Nasa

NASA
National Aeronautics and Space Administration

Office of Inspector General
Office of Audits
NASA’S MANAGEMENT OF
CREW TRANSPORTATION TO
THE INTERNATIONAL SPACE
STATION
November 14, 2019
Report No. IG-20-005

Office of Inspector General
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RESULTS IN BRIEF
NASA’s Management of Crew Transportation to the
International Space Station
NASA Office of Inspector General

Office of Audits November 14, 2019 IG-20-005 (A-19-007-00)
WHY WE PERFORMED THIS AUDIT

For more than 20 years, the International Space Station (ISS) has operated as a laboratory, observatory, and factory in
low Earth orbit. The ISS is comprised of two connecting segments: the Russian segment is operated by the Roscosmos
State Corporation for Space Activities (Roscosmos) and the United States On-Orbit Segment (USOS) is operated by NASA
and its international partners at the Canadian Space Agency, European Space Agency, and Japan Aerospace Exploration
Agency. NASA spends between $3 and $4 billion annually to operate the ISS, including payments for transportation of
crew and cargo. Since the end of the Space Shuttle Program in 2011, the Russian Soyuz vehicle has served as the sole
means of transporting astronauts to and from the ISS.
In 2010, NASA initiated agreements with U.S. aerospace companies to develop commercial crew transportation
capabilities with the goal of providing safe, reliable, and cost-effective transportation to and from the ISS. As of
August 2019, the Commercial Crew Program (CCP) had obligated approximately $5.5 billion out of $8.5 billion awarded
for this effort. However, after 5 years in the current phase of development, the program is several years behind its
planned operational date. The two contractors hired by NASA under fixed-price contracts—The Boeing Company
(Boeing) and Space Exploration Technologies Corporation (SpaceX)—are working toward their first crewed test flights,
but both companies must address a variety of technical and safety issues before NASA certifies them to fly its
astronauts. Boeing and SpaceX are each under contract to provide six operational missions for NASA—Boeing using its
Starliner spacecraft and an Atlas V launch vehicle, and SpaceX with its Dragon 2 capsule and Falcon 9 rocket—and are
expected to provide ISS access for at least 48 astronauts through 2024. However, until Boeing and SpaceX crewed flights
begin, the Soyuz vehicle remains NASA’s only flight option.
Given the expense and importance of NASA’s commercial crew transportation program, our audit examined NASA’s
plans and progress for transporting astronauts to the ISS. Specifically, we assessed contractor schedule delays and
related safety concerns, NASA’s plans for continuity of transportation to the ISS, and NASA’s pricing and timing
strategies for missions using contractor vehicles. The audit’s scope included both the CCP and ISS programs with a focus
on Boeing, SpaceX, and Soyuz space flight systems. To complete this work, we evaluated flight schedules, contracts, and
publicly available pricing information; reviewed technical and safety concerns and internal controls; and interviewed
NASA, Boeing, and SpaceX personnel. We also reviewed relevant laws, regulations, policies, and prior audit reports.
WHAT WE FOUND
Boeing and SpaceX each face significant safety and technical challenges with parachutes, propulsion, and launch abort
systems that need to be resolved prior to receiving NASA authorization to transport crew to the ISS. The complexity of
these issues has already caused at least a 2-year delay in both contractors’ development, testing, and qualification
schedules and may further delay certification of the launch vehicles by an additional year. Consequently, given the
amount, magnitude, and unknown nature of the technical challenges remaining with each contractor’s certification
activities, CCP will continue to be challenged to establish realistic launch dates. Furthermore, final vehicle certification
for both contractors will likely be delayed at least until summer 2020 based on the number of ISS and CCP certification
requirements that remain to be verified and validated. In order to optimize development timelines, NASA continues to
accept deferrals or changes to components and capabilities originally planned to be demonstrated on each contractor’s
uncrewed test flights. Taken together, these factors may elevate the risk of a significant system failure or add further
delays to the start of commercial crewed flights to the ISS.
While awaiting the start of commercial crew flights, NASA will likely experience a reduction in the number of USOS crew
aboard the ISS from three to one beginning in spring 2020 given schedule delays in the development of Boeing and
SpaceX space flight systems coupled with a reduction in the frequency of Soyuz flights. Options for addressing this
potential crew reduction are limited but include purchasing additional Soyuz seats and extending the missions of USOS
crewmembers. However, these options may not be viable given the 3-year lead time required to manufacture a Soyuz
vehicle; expiration of a waiver that permitted NASA to make payments to the Russian government; and astronaut health
constraints. A reduction in the number of crew aboard the USOS to a single astronaut would limit crew tasks primarily
to operations and maintenance, leaving little time for scientific research and technology demonstrations needed to
advance NASA’s future human space exploration goals.
In our examination of the CCP contracts, we found that NASA agreed to pay an additional $287.2 million above Boeing’s
fixed prices to mitigate a perceived 18-month gap in ISS flights anticipated in 2019 for the company’s third through sixth
crewed missions and to ensure the company continued as a second commercial crew provider. For these four missions,
NASA essentially paid Boeing higher prices to address a schedule slippage caused by Boeing’s 13-month delay in
completing the ISS Design Certification Review milestone and due to Boeing seeking higher prices than those specified in
its fixed price contract. In our judgment, the additional compensation was unnecessary given that the risk of a gap
between Boeing’s second and third crewed missions was minimal when the Agency conducted its analysis in 2016.
Furthermore, any presumed gap in commercial crew flights could have been addressed by the ISS Program’s purchase of
additional Soyuz seats. Nonetheless, we acknowledge the benefit of hindsight and appreciate the pressures faced by
NASA managers at the time to keep the program on schedule to the extent possible. However, even with that
understanding and using CCP’s own schedule analysis, we found NASA could have saved $144 million by paying a
premium only for missions three and four to cover the perceived gap while buying missions five and six later at the
lower fixed prices. Additionally, NASA started the payment on the third mission 1 year earlier than needed and
therefore did not use $43 million of the lead time flexibility purchased. Accordingly, we question $187 million of these
price increases as unnecessary costs. Finally, given that NASA’s objective was to address a potential crew transportation
gap, we found that SpaceX was not provided an opportunity to propose a solution even though the company previously
offered shorter production lead times than Boeing.
WHAT WE RECOMMENDED
In order to increase the efficiency and effectiveness of CCP, we made five recommendations to NASA’s Acting Associate
Administrator for Human Exploration and Operations Mission Directorate: (1) revise current schedules and establish
realistic timetables for the remaining reviews and flights occurring before final certification and missions to the ISS;
(2) correct identified safety-critical technical issues before the crewed test flights to ensure sufficient safety margins
exist; (3) initiate internal processes and coordinate with congressional and other stakeholders to obtain an extension of
the legal waiver to pay Russia for Soyuz seats; (4) complete a contingency plan for delayed CCP delivery by working with
Roscosmos to determine the feasibility, efficiency, or necessity of (a) purchasing a Soyuz seat, (b) extending Soyuz docking
times beyond 200 days, and (c) accelerating the launch of future Soyuz missions; and (5) continue to ensure the
purchase of future commercial space services complies with government contracting regulations, including (a) adhering
to fixed-pricing in contracts, (b) coordinating CCP and ISS Program acquisition plans, (c) utilizing existing contract
language to apply equitable adjustments through negotiations for schedule changes, and (d) providing equal
opportunities to both contractors to compete for additional capabilities or significant changes in contract scope and
pricing tables. We provided a draft of this report to NASA management
who concurred with all of our recommendations. We consider For more information on the NASA
management’s comments responsive and the recommendations will be Office of Inspector General and to
closed upon completion and verification of the proposed corrective view this and other reports visit
actions. http://oig.nasa.gov/.
TABLE OF CONTENTS
Introduction .................................................................................................................................................. 1
Background ............................................................................................................................................... 2
Ongoing Technical and Safety Concerns Make It Difficult for NASA and Its Contractors to
Establish Realistic Launch Schedules ........................................................................................................... 9
Technical Challenges Continue to Impact the Commercial Crew Program Schedule .............................. 9
Deferring Capabilities May Elevate Risk or Delay Crewed Flights .......................................................... 16
Commercial Transportation Delays May Cause a Significant Reduction in Crew Access and ISS
Utilization in 2020 ...................................................................................................................................... 17
Without Commercial Transportation, U.S. and Partner Access to the ISS will Significantly
Decrease ................................................................................................................................................. 17
Delays in Commercial Transportation Will Reduce ISS Scientific Research, Maintenance, and
Commercialization Efforts....................................................................................................................... 18
Options to Address Reduction in ISS Access are Limited ........................................................................ 21
NASA Overpaid Boeing to Prepare for Multiple Crewed Missions ........................................................... 23
NASA Paid Boeing More for Mission Flexibilities .................................................................................... 23
NASA’s Assumptions for a Gap in Flights were Flawed .......................................................................... 25
Ordering Four Missions at Once was an Excessive and Unnecessarily Costly Response to
Perceived Access Gap ............................................................................................................................. 28
Early Milestone Payments Negated Value of Shortened Lead Time ...................................................... 28
Excluding SpaceX Limited NASA’s Options to Address Access Gap ........................................................ 28
Conclusion .................................................................................................................................................. 30
Recommendations, Management’s Response, and Our Evaluation ........................................................ 31
Appendix A: Scope and Methodology ...................................................................................................... 34
Appendix B: Summary of Commercial Crew Activities and Total Funding .............................................. 37
Appendix C: Description of Tests and Reviews ........................................................................................ 39
Appendix D: Schedule of Questioned Costs and Dollar-Related Findings............................................... 41
Appendix E: Management’s Comments ................................................................................................... 42
Appendix F: Report Distribution ............................................................................................................... 47
NASA Office of Inspector General IG-20-005 i

Acronyms
ATP Authorization to Proceed
CASIS Center for the Advancement of Science in Space
CCDev1 Commercial Crew Development 1
CCDev2 Commercial Crew Development 2
CCiCap Commercial Crew Integrated Capability
CCP Commercial Crew Program
CCtCap Commercial Crew Transportation Capability
COPV Composite Overwrapped Pressure Vessel
CPC Certification Products Contract
FAR Federal Acquisition Regulation
HEOMD Human Exploration and Operations Mission Directorate
INKSNA Iran, North Korea, and Syria Nonproliferation Act
ISS International Space Station
NPR NASA Procedural Requirements
OIG Office of Inspector General
SSP Space Station Program
USOS United States On-Orbit Segment
VCN Verification Closure Notice
NASA Office of Inspector General IG-20-005 ii

