Manager (Measurer, Marker) Functional Manager (Fitter, Cutter) Functional Manager (Sander, Painter) Functional Manager (Gluer) Functional Manager (Taper) Name Burt Rutan Dr. M. Jeffery Tyler Jeffery Gilpin Steven Bell Pamela Johnson Ryan Bocock Thomas Bailey Wendell Byrd Padme Amidala Mace Windu Obi Wan Kenobe Anakin Skywalker Han Solo Luke Skywalker
84
Organization Scaled Composites Space Systems Technology Kaplan Technology Corporation Kaplan Technology Corporation Kaplan Technology Corporation Kaplan Technology Corporation Kaplan Technology Corporation Kaplan Technology Corporation Kaplan Technology Corporation Kaplan Technology Corporation Kaplan Technology Corporation Kaplan Technology Corporation Kaplan Technology Corporation Kaplan Technology Corporation
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN Table 9. Project Communication Planner Who Sent? What Who Received? Information? Primary Stakeholder Project Status When? Weekly
85
How? (Form/Medium) Email Email / Telephone Email Meeting Email / Meeting Email / Meeting Email / Meeting Email / Meeting Meeting Email / Meeting Email / Telephone Email / Telephone Email / Telephone
Project Manager
Primary Stakeholder Project Completion One Day Prior To Completion Project Team Project Team Project Manager Project Manager Project Manager Project Status Project Kickoff Task Status Cost Adjustment Schedule Adjustment Engineering Change Request Cost and Schedule Reports Stage Completion Supplies Request / Supplies Modification Supplies Lost / Supplies Damage Information Request Purchase Order for Rocket Kit and Supplies Weekly Prior To Project Start Weekly As Required As Required As Required Weekly Upon Completion Immediately
Team Leads
Project Manager Project Manager Project Manager Team Leads
Project Team Team Leads Primary Stakeholder Project Manager Project Manager
Immediately As Required
Immediately After Meeting Contract Award Email
Procurement
Measurer
Pickup Information After Purchase Order Approved and When Rocket Kit Arrived Purchase Receipt Assembly Sell-off Reports After Pickup Completion Weekly
Measurer Quality Assurance
Procurement Project Manager
Fax / Email Email
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN Communication Management Plan Approvals Prepared by: _____________________________________________________________ Project Manager
86
_____________________________________________________________ Project Sponsor
_____________________________________________________________
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN 20. Risk Management Plan Project Name: Ansari X Prize Rubicon Gauchito Rocket Project Manager: Jeffery Gilpin Contract Number: GM592-01N 20.1 Purpose The purpose of the risk management plan is to establish the framework in which the
87
project team will identify risks and develop strategies to mitigate or avoid those risks. However, before risks can be identified and managed, there are preliminary project elements which must be completed (PMdocs, 2012). The risk management plan goals and objectives are to: continuously improve risks and safety in order to minimize or prevent the occurrence of errors, such as system breakdowns leading to harmful activities that will impact project successes. Most of all to minimize adverse effects of errors or system breakdowns when they do occur; overall, minimizing losses to the project objectives by proactively identifying, analyzing, preventing, and controlling potential operational risks and facilitate compliance with regulatory, and legal, requirements as well as protect human and tangible resources. Care must be taken to ensure that the environmental safety evaluation process is developed within the context of state laws for legal privileges as well as any federal laws, rules and regulatory benefits. 20.2 Approach Risk management is the systematic process of identifying, analyzing, and responding to project risks. It includes maximizing the probability and consequences of positive events and minimizing the probability and consequences of adverse events impacting project objectives. This risk management plan defines how this project team will handle risks to achieve the project goals and objectives. Risks are often a measure of the inability to achieve overall project
88
objectives within defined project requirements and constraints and consists of the probability of occurrence; the impact of the risk on the project quality results or objectives; and the time differentials during which the consequences will occur if the risks are not mitigated. This risk management plan is designed to support the mission and vision of this project as it pertains to project risks and environmental safety as well as potential operational and property risks. The approach takes to manage risks for this project includes a methodical process by which the project team identified, scored, and ranked the various risks. The most likely and highest impact risks were added to the project schedule to ensure that the assigned project team leaders take the necessary steps to implement the mitigation response at the appropriate time during the schedule. Responsible project team leaders will provide status updates on their assigned risks in the weekly project team meetings, but only when the meetings include their risks planned timeframe. Upon the completion of the project, during the closing process, the project manager will analyze each risk as well as the risk management process. Based on this analysis, the project manager will identify any improvements that can be made to the risk management process for future projects. These improvements will be captured as part of the lessons learned knowledge base. 20.3 Risk Management Strategy The risk management strategy consists of a conceptual framework that will guide the development of a process for managing risks and safety initiative activities. This is a formally written risk management and safety operations process for managing probable project risks. The risk management plan supports the project philosophy that safety and risk management is everybodys responsibility. Teamwork and participation among management, and project participants are essential for an efficient and effectively safe risk management operational
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN process. The process is being implemented through the coordination of multiple project functions with the guidance of subject matter experts and project managers. This project supports the establishment of a fair trustworthy culture that emphasizes implementing evidence-based best practices, learning from error analysis, and providing
89
