Roles of the Project Scientist in a Directed Flight Project
NASA SMD-Directed Flight Projects have their basic goals identified and delineated by the Science Mission Directorate (SMD). Typically, early in mission definition, project implementation is assigned to a NASA Center, ARC, GSFC, GRC, KSC, LaRC, or MSFC, or to the Jet Propulsion Laboratory (JPL) or the Johns Hopkins Applied Physics Laboratory (JHUAPL).
In this reference, the organization assigned to implement the flight project will be called the “implementing institution”. Some or all instruments on such missions may be competed. Directed flight projects, though, are not led by a Principal Investigator (PI). Rather, the project is led at the implementing institution by a Project Manager (PM)1 who is responsible for the successful implementation of the project. On directed projects, a Project Scientist (PS) is responsible for the scientific integrity and scientific success of the project as an integral part of achieving overall project success. In this reference, the term Project Manager will include the role of Mission Director, who takes on many of the roles of the Project Manager after launch at some Centers.
1 In this document, the term Project Manager will include the role of Mission Director, who takes on many of the roles of the Project Manager after launch at some Centers.
Roles of the Project Scientist (Directed Flight Project)
The Project Scientist and Project Manager work as partners to ensure project success and collaborate and coordinate with the NASA Headquarters program management team, including the Program Scientist, Program Executive, and Program Analyst. To enable this partnership, the Project Scientist and the Project Manager shall be at the implementing institution. However, the Project Scientist and the Project Manager should have independent and equivalent-level supervisory reporting paths.
In general, the Project Scientist:
- works in partnership with the Project Manager to define and achieve project success;
- defines and is responsible for the project Level 1 science requirements and success criteria and concurs on all lower-level science requirements;
- leads the project science team in all project phases (holds regular mission meetings to communicate mission activities, spacecraft status, etc.);
- encourages the creation of a diverse and inclusive community of researchers outside of the project team to support and extend the science of the project;
- is the primary public spokesperson of the project, especially regarding the project’s science goals and results;
- performs original research relevant to the science of the project;
- supports the Project Manager in managing the mission budget;
- leads project science team to define and justify extended operations beyond the original schedule and scope; and,
- supports all project reviews throughout all phases including documenting the level of completion of science Level 1 requirements at the end of prime science operations (Phase E).
Specifically, the Project Scientist:
- provides scientific leadership and oversight of all elements of the project implementation, from the beginning of formulation (pre-Phase A) until the end of science operations and mission close-out (Phase F);
- leads the project science team (composed of the instrument investigation teams, the Project Science Management team and any Inter-Disciplinary or Participating Scientists), however it is selected;
- negotiates observing plans and strategies with instrument teams and Interdisciplinary Scientists, and adjudicates any disagreements;
- reviews and concurs on all budgets and schedules for science investigations, including science instruments, operations, data processing and archiving, and research;
- is consulted and concurs on all budget, schedule, risk, and other programmatic decisions that affect the project science objectives, requirements, implementation approach, capabilities, and success criteria;
- partners with the Project Manager, and the project management and engineering teams on all matters regarding science-engineering trades, descopes, risks, and response strategies required to achieve the project science requirements within the schedule and resources available;
- formulates, reviews, and concurs on the science requirements and those project and instrument requirements that impact the science return of the project, including any proposed modifications to them;
- participates in the formulation and review of, and concurs on, the mission or project success criteria;
- participates in nominating and selecting members of the Standing Review Board and lower-level review boards;
- supports the Project Manager in conducting lifecycle and other project reviews and in responding to their findings;
- actively participates in developing annual budget and workforce submissions as part of the Planning, Programming, Budgeting, and Execution (PPBE) process;
- serves as the primary scientific interface and champion for the project to external stakeholders, the public, within NASA, and to the scientific community;
- has access to all activities of the project on a day-to-day basis, and all Project meetings at the implementing institution and Headquarters and instrument and science team meetings;
- is involved in all day-to-day activities relevant to project science as appropriate;
- is kept informed of the progress of instrument calibrations, testing, and integration, and is consulted if scientific trades or descopes are necessary;
- provides input to, reviews, and approves plans for, and oversees execution of, the project Data Management Plan, instrument calibration, measurement validation, data processing and archiving in NASA-approved repositories and all science analysis necessary to achieve project success;
- encourages the creation of and reviews data user guides to be produced by the instrument and spacecraft teams (when within the agreed upon scope of work);
- provides input to, reviews, and approves plans for commissioning;