INTRODUCTION
Over the past two decades, 85 flights have transported 239 astronauts to the International Space
Station (ISS or Station) on either a NASA Space Shuttle or a Roscosmos State Corporation for Space
Activities (Roscosmos) Soyuz vehicle. However, since the end of the Space Shuttle Program in 2011, the
Soyuz has served as the sole means of transporting astronauts to and from the ISS. As of July 2019, NASA
had purchased 70 Soyuz seats worth $3.9 billion to ferry 70 U.S. and partner astronauts to and from the
Station.
In planning for the post-Shuttle era, NASA moved from its traditional approach of working with private
aerospace companies to build launch vehicles that the government would own and fully control (e.g.,
Apollo rockets and Space Shuttle vehicles) to a commercial approach in which NASA pays private
companies a fixed price to develop crew transportation options and provide crew transportation flights
to the ISS as a service, much like private companies currently provide cargo resupply services under
fixed-priced contracts. In 2010, NASA initiated agreements with U.S. aerospace companies to develop
commercial crew transportation technologies and subsystems with the goal of providing safe, reliable,
and cost-effective transportation to and from the ISS. Since this capability was not expected to be
operational until 2015, NASA planned to rely on its purchase of seats on Soyuz vehicles to sustain
transportation of its astronauts to the ISS until commercial crew flights began.1
The goal of NASA’s Commercial Crew Program is to foster an industry that meets the Agency’s needs as
well as to spur a commercial market for space flight in low Earth orbit. As of August 2019, NASA had
obligated approximately $5.5 billion out of $8.5 billion awarded for this effort. However, the program is
several years behind its planned operational date. After 5 years of development under a fixed-price
contract, two contractors—The Boeing Company (Boeing) and Space Exploration Technologies
Corporation (SpaceX)—are working toward their first crewed test flights prior to delivery of
12 operational missions for NASA that are expected to provide crew access to the ISS for at least
48 astronauts through 2024. However, both contractors have a variety of technical and safety issues to
address before they are cleared to provide crew transportation to the ISS.
Given the expense and importance of NASA’s commercial crew transportation program, our audit
objective was to assess NASA’s plans and progress for transporting astronauts to the ISS. Specifically,
we assessed contractor schedule delays, safety concerns, NASA’s plans for continuity of transportation
to the ISS, and NASA’s pricing and timing strategies. See Appendix A for details on the audit’s scope and
methodology.
1 Due to the Commercial Crew Program receiving less appropriations than requested in fiscal years 2011 through 2013, the
operational date was later adjusted to mid-2017.
NASA Office of Inspector General IG-20-005 1

Background
In 2004, President George W. Bush announced the Vision for Space Exploration that, among other
initiatives, directed NASA to pursue access to the ISS and low Earth orbit for both crew and cargo by
means of commercial partners. Congress subsequently enacted the NASA Authorization Act of 2005,
directing the Agency to facilitate agreements with U.S. companies for research into and development of
commercial crew and cargo space flight capabilities.2 In response to the Act, NASA created the
Commercial Crew and Cargo Program Office in 2005 and then later created a separate Commercial Crew
Program (CCP) office in 2011. Managed within NASA’s Human Exploration and Operations Mission
Directorate (HEOMD), CCP’s main offices are split between the Kennedy and Johnson Space Centers and
employ approximately 360 full-time civil servant managers, engineers, and support personnel.
For more than 20 years, the ISS has served as a laboratory, observatory, and factory in low Earth orbit,
allowing humans to learn about living and working in space. Spanning nearly a football field in length
and weighing almost one million pounds, the ISS is comprised of two connecting segments: the Russian
segment operated by Roscosmos, the Russian space agency, and the United States On-Orbit Segment
(USOS) operated by NASA and its international partners—the Canadian Space Agency, European Space
Agency, and Japan Aerospace Exploration Agency. NASA spends between $3 and $4 billion annually on
the ISS, or about half of its annual human space flight budget, to include payments for transportation of
crew and cargo.
To operate the Station and conduct research, NASA and its partners have generally maintained a
rotating crew of three to four astronauts on the USOS side, while Roscosmos has generally maintained
two to three cosmonauts in the Russian segment. USOS crewmembers routinely stay on the ISS for
approximately 5 months to limit the negative impact extended stays in microgravity can have on their
health. However, two crewmembers have remained on Station for a year to study the health effects of
extended space exposures. Focusing on NASA’s goals of returning to the Moon and eventually traveling
to Mars, the ISS plays a key role in understanding and mitigating the risks to astronaut health and
performance for long-duration space flight as well as testing technologies essential to such journeys.
Soyuz and ISS Flight Schedule

Roscosmos’s Soyuz vehicle has been ferrying crew to the ISS since November 2000. Originally designed
to carry cosmonauts to the Moon, the Soyuz is capable of carrying three crewmembers. Each Soyuz
vehicle is certified to remain docked with the ISS for a maximum of 200 days.3 Currently, since Roscosmos
provides the sole option for transporting astronauts to the ISS, at least one Soyuz is always docked at
the Station in case an emergency evacuation is needed, but typically two capsules are docked to allow
up to six astronauts to remain on Station. Since 2006, NASA has purchased 70 seats worth approximately
$3.9 billion, including 5 seats purchased through Boeing for $373.5 million.4 Overall, NASA paid an
average cost per seat of $55.4 million for the 70 completed and planned missions from 2006 through
2 NASA Authorization Act of 2005, Pub. L. No. 109-155, § 502, 119 Stat. 2895-2945 (2005).
3 Soyuz vehicles are limited to 200-day missions due to constraints of the vehicle’s propulsion system. NASA has accepted the
extension of several Soyuz missions beyond 200 days, contingent on the undocking being performed in a specific attitude.
4 In February 2017, NASA purchased from Boeing two Soyuz seats and then later three additional seats for $373.5 million or
$74.7 million per seat. Boeing had the rights to sell the seats as a result of a settlement with RSC Energia—the Russian
company that builds the Soyuz spacecraft for Roscosmos—due to a failed partnership to develop the capability to launch
rockets from an off-shore platform in the ocean.

2020 with prices ranging from approximately $21.3 million to $86 million for each round trip. After 2017
when the CCP contractors were initially scheduled to begin crewed missions, NASA has used or contracted
for 12 additional Soyuz seats at a cost of approximately $1 billion, or an average of $79.7 million per seat.
Figure 1 details the average cost per seat per year NASA utilized or will utilize the seat.
Figure 1: Cost per Soyuz Seat By Launch Date
Source: NASA Office of Inspector General (OIG) analysis of Agency-provided contract information.
In anticipation of NASA’s commercial crew launches and the reduced need for Soyuz transportation,
beginning in January 2020 Roscosmos plans to reduce Soyuz flights from two overlapping flights to a
single flight every 6 months, decreasing the capacity of crew aboard the ISS from six to three, assuming
no U.S. commercial crew transportation vehicle is available as of April 2020. If commercial crew
capabilities are available in 2020, the ISS could continuously host at least seven crewmembers with a
Soyuz vehicle and a commercial crew vehicle both docked at the Station. However, if commercial flights
do not begin operating by October 2020, ISS officials cautioned there are no Soyuz flights available to
transport U.S. or partner crew to Station. That said, NASA and Roscosmos are continuing to examine
whether a Soyuz can safely extend its time on Station beyond the current maximum of 200 days.
Table 1 shows the planned flight schedule for both the Soyuz and commercial vehicles and the projected
number of crewmembers on the Station based on NASA’s in work schedule as of September 2019.

Table 1: Tentative ISS Crew Vehicle Flights and Crewmember Allocation
2019 2020 2021
A S O N D J F M A M J J A S O N D J F M A M J J A S O N D
Flight Schedule
Soyuz-1 58S 61S 63S 65S
Soyuz-2 59S 62S 64S
Boeing Test Flight
Crew-2 Crew-3
SpaceX Crew-1
Crewmember Allocation
USOS 4 4 4 4 4 7 5 5 4 4 8a 5a 5 a 5 a 4 a 4 a 4 a 4 a 4 a 4 a 4 a 4 a 4 a 4 a 4 a 4 a 4 a 4 a 4 a
Roscosmos 2 2 2 2 2 2 1 1 2 2 2 2 2 2 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3
Total crew on ISS 6 6 6 6 6 9 6 6 6 6 10 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7
Source: NASA OIG summary of ISS Flight Plan from September 24, 2019. Per management officials, this schedule is under
Agency review and subject to change.
Note: Red cells indicate crewed scenarios that pose a risk to ISS operations because of reduced crew, yellow cells indicate
nominal operations, and green cells indicate optimal conditions based on the current capacity of the ISS.
aNASA has not determined whether the fourth seat aboard the U.S. commercial vehicle flights will be made available to a
USOS or Roscosmos crewmember.
Commercial Crew Contracts

After initially engaging eight companies to develop commercial crew technologies, subsystems, and
integrated capabilities using Space Act Agreements, in 2014 NASA awarded firm-fixed-price Commercial
Crew Transportation Capability (CCtCap) contracts to Boeing and SpaceX to complete their space flight
development and conduct crewed missions to the ISS.5 The CCtCap contracts set fixed prices for
development activities and test flights, crewed missions to the ISS, and special studies. As of May 2019,
Boeing and SpaceX’s contracts were valued at $4.3 billion and $2.5 billion, respectively. Of those
amounts, Boeing’s costs for development and test flights were $2.2 billion, while SpaceX’s were
$1.2 billion. For crewed missions to the ISS, NASA awarded each contractor six round-trip missions.
Assuming four astronauts per flight and using publicly available information, the estimated average cost
per seat is approximately $90 million for Boeing and approximately $55 million for SpaceX, potentially
providing cost savings over current Soyuz prices.6 Additionally, each contract includes up to $150 million
each for special studies requested by NASA, such as additional parachute testing on the contractors’
capsules. As of May 2019, Boeing had been awarded $32 million and SpaceX $49 million for such special
5 Space Act Agreements are a form of “Other Transaction Authority” provided to NASA in the National Aeronautics and Space
Administration Act of 1958 that establish a set of legally enforceable commitments between NASA and a partner to
accomplish a stated objective without imposing the extensive list of requirements routinely found in most government
contracts. Since 2006, NASA has awarded $1.5 billion in Space Act Agreements to the following eight companies: Alliant
Techsystems Inc.; Blue Origin, LLC; Boeing; Excalibur Almaz, Inc.; Paragon Space Development Corporation; Sierra Nevada
Corporation; SpaceX; and United Launch Alliance.
6 The average cost per seat was calculated by taking the total contract value and subtracting the development and test flight
costs (previously disclosed in NASA’s fiscal year 2020 budget request) and the special studies costs (disclosed in past
Government Accountability Office reports) to determine the total mission cost for each contractor. This number was divided
by the 24 seats currently assumed over the contactors’ six confirmed missions. These figures were calculated using publicly
available information and are averages, not exact costs.

