ISO 14300-1:2023

Space systems - Programme management - Part 1: Structuring of a project

This document specifies the space programme/project management requirements, applicable through a top-down approach in a contractual relationship between customers and suppliers.

Systèmes spatiaux — Management de programme — Partie 1: Structuration d'un projet

General Information

• Status: Published
• Publication Date: 11-Dec-2023
• ICS: 49.140 - Space systems and operations
• Technical Committee: ISO/TC 20/SC 14 - Space systems and operations
• Drafting Committee: ISO/TC 20/SC 14 - Space systems and operations
• Current Stage: 6060 - International Standard published
• Start Date: 12-Dec-2023
• Due Date: 15-Feb-2025
• Completion Date: 12-Dec-2023

Relations

• Revises: ISO 14300-1:2011 - Space systems - Programme management - Part 1: Structuring of a project
• Effective Date: 18-Feb-2023

Overview

ISO 14300-1:2023 - Space systems - Programme management - Part 1: Structuring of a project specifies project and programme management requirements for space systems using a top-down contractual approach between customers and suppliers. The standard defines how to structure a space project, set management plans and specifications, and organize processes to control cost, schedule, configuration, documentation and logistics across the project lifecycle.

Key topics and requirements

The standard covers practical management elements that form the backbone of space programme governance:

• Project management specification and plan

  • Establishing the project management specification and a project management plan that define roles, processes, and deliverables.

• Work breakdown structure (WBS)

  • Rules and objectives for developing a WBS (function/product/task trees), responsibility assignment, and change management for WBS items.

• Project organization and communication

  • Organizational principles, information circuits, communication requirements, protection of information, progress reporting, and action-item management.

• Project phasing and planning

  • Defined project phases (mission analysis, feasibility, definition, development/production, utilization, disposal) and associated product stages (functional, specified, designed, as-built, use).

• Cost and schedule management

  • Principles for cost estimation, optimization, monitoring, task sequencing and deviation/trend analysis.

• Configuration management and change control

  • Planning, item identification, baselines, status accounting, configuration control boards, change classification/approval and configuration audits.

• Integrated logistics support (ILS)

  • ILS objectives, scheduling, integration into project management, support element development and in-service follow-up.

• Documentation and information management

  • Document lists, master lists, identification, drafting, authorization and change handling.

Practical applications and users

ISO 14300-1:2023 is intended for organizations involved in space programmes where clear contractual relationships exist between customers and suppliers. Typical users include:

• Programme and project managers for satellites, launch vehicles, payloads and ground systems
• Systems engineers and WBS/Configuration managers implementing baselines and change control
• Cost and schedule analysts monitoring performance and forecasting trends
• ILS planners and logistics teams defining supportability and maintenance strategies
• Contracting authorities and suppliers defining contractual deliverables, reports and information protection

Adopting this standard helps improve governance, traceability, risk mitigation, and contractual clarity across complex space projects.

Related standards

This part complements other ISO space systems and programme management standards and is intended to be used alongside organization-specific contractual and technical standards to ensure consistent project structuring and lifecycle control.

Keywords: ISO 14300-1:2023, space systems, programme management, project structuring, work breakdown structure (WBS), configuration management, integrated logistics support, cost and schedule management.

Standards Content (Sample)

