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Space station : NASA efforts to establish a design-to-life-cycle cost process : report to the chairman, Committee on Science, Space, and Technology, House of Representatives

Author: United States. General Accounting Office.
Publisher: Washington, D.C. : The Office, [1988]
Edition/Format:   Print book : National government publication : EnglishView all editions and formats
Summary:
In response to a congressional request, GAO reviewed the National Aeronautics and Space Administration's (NASA) implementation of cost control measures for space station operations. GAO found that NASA: (1) reviewed its efforts to establish a programwide design-to-life-cycle policy after an inconclusive attempt in 1986; (2) was considering a draft directive to help establish a management system to assess design  Read more...
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Details

Material Type: Government publication, National government publication
Document Type: Book
All Authors / Contributors: United States. General Accounting Office.
OCLC Number: 18680306
Notes: Cover title.
Distributed to depository libraries in microfiche.
"May 1988."
"GAO/NSIAD-88-147."
"B-227537"--Page [1].
Description: 43 pages : illustrations ; 28 cm
Other Titles: NASA efforts to establish a design-to-life-cycle cost process
Responsibility: United States General Accounting Office.

Abstract:

In response to a congressional request, GAO reviewed the National Aeronautics and Space Administration's (NASA) implementation of cost control measures for space station operations. GAO found that NASA: (1) reviewed its efforts to establish a programwide design-to-life-cycle policy after an inconclusive attempt in 1986; (2) was considering a draft directive to help establish a management system to assess design proposals' life-cycle cost impacts under current budget constraints; and (3) did not establish operations cost benchmarks and objectives during the program's definition phase or a reporting system to track progress against those objectives. GAO also found that NASA: (1) expected to use contract award fees as incentives to control life-cycle costs, but needed to develop criteria on which to base the awards; (2) did not establish a dedicated reserve fund because it believed that would encourage contractors to initially withhold life-cycle cost-reduction concepts and request reserve funds to support such ideas; (3) developed an operations concept and operations cost-estimating model to improve its cost-estimating capability; and (4) expected to complete its new policy and procedures after mid-1988 and to begin the bulk of the station's design and development after 1989.

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