studies. Even though the contracts are firm-fixed-price, changes in requirements, technical deficiencies,
or schedule delays may result in equitable adjustments.7 Appendix B describes the total funding for
commercial crew activities between 2010 and 2024.
Crew mission pricing is set by a pricing table in each contract, which determines prices based on when
and how many missions are ordered. In addition, the contracts specify the contractors’ lead times—that
is, the time needed to prepare a mission for launch—as 32 months for Boeing and 24 months for
SpaceX. When the CCtCap contracts were awarded in 2014, mission pricing was initially based on the
calendar year in which a flight was ordered. However, during discussions in 2016 about awarding task
orders for the third through sixth missions, both contractors raised concerns about vague contract
language because NASA could order missions without granting Authorization to Proceed (ATP), the
formal process that initiates interim milestone payments. In response, NASA modified both contracts to
set per-mission pricing based on the calendar year ATP was projected to be granted instead of when the
missions were ordered.8 This contract modification allowed NASA to order missions in December 2016
while using pricing based on granting ATP in later years.
NASA pays each contractor a fixed price using milestone payments for key events such as flight
readiness reviews, launches, and successful missions. For each mission, NASA pays up to 75 percent of
total mission costs prior to launch. To limit NASA’s financial exposure, each CCtCap contract prohibits
payments on subsequent missions until the contractor can demonstrate capabilities by completing a
development milestone called the ISS Design Certification Review.9 This limitation, for example,
restricted Boeing and SpaceX from receiving payments for their third through sixth missions in 2016
until the ISS Design Certification Review milestone was completed.10
Commercial Crew Transportation Flight Systems

After completion of test flights and prior to flying regular missions to the ISS, the Boeing and SpaceX
commercial launch vehicles must be certified by NASA. Boeing plans to utilize the U.S. Air Force’s
Launch Complex 41 at Cape Canaveral, Florida, to launch an Atlas V rocket to deliver its Crew Space
Transportation-100 Starliner (Starliner) spacecraft into low Earth orbit where the spacecraft will
7 Under an equitable adjustment, either party may be compensated for changes outside the agreed-upon requirements, price,
or schedule. For the CCtCap contracts, Clause H.20 dictates the process for equitable adjustments due to schedule changes
for crew missions.
8 For example, under the prior contract language NASA could order up to four missions in a single year to obtain discounts
without starting payments until the long-lead times for the mission were reached. Thus, without NASA adjusting the prior
contract language, the pricing could be set in the year ordered even though the missions could be scheduled for several years
in the future without the Agency being required to begin payments.
9 Conducted prior to the first low Earth orbit crewed test flight, the flight test readiness process includes an ISS Design
Certification Review of applicable elements from completed contractor certification milestones and a Flight Test Readiness
Review. To complete the milestone and receive payment, each contractor must demonstrate that its crew transportation
system and operations meet all applicable requirements; demonstrate schedule performance; and identify top safety,
technical, cost, and schedule risks.
10 The prohibition of payments prior to completion of the ISS Design Certification Review was waived for the third mission in
2018. A NASA official stated this limitation was put in place in response to a 2013 NASA OIG report examining cargo resupply
services that criticized the Agency for making large payments before contractors had demonstrated their cargo delivery
capabilities. NASA OIG, Commercial Cargo: NASA’s Management of Commercial Orbital Transportation Services and ISS
Commercial Resupply Contracts (IG-13-016, June 13, 2013).

rendezvous with the ISS.11 While the Atlas V has a long history of mission success, it has not been used
for human space flight. The Starliner capsule is a new and previously unflown spacecraft.
SpaceX will use NASA’s former Space Shuttle Launch Pad 39A at Kennedy Space Center to launch an
upgraded Falcon 9 rocket with a Dragon 2 spacecraft to deliver astronauts to the ISS. For crewed
missions, NASA will need to include the upgraded Falcon 9 in its certification process, a rocket that has
successfully launched SpaceX’s Dragon 1 spacecraft on 17 cargo resupply missions to the ISS since 2010.
During this period, SpaceX experienced one launch failure. The contractor’s final two cargo resupply
missions on the first contract will fly at the end of 2019 and the beginning of 2020. The crewed Dragon 2 is
an updated design based on the Dragon 1. Starting with its 21st cargo mission to the ISS scheduled for
mid-2020, SpaceX plans to use a similar Dragon 2 design for future ISS cargo deliveries. Figure 2
provides a summary of each contractor’s crew system.
Figure 2: Commercial Crew Transportation Systems
Source: NASA OIG analysis of Agency information.

a NASA OIG estimated the approximate average cost per seat assuming four astronauts per spacecraft and using publicly
available information. The methodology used here is the same as footnote 6 of this report. The CCtCap contract also has a
certification requirement for each spacecraft to be able carry 100 kilograms of cargo per mission to the Station.
Flight System Certification Process

CCP’s goal is to ensure that all commercial space flight missions involving NASA astronauts are held to
the same safety standards that were applied to government-developed systems in the past such as the
Space Shuttle. To do so, CCP has developed a certification process under which Boeing and SpaceX must
11 The Atlas V rocket was developed by United Launch Alliance, a joint venture between Boeing and Lockheed Martin
Corporation.

meet a series of detailed NASA requirements.12 Prior to each contractor’s first low Earth orbit crewed
test flight, the flight test readiness process requires a Design Certification Review and a Flight Test
Readiness Review. The Design Certification Review formally documents the configuration baseline
(hardware, software, and processes used in design, production, and operations) and the conditions
under which a crew transportation vehicle is certified (performance, fabrication, and operational
environments and constraints).13 The Flight Test Readiness Review examines tests, demonstrations,
analyses, and audits that establish a system’s readiness for a safe and successful launch and for
subsequent flight test operations.
In December 2011, NASA published a series of requirements, management standards, and certification
standards to inform potential commercial crew contractors of the Agency’s specific safety and human
rating objectives.14 These documents are based on the health and medical, engineering, safety, and
mission assurance requirements NASA used for previous government-developed launch systems and
describe the fundamental elements any new system must satisfy to receive Agency certification. The
certification process involves all aspects of a crew transportation system, including design,
demonstration, ground operations, integration, launch, abort, rendezvous, proximity operations,
docking, orbital operations, reentry, and safe recovery. A final certification review is scheduled after the
crewed test flight and before regular missions to the ISS begin. Both Boeing and SpaceX are required to
use this guidance to ensure they are incorporating NASA’s requirements into their spacecraft designs.
Figure 3 shows the current certification schedule and the significant remaining events for each
contractor. A detailed description of each event is found in Appendix C.
Both SpaceX and Boeing are in the final testing and integration phase of their space flight system
development. Boeing is currently preparing for its uncrewed flight test of its Atlas V and Starliner
configuration and conducted its test of the launch abort system in November 2019. SpaceX has already
successfully completed its first uncrewed flight test of its Falcon 9 and Dragon 2 system and is retesting
subsystems and working with NASA to verify that it meets the requirements for a crewed test flight.
NASA’s schedule indicates a crewed test flight before the end of 2019 or in early 2020. NASA officials
stated that the final testing and launch schedules for the two vehicles are under revision and will not be
approved until the new HEOMD leadership conducts his review of the schedules.
12 Program Plan Commercial Crew Program (CCT-PLN-1000 Rev. A, January 19, 2017). The CCtCap contracts are designed so
each developmental milestone will build on the previous milestone, which creates an incremental acceptance of each
vehicle’s verification throughout the contracts.
13 Crew Transportation Technical Management Processes (CCT-PLN-1120 Rev. C, October 25, 2013).
14 These documents include the following: ISS Crew Transportation and Services Requirements Document (CCT-REQ-1130, Rev.
F, September 6, 2017); Crew Transportation Plan (CCT-PLN-1100, Rev. A, January 19, 2017); Crew Transportation Technical
Management Processes (CCT-PLN-1120, Rev. C-2, October 25, 2013); Crew Transportation Technical Standards and Design
Evaluation Criteria (CCT-STD-1140, Rev. B, April 8, 2015); Crew Transportation Operations Standards (CCT-STD-1150, Rev. A-3,
July 16, 2013); and Crew Transportation System Design Reference Missions (CCT-DRM-1110, Rev. Basic-3, December 8, 2011).
All the documents have been revised since originally published in 2011. Space Station Program (SSP) 50808 contains the ISS’s
technical standards for operating in the vicinity of and docking with the Station. International Space Station (ISS) to
Commercial Orbital Transportation Services (COTS) Interface Requirements Document (IRD) (SSP 50808, Rev. G, March 2018).

Figure 3: Working Timeline of Certification Events Between May 2019 and February 2020
Source: NASA OIG analysis of Agency information as of October 2019. Per management officials, this schedule is under
Agency review and is subject to change.

ONGOING TECHNICAL AND SAFETY CONCERNS
MAKE IT DIFFICULT FOR NASA AND ITS
CONTRACTORS TO ESTABLISH REALISTIC
LAUNCH SCHEDULES
Boeing and SpaceX continue to experience delays in test flights and final certification as a result of
design weaknesses discovered during testing, making it difficult for NASA to predict the amount of
remaining work needed to ensure safe and reliable crew transportation. Certification schedules for both
Boeing and SpaceX have already slipped more than 2 years due to technical and management challenges
with additional schedule slippage anticipated. Furthermore, final vehicle certification for both contractors
will likely be delayed at least until summer 2020 based on the number of ISS and CCP certification
requirements that remain to be verified and validated. In order to optimize development timelines,
NASA continues to accept deferrals or changes to components and capabilities originally planned to be
demonstrated on each contractor’s uncrewed test flights. Taken together, these factors may elevate
the risk of a significant system failure or further delay the start of commercial flights to the ISS.
Technical Challenges Continue to Impact the

Commercial Crew Program Schedule
Boeing and SpaceX each face significant technical challenges with parachutes, propulsion, and launch
abort systems that need to be resolved prior to receiving NASA authorization to transport crew to and
from the ISS. The complexity of these issues has already caused at least a 2-year delay in both contractors’
development, testing, and qualification schedules and may further delay certification of the vehicles by
an additional year. Consequently, given the amount, magnitude, and unknown nature of the technical
challenges remaining with each contractor’s certification activities, NASA will continue to be challenged
to establish realistic launch dates for the start of commercial crew flights to the ISS. That said, CCP
schedule assessments as of June 2019 suggest final certification for Boeing and SpaceX to fly crewed
missions may not occur before summer 2020. By this time, the Soyuz launch schedule will have
decreased from two missions every 6 months to a single flight—a scenario that will result in a single
U.S. astronaut and two Roscosmos cosmonauts on the Station beginning in April 2020 barring any
adjustments to current crew schedules. Figure 4 shows the expected delays in the final certification of
Boeing and SpaceX’s vehicles and the reduction in Soyuz flights beginning in April 2020.