INTERNATIONAL ISO
STANDARD 14300-1
Third edition
2023-12
Space systems — Programme
management —
Part 1:
Structuring of a project
Systèmes spatiaux — Management de programme —
Partie 1: Structuration d'un projet
Reference number
© ISO 2023
All rights reserved. Unless otherwise specified, or required in the context of its implementation, no part of this publication may
be reproduced or utilized otherwise in any form or by any means, electronic or mechanical, including photocopying, or posting on
the internet or an intranet, without prior written permission. Permission can be requested from either ISO at the address below
or ISO’s member body in the country of the requester.
ISO copyright office
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Phone: [phone]
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Website: www.iso.org
Published in Switzerland
ii
Contents Page
Foreword . vi
Introduction .vii
1 Scope . 1
2 Normative references . 1
3 Terms and definitions . 1
4 Abbreviated terms . 2
5 Project management specification and plan . 2
5.1 General . 2
5.2 Project management specification . 3
5.3 Project management plan . 3
6 Work breakdown structure (WBS) . 4
6.1 General . 4
6.2 Objectives . 5
6.3 Responsibility and authority for development . 5
6.4 Rules for defining the WBS . 5
6.4.1 Main aspects . 5
6.4.2 Function tree . 5
6.4.3 Product tree . 6
6.4.4 Tasks . 6
6.5 Management rules for changes . 6
7 Project organization . 7
7.1 General . 7
7.2 Principles . 7
7.3 Organizational requirements . 7
7.3.1 General . 7
7.3.2 Requirements . 8
7.4 Information and communication . 8
7.4.1 Information circuits . 8
7.4.2 Communication requirements . 8
7.4.3 Protection of information . 8
7.4.4 Progress reports . 9
7.4.5 Customer's prerogatives. 9
7.4.6 Action items management . 9
7.4.7 Technical and management indicators . 9
8 Project phasing and planning .10
8.1 General . 10
8.2 Project phasing . 10
8.2.1 Principles . 10
8.2.2 Mission analysis phase (phase 0 or pre-phase A) . 10
8.2.3 Feasibility phase (phase A) . 11
8.2.4 Definition phase (phase B) . 11
8.2.5 Development (phase C) and production (phase D) phases . .13
8.2.6 Utilization phase (phase E) . . 14
8.2.7 Disposal phase (phase F) . 15
8.3 Product stages — Associated processes and documents . 15
8.3.1 General .15
8.3.2 Functional stage . .15
8.3.3 Specified stage . 15
8.3.4 Designed stage . 17
8.3.5 As-built stage . 18
8.3.6 Use stage . 18
iii
9 Cost and schedule management .18
9.1 General . 18
9.2 Cost management . 19
9.2.1 Principles . 19
9.2.2 Optimization .20
9.2.3 Cost estimates . .20
9.2.4 Cost monitoring .20
9.3 Schedule management . 21
9.3.1 Principles . 21
9.3.2 Task sequencing . 21
9.3.3 Deviation analysis — Trend analysis . 22
9.4 Evaluation after completion .22
10 Configuration management .22
10.1 General .22
10.2 Configuration management planning . 22
10.3 Configuration identification .23
10.3.1 Product tree and selection of configuration items .23
10.3.2 Documentation of configuration items . 23
10.3.3 Establishment of configuration baselines . 23
10.4 Configuration status accounting . 23
10.5 Configuration control .23
10.5.1 General .23
10.5.2 Configuration baselines . 23
10.5.3 Configuration control board . 24
10.6 Change control . 24
10.6.1 Change classification . 24
10.6.2 Change approval . 24
10.7 Configuration status controlling . 24
10.8 Configuration audit . 24
11 Integrated logistics support .24
11.1 Objectives . 24
11.2 Scheduling aspects . . 25
11.3 ILS management . 25
11.3.1 ILS integration into the project . 25
11.3.2 Communication.26
11.3.3 Design, development and maintenance of support elements .26
11.3.4 Follow-up of the system in service . 26
11.3.5 ILS organization . 26
12 Documentation and information management.26
12.1 Objective. 26
12.2 Application conditions . 26
12.3 List of documents to be produced . 27
12.4 List of applicable and reference documents . 27
12.5 Master list of documents . 27
12.6 Document identification . 27
12.7 Drafting of documents .28
12.8 Document authorization .28
12.8.1 General rules .28
12.8.2 Submission phases .28
12.8.3 Document changes .29
12.9 Availability of documentation.29
12.9.1 General .29
12.9.2 Classification, filing and storage .29
12.9.3 Confidentiality .29
13 Risk management .30
13.1 General .30
iv
13.2 Critical items control . 31
14 Project closure .32
14.1 General . 32
14.2 Scheduled project closure . 32
14.3 Unscheduled closure of the project . 32
Annex A (informative) Management framework for space systems standards .33
Bibliography .34
v
Foreword
ISO (the International Organization for Standardization) is a worldwide federation of national standards
bodies (ISO member bodies). The work of preparing International Standards is normally carried out
through ISO technical committees. Each member body interested in a subject for which a technical
committee has been established has the right to be represented on that committee. International
organizations, governmental and non-governmental, in liaison with ISO, also take part in the work.