constructive feedback, rather than blame and punishment. In a fair trustworthy culture, unsafe conditions and hazards are readily and proactively identified, errors are reported and analyzed, mistakes are openly discussed, and suggestions for systemic improvements are welcomed. Individuals are still held accountable for compliance with safety and risk management practices. As such, if evaluation and investigation of an error or event reveals reckless behavior or willful violations of policies and procedures, disciplinary actions can be taken. The projects risk management plan is expected to stimulate the development, review, and revision of the projects practices and protocols to line them up with identified risks, chosen loss prevention, and loss reduction strategies. This documents the risk management plan that is being put in place to define the risk management process to be utilized throughout the life of this project. The project manager is responsible for reviewing and maintaining this risk management plan throughout the project life cycle, to ensure that the risk process remains appropriate to deal with the level of risk faced by the project. The project team has already initially identify probable project risks, but will continue to collect and document information; plan and update this risk management strategy as necessary to deploy the plan in order to continue to assess new risks impacting this project. 20.4 Risk Management Assessment for Operational Mandates Risk management communications involve bringing risk factors or events to the attention of the project manager and project team to assess operational mandates; and the most important
90
purpose is to ensure clear communications about how these possible probable or unknown risks are to be handled and managed. As a risk assessment is the act of determining the probability that a risk will occur and the impact that type of event will have, should it occur. The estimated cost, the duration of the potential delay, the changes in scope and the reduction in quality are factors that can be estimated and documented in the risk statement submission and the risk registry and then be measured, evaluated or compared using the standard project management documentation such as, a project plan, a project budget, and statements of work or work packages. Rather than producing detailed impact estimates the risk register makes it easier to compare one risk to another and assign priorities. For each of the impact categories the impact will be assessed as follows: Cost issues will be assessed as an impact with an estimated dollar amount that has a direct impact on the project. Regardless of whether there is a direct cost, any additional resources will be documented in the risk statement submission and risk register as part of the mitigation cost. Scope issues will be assessed whenever there is the potential that the final product will not be completed as originally expected creating a scope impact. Scope impacts could be measured as a reduction in the number of tasks to be completed due to the elimination of equipment deliveries for damaged or missing parts, or not providing a back-up delivery source. Schedule issues will be assessed to estimate the schedule impact of a risk event as these results are often the basis for elevating other impact categories. Because schedule delays frequently result in cost increases and may also result in a reduction of scope or quality. Schedule delays may or may not impact the critical path of the
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN project and may be associated with an extended final project end date. As an example, if a bridge or overpass collapsed this might delay completion of project
91
deliverables for 8-10 weeks, but if an alternate route is a contingency plan, the 8-10 week delay wont impact the final end date. Quality issues will be assessed as a reduction in quality is the preferred choice for the mitigation of a risk. Because quick fixes, shortcuts and low cost replacements are ways of reducing cost impacts. If not documented appropriately and approved by the project sponsor, mitigation strategies that rely upon a reduction in quality can result in significant disappointments and complaints from project stakeholders. Therefore, most risks will be assigned one category, but some might be assigned more than one by encompassing all categories. These categories will consist of situational risks such as adverse events or incidents at various levels. An adverse event or incident is an undesired outcome or occurrence, not expected within the normal process, condition, or delivery of services. On the other hand an event or situation that could have resulted in an accident, injury, or illness but did not occur because, either by chance or through a timely intervention became an opportunity for learning and provided a chance to develop preventive strategies and actions. An unusual occurrence or serious injury where there is neither an active claim nor any institutional formal legal action, but the projects judgment, is reportable to the institution that is providing medical accident insurance. For example an adverse event would be if a fall with injuries has had a delay or experienced a failure in reporting a workers condition without contacting an ambulance for emergency medical assistance. To perform a risk analysis a determination of the causes, potential probability, and potential harm of an identified risk and alternatives for dealing with the
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN risk are requirements. Examples of risk analysis techniques include failure mode and effects analysis, systems analysis, root-cause analysis, and tracking the trends of adverse events. But risk assessments are activities undertaken in order to identify potential risks and
92
unsafe conditions inherent in the organization or within targeted systems or processes much like risk avoidance where avoidance of engaging in practices of hazards that expose the project to a liability. Much like legal claims issues which are activities undertaken by the project manager to exert control over potential claims filings or filed claims against the project, the organization and or its providers. These activities include identifying potential claims early, notifying the organizations liability insurance carrier and or defense counsel of potential claims and lawsuits, evaluating liability and associated costs, identifying and mitigating potential damages, assisting with the defense of claims by scheduling individuals for deposition, providing documents or answers to written interrogations, implementing alternate dispute-resolution tactics, and investigating adverse events or incidents. Based on this a root-cause analysis is a process that will be used for identifying the basic or causal factors that underlie the occurrence or possible occurrence of an adverse event. Which is defined by experiencing an unexpected occurrence involving death or serious physical or psychological injury, or the risk of injury; a serious injury such as those described here specifically include things like the loss of a limb or paralyzed functional losses. All of this includes any process variation for which a recurrence would carry a significant chance of a serious adverse event. 20.5 Roles and Responsibilities The ultimate responsibility will be on the Project Manager, as he has the authority within the team to approve or deny any mitigation plans that are developed as well as the authority to
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN alter the scope statement, the budget, or the quality plan as may be required if any of the determined risk events occurs.
93