Figure 4: Estimated Certification Delays for Boeing and SpaceX Based on CCP Schedule
Analysis
Source: NASA OIG analysis of CCP documentation. Per management officials, this schedule is under Agency review and is
subject to change.
a Years of delay is based on CCP’s schedule risk assessment.
Outstanding Technical Risks Likely to Result in Additional

Schedule Delays
Parachute Testing and Qualification

Parachutes are used to slow down a capsule upon re-entering the Earth’s atmosphere to land it safely in
the ocean or on the ground. Both Boeing and SpaceX are experiencing problems developing safe
parachute systems. These challenges include NASA and the contractors coming to an agreement on
how much extra strength is needed given the dynamic loads exerted on the parachutes as they are
deployed at high speed. Testing over the past year has determined that both Boeing and SpaceX’s
re-entry systems contain parachute components that may have low safety margins. Moreover, as
improvements and redesigns are made, adding strength to parachute components could also increase
bulk—a consideration given the limited storage space allocated to the parachutes in each capsule. In
addition, the type and amount of testing required before a crewed flight is considered safe to fly is still
being determined by NASA.
Boeing, which chose a three-parachute system for its design, is certifying its parachutes through a process
known as “qualification by similarity.” This method uses a smaller number of system-level tests to certify
that the parachute system meets requirements. As of August 2019, Boeing had successfully completed
all of its qualification tests and three of six planned reliability tests.15 Two additional reliability tests
15 The contractors are responsible for the performance of verification activities that produce evidence for compliance with all
applicable requirements. Certification refers to the contractors’ successful implementation of the methods defined in the
requirements to reduce risk to a residual level acceptable by NASA. Certification is obtained after test flights that include a
crewed mission. Qualification encompasses the entire range of activity to verify the design conforms to requirements when
subjected to environmental life-cycle conditions. Reliability refers to the probability that a system of hardware, software,
and human elements will function as intended over a specified period of time under specified environmental conditions.

were added to help confirm the loads exerted on the parachute. However, these tests are expected to
continue through the end of 2019 and may affect the timing of Boeing’s crewed test launch.
In contrast, SpaceX chose a design that uses four parachutes. Originally, when first designing the Dragon 2
capsule, SpaceX had intended to use its propulsion systems for landing, with parachutes considered a
backup system. As a result, the parachutes were developed using more lightweight and less robust
materials. Given the effort required to qualify the propulsion system for safe operation, SpaceX decided
to rely fully on its parachutes for landing, a system that would later require design modifications.
In August 2018, SpaceX experienced failures on two main parachute canopies during the return of its
Dragon capsule from a cargo resupply mission to the ISS. This resulted in additional work to improve
load balancing on the planned crewed parachute system. However, the parachute design for SpaceX
cargo missions uses three instead of four parachutes and receives more turbulence from the cargo
capsule compared to a crew capsule and therefore they are not suitable for direct comparison to one
another. In April 2019, SpaceX experienced an anomaly during an air drop test intended to demonstrate
that the Dragon 2 capsule could safely land with three instead of four parachutes. During the test, the
three parachutes failed, resulting in the loss of the test sled. These design deficiencies have contributed
to at least a 3-month delay in SpaceX’s crewed test flight. As of July 2019, NASA officials were uncertain
if the contractor’s current parachute system will meet strength and performance requirements for the
crewed test flight and are requiring additional testing. SpaceX received its updated parachute system in
August 2019 from its subcontractor, and has since performed 15 tests of the new system. However, this
parachute system also initially experienced two anomalies that resulted in corrective actions.
Propulsion and Launch Abort Systems

Propulsion systems transport the spacecraft to the desired orbit and execute flight path and vehicle
attitude adjustments. These systems are inherently complex and require rigorous testing and evaluation
to ensure crew safety and mission success. Likewise, launch abort systems used to maneuver the
spacecraft away from the rocket in the event of an emergency on the launch pad or in flight must also
be verified through robust testing and analysis. The risks stemming from the propulsion and launch
abort systems include propellant leaks, exterior fires, or significant systems failures such as an explosion
that could threaten crew safety. Technical issues with Boeing and SpaceX’s propulsion and launch abort
systems have added to delays in the schedule for crewed test flights, previously planned in
December 2019 for both providers.
In June 2018, Boeing suffered an anomaly during a Starliner launch abort engine hot fire test due to
malfunctioning valves that caused engine pressure fluctuations, fuel leaks, and a fire that subsequently
damaged part of the test article. The purpose of this test was to demonstrate the vehicle’s integrated
propulsion system performance and system dynamics. Boeing successfully conducted follow-up tests to
requalify the system in May 2019. As a result of the anomaly and required corrective actions to the
propulsion system, the planned follow-on pad abort test was delayed a year until November 2019.
During this test, a parachute deployment anomaly occurred resulting in deployment of only two of the
three main parachutes. Boeing stated it identified a preliminary cause of the anomaly and is taking
steps to address the issue. However, Boeing also emphasized that having two of three parachutes
deploy successfully is acceptable for crew safety.
Additionally, Boeing’s launch vehicle separation system has been identified by both NASA and the
contractor as a high-risk item. Failure of this system is a major crew survivability concern during launch
as it can impact the ability of the capsule to safely return to Earth for a water landing. Specifically, this

system is a zero-fault tolerant design, which means that—contrary to CCP requirements—there is no
back up should the system fail. In addition to preventing the loss of crew, NASA policy states that critical
systems essential for crew safety shall not be designed with a single point of failure. Potentially
catastrophic hazards that cannot be controlled may be granted a variance by NASA from the failure
tolerance requirements.16 In order to obtain such approval, Boeing must demonstrate that the risk of
system failure can be controlled or mitigated, or alternatively be accepted as an elevated risk. Boeing
requested and NASA has approved a variance after determining the contractor selected the best design
for this application.
In April 2019, SpaceX’s Dragon 2 exploded during a static fire test of its launch abort system. The
spacecraft was the same uncrewed vehicle that flew to and returned safely from the ISS in March 2019.
An anomaly occurred during the test just before ignition of the SuperDraco thrusters, resulting in the
destruction of the spacecraft.17 In July 2019, SpaceX’s preliminary report traced the anomaly to
components in the propulsion system that ignited due to fluid trapped in the lines during pressurization
of the system, causing the explosion. SpaceX plans to implement a pressure relief safety device known
as a rupture or burst disk to prevent trapped fluids during pressurization. While testing and analysis of
this risk mitigation is almost complete, these actions may delay launch of SpaceX’s crewed test flight
previously scheduled for December 2019.18
SpaceX also experienced separate issues with the helium system used to pressurize the Falcon 9’s fuel
system during an ISS cargo mission in June 2015 and when conducting launch preparations for a
commercial satellite in September 2016. These events resulted in the destruction of the vehicles and
are both believed to be linked to the previous design of the rocket’s Composite Overwrapped Pressure
Vessel (COPV) and its supporting structure, both of which have been updated for use in SpaceX’s crewed
transportation system.19 SpaceX determined the first failure involved hardware that broke in flight
inside of the rocket’s liquid oxygen tank and caused it to fail.20 According to SpaceX, the second failure
was likely the result of a COPV tank buckling due to new oxygen and helium loading procedures which
caused the tank to fail and the second stage to explode on the launch pad during preparations for a
static fire. SpaceX made design changes to its COPVs and NASA has accepted the changes. Additionally,
according to NASA officials, the suspected design flaw of the COPV that contributed to the explosion has
been eliminated from all COPVs that will be used on the crewed missions. SpaceX has also improved its
workmanship processes and revised its fuel loading processes on the launch pad. SpaceX has since
completed multiple successful launches with the updated COPVs and revised fuel loading process.
16 ISS Crew Transportation and Services Requirements Document (CCT-REQ-1130, September 6, 2017). CCT-REQ-1130 defines a
hazard as a state or a set of conditions, internal or external to a system that has the potential to cause harm. Hazard analysis
is the process of identifying hazards and their potential causal factors. A variance is a formal request for relief from a
requirement.
17 One of the static fire test objectives was to demonstrate the SuperDraco engines that will be used to maneuver the
spacecraft away from the rocket in the event of an emergency abort on the pad or in flight.
18 These dates are currently under review by NASA.
19 Each stage of the Falcon 9 uses COPVs to store cold helium used to maintain tank pressure. Each COPV consists of an
aluminum inner liner with a carbon overwrap.
20 SpaceX found that a strut failed, which NASA’s Independent Review Team also determined was a credible cause, but
provided possible alternative scenarios to explain the initiating event that caused the liquid oxygen tank dome to crack.

Additional Issues that May Affect the Contractors’ Certification
Schedules
Additional factors such as NASA’s safety review process, disagreements on technical issues, and
unknown-unknown risks may delay the contractors’ efforts to obtain certification to carry astronauts.
The schedule impacts due to these factors are unknown, but the contractors have little schedule margin
to meet launch dates in late 2019. Schedule margin—that is, extra time built into the schedule for
contingencies—allows time to address both known risks as well as future situations impossible to
predict, referred to as “unknown-unknowns.” Factors that could delay the contractors’ ability to obtain
certifications from NASA are described below.
Volume of Work for the Safety Review Process

In addition to the technically complex testing and qualification work remaining for Boeing and SpaceX,
NASA has a significant amount of work outstanding related to its safety review process that will likely
delay crewed test flights into 2020. Tasks requiring resolution include completion of hazard analysis and
reports and verification of closure notices. To ensure vehicle safety, CCP and ISS Program personnel
review contractor-submitted hazard reports, which includes the rationale for how hazards have been
mitigated. Safety risks, documented in the hazard reports, are ultimately approved by CCP and ISS
program managers and indicate that the Agency understands and accepts the risks.
In addition to the analysis of safety hazards, as of August 2019 NASA had 597 Verification Closure
Notices (VCN) requiring review and disposition for Boeing’s first uncrewed test flight and 370 VCNs for
SpaceX’s crewed flight.21 Reviews of these high volume verification activities that demonstrate
compliance with Agency requirements are stressing an already limited staff. In fact, in June 2019, CCP
reported to the Aerospace Safety Advisory Panel that unrealistic schedules are causing artificial
deadlines, resulting in increased schedule pressure.22
As of July 2019, when its uncrewed launch was scheduled for October 2019, Boeing had 670 outstanding
certification products that needed to be closed with acceptable flight rationale out of a total of 1,803.23
As a point of comparison, 90 days prior to SpaceX’s uncrewed test flight the Agency had completed
1,577 certification products and SpaceX had 574 still outstanding. If NASA determines that the evidence
submitted for the hazard reports does not meet a particular verification standard, additional time likely
will be required to resolve the issue. Moreover, CCP maintains a staff of only 360, an employee
complement only slightly larger than the resources originally planned to support the certification of a
single contractor. According to CCP program managers, CCP intended to achieve efficiencies with this
smaller staff complement by staggering reviews of Boeing and SpaceX reports. However, with flight
dates for both contractors now clustered so closely together, CCP staff faces substantial challenges to
complete these efforts in time to meet launch schedules in December 2019. In light of these schedule
pressures, NASA may face increased pressure to accept elevated risks before the initial crewed flights.
However, during the course of our audit, senior NASA officials consistently asserted that regardless of
any schedule pressure, they will not allow crewed flights to occur until it is safe to do so.
21 VCNs are written explanations provided by the contractor to NASA that provide evidence—through analysis, inspection, test,
or demonstration—that a NASA requirement has been satisfied.
22 The Aerospace Safety Advisory Panel was established under Section 6 of the National Aeronautics and Space Administration
Authorization Act of 1968. 51 U.S.C. § 31101. The Panel provides advice and makes recommendations to the NASA
Administrator on matters related to safety.
23 Flight rationale refers to the closure justification that satisfies acceptance of an exception to a requirement.

