Jet Propulsion Lab Case Analysis
Budget: $10 – $30 USD
DESCRIPTION
This assignment is the analysis of the Harvard Business School (“HBS”) “Jet Propulsion
Laboratory” Case Study No. 9-110-031 revised May 27, 2010 together with “What Bad Things
Could Happen? Risk Management at Jet Propulsion Laboratory” Article Reprint No. B0911B via
a set of predetermined questions.
GRADE VALUE
This assignment is worth ten (10) percent of the semester grade.
REQUIREMENTS
You are to review the attached HBS Case Study Nos. 9-110-031 “Jet Propulsion Laboratory” and
What Bad Things Could Happen? Risk Management at Jet Propulsion Laboratory” Article
Reprint No. B0911B respectively (attached as separate files) as follows:
The case, in a non-profit project-management setting, introduces fundamental risk management
principles and processes. Gentry Lee, senior systems engineer and de-facto chief risk officer,
introduces a new risk management system with multiple elements in a $600-million high-profile
Mars landing mission. The case illustrates the installation elements of a new risk culture for
high-visibility, innovative and expensive missions, which have to operate under tightly
constrained budgets. It introduces risk analytics, such as heat maps, and the management
process and governance system centered around continuous challenge and “intellectual
confrontation.” The case will consider JPL’s strategy and constraints, measurable technical
risks, non-measurable external risks, and societal pressures in making a decision about whether
to launch or delay the Mars mission launch. The case calls for an appreciation of the role of the
chief risk officer, and in general, of leadership, in risk management.
Based on your review and analysis of this Case Study, prepare a response to the following
questions.
1. Should Gentry Lee recommend launch or delay for the MBE mission? What are the most
important factors (risks) to consider in this decision? Explain your answer. Be specific.
2. Identify the principal risk-management processes used in the MBE project. What role
does each of them play, and what is critical for its success?
3. Consider the role of JPL’s senior systems engineer, Gentry Lee. What challenges (risks)
did he face when implementing the risk management process at JPL? What
characteristics appear to be critical for his success?
4. Do the new risk management processes (identify them) match JPL’s strategy and culture?
Explain your answer. Be specific.
Note: It is best to use the questions (or portions thereof) as headings and as an outline to your
work.
EVALUATION
Criteria for the individual portion of the assignment will include elements such as:
▪ Completion of all aspects of the assignment.
▪ Depth of analysis (covering the major course aspects and case study issues).
▪ Writing clarity, organization, conciseness, and grammar.
This assignment is the analysis of the Harvard Business School (“HBS”) “Jet Propulsion
Laboratory” Case Study No. 9-110-031 revised May 27, 2010 together with “What Bad Things
Could Happen? Risk Management at Jet Propulsion Laboratory” Article Reprint No. B0911B via
a set of predetermined questions.
GRADE VALUE
This assignment is worth ten (10) percent of the semester grade.
REQUIREMENTS
You are to review the attached HBS Case Study Nos. 9-110-031 “Jet Propulsion Laboratory” and
What Bad Things Could Happen? Risk Management at Jet Propulsion Laboratory” Article
Reprint No. B0911B respectively (attached as separate files) as follows:
The case, in a non-profit project-management setting, introduces fundamental risk management
principles and processes. Gentry Lee, senior systems engineer and de-facto chief risk officer,
introduces a new risk management system with multiple elements in a $600-million high-profile
Mars landing mission. The case illustrates the installation elements of a new risk culture for
high-visibility, innovative and expensive missions, which have to operate under tightly
constrained budgets. It introduces risk analytics, such as heat maps, and the management
process and governance system centered around continuous challenge and “intellectual
confrontation.” The case will consider JPL’s strategy and constraints, measurable technical
risks, non-measurable external risks, and societal pressures in making a decision about whether
to launch or delay the Mars mission launch. The case calls for an appreciation of the role of the
chief risk officer, and in general, of leadership, in risk management.
Based on your review and analysis of this Case Study, prepare a response to the following
questions.
1. Should Gentry Lee recommend launch or delay for the MBE mission? What are the most
important factors (risks) to consider in this decision? Explain your answer. Be specific.
2. Identify the principal risk-management processes used in the MBE project. What role
does each of them play, and what is critical for its success?
3. Consider the role of JPL’s senior systems engineer, Gentry Lee. What challenges (risks)
did he face when implementing the risk management process at JPL? What
characteristics appear to be critical for his success?
4. Do the new risk management processes (identify them) match JPL’s strategy and culture?
Explain your answer. Be specific.
Note: It is best to use the questions (or portions thereof) as headings and as an outline to your
work.
EVALUATION
Criteria for the individual portion of the assignment will include elements such as:
▪ Completion of all aspects of the assignment.
▪ Depth of analysis (covering the major course aspects and case study issues).
▪ Writing clarity, organization, conciseness, and grammar.
Related categories:
Project Management
Health & Medicine
Management
Research Writing
Business Analysis