The responsibility for managing risk is shared amongst all the stakeholders of the project. However, decision authority for selecting whether to proceed with mitigation strategies and implement contingency actions, especially those that have an associated cost or resource requirement rest with the project sponsor and the project manager. The main risk management tasks performance responsibilities are outlined in Table 10 below. Table 10. Risk Management Tasks Performance Responsibilities Risk Management Tasks Performance Risk Identification Reports Risk Registry Journal Risk Assessments Risk Status Reporting and Documentation Risk Response Options Identification Risk Response Approval Risk Mitigation and Contingency Planning Risk Response Management Risk Tracking and Evaluations Risk Communications Monitoring Distribution Risk Responsibility All project stakeholders and participants Project Managers All project stakeholders and participants Project Managers All project stakeholders and participants Project Sponsor and Project Manager Project Manager and Subject Matter Experts Project Managers Project Manager and Subject Matter Experts Project Managers
Documentation of the designations of the project manager is contained in this risk management plan as well as their responsibilities in the table above for risk management duties. The project manager is responsible for overseeing day-to-day monitoring of safety and risk management activities and for investigating and reporting as necessary medical emergency accident issues to the insurance carrier or business claims for lawsuits arising out of the project, according to requirements specified in the insurance policy or contract compliance requirements. The project manager serves as the primary contact between the organization and other external parties on all matters relative to risk identification, prevention, and control, as well as risk retention and risk transfer. The project manager oversees the reporting of events to external
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN organizations, per regulations and contracts, and communicates analysis and feedback of
94
reported risk management and safety information to all project participants as necessary; because performance improvement goals are developed to remain consistent with the stated risk management and environmental safety goals and objectives. Documentation includes risk management reports on risk management activities and outcomes. 20.6 Budgeting While certain risk can have an effect on the schedule and quality of the project, corrective cost will be negligible unless the risk event goes unnoticed and uncorrected for an extend time period. The Project Manager, along with the project team leaders, determined it would be feasible to allocate approximately 10% of the budget to Risk Management and Mitigation. The percentage will be reevaluated weekly for the life of the project, but it is not necessary to rebaseline for this project. 20.7 Risk Identification For this project, risk identification was conducted in the initial project risk assessment meeting. The method used by the project team to identify risks was the Crawford Slip method. The project manager chaired the risk assessment meeting and distributed notepads to each member of the team and allowed 10 minutes for all team members to record as many risks as possible (PMdocs, 2012). In order to determine the severity of the risks identified by the team, a probability and impact factor was assigned to each risk. This process allowed the project manager to prioritize risks based upon the effect they may have on the project. The project manager utilized a probability-impact matrix to facilitate the team in moving each risk to the appropriate place on the chart.
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN Once the risks were assigned a probability and impact and placed in the appropriate
95
position on the chart, the recorder captured the finished product and the project manager moved the process on to the next step: risk mitigation/avoidance planning. For each identified risk, a response must be identified. The probability of the risk event occurring and the impacts will be the basis for determining the degree to which mitigation and contingency planning for the risk will be taken. Risks will be collected, reported, and documented and it is expected that the collection of information can be done by many people at the same time and should be done by people with knowledge about the specific asset class or area. It is required that the specific trade workers or subject matter experts to do the collection because they probably know more about the asset classes they work with and would be more accepting of risk management procedures for which they have had some input. 20.8 Risk Categories Risks responses will be identified under the following subtitled category classifications: Asset or environmental failures are the sudden unexpected failure of an asset or the unknown occurrence of an accident. Asset degradation relates to the relative slow degradation of an assets performance over time which is not noticed. Asset invasion is a classification where the asset may continue to work perfectly; however, the asset itself gets clogged up unexpectedly. Unexpected human behavior occurs when humans begin behaving in a totally unexpected way.
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN Possible misinterpretation by humans due to poorly worded instructions or signs are things that can lead people to do things that are dangerous to themselves or others as well as those poorly worded instructions becoming contributory to dangerous conditions developing. 20.9 Definition of Risk Probability and Impact A project of this scale needs impact and probability measurements to signify low,
96
moderate, and high. Numeric value will be recorded for each risk on the 5x5 Probability-Impact Matrix as shown in Figure 3. Risks in the Red are considered high risks and need to be resolved immediately. Risks in the Yellow are considered moderate risks and need to be track through the life of the project. Risks in the Green are considered low risks and do not need to be tracked but need to be aware of. The total ratings in the table, which are determined by taking Probability times Impact, can be used to determine the organizations sensitivity to each risk event listed.
IMPACT
Negligible 0.1 Minor 0.2 Moderate 0.3 Serious 0.4 Critical 0.5
PROBABILITY
Unlikely (0-10%)
Seldom (11-40%)
Occasional (41-60%)
Likely (61-90%)
Definitely (91-100%)
Figure 3. Probability-Impact Matrix
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN The risks register journal format will consist of the following points.
97
Date of identification; here is where the date the risk was identified will be reported. Status updates will identify whether the risk is active or closed. Risk descriptions will be a description of the risk. Risk probability is the likelihood that the risk will occur. See the Risk Probability Impact in Table 11 for possible values. In this category the descriptive words Frequent, Probable, Occasional, Unexpected and Improbable will be used.
Risk impact is the effect on the project objectives if the risk event occurs. See the Risk Probability Impact in Table 11 for possible values. In this category the descriptive words Frequent, Probable, Occasional, Unexpected and Improbable will be used. Table 11. Risk Probability Impact Percentage Description
Type
Frequent
Risk Probability Impact Percentage Description