Disagreement on Technical Issues
Understanding and agreeing on technical requirements is critical to developing safe crewed
transportation systems, particularly given that Boeing and SpaceX use vastly different hardware as well
as development, managerial, and operational approaches. The NASA Authorization Act of 2010 requires
NASA to provide independent assurance of flight safety and flight readiness prior to authorizing
U.S. government personnel to participate as crew on board any commercially developed crew
transportation system.24 In response to this requirement, CCP created a system that validates the
contractors’ technical and performance requirements and standards; verifies compliance with those
requirements and standards; and accepts residual technical risk due to hazards, waivers, and other
noncompliances.25
Nonetheless, NASA officials have noted disagreements that persist between the Agency and the
contractors on technical issues that could have significant impacts on flight schedules and the
contractors’ mission assurance. For example, NASA engineers and the contractors disagreed on the
number of parachute drop tests the contractors needed to perform. After much discussion, both
contractors eventually agreed to additional tests. Additional ongoing disagreements include loss of
crew risk requirements; modeling and testing requirements; issues related to tank burst pressure,
rupture, and leakage; and crew insertion prior to propellant loading operations.26 Although these type
of disagreements are to be expected when developing complex space flight systems that will carry crew,
contractors are required to propose alternatives if they fail to meet the intent of a NASA requirement or
request a variance. Requests for variances are required to include, at a minimum, a detailed rationale
for the request, a risk assessment, and any planned risk mitigations and controls.27 Ultimately, NASA
must agree that the steps taken to mitigate or close the risks are acceptable. In addition, the path
forward is in some cases—such as the parachutes—still being determined as the results of additional
tests are examined.
Even if NASA approves a variance for a particular mission that does not mean the technical issue is fully
mitigated for future crewed flights. For example, SpaceX’s Dragon 2 COPVs did not pass qualification
prior to the uncrewed SpaceX flight test in March 2019 due to a tank’s failure to meet NASA’s burst
pressure requirements. Although disagreements existed between the NASA Engineering Safety Center
and SpaceX, the Center ultimately concurred with CCP and SpaceX’s flight rationale and risk assessment.
NASA accepted the elevated risk for the March 2019 uncrewed SpaceX flight test, acknowledging that a
COPV burst in the vicinity of or while attached to the ISS would result in loss of the Station. The Agency
also noted the added risk to ISS was small when docked because the COPV pressures would be slightly
lower than prior to launch. SpaceX subsequently mitigated the identified risks for crewed flights
through process improvements and additional testing.
24 National Aeronautics and Space Administration Authorization Act of 2010, Pub. L. No. 111-267 § 403(b)(5) (2010).
25 Commercial Crew Transportation System Certification Requirements for NASA Low Earth Orbit Missions (HEOMD-CSD-10001,
Rev. A, November 12, 2013).
26 NASA’s loss of crew risk requirement for its contractors is 1 in 270 for a 210-day ISS mission, which means the probability of
losing the crew only occurs in 1 out of 270 flights.
27 Crew Transportation Technical Management Processes (CCT-PLN-1120, Revision C-2, October 25, 2013).

Unknown-Unknowns
During the Space Shuttle era, NASA’s analysis of Shuttle risk estimates indicated that loss of crew and
loss of mission often significantly underestimated actual failure rates because many hazards cannot be
properly identified and accurately assessed during the design phase. These risks are sometimes referred
to as “unknown-unknowns.” During development of their space flight systems, both Boeing and SpaceX
have experienced a number of unexpected anomalies that have affected the CCP schedule. For example,
Boeing experienced unexpected anomalies in its navigation system while SpaceX experienced anomalies
in its deorbit procedures and COPVs. With flight tests and significant abort system testing activities
remaining for both contractors, the number and significance of these and other unknown-unknowns
may affect the launch schedule. Adding to this potential schedule pressure or slippage is the fact that
Boeing and SpaceX have included little schedule margin to allow for such unexpected delays.
An example of unknown-unknowns surfaced following SpaceX’s parachute drop tests in April 2019.
Instrumentation developed by SpaceX and used during the tests identified a significant issue with
parachute asymmetry that has repercussions for both Boeing and SpaceX’s designs, as well as across the
parachute industry. Asymmetrical parachute loading refers to uneven loads on a parachute system due
to aerodynamics and the changing shape of the canopy that results in a greater risk of parachute failure
when a portion of the system receives a load that exceeds its capability. This unknown-unknown has
caused parachute experts to reexamine their assumptions about asymmetry and will require a
substantial amount of testing and analysis to identify a safe resolution.
Financial Constraints
CCP uses firm-fixed-price contracts, providing both Boeing and SpaceX incentive to minimize changes
that would require additional work in order to maximize profits. As firm-fixed-price contractors, Boeing
and SpaceX bear the risk for any technical risks or schedule delays that occur absent NASA changing the
mission scope, requirements, or schedule. For example, as the schedule has slipped nearly 3 years,
milestone payments have also been delayed but the overall CCtCap contract costs have not increased
more than 5 percent. In contrast, under a cost-plus contract structure where NASA pays for all
contractor costs with additional fees, contract costs would increase with schedule delays as NASA
covered the contractor’s ongoing labor costs. While the government is not expected to compensate
Boeing and SpaceX for the CCtCap delays, the contractors will not receive all of their milestone
payments until their systems are certified and delivered. This may cause a hesitancy by contractors to
commit resources for additional expensive testing without NASA agreeing to add more funds to the
contract. For example, the additional parachute testing for both contractors illustrates where NASA
added more funding to the CCtCap contracts for both Boeing and SpaceX because it required more
testing. However, in a 2018 annual review CCP noted that in order to manage their costs effectively,
both Boeing and SpaceX were operating with lean workforces and as such were reluctant to make
design changes that typically come with heavy cost and schedule penalties for the contractors.

Deferring Capabilities May Elevate Risk or Delay
Crewed Flights
As they work to meet flight test launch dates, we found Boeing and SpaceX are deferring some
capabilities from their test flights that may elevate technical risks or lead to further delays in crewed
missions to the ISS. When submitting proposals for CCtCap, both contractors demonstrated the
importance of the “Test Like You Fly” technical standard and each added an uncrewed test flight to their
development schedule, despite not being required to do so by NASA.28 Such a flight test was envisioned
to help validate flight systems before the crewed test flight, particularly in meeting requirements for
operating in the vicinity of the ISS and during docking operations.
Contrary to its initial plans, Boeing will not fly a fully functional abort system on its uncrewed test flight
and instead the first use of the system will be during the first crewed test flight. Moreover, Boeing
originally planned to fly its uncrewed and crewed test flights in essentially the same configuration
without deferring any requirements. Based upon this stabilized system configuration, NASA sought to
fill a potential gap in crew access to the ISS by having astronauts on the Boeing crewed test flight remain
at the ISS for 6 months rather than just a few days. To accomplish this, in March 2018, NASA paid
Boeing $95 million to carry three astronauts on the test flight instead of two. Through August 2019,
Boeing had completed 67 percent of its 597 VCNs for its first uncrewed test flight currently scheduled
for launch in December 2019.29
SpaceX also deferred capabilities from its uncrewed flight test to its upcoming crewed flight test, a
situation that means several critical new systems will be flown for the first time on the crewed
flight. For example, SpaceX deferred life support system and propulsion upgrades to the crewed flight
test, both of which are key to astronaut survival. The systems are now planned to be verified through
ground testing before being flown with astronauts rather than the previously planned flight testing on
the uncrewed mission. In addition, of the required 617 VCNs that must be closed before certification is
complete, 377 were fully completed prior to the uncrewed test flight and a total of 370 are required for
the crewed test flight. Through August 2019, NASA had accepted for closure 37 VCNs for this flight.
Although NASA and contractor managers insist that schedule pressure will not override the appropriate
resolution of safety or technical issues, all parties are aware of the impending shortfall of transportation
capabilities to the ISS if the U.S. contractors are unable to deliver astronauts to the ISS by February
2020. Thus, NASA must continue to guard against allowing schedule pressure to drive decisions that
could adversely impact astronaut safety.
28 NASA’s technical standard for crewed transportation systems dictates that systems carrying humans are tested and flown in
the same configuration and operational modes or as close to the crewed configuration as possible. The “Test Like You Fly”
approach ensures that the system can accomplish the mission with the intended safety controls and robustness. According
to NASA requirements, deviations from this standard should clearly describe how a contractor’s validation plan will assure
sufficient coverage of the expected flight environments and operational sequences that demonstrate critical functions,
margins, and performance.
29 The VCNs selected for closure prior to this flight total 597; however, for certification the number requiring closure totals 827.

COMMERCIAL TRANSPORTATION DELAYS MAY
CAUSE A SIGNIFICANT REDUCTION IN CREW
ACCESS AND ISS UTILIZATION IN 2020
NASA likely will experience a reduction in the number of USOS crew aboard the ISS from three to one
beginning in spring 2020 given schedule delays in the development of Boeing and SpaceX space flight
systems coupled with a reduction in the frequency of Soyuz flights. In the past, NASA has successfully
ensured access to the ISS by purchasing unused Soyuz seats from Boeing and Roscosmos when four
Soyuz vehicles flew per year. However, these alternatives may not be viable because only two Soyuz
vehicles are planned for 2020. In addition, astronauts extending their on-Station assignments longer
than the standard 6 months may face more significant space-flight-related health concerns. Any
reduction in the number of crew aboard the USOS would limit astronaut tasks primarily to operations
and maintenance, leaving little time for scientific research. Resulting reductions in Station research and
technology demonstrations needed for NASA’s future human space exploration goals could, in turn,
delay development of life support systems envisioned to support the Lunar Gateway and testing of
spacesuits intended for future Moon landings.
Without Commercial Transportation, U.S. and Partner

Access to the ISS will Significantly Decrease
NASA’s original plan was to end its reliance on purchasing Soyuz seats by bringing Boeing and SpaceX
flights online with capsules able to transport four crewmembers to the Station. In anticipation of the
start of these flights, NASA and Roscosmos agreed to reduce Soyuz flights from four to two per year
beginning in January 2020. If commercial crew flights have not started by April 2020, the Station will be
able to host only three crewmembers at a time—two cosmonauts and one USOS astronaut—instead of
the planned crew contingent of seven.30 Table 2 shows the projected number of crewmembers on the
Station if NASA’s commercial transportation capabilities are delayed beyond April 2020.
30 In the event that the ISS crew size is reduced to three or fewer crewmembers for more than 21 days, the ISS Program is
required to perform an integrated assessment to determine the ability of ISS systems and crew to continue ISS operations
and identify measures to ensure ISS sustainability. NASA, Generic Groundrules, Requirements, and Constraints
Part 1: Strategic and Tactical Planning, (SSP 50261-01 Rev. L § 8.1.1, September 2017).

