The Space Shuttle Challenger Disaster
RISK CASE STUDY – ASSIGNEMENT 2
August 3, 20111
THE SPACE SHUTTLE CHALLENGER DISASTER
Risk Management Plan 1. Risk management plan summarizes risk management approach, list methodologies and processes, defines everyone’s role – definition of risk management plan. NASA was using for the most part qualitative risk assessment process. Launch of the shuttle was allowed as long as aggregate risk remained acceptable. Quantitive method was applied for risk assessment because if the complex procedures (like data gathering) were in place NASA would be buried with paperwork.
NASA’s culture was flying with acceptable risk.
There was Risk Management Plan in place for NASA because there was risk assessment and protocols in place but due to excessive nature of most of NASA’ projects waivers became a way of conducting business. As described in the NASA Handbook, hazards (risks) were analyzed and overseen by the Senior Safety Review Board. Each identified risk was classified by an established system, based on both the risk’s level of criticality on a scale of one to three (C1, C1R, C2, C2R, and C3). However, their review process contended that no single risk or combination of risks would be enough to prevent a launch, as long as the aggregate risk remained at an acceptable level. 2. The Risk Management Plan was not followed. Methods used to gather data to assess risk were expensive and labour intensive and so were the procedures (Flight Readiness Reviews. To keep up with mission manifest schedule – 16 flights per year any) issues had to be resolved fast (waivers). Once a risk was declared acceptable, it was overlooked during future mission planning sessions. Additionally, they didn’t have proper procedures for evaluating the impact of unknown risks (i.e. the ice problem). Lastly, protocol stated that one risk or one person’s concern was not enough to cancel the launch. A no launch recommendation by one party could have been overruled by the launch director.
August 3, 20111
THE SPACE SHUTTLE CHALLENGER DISASTER
Risk Management Plan 1. Risk management plan summarizes risk management approach, list methodologies and processes, defines everyone’s role – definition of risk management plan. NASA was using for the most part qualitative risk assessment process. Launch of the shuttle was allowed as long as aggregate risk remained acceptable. Quantitive method was applied for risk assessment because if the complex procedures (like data gathering) were in place NASA would be buried with paperwork.
NASA’s culture was flying with acceptable risk.
There was Risk Management Plan in place for NASA because there was risk assessment and protocols in place but due to excessive nature of most of NASA’ projects waivers became a way of conducting business. As described in the NASA Handbook, hazards (risks) were analyzed and overseen by the Senior Safety Review Board. Each identified risk was classified by an established system, based on both the risk’s level of criticality on a scale of one to three (C1, C1R, C2, C2R, and C3). However, their review process contended that no single risk or combination of risks would be enough to prevent a launch, as long as the aggregate risk remained at an acceptable level. 2. The Risk Management Plan was not followed. Methods used to gather data to assess risk were expensive and labour intensive and so were the procedures (Flight Readiness Reviews. To keep up with mission manifest schedule – 16 flights per year any) issues had to be resolved fast (waivers). Once a risk was declared acceptable, it was overlooked during future mission planning sessions. Additionally, they didn’t have proper procedures for evaluating the impact of unknown risks (i.e. the ice problem). Lastly, protocol stated that one risk or one person’s concern was not enough to cancel the launch. A no launch recommendation by one party could have been overruled by the launch director.