ISO collaborates closely with the International Electrotechnical Commission (IEC) on all matters of
electrotechnical standardization.
The procedures used to develop this document and those intended for its further maintenance are
described in the ISO/IEC Directives, Part 1. In particular, the different approval criteria needed for the
different types of ISO document should be noted. This document was drafted in accordance with the
editorial rules of the ISO/IEC Directives, Part 2 (see www.iso.org/directives).
ISO draws attention to the possibility that the implementation of this document may involve the use
of (a) patent(s). ISO takes no position concerning the evidence, validity or applicability of any claimed
patent rights in respect thereof. As of the date of publication of this document, ISO had not received
notice of (a) patent(s) which may be required to implement this document. However, implementers are
cautioned that this may not represent the latest information, which may be obtained from the patent
database available at www.iso.org/patents. ISO shall not be held responsible for identifying any or all
such patent rights.
Any trade name used in this document is information given for the convenience of users and does not
constitute an endorsement.
For an explanation of the voluntary nature of standards, the meaning of ISO specific terms and
expressions related to conformity assessment, as well as information about ISO's adherence to
the World Trade Organization (WTO) principles in the Technical Barriers to Trade (TBT), see
www.iso.org/iso/foreword.html.
This document was prepared by Technical Committee ISO/TC 20, Aircraft and space vehicles,
Subcommittee SC 14, Space systems and operations.
This third edition cancels and replaces the second edition (ISO 14300-1:2011), which has been
technically revised.
The main changes are as follows:
— update of normative references, related references in the text and related terms and definitions;
— update of the Bibliography;
— update of Annex A.
A list of all parts in the ISO 14300 series can be found on the ISO website.
Any feedback or questions on this document should be directed to the user’s national standards body. A
complete listing of these bodies can be found at www.iso.org/members.html
vi
Introduction
This document provides an overview and requirements of space programme management with the
overall objective of optimizing performance, costs and schedules and of minimizing the risks.
Programme management is an integral element of any programme, but, in space, it is particularly
important due to the following:
— specific environmental conditions in space;
— need for a high level of performance;
— limited number of models;
— limited access to the product during operations;
— quasi-impossibility of making repairs in the case of failure during flight;
— often high complexity of the organization;
— associated high costs involved.
The deployment of this standardized common set of programme management requirements encourages
and facilitates international space co-operation.
NOTE The term programme is understood to be a group of several projects. Both “programme” and “project”
can be used in the same context throughout this document.
The applicable requirements for product assurance are given in ISO 14300-2. Annex A gives the general
ISO standards framework for space systems programme management.
This document is intended to be used as a basis when establishing and negotiating customer project
management requirements and guiding the supplier's responses.
It allows:
— a clear definition of the roles, responsibilities and authorities of the different customers and
suppliers;
— coherence between their activities;
— communication capability between them;
— stable and rigorous project organization;
— as far as possible, standardization of the rules applicable to various programmes/projects.
It still allows for supplier flexibility in its implementation and tailoring.
vii
INTERNATIONAL STANDARD ISO 14300-1:2023(E)
Space systems — Programme management —
Part 1:
Structuring of a project
1 Scope
This document specifies the space programme/project management requirements, applicable through
a top-down approach in a contractual relationship between customers and suppliers.
2 Normative references
The following documents are referred to in the text in such a way that some or all of their content
constitutes requirements of this document. For dated references, only the edition cited applies. For
undated references, the latest edition of the referenced document (including any amendments) applies.
ISO 9000, Quality management systems — Fundamentals and vocabulary
ISO 10007, Quality management — Guidelines for configuration management
ISO 10795, Space systems — Programme management and quality — Vocabulary
ISO 11893, Space systems — Programme management — Project organization
ISO 14300-2, Space systems — Programme management — Part 2: Product assurance
ISO 16192, Space systems — Experience gained in space projects (Lessons learned) — Principles and
guidelines
ISO 17666, Space systems — Risk management