Table 2: ISS Crew Contingent without Commercial Transportation Capabilities
2019 2020
A S O N D J F M A M J J A S O N D
USOS Crew 4 4 4 4 4 4 2 2 1 1 1 1 1 1 0a 0a 0a
Roscosmos Crew 2 2 2 2 2 2 1 1 2 2 2 2 2 2 3 3 3
Total 6 6 6 6 6 6 3 3 3 3 3 3 3 3 3 3 3
Source: NASA OIG analysis of ISS Flight Plan from September 24, 2019. Per management officials, this schedule is under
Agency review and is subject to change as of November 2019.
Note: Red cells indicate crewed scenarios that pose a risk to ISS operations, yellow cells indicate nominal operations, and
green cells indicate optimal conditions based on the current capacity of the ISS.
a Roscosmos currently plans to transport three crewmembers to the ISS aboard one Soyuz vehicle in October 2020, however,
NASA has not purchased a seat aboard this vehicle and may face constraints in payments for the return flight, as discussed below.
Delays in Commercial Transportation Will Reduce

ISS Scientific Research, Maintenance, and
Commercialization Efforts
The ISS provides a long-duration, full-service laboratory and test bed for research and development that
NASA is using to prepare for future missions beyond low Earth orbit.31 With a USOS crew contingent of
three, a typical work week allows each crewmember to perform roughly 12 hours of scientific research,
6 hours of vehicle traffic operations, and 4 hours of maintenance among a variety of other tasks and
operations. However, if commercial crew transportation delays persist and the USOS segment is
reduced to a single crewmember, that astronaut will be forced to focus primarily on vehicle and medical
operations and ISS maintenance rather than scientific research (see Figure 5).
31 International Space Station (ISS) Program Plan (Rev. A, October 2013).

Figure 5: Average Weekly Time Allocation per Crewmember Based on Three USOS
Crewmembers versus One Crewmember
Source: NASA OIG analysis of Agency information.
If NASA is unable to secure additional transportation for USOS crew by April 2020, the single
crewmember left onboard will only have time to perform an estimated 5.5 hours of research per week.32
As of October 2019, the ISS is currently crewed with four USOS astronauts. As such, a reduction from
1,786 research hours to 143 hours over a 6-month period will significantly reduce the amount of
research and number of experiments performed aboard the ISS.33 Such a reduction may hinder NASA’s
ability to address astronaut health risks and develop capabilities needed for deep space exploration
missions. Current research on board the ISS include studies on: (1) how long-duration stays on the ISS
affect the brain’s structure, arterial aging, and radiation exposure; (2) new life support systems,
including methods of removing carbon dioxide from the air and water recovery; and (3) autonomous
docking technologies for potential use on the Lunar Gateway. Additionally, a significant reduction in
crew and research availability could delay planned testing of NASA’s next-generation spacesuits. In
2017, we reported on a significant risk that a spacesuit prototype would not be produced in time for
testing on the ISS before the Station’s planned retirement in 2024.34 NASA had planned to conduct
testing on the advanced extravehicular mobility unit—a key part of the new spacesuit design—on the
ISS in 2020, and significant deviations from that timetable may impact spacesuit availability for a
planned lunar mission in 2024.
Reducing NASA’s crew contingent will also likely reduce the time available for essential
maintenance-related extravehicular activities while increasing the time crewmembers spend on
intravehicular maintenance. Currently, NASA’s maintenance schedule anticipates six extravehicular
activities in 2020 to replace old batteries with new lithium-ion batteries. Because NASA does not allow
extravehicular activities to be performed with only one astronaut, the Agency is training cosmonauts to
32 Of the 5.5 hours devoted to research, NASA will only be able to devote 2.75 hours to NASA-related research per week
because the Agency is required to allocate 50 percent of its research to ISS National Laboratory-managed experiments.
Pub. L. No. 111-267 § 504(d)(1), National Aeronautics and Space Administration Authorization Act of 2010 (October 11, 2010).
33 During increment 61, NASA was able to perform 68.5 hours of research per week due to hosting four crewmembers aboard
the ISS.
34 NASA OIG, NASA’s Management and Development of Spacesuits (IG-17-018, April 26, 2017).

help perform any required repairs along with a USOS crewmember. However, such a scenario would
elevate the Station’s safety risk because only one other crewmember would remain inside the Station
during such the extravehicular activity, reducing the redundancy to respond to internal or external
emergencies during the extravehicular activity. In addition, NASA plans to conduct approximately
600 hours of intravehicular maintenance on the ISS in 2020. While NASA has accommodated other
delays of preventative maintenance, some equipment may fail without timely refurbishment such as the
cabin air heat exchanger and the Fluids Control and Pump Assembly.35 With only one USOS
crewmember aboard the ISS, NASA would need to devote 12 hours per week to intravehicular
maintenance activities compared to the 4 hours per crewmember currently dedicated to these tasks
with a crew complement of three astronauts.
Reductions in crew research time may also impact research aboard the ISS involving the ISS National
Laboratory. Since August 2011, the Center for the Advancement of Science in Space, Inc. (CASIS) has
managed non-NASA research activities on the U.S. portion of the ISS, known as the ISS National
Laboratory. CASIS’s ability to maximize research capabilities aboard the ISS depends significantly on
NASA’s ability to fully staff the ISS with four USOS crewmembers. Given CASIS’s research and
development portfolio, significant reductions in researcher access to crew time would negatively impact
its plans. Furthermore, the ability to expand commercial interest in the ISS may be delayed if NASA is
unable to complete its planned extravehicular activities in 2020. For example, the private company
Nanoracks, LLC has begun construction of a commercial airlock set for launch in 2020 and signed
commercial contracts for other entities to use the airlock.36 Limited crew availability may result in
delays in performing the extravehicular activities required to install the airlock, thereby affecting
Nanoracks’ plans.
Delays in commercial transportation may also impact NASA’s efforts to commercialize the ISS. In 2019,
NASA announced plans to stimulate commercial utilization of the ISS and low Earth orbit by, among
other things, allowing commercial companies to fly private astronauts to the ISS as early as 2020.37
However, NASA faces a number of constraints in implementing its commercialization goals. First, delays
in the start of routine commercial crew flights to the ISS will impact the possibility and pace of private
space flight participants. Second, until private space flight participants have access to the ISS, the
reduction of available time to perform research aboard the ISS will constrain NASA astronauts’ ability to
dedicate time to commercial activities. Third, both Boeing and SpaceX’s CCP contracts allow for the
possibility of updating their spacecraft to carry additional crew beyond the four seats promised to NASA,
but NASA would need to review updated certifications and approve those design changes before
implementation. Any delays in CCP certification for NASA missions may impact the contractors’
schedules for certifying vehicles and delivering private space flight participants to the ISS. According to
the CCP contracts, NASA retains control of all the seats for each crewed mission. However, if NASA does
not plan to utilize a seat, the contractor may fill it with a nongovernment space flight participant, subject
to approval by the Agency and only if any additional costs are not borne by the government.
35 These items were identified as some of the internal units with the highest predicted annualized failure rates in 2019. An
element of the Common Cabin Air Assembly, the heat exchanger controls temperature and humidity aboard the ISS, which is
essential not only for maintaining livability aboard the ISS but also for protecting essential hardware and electronics. The
Fluids Control and Pump Assembly pumps crew urine to the distillation assembly and removes both concentrated brine
waste and water from the distillation assembly once the vacuum distillation process is completed.
36 This airlock is an airtight room with two entrances that allow payloads to be transferred inside and outside the ISS.
37 NASA, NASA Plan for Commercial LEO Development (June 7, 2019).

Options to Address Reduction in ISS Access are Limited
Without Boeing and SpaceX’s commercial crew flights, NASA’s options are limited for transporting
astronauts to the ISS in spring 2020. Specifically, significant issues exist with securing additional Soyuz
seats and extending the duration of astronaut missions on board the ISS to avoid a reduction in USOS
crew. Due to slippage in the commercial crew schedule, in March 2018 NASA purchased two additional
Soyuz seats for $86 million each, one for the September 2019 Soyuz flight and another on the upcoming
April 2020 mission. This latter flight will ensure that at least one USOS astronaut is resident on the
Station between April 2020 and October 2020. However, looking to Roscosmos to purchase additional
Soyuz seats to increase the number of USOS crew on board the ISS during this period appears unlikely
for two reasons. First, manufacturing a Soyuz vehicle requires a 3-year lead time. As such, the earliest
Roscosmos could have one available is October 2022. And second, purchase of additional Soyuz seats
would require a waiver from prohibitions in the Iran, North Korea, and Syria Nonproliferation Act
(INKSNA) against making payments to the Russian government. NASA’s current waiver expires on
December 31, 2020, preventing payment for additional seats that launch or return after
December 2020.38
In addition to a lack of additional Soyuz seats after mid-2020, the option of extending the duration of
astronaut missions onboard the ISS may also prove problematic. Currently, two USOS crewmembers are
scheduled to be on board the ISS from September 2019 until April 2020 (189 days). Astronauts typically
stay aboard the ISS for 5 months, with the longest astronaut mission to date lasting 340 days.39 Based
on past NASA studies, astronauts face health and safety risks with a year-long stay aboard the ISS.40
Consequently, any mission extension for one or both of the two USOS crewmembers aboard the Station
in April 2020—the point at which NASA must determine who will remain aboard the Station—would
likely surpass the year mark. For those two USOS crewmembers, a 6-month extension would increase
the mission for one astronaut to 445 days and 378 days for the other. Moreover, such extensions would
require the purchase of a return flight aboard a Soyuz vehicle, which would require an extension of the
INKSNA waiver.
38 The Iran Nonproliferation Act of 2000 discouraged U.S. dealings with states that would proliferate nuclear materials to Iran
and required the President to report payments made to Russia in connection with the ISS. Pub. L. No. 106-178, 114 Stat.
38-45 (January 4, 2000). The Iran Nonproliferation Amendments Act of 2005 and the 2009 Consolidated Security, Disaster
Assistance, and Continuing Appropriations Act amended the Iran Nonproliferation Act to allow for unreported payments to
Russia until 2012 for ISS obligations. Pub. L. No. 109-112 § 3, 119 Stat. 2368 (November 22, 2005). Pub. L. No. 110-329 § 125,
112 Stat. 3577 (September 30, 2008). The North Korea Nonproliferation Act of 2006 amended this legislation to include
North Korea and renamed the statute accordingly. P.L. 109-353, 120 Stat. 2015-2016 (October 13, 2006). The Space
Exploration Sustainability Act amended INKSNA to extend NASA’s exemption from reporting payments to Russia in
connection with the ISS through 2020. Pub. L. No. 112-273 § 3, 126 Stat. 2454-2455 (January 14, 2013).
39 In 2015, NASA initiated a mission in which an American astronaut and a Russian cosmonaut stayed on board the ISS for a
year. The mission provided new insights into how the human body adjusts to weightlessness, isolation, radiation, and the
stress of long-duration space flight.
40 NASA tracks the highest risks to human health and performance in space exploration on its Human Research Program
Integrated Research Plan, including the risks that arise due to long-duration space flight. NASA, Human Research Program
Integrated Research Plan (HRP-47065 Rev. J, March 2019).