4.38% - Risks involved with scheduled timeline increases due to late arrivals with personnel or vendors and poor quality testing environments or materials, such as exhaust smoke cleanup required due to testing with damaged equipment or materials.
Probable
8.75% - Minimal risks resulting in injury or illness with losses greater than $2,000 but less than $15,000 for personnel missing hours within a day of work or other risks regarding test failures and component reconstruction requirements. If flammable materials are being used volunteer firefighters will need to be present during any testing timelines, in case rocket exhaust ignites and smoke becomes unconstrained within the testing environment. 17.50% - Risks resulting in injury or illness with losses greater than $10,000 but less than $100,000 for personnel missing one day or more of work. These injuries could be the result of failure of glued or bolted connections for the prevention of equipment damages. 35% - Hazards resulting in permanent disabilities, injuries or occupational illnesses resulting in the hospitalization of more than three personnel costing over $300,000 but less than $2,000,000 with irreversible legal violations. Depending on the depth of the testing area and space available for use to test the rocket quality and the risk of the rocket launching properly; it could be difficult to ensure that the rocket will not crash in the testing environment or hit and injure a project participant during the testing evaluation period.
Occasional
Unexpected
98
Improbable 70% - Catastrophic risks that could result in death, permanent disability or losses of any kind that exceed $10,000,000. And are irreversibly severe legal environmental violations causing regulatory damages; this will end the project without closure but with termination instead.
20.10 Risk Management Mitigation and Contingency Operations One way of evaluating mitigation strategies is to multiply the risk cost times the probability of occurrence. Mitigation strategies that cost less than risk probability calculation will be given serious consideration and the response category subtitle classifications options are: Avoidance mitigation is basically a change request to protect the project in avoiding risks; which will also change the project scope and objectives, as well as other project elements. Transference mitigation is a shift of the impact of a risk to a third party like a subcontractor. It does not eliminate the risks it simply shifts responsibility for the risks. Direct mitigation reduction occurs when steps are taken to reduce the probability and/or impact of a risk. Such as taking early action, close monitoring, and more testing. Acceptance mitigation is simply accepting that something is a risk. When choosing acceptance as a response the probability of a risk occurring and the associated impact to the project results, may include any actions will affect the cost, schedule, scope, and quality impacts if the risk event occurs. Deferred mitigation is a determination of how a risk will be addressed at a later time. Risk retention is another form of deferred mitigation as it is an internally driven financing mechanisms intended to pay for accidental and uninsurable losses; much
99
like risk transfer techniques involving the process of shifting the financial burden of losses to an external party or parties like insurance companies or subcontractors. In order to reduce the probability of an adverse risk occurring this plan is being designed as it will be more effective at prevention and less costly than repairing the damage after a risk has occurred. However, some risk mitigation options may simply be too costly in time or money to consider. Contingency planning is the act of preparing a plan also with a series of activities, should an adverse risk occur. Having a contingency plan in place forces the project team to think in advance as to a course of action if a risk event takes place; and the contingency plan will be performed to implement the mitigation strategy. Mitigation activities will be documented in the risk register, and reviewed on a regular basis. They include identification of potential failure points for each risk mitigation solution. For each failure point, documented the event that would reveal that the event or factor has occurred or reached a critical condition. For each failure point, alternatives for correcting the failure will be provided. The results of the risk assessment process are documented in each risk statement submission and summarized in the risk register which will be reported continually on a regularly scheduled basis along with contingency planning. And this will identify the necessary resources such as money, equipment and labor. After developing the contingency plan schedule; although the date the plan will be implemented is unknown, this requires that the schedule be in the format of day 1, day 2, day 3, and so forth, rather than containing specific start and end dates; but defining emergency notification and escalation procedures, as needed will be done by the project manager. Contingency plan training materials will also be developed as needed and these plans will be reviewed and updated as necessary. The plans will be published and distributed to management and those directly involved in executing the plans. Contingency planning may also
100
be reflected in the project budget, as a line item to cover unexpected expenses. The amount to budget for contingencies may be limited to probability risks. This is determined by estimating the cost if a risk occurs, and multiplying it by the probability. For example, assume a risk is estimated to result in an additional cost of $50,000, and the probability of occurrence is 70%. The amount that should be included in the budget for this one item is $35,000. Associated with a contingency plan, is when it should be applied and when it has completed its resolution. Application is an event that would activate the contingency plan, while a resolution is the criteria to resume normal operations. Both will be identified in the risk register. However, conditional compliance failures which are proactive method for evaluating a process to identify where and how it might fail and for assessing the relative impact of different failures in order to identify the parts of the process that are most in need of improvement will also be identified along with loss reduction and loss prevention. Loss reduction or loss prevention; loss reduction is the minimization of the severity of losses through methods such as claims investigation and administration, early identification and management of events, and minimization of potential loss of performance reputation. Loss prevention is the minimization of the likelihood or probability of a loss through proactive methods such as risk assessment and identification; staff and volunteer education, credentialing, and development; policy and procedure implementation, review, and revision; preventive maintenance; quality performance reviews and improvements through root cause analysis and others. Such as risk control for the treatment of risk by using methods aimed at eliminating or lowering the probability of an adverse event much like the loss prevention process and eliminating, reducing, or minimizing harm to individuals and the financial severity of losses when they occur like the loss reduction process and this includes risk financing which is an
101
analysis of the cost associated with quantifying risk and funding for such things as workmens compensation due to accidental injuries. As project activities are conducted and completed, risk factors and events will be monitored to determine if in fact events have occurred that would indicate the risk is now a reality. Based on events that have been documented during the risk analysis and mitigation processes, the project managers will have the authority to enact contingency plans as deemed appropriate. Day to day risk mitigation activities will be enacted and directed by the project managers. Contingency plans once approved and initiated will be added to the project work plan and be tracked and reported along with all of the other project activities. Risk management is an ongoing activity that will continue throughout the life of the project. This process includes continued activities of risk identification, risk assessment, planning for newly identified risks, monitoring conditions and contingency plans, and risk reporting on a regular basis. Project status reporting will contain a section on risk management, where new risks are presented along with any status changes of existing risks. Some risk attributes, such as probability and impact, could change during the life of a project and this will be reported as well. The individual identifying the risk will immediately notify the project managers. The individual notified will assess the risk situation. If required, the project managers will identify a mitigating strategy, and assign resources as necessary. This risk management plan can make sure that clear instructions exist on how to respond to risk events, or tasks and have these tasks will be carried out regularly at some recurrent intervals. The plan also has a budgeted resource time and cost for managing these risks. The plan will be easily accessible for review as circumstances change or to add new steps or procedures to the plan.
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN 20.11 Reporting Formats for Risk Register
102
The risk registry, as shown in Figure 4, lays out the definition of the risk, what category it fits into, the root cause of the risk event (if the root cause has been determined and is relevant to the project), the triggers for the risk, and how KTC will respond to the risk event. There will be weekly quality assessments. At this time the Risk Manager along with the Quality Manager and the PM will be assessing the progress of the project and any occurrences that could be considered a risk. The assessments, as well as any and all reports from the construction staff and/or the functional managers will all be used to determine risk occurrences, which will all go into the register, be they big or small.
Risk Register Project Revision: Risk Risk # Description 1 2 3 4 20.12 Tracking It is imperative that any risk events be tracked throughout the life of this project, whether they are big or small, as a small risk is likely to become a big risk and a potential detriment to the project if it goes unchecked for a length of time. As this information can be important to any member of the project, it needs to be easily accessible; therefore, each project team leader as well as the project manager has copies of the Risk Register and the weekly assessments available for viewing upon request. Date Risk Category
Risk Root Cause
Trigger
Risk Response
Figure 4. Sample Risk Register
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN Risk Management Plan Approvals Prepared by: _____________________________________________________________ Risk Manager
103
_____________________________________________________________ Project Sponsor
_____________________________________________________________
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN 21. Procurement Management Plan Project Name: Ansari X Prize Rubicon Gauchito Rocket Project Manager: Jeffery Gilpin Contract Number: GM592-01N 21.1 Purpose The purpose of the Procurement Management Plan is to define the procurement requirements for the project and how it will be managed from developing procurement documentation through contract closure. This Procurement Management Plan sets the procurement framework for this project. It will serve as a guide for managing procurement throughout the life of the project and will be updated as acquisition needs change. This plan
104
identifies and defines the items to be procured, the types of contracts to be used in support of this project, the contract approval process, and decision criteria. The importance of coordinating procurement activities, establishing firm contract deliverables, and metrics in measuring procurement activities is included (PMdocs, 2012). 21.2 Procurement Management Approach The Project Manager will provide oversight and management for all procurement activities under this project. The Project Manager will work with the project team to identify all items to be procured for the successful completion of the project. The Project Management Office (PMO) will then review the procurement list prior to submitting it to the contracts and purchasing department. The contracts and purchasing department will review the procurement items, determine whether it is advantageous to make or buy the items, and begin the vendor selection, purchasing and the contracting process.
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN 21.3 Procurement Definition
105
Table 8 summarizes the procurement items and/or services that have been determined to be essential for project completion and success. The following list of items/services, justification, and timeline are pending PMO review for submission to the contracts and purchasing department: Table 12. Procurement Items
Rubicon Rocket Project - Materials and Equipment