ISO 21886, Space systems — Configuration management
ISO 21349, Space systems — Project reviews
ISO 21351, Space systems — Functional and technical specifications
ISO 23460, Space projects — Programme management — Dependability assurance requirements
ISO 27026, Space systems — Programme management — Breakdown of project management structures
3 Terms and definitions
For the purposes of this document, the terms and definitions given in ISO 9000, ISO 10795 and the
following apply.
ISO and IEC maintain terminology databases for use in standardization at the following addresses:
— ISO Online browsing platform: available at https:// www .iso .org/ obp
— IEC Electropedia: available at https:// www .electropedia .org/
3.1
project
unique process, consisting of a set of coordinated and controlled activities with start and finish dates,
undertaken to achieve an objective conforming to specific requirements, including the constraints of
time, cost and resources
3.2
programme
group of projects (3.1) managed in a coordinated way to obtain benefits not available from managing
them individually
4 Abbreviated terms
CCB configuration control board
CDR critical design review
CI configuration item
CM configuration management
DF design data file
EIDP end item data package
FS functional specification
ILS integrated logistic support
IPR intellectual property rights
LB log book
LSA logistic support analysis
PDR preliminary design review
PSR pre-shipment review
QR qualification review
TS technical specification
WBS work breakdown structure
WPD work package description
RAMS reliability, availability, maintainability and safety
5 Project management specification and plan
5.1 General
The attainment of quality, including requirements to meet cost, schedule and technical performance
throughout project execution is the overall goal of management.
Any company involved in a space project shall take into account the requirements stated in a quality
management system standard, e.g. ISO 9001:2015.
When a level 0 customer (the first level in the contractual line issuing a contract) intends to make this
document a condition of a contract, this customer shall include in the solicitation (request for proposal,
invitation to tender, request for quotation, etc.) a dedicated project management specification for its
application by lower-level customers and suppliers.
The application of the management requirements from the level 0 customer to the lowest level
of suppliers in the contract chain shall be consistent with the criticality, complexity, and cost of the
product to be supplied. Thus, suppliers of less critical products may seek to have fewer requirements.
Nonetheless, the continuity and the coherence of the project requirements shall be maintained. Selection
and tailoring of this document is needed at the customer level. Any adaptation of this document shall be
based on specific objectives and constraints.
At a given level, the supplier shall adapt the management requirements contracted with their own
customer to their own suppliers. The customer can consequently fulfil her or his own obligations
towards the next higher level (see Figure 1).
The suppliers shall prepare a management plan to comply with the dedicated project management
specification, received from their customer.
5.2 Project management specification
Depending on the nature of the project or the project phase, the project management specification shall
be issued by the level 0 customer and may include additional requirements or, on the contrary, certain
elements which may be deleted regarding this document.
The level 0 customer shall require this document, as tailored, and the appropriate selected clauses of
ISO 14300-2, to be used by suppliers as the basis for developing their management plans.
Each supplier of a given level acts as a customer towards their own suppliers and shall specify the
management requirements in the relevant contracts through a specific document or through the
statement of work itself.
5.3 Project management plan
In response to this project management specification, each supplier concerned prepares a project
management plan which contains descriptions of main activities, implementation methods and general
procedures with respect to its organization.
Existing supplier policies, procedures and other management controls should be used, where
appropriate, and should be made available to their direct customer.
The supplier is encouraged to tailor any specified requirement that may provide more effective
scheduling or reduce costs without loss in conformity to the intent of the requirement. Such tailored
requirements should be individually identified within the supplier's project management plan to
facilitate review by the customer.
The project management plan shall be submitted to the customer for acceptance. The plan, as accepted
by the customer, becomes the basis for determining conformity with the customer project management
requirements.
Figure 1 — Establishing project management rules
6 Work breakdown structure (WBS)
6.1 General
The project WBS is the reference system for project management data which:
— ensures the coherence between technical, documentary, administrative and financial activities of
the whole project;
— identifies the responsibilities and authorities of each supplier.
The rules to be observed when producing, modifying and using the project WBS are specified in 6.2 to
6.5 and shall be in accordance with ISO 27026.
6.2 Objectives
The project WBS is the structured and comprehensive breakdown of the whole project. Based on the
product tree (see 6.4.3) or the function tree (see 6.4.2), it identifies the tasks and principal resources
required to complete products intended to satisfy the expressed requirements.
NOTE Principal resources include the development of all hardware and software (e.g. test benches, tools)
necessary for the project and also the resources required for the adaptation or the reuse of existing means, i.e. all
those whose unavailability can be a constraint for the project.
This breakdown is achieved in a consistent way at different levels of responsibility and authority.
The project WBS is used as a common reference for the level 0 customer and the suppliers to identify all
tasks required to entirely complete the project, regardless of whether these tasks are:
— on the project budget or not;
— under the responsibility and authority of the suppliers or other organizations.
The project WBS ensures management, planning, performance and control of all tasks implied by the
project.
6.3 Responsibility and authority for development
Each supplier shall:
— develop the product tree for their own supplies and limit it to interfaces with their own customer
and suppliers;
— express their requirements concerning the establishment of the WBS to their suppliers.
These requirements are associated with the project organization (see Clause 7) and the configuration
items (CIs) (see Clause 10).
6.4 Rules for defining the WBS
6.4.1 Main aspects
The coding of tasks, resources, and products (and possibly, functions) shall be unique and constant in
time.
The tasks to be performed shall be linked to each level of the product tree (see 6.4.3).
As long as the system's product tree has not been defined, it is possible to associate tasks with functions
of the function tree (see 6.4.2).
The principal resources to be used to accomplish each task shall be clearly identified.
When the resources involved in the project must be developed (specific resources), they shall be
considered in the same way as the products to be provided.
6.4.2 Function tree
The function tree gives the framework of system performance by breaking it down into functions. Each
function can be decomposed into sub-functions, independent of the products involved.
It is possible to link tasks to functions at the early stages of the project, i.e. at least up to the system
definition phase (phases 0, A and B; see 8.2).
At the system level, the function tree assures coherence of the whole system and the configuration
control.
6.4.3 Product tree
The product tree gives the top-down framework of the product by breaking down the system into
elements, i.e. from the system, to subsystem, to equipment, to component level, where appropriate.
All product tree elements are under configuration control. The identifiers shall be consistent with all
related work packages and documentation.
The product approach is based on a priori knowledge or knowledge gained since the project started
concerning the products to be provided.
The product tree shall be established at the end of phase B (see 8.2.4) at the latest.
Products indicated in the product tree shall include, as a minimum, each product having a TS.
6.4.4 Tasks
The tasks can be described in work package description (WPD). A WPD is the information associate.
with tasks and work packages.
Each task is mainly characterized by:
a) the customer/supplier relationship;
b) a unique and identified person or organization in charge;
c) its content, including:
— a title;
— an objective (e.g. qualification test);
— a description with excluded tasks, if necessary;
— a task type (design, production, product assurance, management, tests, etc.);
d) its link to an element (product or function);
e) its planning constraints, including:
— a planned duration;
— one (or several) input event(s) and data;
— one (or several) output event(s) and data;
— possibly, intermediate events (key events for the task);
f) its conditions of performance;
g) the resources required for its performance.
The resources used shall be associated with the task which implement them.
6.5 Management rules for changes
Changes in the WBS shall not modify its organization, so as not to disrupt project management.
Each added product, function, resource or task shall be given a new identification (reuse of identifiers
having already been used at any other stage shall not be allowed).
The changes take into account the modifications of mandatory services and/or requirements which are
accomplished in compliance with the customers’ specifications (modification of clauses, riders, etc.).
7 Project organization
7.1 General