Furthermore, flight changes and extended flight durations impose personal hardships on the astronauts
and their families. NASA’s astronaut corps currently comprises 38 active astronauts, 9 of whom are
already assigned to Soyuz missions, 10 are assigned to CCP flights, and 19 are in various stages of training.
While officials state that the astronaut corps is flexible, major changes to the flight schedule can impact
the crew individually and collectively as astronauts planning for one mission are reassigned to another.
For example, one crewmember’s mission was extended to a year-long stay only after she was already on
board the Station, a situation that could occur again in 2020. Finally, testimonial evidence from
astronauts conducting long-duration space missions and from studies of similar environments raise
concerns that extended missions have the potential to result in depression and anxiety.41
41 See NASA, Risk of Adverse Cognitive or Behavioral Conditions and Psychiatric Disorders: Evidence Report (January 1, 2016) for
NASA’s review of studies related to the impact of long-duration space flight and isolation on crew performance.

NASA OVERPAID BOEING TO PREPARE FOR
MULTIPLE CREWED MISSIONS
For Boeing’s third through sixth crewed missions, we found that NASA agreed to pay an additional
$287.2 million above Boeing’s fixed prices to mitigate a perceived 18-month gap in ISS flights anticipated
in 2019 and to ensure the contractor continued as a second commercial crew provider, without offering
similar opportunities to SpaceX.42 For these four missions, NASA essentially paid Boeing higher prices in
an attempt to address schedule slippage caused by Boeing’s 13-month delay in completing the ISS
Design Certification Review milestone and after the Agency and Boeing could not agree to use the
contract’s lower fixed price. In our judgment the additional compensation was unnecessary given the
risk of a gap between Boeing’s second and third crewed missions was minimal when the Agency’s
analysis occurred in 2016. Furthermore, any presumed gap in commercial crew flights would be
addressed by NASA’s purchase of additional Soyuz seats from Boeing. Nonetheless, we acknowledge
the benefit of hindsight and appreciate the pressures faced by NASA managers at the time to keep the
program on schedule to the extent possible. However, even with that understanding and using CCP’s
own schedule analysis, we found NASA could have saved $144 million by only ordering missions three
and four while delaying orders for missions five and six. Additionally, NASA started the payment on the
third mission one year earlier than needed and therefore did not use $43 million of the lead time
flexibility purchased. Accordingly, we question $187 million of these price increases as unnecessary
costs. Finally, given NASA’s objective was to address a potential crew transportation gap, we found that
SpaceX was not provided an opportunity to propose a solution even though the contractor previously
offered shorter production lead times than Boeing.
NASA Paid Boeing More for Mission Flexibilities

In September 2016, Boeing initially proposed pricing for crewed missions three through six using the
single 2016 mission price—a price that was substantially higher than the discounted price for ordering
four missions in 2016 or the prices for single missions ordered in 2017 or later.43 Boeing explained that
each of the four missions should be treated like a separate order because NASA would not begin
payments until the Authorization to Proceed (ATP) was granted (indicating the start of milestone
payments), which could be several years later. However, the NASA Office of Procurement determined
the use of the single 2016 mission price was not consistent with the terms of the contract and did not
match the contract’s fixed-price table, which established mission pricing based on when missions were
ordered and the number of missions ordered.
42 As discussed earlier in this report, a potential crew access gap may occur in 2020 due to further SpaceX and Boeing delays
and a decrease in the number of Soyuz flights per year. The gap identified in 2016 related only to the time between Boeing’s
second and third missions and assumed Boeing was already certified and flying regular missions.
43 For the CCtCap contracts, NASA does not publicly disclose specific contract pricing due to its proprietary nature. As such,
while we discuss the impact of certain decisions on pricing, we do not disclose Boeing and SpaceX’s fixed-price tables or
crewed mission prices.

As a result of a series of meetings, NASA officials requested in December 2016 that Boeing use the
existing fixed prices for missions granted ATP in 2017 and later. Further, as part of this request, NASA
changed Boeing’s mission requirements and requested the contractor propose prices for additional
flexibilities to fill an anticipated crew access gap, including shortening its lead times for rocket and
spacecraft production. After prolonged negotiations, Boeing proposed substantially reduced lead times
for all four missions, the ability for NASA to have a varied launch cadence through 2024 based on Agency
needs, and no penalties for some NASA-requested mission delays. Citing the desire for mission
flexibilities primarily driven by the need to fill a crew access gap in case Boeing was the only
transportation option available, NASA agreed to pay an additional $287.2 million above the fixed prices
or an average increase of $71.8 million per mission for crewed missions three through six.
For the higher price than specified in the contract, NASA determined the added cost was reasonable for
the additional flexibilities. The potential crew access gap identified was between Boeing’s second
crewed mission scheduled for January 2019 and Boeing’s third mission in August 2020. This gap was due
in part to development delays for certification, Boeing’s 32-month production lead times, and contract
prohibitions on starting payments for the third mission until completion of the ISS Design Certification
Review milestone. At the time, Boeing’s ISS Design Certification Review was delayed 13 months, which
meant its third mission could not be granted ATP until at least December 2017, meaning the mission’s
earliest possible launch date would be August 2020. According to a CCP schedule assessment completed
in December 2016—an assessment that assumed Boeing would be the only provider available for
commercial crew transportation to the Station—these restrictions created a potential 18-month gap in
ISS crew access starting with Boeing’s second crewed mission in January 2019. At the time, NASA was
concerned about maintaining continuous crew access to the ISS in light of SpaceX and Russian cargo
vehicle failures in 2016.44 Figure 6 shows the CCP Schedule Assessment used by program officials to
calculate a possible 18-month crew access gap to the ISS assuming Boeing would be the only provider
due to the possible unavailability of SpaceX and Roscosmos missions.
44 During the task order negotiations, two launch failures directly impacted the CCP contractors. On September 1, 2016, a
Falcon 9 similar to that planned for crew missions exploded on the launch pad during propellant loading for a static fire. This
explosion also destroyed the rocket’s commercial mission payload, an Israeli communications satellite called Amos-6. Three
months later in December 2016, a Soyuz launch vehicle and Progress spacecraft similar to the type used for crewed missions
failed several minutes into flight. SpaceX returned to flight with a commercial payload launch in January 2017 and resumed
ISS cargo missions in February 2017. A Progress spacecraft returned to flight in February 2017, followed by a crewed Soyuz
mission in April 2017.

Figure 6: CCP Schedule Assessment of ISS Flight Gap with Boeing as a Sole Provider
Source: NASA OIG presentation of CCP Schedule Assessment.
NASA’s Assumptions for a Gap in Flights were Flawed

We found the risk of an 18-month ISS gap in flights was minimal in December 2016 when the analysis
occurred. Additionally, the CCP’s flight assumptions were flawed because they failed to take into
consideration a normal flight cadence and the five Soyuz seats NASA planned to purchase from Boeing.
In CCP’s schedule assessment, the 18-month gap was marked from the planned launch of Boeing’s second
mission, even though the crewmembers typically stay on the Station 6 months before returning to Earth.
CCP’s analysis did not take into account the duration the astronauts would be on the ISS for the second
mission, and adjusting for this reduces the perceived gap to 13 months. Further, Boeing’s second mission
was projected to launch in January 2019, only 1 month after the first mission was scheduled to launch in
December 2018. This meant two Boeing missions would have flown at the same time, establishing an
eight-person commercial crew on the ISS in addition to the Soyuz transported crews instead of spacing
the missions out over 12 months to ensure two, four-person commercial crews. By delaying the second
flight for 5 months to when the first mission returns to Earth, the potential gap could have been reduced
to 8 months. Further, if NASA had delayed the launch of its first planned crewed mission until May 2019
when the USOS crewmembers returned on the final purchased Soyuz seats, the gap would be reduced
to 3 months without impacting ISS operations. Figure 7 demonstrates how the projected ISS crew
access gap could have been reduced through simple changes to the flight manifest.

Figure 7: Analysis of CCP Schedule and Flight Gap
Source: NASA OIG analysis of CCP Schedule Assessment.
NASA’s crew access analysis also did not include the five Soyuz seats the Agency was planning to
purchase from Boeing for flights in 2017 through 2019. However, HEOMD officials knew in November
2016—one month before the CCP crew access analysis was finalized—that Boeing would be submitting
another proposal for Soyuz seats to fill the crew access gap after the last Soyuz mission returned in May
2019.45 These seats, along with others already purchased from Roscosmos, provided uninterrupted
crew access through November 2019 and provided the ISS Program redundancies without paying extra
for shorter production lead times for four Boeing crewed missions. Five days after NASA committed to
pay $287.2 million in price increases for four commercial crew missions, Boeing submitted an official
proposal to sell NASA up to five Soyuz seats for $373.5 million for missions during the same time period.
In total, Boeing received $660.7 million above the fixed prices set in the CCtCap pricing tables to pay for
an accelerated production timetable for four crew missions and five Soyuz seats.
Boeing Was Already Required to Provide Up to Two Flights

per Year
Both NASA and Boeing said the $287.2 million price increase for crew missions three though six was
partially justified based on Boeing providing the capability to fly up to two missions per year through
2024. However, based on both the original contract and CCP requirements, we determined Boeing’s
proposal to fly up to two missions per year did not justify higher pricing because such a mission cadence
was already a contract requirement. Under the terms of its original CCtCap contract, Boeing and SpaceX
are required to be capable of two flights per year through 2024 and the contractors’ pricing table
45 CCP manages the purchase of commercial crew missions and the ISS Program manages the purchase of all Soyuz seats,
including those sold by Boeing, to transport crew the ISS. However, HEOMD overseas procurement activities for both CCP
and the ISS Program.

reflects the possibility of multiple missions in a year by providing discounts for missions ordered and
launched in the same year. Nonetheless, CCP officials explained that the newly purchased flexibilities
provided NASA the option to alter its launch cadence from 2019 through 2024 for any mission ordered
prior to the start of each mission’s now shortened lead time.46 For example, NASA could shift two
missions from 2019 to 2023 without any additional payments so long as the change occurred prior to
the start of the lead times for the 2019 launch dates. While we agree the flexibility for a varied launch
cadence without penalties has value, in our judgment, the shorter lead time alone would provide a
similar capability through 2024.
NASA Failed to Exercise Multiple Alternatives to Achieve