Rocket Kit Supplies Estes Rubicon Rocket Ruler Scissors Knife, razor Sandpaper 200 grit (sheets) Sandpaper 320 grit (sheets) Tape, paint & masking (rolls) Pencil, mechanical Material Primer, paint, sandable (cans) Paint, Grey (cans) Paint, Black (cans) Paint, Orange (cans) Paint, White (cans) Paint, Silver (cans) Coating, Clear (cans) Glue, Carpenters (pints) Rubber cement (quarts) Rocket Engines Igniter 20 3 8 3 8 2 3 3 2 7 7 05-Jul-2012 05-Jul-2012 05-Jul-2012 05-Jul-2012 05-Jul-2012 05-Jul-2012 05-Jul-2012 06-Jun-2012 06-Jun-2012 15-Jul-2012 15-Jul-2012 Needed for finishing the rocket Needed for finishing the rocket Needed for finishing the rocket Needed for finishing the rocket Needed for finishing the rocket Needed for finishing the rocket Needed for finishing the rocket Needed for manufacturing the rocket Needed for manufacturing the rocket Needed for project delivery Needed for project delivery Required 1 1 1 1 11 11 2 1 Need Date 06-Jun-2012 06-Jun-2012 06-Jun-2012 06-Jun-2012 05-Jul-2012 05-Jul-2012 05-Jul-2012 06-Jun-2012 Justification Needed for manufacturing the rocket Needed for manufacturing the rocket Needed for manufacturing the rocket Needed for finishing the rocket Needed for finishing the rocket Needed for finishing the rocket Needed for manufacturing the rocket
In addition to the above list of procurement items, the following individuals are authorized to approve purchases for the project team: 21.4 Jeffery Gilpin, Project Manager Padme Amidala, Procurement Manager
Type of Contract All items and services to be procured for this project will be solicited under firm-fixed
price contracts. The project team will work with the contracts and purchasing department to
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN define the item types, quantities, services and required delivery dates. The contracts and
106
purchasing department will then solicit bids from various vendors in order to procure the items within the required time frame and at a reasonable cost under the firm fixed price contract once the vendor is selected. The contracts will be awarded with a clear understanding that all of the M&E purchased are to be delivered no later than a week prior to the project start. There is also a need to outsource the Fitters, Gluers, Sanders, and Tapers for this project, as those skill sets are no longer available on-staff within the organization. After a discussion with the Human Resource and using the Quality Assurance Managers research it was determined that these skill sets would be subcontracted from the Endor Corporation. Contract with Endor Corporation will be drawn up specifying their pay per hour, their breaks and lunches, and all other requirements necessary to meet states requirements for hourly employees. Firm Fixed Price contract will be used for this outsourcing activity. 21.5 Contract Approval Process The first step in the contract approval process is to determine what items or services will require procurement from outside vendors. This will be determined by conducting a cost analysis on products or services which can be provided internally and compared with purchase prices from vendors. Once cost analyses are complete and the list of items and services to be procured externally is finalized, the purchasing and contracts department will send out solicitations to outside vendors. Once solicitations are complete and proposals have been received by all vendors the approval process begins. The first step of this process is to conduct a review of all vendor proposals to determine which meet the criteria established by the project team and the purchasing and contracts department.
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN 21.6 Decision Criteria
107
The criteria for the selection and award of procurement contracts under this project will be based on the following decision criteria: Ability of the vendor to provide all items by the required delivery date Quality Cost Expected delivery date Comparison of outsourced cost versus in-sourcing Past performance
These criteria will be measured by the contracts review board and/or the Project Manager. The ultimate decision will be made based on these criteria as well as available resources. 21.7 Vendor Management The Project Manager is ultimately responsible for managing vendors. In order to ensure the timely delivery and high quality of products from vendors the Project Manager, or his/her designee will meet weekly with the contract and purchasing department and each vendor to discuss the progress for each procured item. The meetings can be in person or by teleconference. The purpose of these meetings will be to review all documented specifications for each product as well as to review the quality test findings. This forum will provide an opportunity to review each items development or the service provided in order to ensure it complies with the requirements established in the project specifications. It also serves as an opportunity to ask questions or modify contracts or requirements ahead of time in order to prevent delays in
108
delivery and schedule. The Project Manager will be responsible for scheduling this meeting on a weekly basis until all items are delivered and are determined to be acceptable. 21.8 Performance Metrics for Procurement Activities While the purchasing and contracts department has their own internal metrics for procurement, the following metrics are established for vendor performance for this projects procurement activities. Each metric is rated on a 1-4 scale, with 1 as unsatisfactory and 4 is exceptional. The Vendor Evaluation Benchmark in section 11 captures the performance metrics for the procurement of paint and glue for the project. 21.9 Constraints There are two constraints for this project: a. The unavailability of skill sets for fitter, gluer, sander and taper within KTC. These skill sets have to be subcontracted to Endor Corporation to meet the staffing requirement. b. Any delay delivery of materials and equipment will result in a schedule delay. 21.10 Assumptions For the project to be successful, the following assumptions are made: a. The materials and equipment will arrive one week prior to project start date. b. All necessary personnel will be available at the time of the project start. c. The contracts will be followed as written without any delays or difficulties.
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN Procurement Management Plan Approvals Prepared by: _____________________________________________________________ Procurement Manager
109
_____________________________________________________________ Project Sponsor
_____________________________________________________________
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN 22. Glossary A Accountability/Responsibility Matrix A structure which relates the project organization structure to the work breakdown structure; assures that each element of the project scope of work is assigned to a responsible individual. Acceleration A rate of change in the speed of an object over a unit of time Actual Cost of Work Performed ("ACWP") Total costs incurred (direct and indirect) in accomplishing work during a given time period. ACWP is used in the earned value method of progress measurement. Aerospace A compound term used to describe the atmosphere and space as one medium. Armed A ready-to-launch condition in which a safety key is inserted As-Performed Schedule The final project schedule which depicts actual completion (finish) dates, actual durations, and start dates.
