NASA Autonomous Rotorcraft Project Project Management Leads to Industry Leader in Innovative Aviation Part of NASA's mission is to consistently develop innovative rotorcraft. This would fulfill NASA's mission to extend its flight technologies to help advance America's prowess in technology expertise in this field. Specifically, the team aerospace and aviation. NASA embarked on the Autonomous would create a flying laboratory consisting of advanced flight Rotorcraft Project (ARP) as part of that mission. controls, a reactive planner, all-digital camera system with tracking and passive ranging capabilities and real-time health The project goal was to develop an unmanned helicopter management systems. (rotorcraft) that would operate with the decision-making skill of a piloted aircraft. Facing technological complexities, By completing the above tasks, the ARP team hoped to management challenges and the coordination of multiple develop a rotorcraft that could: organizations, NASA used project management competencies to meet its goals while staying on-time and on-budget. maneuver around obstacles without human supervision, accomplish top-level mission goals, Background The ARP posed several challenges. Representatives from conduct vehicle health management activities the Army/NASA Rotorcraft Division, the NASA Exploration (i.e. diagnose and fix problems on the rotorcraft Technology Directorate and the Flight Projects Office automatically), and (FPO) made up the ARP team, which was comprised of re-plan the mission should unforeseen circumstances experts in aeromechanics and flight control, autonomous occur. executive software, helicopter dynamics and vehicle health management. Challenges The ARP team hired a project manager who was responsible for: Coordinating the ARP project team was one of the initial challenges as it was comprised of people from various developing schedules, budget and project progression organizations with different experience, backgrounds and reports; working styles. communicating with stakeholders and upper management at NASA for approval on all tasks; The project manager also had to report to two supervisors- NASA and the Computing, Information and Communications overseeing hardware and software development; Technology Program (CICT)-which sometimes had different priorities for the project or ways they wanted information crafting risk analysis documents; and relayed to the team. producing data and evaluations. Solutions The two prototype autonomous rotorcrafts used for this To keep team members informed and ensure stakeholder project, named Ariel and Caliban, were modified Yamaha expectations were met, the ARP manager used project RMAX radio-controlled helicopters with additional planning management to define the project scope. The team then software and flight control components. presented this project scope to stakeholders, who then discussed and negotiated all points with team members. NASA tasked the ARP team with developing, demonstrating and evaluating automated reasoning technologies forTeam members could then incorporate the changes and agree entire team knew how to respond to any incident that could on responsibilities. This allowed them to carry out their tasks occur. in a more efficient manner with a clearer picture of the end result. Results The combined team used project management techniques to The project manager learned early to meet the needs of each establish motivational tools and near-term focus deadlines to team member and communicate individual responsibilities, ensure success. The main technique was to schedule regular ensuring deadlines were established and met. The manager demonstrations of the teams' accomplishments, ensuring also sought each team members' opinion to find the best a specific amount of the work was completed before it was possible solution; team members felt they were truly a part of presented the team. Following these presentations, the ARP manager could In addition, when the project manager learned the time spent determine and provide the additional resources and scheduling flight tests was more than he expected, he allotted supplemental information the team needed, and follow up more time and energy into scheduling to ensure it would not to review the team's progress and the challenges it faced in cause future delays. reaching its end goal. The ARP team was able to assist the CICT Program in The team planned and maintained communication meeting its goal of developing and testing the fundamental throughout the project using project management techniques. technologies of automated reasoning. The ARP project also The ARP project manager housed both his team and the helped serve as a stepping stone to the 2005 fiscal year and hanger team together for easier communication; he could also future NASA projects. Without the extremely disciplined receive instant updates of project status. project manager on the ARP team, the project would not have given NASA the knowledge they sought in the autonomous An ARP Project website was created to keep NASA Computer, field. Information and Communications Technology Program upper management and stakeholders aware of the project's Key Achievements progression. The ARP satisfied all of NASA's success factors, including The team also provided project updates to potential meeting or exceeding client needs, and meeting or customers of the finished rotorcraft, including the improving on budget. Department of Homeland Security, the National Technology Transfer Center and other NASA researchers. This offered the The ARP met all scheduling goals, completing each dual benefits of marketing the rotorcraft and maintaining phase with no scheduling delays team morale by cultivating project support. In addition, all NASA expressed a high level of satisfaction with material presented in the updates was accessible to the team the finished project and supported the ARP team's via the website, including flight plans, authorized documents, nomination for PMI's 2005 Project of the Year. scheduling, photographs and videos. The Safety of Flight Review Board was also active in the project by making periodic approval checks throughout the process. Having these approvals completed throughout the project meant there would be no significant delays. Flight plans were also tested and reviewed by peers to ensure the results were meeting NASA's goals. The ARP manager was able to select these reviewers from a pool of highly qualified NASA researchers. In order to combat risk, the project manager found potential weaknesses in plans and prepared responses to any major delays or crises. All of these risk management strategies were shared with the team in weekly meetings, and therefore, the