A project organization shall be implemented to ensure consistent project performance and to control
project execution and shall be in accordance with ISO 11893.
This clause defines the organizational principles (organization at customer and industrial levels for
project management) and specifies the organizational requirements concerning information circuits,
internal and external to the project and its environment.
Based on contractual data, this clause is used by the different project suppliers as a definition model
and for implementation of the respective organization at each level.
7.2 Principles
The organization to be implemented shall take into account the project phases concerned, the nature of
the tasks to be performed and the associated responsibility and authority levels.
The preparation, definition and implementation of the project organization shall be planned in
compliance with project phasing (see 8.2).
The choice of the simplest and most effective management project as well as contractual relationships
shall be made taking into account the specific project aspects, whether it be a national or an international
one.
The person in charge of the definition and implementation of the project organization shall be identified.
The responsibilities and authorities for project management and contracting shall be identified to
anticipate contractual and legal incidences.
Each project organization shall be coherent in contractual and technical terms.
If the project is associated with other programmes/projects, responsibilities and authorities regarding
interface definition and management shall be specified and considered when implementing the project
organization.
7.3 Organizational requirements
7.3.1 General
The project phases requiring an effective implementation of project organization (feasibility,
definition, development, production, and utilization) shall be specified. The project change may lead to
modifications of the implemented organization during project execution.
When several suppliers jointly play a common role, the responsibilities and authorities of each of them
shall be defined. When a supplier simultaneously plays several roles in the same project, they shall
be clearly defined and carried out separately. For effectiveness, however, one single authority may
supervise them.
Each supplier shall identify and assign the main responsibilities and authorities for the project and
implement the internal organization to satisfy the contractual requirements.
Each customer and supplier are bound to play the roles both has been assigned for the duration of the
project.
When several external organizations and/or internal departments are involved, the responsibilities
and authorities of each of them and their interfaces shall be clearly documented, and the appropriate
measures shall be taken to ensure their co-ordination. These measures shall in particular define the
nature of the information to be exchanged between customers and suppliers.
7.3.2 Requirements
The roles of the project suppliers shall be explicitly defined and the project organization shall indicate
who is in charge of each activity, required by the specific project management specification, i.e.:
— project management;
— contract management;
— cost and schedule control;
— engineering;
— procurement;
— ILS;
— product assurance;
— configuration and documentation management.
The interfaces and relationships with company management should be indicated. The application of the
management rules and their effectiveness for the performed or subcontracted project activities shall be
verified according to planned and documented audits, analysis of indicators and/or reviews as required
by the customer.
7.4 Information and communication
7.4.1 Information circuits
Rules governing the organization of information circuits shall:
— define the list and role of the project customers and suppliers;
— specify the information to be exchanged between customers and suppliers and the schedule of
exchanges.
The mode of establishment, of change and application shall be stated.
7.4.2 Communication requirements
The requirements for the communication of information shall include:
— the information to be exchanged between the actors;
— the format and tools for communication;
— the time-scales of the communications;
— prerogatives of the customer including delegation of it to the appropriate organization.
The pre-contractual and contractual relationships should lead to the negotiation of provisions
concerning the visibility given to the customer.
7.4.3 Protection of information
The rules concerning patent rights, IPR, levels of confidentiality, external communication and the
exploitation of results should be specified by the contract.
7.4.4 Progress reports
For the supplier(s) and customer, the purpose of these reports consists in evaluating the work progress
regarding technical, performance, commercial, schedule aspects.
The content and periodicity of these reports shall be contractually defined.
These progress reports and meetings shall permit the communication, at
...