110
Assumption There may be external circumstances or events that must occur for the project to be successful. If you believe such an event is likely to happen, then it would be an assumption. (Contrast with the definition of a risk.) If an event is within the control of the project team, such as having testing complete by a certain date, then it is not an assumption. If an event has a 100% chance of occurring, then it is not an assumption since there is no "likelihood" or risk involved. (It is just a fact). Examples of assumptions might be that "Budgets and resources will be available when needed ..." or "The new software release will be available for use by the time the Construct Phase begins". Assurance To examine with the intent to verify B Ballistic A projectile that receives an initial thrust from a power source then continues in motion due to momentum Baseline at Completion ("BAC") Total completed cost of work as originally planned
111
Baseline, cost estimate The estimated cost to perform all work defined by the project baseline based on the defined conditions, for example, without overtime. Bills of Materials The formal documentation of the complete set of physical elements required to build a product, which is used by the project manager or purchasing department to order any material or supplies that are required. Boost Phase The period in a model rocket's flight where a motor is providing thrust Budget at Completion ("BAC") The sum of all budgets allocated to a project. It is synonymous with the term "Performance Measurement Baseline (PMB)." Budget Cost The cost anticipated at the start of a project. Budgeted Cost of Work Performed ("BCWP") The sum of the budgets for completed portions of in-process work, plus the appropriate portion of the budgets for level of effort and apportioned effort for the relevant time period. BCWP is commonly referred to as Earned Value. Budgeted Cost of Work Scheduled ("BCWS") The sum of the budgets for work scheduled to be accomplished (including in-process work), plus the appropriate portion of the budgets for Level of Effort and apportioned effort for the relevant time period. Burn
The time in which a model rocket motor is providing thrust.
Burn-out The point where all of the fuel is expended and thrust is no longer provided. C Certificate of Conformance A certificate signed by a contractor representative that the supplies or services required by the contract have been furnished in accordance with all applicable contract requirements.
112
Change Request A request needed to obtain formal approval for changes to the scope, design, methods, costs or planned aspects of a project. Change requests may arise through changes in the business or issues in the project. Change requests should be logged, assessed and agreed on before a change to the project can be made. Closeout The completion of all work on a project. Cluster A group of rocket motors working together. Combustion A chemical reaction that occurs inside the combustion chamber and provides a controlled explosion resulting in thrust. Communication The transmission and validated receipt of information so that the recipient understands what the sender intends, and the sender is assured that the intent is understood. Communications Plan A statement of project stakeholders' communication and information needs. Component A subsystem, assembly, subassembly or other major element of an end item Component Integration and Test Assembling units into the next higher assembly and testing the integrated unit Constraint A restriction that must be balanced with all other constraints to achieve project success. The four primary and universal project constraints are scope, quality grade, time and resources. Contingency As a result of risk analysis sums of money or amounts of time may be set aside as contingency which may be used in the event of risks occurring. Cost Performance Index ("CPI") The cost efficiency factor representing the relationship between the actual costs expended and the value of the physical work performed. Critical Path The series of tasks that must finish on time for the entire project to finish on schedule. Each task on the critical path is a critical task.
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN D Deliverables The physical items to be delivered for a project. This may include organization attributes, reports and plans, as well as physical products or objects.
113
E Earned Value A measure of the value of work performed so far. Earned value uses original estimates and progress-to-date to show whether the actual costs incurred are on budget and whether the tasks are ahead or behind the baseline plan. Errors and Omissions Generally refers to design deficiencies in the plans, specifications or contract. Estimate at Completion Actual cost of work completed to date plus the predicted costs and schedule for finishing the remaining work. Executable Architecture A partial implementation of the system built to demonstrate selected system functions and properties, in particular those satisfying non-functional requirements F FAA
Federal Aviation Administration. This is the governing body that controls all of the airspace above the United States
Fin An airfoil attached to the body. In the example of a model rocket, a fin is attached to aft section and adds stability in flight.
Finish The final surface of a model rocket. Free Slack The amount of time a task can slip without delaying another task. Frequency The rate at which something is repeated, typically at short intervals. G G A unit of gravity.
114
Gantt Chart A chart using time lines and other symbols that illustrates multiple, time-based activities or projects on a horizontal time scale. Glide
The non-powered descent of a model with airfoils controlling part of the descent.
H Highlight Report A report prepared by the project manager at intervals determined by the project board. It reviews progress to date and highlights any actual or potential problems which have been identified during the period it covers. I Igniter An electrical device, usually nichrome wire, that provides enough heat to cause the chemical reaction between the fuel and the oxidizer. Ignition A point where fuel and oxidizer combine. Impact An assessment of the adverse effect of the risk occurring. Used in risk analysis as one part of the assessment of a risk, the other being likelihood Inspection Cyclical A system whereby supplies and equipment in storage are subjected to, but not limited to, periodic, and special inspection and continuous action to assure that material is maintained in a ready for issue condition J Job A group of contiguous operations related by similarity of functions that can be completed by one or more workers without interference or delay. K Key Performance Indicators ("KPI") Those project management indicators that: o are determined at the beginning of the project o reflect directly on the key objectives [goals] of the project o provide the basis for project management trade-off decisions during the course of the project. L Launch controller An electrical system that provides a current to the igniter.