- serves as the liaison to mission operators and provides science direction to, reviews of, and concurrence with plans for those mission operations with scientific impact to achieve project success;
- advocates for and coordinates timely public dissemination of the project’s scientific results through professional groups, peer-reviewed publications, conferences, workshops;
- works in coordination with the implementing institution’s Public Affairs Office to disseminate the project’s scientific results to the public at large;
- oversees the development and content of any public-facing documents, project websites and social media posts;
- leads the development and presentation of extended mission proposals to the relevant Senior Review and contributes to the planning of Science Enhancement Options and Science Applications Programs if appropriate;
- openly and fairly recruits and leads a Project Science Management team (e.g., Deputy Project Scientists [at least one of which shall be at the implementing institution], Associate Project Scientists), which shares all the responsibilities, roles, and authorities as the Project Scientist;
- performs and disseminates impactful project-related scientific research, with a research team given full access to all mission data and fully supported by project funding at a level equal to the time allocated to project science duties in order to maintain strong knowledge of the field and their standing in the scientific community;
- supports the implementing institution in ensuring that early career researchers on the science team are appropriately mentored and that future Project Scientists are developed;
- leads the development of and concurs with mission-wide science policies (including those in the program/project plan, publication and data-sharing policies, rules for attribution of effort, etc.) in alignment with SMD policy requirements and monitors compliance with them;
- in partnership with the Project Manager and implementing institution, assists in the development of a project code of conduct, including reporting guidelines, and enforcement mechanisms, and that implements other best practices, to create and maintain an inclusive and accessible working environment; and,
- facilitates the project’s communication, education, and public engagement activities and ensures that they are scientifically accurate and well-represent the achievements of the project.
Project Scientist Tiers
“White Belt”
- This is the introductory level. The archetypal participant has had a few years of service as a GS-13 researcher and, in that role, has led a small research group or participated on one or more intra-Center committees.
- The participant will take several classes in leadership and communications as part of their NASA scientist career development.
- In addition, the participant will undergo entry-level training in the basics of systems engineering, requirements development, government contracts, earned-value management and project management or demonstrate their knowledge of these areas in other ways.
- The participant will also undergo training in mentoring.
- The participant will also serve as the Deputy Project Scientist for a small (<$100M) mission or as the Instrument Scientist for at least one instrument required to achieve mission Level 1 requirements during formulation and early implementation . Equivalent analogous roles are also acceptable.
- While working in various projects, the participant will also be provided a mentor at a higher level with whom the participant shall meet no less frequently than monthly.
“Green Belt”
- This is the intermediate level of Project Scientist skills, and it is expected that many NASA scientists will not choose to progress beyond this stage. The typical participant will have been serving as a “White Belt” Project or Instrument Scientist for 3–5 years before entering intermediate-level training or the equivalent.
- The participant will take classes in intermediate-level leadership and communications skills as a part of their NASA scientist career development.
- In addition, the participant will take classes in project management and systems engineering, the design and operations of science missions and systems, basic contract management and an introduction to risk management or demonstrate their knowledge of these areas in other ways.
- The participant will continue to undergo training in mentoring.
- The participant will also serve as the Project Scientist for a least one small mission taking it or a combination of multiple small missions from pre-Phase A to KPD-E or will serve as the Deputy Project Scientist on one or more medium (<$500M) missions that provide experience in Phases A, B, and C. They will also serve as the Project Scientist on at least one mission in Phase E or have the equivalent experience.
- Once again, while working in these projects, the participant will be mentored by a “Black Belt” Project Scientist or a “Green Belt” Project Scientist who has functioned at that level for at least five years. The participant shall meet with their mentor no less frequently than monthly.
- After successfully completing the above, the participant will be considered a “Green Belt” Project Scientist and will be considered qualified to serve as the Project Scientist for a medium mission or the Deputy Project Scientist for a large mission.
“Black Belt”
- This is the highest level of Project Scientist skills. It is not clear currently how many “Black Belt” Project Scientists NASA needs.
- The typical participant will have been serving as a “Green Belt” Project Scientist for at least 5 years before entering expert-level training.
- The participant will take classes in executive-level leadership and communications skills as a part of their NASA scientist career development including the management of international collaborations.
- In addition, the participant will take classes in assessing project performance, basic cost estimation, and basic schedule management or demonstrate their knowledge of these areas in other ways.
- Service on at least one SRB or as a specialist science reviewer for at least one lifecycle review or the equivalent is also expected.