115
Launch lug A tube that is attached to the body of the rocket for the purpose of guiding the model up the launch rod during liftoff. Launch rod A rod used to guide a model rocket in the first moments of ascent. This rod provides a path in the first seconds of launch. Launch tower A structure that provides a path for the rocket, during launch, by exerting slight pressures upon the fins. Life Cycle The phases that a project goes through from concept through completion. The nature of the project changes during each phase. M Management Reserve ("MR") An amount of the owner's total allocated budget withheld under the owner's management control, rather than assigned as part of the project's scope under the control of the project manager. Maximum Thrust The greatest amount of thrust created during the combustion process. Momentum Mass times velocity equals momentum. Motor A device that converts chemical energy into thrust. The word is used interchangeably with "engine." Multi-Stage A rocket having two or more sections that operate one after the other N NAR
The National Association of Rocketry. This is the official governing body of the model rocket hobby.
Network Diagram A schematic display of the sequential and logical relationship of the activities which comprise the project. Two popular drawing conventions or notations for scheduling are arrow and precedence diagramming.
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN Nichrome Alloy wire used to ignite model rocket motors when an electrical current is passed through it.
116
Nozzle The portion of the rocket motor which accelerates the gases to sonic velocity at the narrowest part of the nozzle (the throat) then expands them to greater velocity in the exit cone. O Organizational Breakdown Structure ("OBS") A hierarchical structure designed to pinpoint the area of an organization responsible for each part of a project. P Payload An object (s) that is carried on board of a rocket during its flight. The payload is not normally a permanent fixture of the rocket Phase
A major period in the life of a project culminating in a major milestone. A Phase may encompass several Stages.
Post Contract Evaluations Objective review and analysis of the performance of both parties' performance, realistic technical problems encountered and the corrective actions taken Propellant The combined mass of the fuel and the oxidizer. Propulsion The act of moving the rocket forward. Prototype An original or model on which a later item is formed or based. Punch List A list made near to the completion of a project showing the items of work remaining in order to complete the project scope. Q Quality Assurance All those planned and systematic actions necessary to provide adequate confidence that a product or service will satisfy given requirements for quality.
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN R Range An outdoor launch area. Recovery System A system built into a model rocket to bring it safely back to Earth after a flight. Risk
117
The probability of an undesirable outcome.
Risk Identification The process of systematically identifying all possible risk events which may impact on a project. They may be conveniently classified according to their cause or source and ranked roughly according to ability to manage effective responses. Not all risk events will impact all projects, but the cumulative effect of several risk events occurring in conjunction with each other may well be more severe than the examination of the individual risk events would suggest. Risk Matrix A matrix with risks located in rows, and with impact and likelihood in columns. S S Curve A display of cumulative costs, labor hours or other quantities plotted against time. Editor's Note: The name derives from the S-like shape of the curve, flatter at the beginning and end and steeper in the middle, which is typical of most activities (and whole project). The beginning represents a slow, deliberate but accelerating start, while the end represents a deceleration as the work runs out. Shock cord An elastic cord that attaches the parts that separate when the ejection charge is ignited. Shroud Line The lines that make up the parachute. Solid Propellant When the fuel and oxidizer are dry chemicals, they make up the solid propellant. Streamer A strip, or ribbon, of material used to slow the descent of a model rocket-other than a parachute. System Verification Proof of compliance with system specifications. Verification may be determined by test, analysis, inspection, or demonstration
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN T Target Completion Date ("TC") An imposed date which constrains or otherwise modifies the network analysis. Threshold Monetary, time, or resource values used as parameters, which if breached will cause some type of management action to occur Thrust A force produced when the propellant burns. Trajectory The flight path of a model rocket.
118
Turnaround Report A report created especially for the various responsible managers to enter their progress status against a list of activities that are scheduled to be in progress during a particular time window. U User
Any individual or organization that uses the system or the results of the system.
V Variance at Completion ("VAC") The budget at completion less the estimate at completion. A negative result indicates that the project is over budget.
Velocity The speed per unit of time in a given direction. W Work Breakdown Structure ("WBS") A task oriented detailed breakdown, which defines the work packages and tasks at a level above that defined in the networks and schedules. The WBS initiates the development of the Organizational Breakdown Structure (OBS), and the Cost Breakdown Structure (CBS). It also provides the foundation for determining Earned Value and activity networks.
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN Appendix A Project Network Diagram
Install Engine Mount, Cap, and Ring
119
Assemble Engine Mount
FS
FS
Red line indicates critical path Install Body Tube
FS
Install Tank Tubes
FS
Attach Nozzle and Fins
FS
FS
Shock Cord Mount Assembly
FS
Attach Parachute / Shock Cord
Finishing Rocket
FS
FS
Apply Decals
FS
Prepare Parachute for Flight
FS
Prepare Engine for Flight
FS
Prepare Rocket for Test Flight
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN Appendix B Potential Communication Channels The analysis of the communication channels determines the information needs of the project stakeholders and is defined by the format and value of the information (Project Management Institute, 2008). Project manager used
120
where, n represents the number of stakeholders, in order to determine potential communication channels. For Rubicon Rocket Project, we have 17(17-1)/2 = 136 potential communication channels Primary Customer Representative: 1 Sub-Contractor on the Scaled Composites X-Prize Contract: 1 Project Manager: 1 Project Team Leaders: 6 Project Team Personnel: 8
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN Appendix C Organizational Chart with Functional Area
121
Project Management Staff - 6

Thomas Bailey
Team Members - 8 Customer - 1

Burt Rutan Scaled Composites Ryan Bocock MJ effrey Tyler Project Sponsor W endell Byrd Cutter
Steven Bell
Fitter
Sub-contractor - 1
Pamela J ohnson
Painter
Sander J effery Gilpin Measurer
Marker Pablo de Leon Team Leader
Gluer
Team Leader - 1
Taper
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN Appendix D Stakeholder Analysis Matrix
Stakeholder Customer (1) Burt Rutan Subcontractor (2) M. Jeffery Tyler Project Management (3) Thomas Bailey (4) Steven Bell Stakeholder Interest in Project Assessment of Impact
122
Strategies for Gaining Support Support or Reducing Obstacles
Customer Represenative Senior Project Leader - Sponsor
Final Acceptance Authority Project Initiation / Completion - Define Project - Indentify Business Strategies Design and manage Quality - Obtain Support From Project Assurance criteria for project Sponsor - Communicate Project Goals and Management of projects Objectives to Team Leader finance and business related - Monitor Project Timeline / activities Scope Coordinate the procurement of - Review Milestones and Present parts and materials for the to Senior Project Manager assembly Establish criteria for and manage subcontractors and vendors Monitors and manages projects schedule Project Planning / Monitoring / Execution Production Execution and Management - Management of Team Members throughout project - Review Project Plans - Sponsor Meetings with Team Members - Review Project Milestone Requirements
Mission Excellence Manager Business Manager
(5) Ryan Bocock
Parts and Materials Manager
(6) Wendell Byrd
Subcontract Manager
(7) Pamela Johnson (8) Jeffery Gilpin Team Leader (9) Pablo de Leon
Scheduling Manager Project Manager
Lead the Production Team
Team Members (10) Fitter (11) Cutter (12) Painter (13) Sander (14) Measurer (15) Marker (16) Gluer (17) Taper Project Performance Project Task Execution - Keep informed of project changes - Provide task objective / scope / timeline - Attend Project Meetings with Team Leader
ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN References Estes. (2004-2005). Rubicon flying model rocket kit instructions. Space Transportation Corporation National Association of Rocketry. (2008). High Power Rocket Safety Code. Retrieved from http://www.nar.org/NARhpsc.html Project Management Docs (PMdocs). (2012). PMBOK based project management templates. Retrieved from http://www.projectmanagementdocs.com/templates.html Project Management Institute. (2008). A guide to the project management body of knowledge (4th ed.). Newtown Square, PA: Author.
123
Turnbit, N. (2005). Managing Assumptions. The PROJECT PERFECT White Paper Collection. Retrieved on 10 June 2012 from http://www.projectperfect.com.au/info_assumptions.php Tyler, J. (2009). Project initiation, planning, and execution. New York, NY: Pearson custom publishing

Rubicon Rocket Project

Diunggah oleh

Informasi Dokumen

Hak Cipta

Format Tersedia

Bagikan dokumen Ini

Bagikan atau Tanam Dokumen

Opsi Berbagi

Apakah menurut Anda dokumen ini bermanfaat?

Apakah konten ini tidak pantas?

Hak Cipta:

Format Tersedia

Rubicon Rocket Project

Diunggah oleh

Hak Cipta:

Format Tersedia

Running head: ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN

ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN Table of Contents

Preliminary Scope Statement................................................................................................. 16

5. 6. 7. 8. 9. 10. 11. 12. 13. 14.

14.1 14.2 14.3 14.4 14.5 14.6 14.7 15. 15.1

Schedule Management Plan ............................................................................................... 55

Cost Management Plan ...................................................................................................... 60

Quality Management Plan.................................................................................................. 68

Staffing Management Plan ................................................................................................. 75

Communications Management Plan .................................................................................. 81

Risk Management Plan ...................................................................................................... 87

Procurement Management Plan ....................................................................................... 104

Glossary ........................................................................................................................... 110

ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN Table of Tables

ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN

Figure 1. Rubicon Rocket

ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN

Jeffery Gilpin, KTC Ansari X Prize Gauchito Rocket Project Manager

Quality Assurance Staffing Manager Schedule Manager Procurement Manager

Ryan Bocock, KTC

ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN Name Role

ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN

Jeffery Gilpin, KTC Ansari X Prize Gauchito Rocket Project Manager

Quality Assurance Staffing Manager Schedule Manager Procurement Manager

Ryan Bocock, KTC

ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN Name Role

ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN

ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN

ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN

ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN

$18.00 $18.00 $36.00 $27.00 $27.00

$4.50 $4.50 $13.50 $11.70 $9.00 $13.50 $11.70 $9.00

ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN

$4.50 $4.50 $18.00 $18.00 $9.00

$18.00 $9.00 $18.00

ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN

$4.50 $4.50 $9.00 $18.00

$13.50 $9.00 $4.50

$13.50 $9.00 $4.50

$13.50 $9.00 $4.50

$13.50 $9.00 $4.50 $13.50 $13.50 $9.00 $4.50

$13.50 $9.00 $4.50

ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN

$4.50 $18.00 $4.50

$18.00 $9.00 $9.00 $18.00 $18.00 $13.50 $13.50 $22.50 $22.50

ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN

$46.00 $46.00 $46.00 $46.00 $18.00 $57.50

ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN

Measurer Marker $9.00 $9.00

Rubicon Rocket Project - Materials and Equipment

ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN 5. Project Schedule

Red Tasks indicate Critical Path

Rubicon Rocket Project - Activity Schedule

Assemble Engine Mount

Attach Parachute and Shock Cord

Prepare Engine For Flight

Assemble Engine Mount Task Start Date Task Duration (Days)

Install Tank Tubes

Install Engine Mount, Cap and Centering Ring

Install Body Tube

Attach Nozzles and Fins

Shock Cord Mount Assembly

Attach Parachute and Shock Cord

Prepare Parachute for Flight