Mission Flexibility within Established Pricing Structure
NASA had contractual options to retain mission flexibility without agreeing to Boeing’s price increases.
These options included: (1) shifting the second Boeing mission 6 months later to coincide with the first
crewed mission’s end; (2) incorporating into its flight schedule the five Soyuz seats to be purchased from
Boeing for 2018 and 2019; and (3) considering a small equitable adjustment to move up the third mission
or waiving the third mission’s restriction on granting ATP prior to ISS Design Certification Review—an
action NASA later pursued. CCP’s Office of Procurement conducted multiple analyses on alternative
scenarios in an attempt to save money, but CCP and HEOMD officials determined it was in NASA’s best
interests to purchase all four missions at the higher prices to ensure increased launch flexibility and gain
economies of scale with six missions for each contractor. Furthermore, CCP procurement officials said
they did not have direct knowledge of the ISS Program’s plans to purchase Soyuz seats from Boeing. As
a result, they were not directed by CCP or HEOMD to incorporate the impact of purchasing those seats
into its analysis justifying Boeing’s requested price increases for speeding up its production schedule for
four crewed flights.
According to several NASA officials, a significant consideration for paying Boeing such a premium was to
ensure the contractor continued as a second crew transportation provider. CCP officials cited NASA’s
guidance to maintain two U.S. commercial crew providers to ensure redundancy in crew transportation
as part of the rationale for approving the purchase of all four missions at higher prices. Additionally,
senior CCP officials believed that due to financial considerations, Boeing could not continue as a
commercial crew provider unless the contractor received the higher prices.
While the mission flexibilities NASA purchased from Boeing certainly added value with additional
redundancies for crew transportation, we have concerns about NASA’s decision to not follow the
fixed-price table set at contract award. We found the premium NASA paid to Boeing was unnecessary
based on the CCP’s 2016 schedule assessment to fill a crew access gap and it remains to be seen
whether NASA will utilize these flexibilities throughout the rest of the contract. Further, we
acknowledge the benefit of hindsight when reviewing decisions made almost 3 years ago and, therefore,
while we have concerns about CCP’s schedule analysis, we used CCP’s schedule assumptions made
before the task order awards in 2016 when determining questioned costs as part of this audit.
46 In NASA’s original task order for the last four missions, Boeing was required to be capable of launching two missions in 2019
and two in 2020 subject to reconfirmation when ATP would be granted for each mission. This flexibility would allow NASA to
move any of those missions to any other year through 2024 so long as it did not exceed two missions a year.

Ordering Four Missions at Once was an Excessive and
Unnecessarily Costly Response to Perceived Access Gap
Even accepting CCP’s analysis of a perceived ISS crew access gap from January 2019 to August 2020, in
our judgment NASA could have saved $144 million by only paying a premium to Boeing to accelerate
production of missions three and four while delaying orders for missions five and six. Under this
approach, NASA would have agreed to a $71.8 million price increase for the first two missions in return
for the shorter lead times to cover the potential 18-month gap in crew access. Assuming the ISS Design
Certification Review would be completed in December 2017, NASA could have ordered the fifth and
sixth missions without paying Boeing a premium for shorter production times. By purchasing just the
third and fourth missions at these higher prices, NASA would have sufficiently mitigated the concerns
raised by the SpaceX and Russia cargo failures by ensuring continuous access to the ISS through July
2020. Accordingly, we believe the $144 million NASA paid for accelerating the development lead times
for Boeing’s fifth and sixth missions was unreasonable, even when accepting CCP’s analysis of a
potential crew access gap. See Table 3 in Appendix D for a breakdown of these questioned costs.
Early Milestone Payments Negated Value of Shortened

Lead Time
Despite paying an additional $71.8 million for a shorter lead time for Boeing’s third mission to help
address the perceived potential gap in crew access, NASA started milestone payments for this mission a
year earlier than required by the contract because CCP needed more time to review Boeing’s flight
readiness documentation. In November 2018—for the third mission only—NASA removed the
restriction of not granting ATP until the completion of the ISS Design Certification Review to ensure both
the Agency and Boeing would have enough time to meet the initial target launch date. CCP then
granted ATP and started milestone payments a year earlier than needed even though NASA paid a
premium for a shorter production lead time. Less than a year later in August 2019, the third mission is
now projected to launch in November 2022, four years after ATP was granted. Based on the
$71.8 million price increase paid to Boeing for a shorter lead time, we determined NASA negated
approximately $43 million of the value of this premium by granting ATP a year earlier than needed and
not fully utilizing the mission flexibilities already purchased. See Table 3 in Appendix D for a breakdown
of these questioned costs.
Excluding SpaceX Limited NASA’s Options to Address

Access Gap
In NASA’s efforts to fill a perceived crew access gap, we found that SpaceX was not provided the same
opportunity as Boeing to propose a solution. As a result, NASA paid Boeing an additional $287.2 million
to accelerate its production schedule for four missions without reaching out to the Agency’s second
commercial crew contractor to maximize the Agency’s options. Three months after proposals were due
for the third through sixth crewed missions, NASA unilaterally changed its flight requirements for Boeing
and the contractor submitted a revised proposal with shorter lead times and higher pricing than
stipulated in the base contract. In contrast, SpaceX was not notified of this change in requirements and
was not provided an opportunity to propose similar capabilities that could have resulted in less cost or
broader mission flexibilities. CCP’s December 2016 analysis showed that the potential gap for SpaceX

crewed missions was up to 15 months due to lead times and restrictions on ATP payments. Further,
NASA’s revised requirement for Boeing’s shorter lead times was sufficiently different from the original
task order that it may have affected the contractual basis for allowing the missions to be ordered
without competition.47 CCP officials stated that the shorter lead times and other flexibilities came from
a Boeing proposal and did not affect the competition requirements. Further, CCP officials said there was
no value in approaching SpaceX since their 24-month lead times and existing flight rate were sufficient
to meet their requirements based on the contract’s fixed prices. However, we determined that it was
actually NASA that sent a request to Boeing in December 2016 for revised mission prices based upon
new mission flexibilities and requirements. Moreover, if Boeing and Soyuz flights were not available,
SpaceX may have been able to address a gap in flights. In our judgment, contacting both providers
would have been a prudent approach to maximize the Agency’s options while also ensuring fairness.
47 Prior to the task order award in December 2016, NASA issued a Justification for an Exception to Fair Opportunity letter on
August 8, 2016, to award the final eight missions, four to each contractor, without competition. This eliminated the CCtCap
requirement in Clause H.8 for both contracts for NASA to provide a fair opportunity to compete for task orders. Federal law
and the Federal Acquisition Regulations (FAR) require competition of task orders absent exceptions. 10 U.S.C. § 2304c.
FAR 16.505. However, in this case the Exception to Fair Opportunity was predicated on the CCtCap task orders using the
agreed-upon pricing tables, terms, and requirements that were originally competed in the base contract for both
contractors. Had this exception not applied, NASA would have been required to notify SpaceX of the change in requirements
for shorter lead times and its negotiations with Boeing after submission of proposals.

CONCLUSION
Over 8 years have passed since U.S. astronauts last flew on a U.S. spacecraft. During that time, NASA
and its commercial crew contractors—Boeing and SpaceX—have made significant progress toward
developing commercial space flight systems to transport astronauts to and from the Station. However,
after more than 2 years of delays both contractors will miss the current schedule to begin crewed test
flights in late 2019. Addressing outstanding technical challenges, safety and performance testing, and
verification of the contractors’ requirements, hazards, and safety concerns likely will take significant
time to complete. In our judgment, the level of work required makes the current schedule for both
contractors leading up to final certification unrealistic and could pressure NASA to accept elevated risks
for the early crewed flights. Additional schedule delays increase the risk that NASA and its contractors
will not complete their space flight systems before Roscosmos reduces the number of Soyuz missions
beginning in January 2020. If Boeing and SpaceX are unable to deliver crew to the ISS by April 2020,
NASA will be forced to reduce the USOS crew contingent aboard the Station to a single astronaut. This
would negatively impact important research activities on the Station as well as critical ISS maintenance,
including installing new lithium-ion batteries.
In addition, we questioned NASA’s payment of $144 million to Boeing for accelerating its production
lead times for the contractor’s fifth and sixth missions given the Agency’s analysis did not consider a
concurrent negotiation and forthcoming purchase of five additional Soyuz seats from Boeing. Further,
we determined NASA negated approximately $43 million of the value of the third mission’s price by
granting ATP a year earlier than needed.

RECOMMENDATIONS, MANAGEMENT’S RESPONSE,
AND OUR EVALUATION
In order to increase the efficiency and effectiveness of NASA’s Commercial Crew Program, we made
the following recommendations to NASA’s Acting Associate Administrator for Human Exploration and
Operations Mission Directorate:
1. Revise current schedules and establish realistic timetables for the remaining reviews and flights
occurring before final certification and missions to the ISS.
2. Correct identified safety-critical technical issues before the crewed test flights, including
parachute, propulsion, and launch abort systems, to ensure sufficient safety margins exist.
3. Initiate internal processes and coordinate with congressional and other stakeholders to obtain
an extension of INKSNA exemptions.
4. Complete a contingency plan for delayed CCP delivery. In particular, work with Roscosmos to
determine if the following or other actions are feasible, efficient, or necessary:
a. Consider a contract modification to purchase a Soyuz seat before December 31, 2020,
that includes prepayment in full before the fight occurs.
b. Extend Soyuz docking times on the ISS beyond 200 days to extend the duration of
current ISS crew stays.
c. Accelerate the launch of future Soyuz missions to have up to six crew at a time instead
of three to allow for uninterrupted Station operations until CCP contractors begin
crewed missions.
5. Continue to ensure the purchase of future commercial space services complies with government
contracting regulations, including taking such actions as:
a. adhering to the established fixed-pricing in contracts for future orders,
b. coordinating CCP and ISS Program acquisition plans to avoid purchases of unnecessary
mission flexibilities,
c. utilizing the existing contract language to apply equitable adjustments through
negotiations for schedule changes instead of negotiating new mission pricing, and
d. providing equal opportunities to both contractors to compete for additional capabilities
or significant changes in the contract’s scope and pricing tables.
We provided a draft of this report to NASA management who concurred with all of our
recommendations. However, none of the proposed corrective actions have estimated closure dates.
While we consider management’s comments responsive, the recommendations will remain open until
completion and verification of the proposed corrective actions within acceptable timeframes.

In addition to responding to the recommendations, the Agency provided comments on what it
perceived as the report’s three main findings: (1) schedule pressure/elevated risk, (2) ISS impacts of
commercial crew program delays, and (3) premium payments made to Boeing for crewed missions.
In the report, we focused on the technical and safety concerns experienced by the commercial crew
contractors that are delaying the timetable for initiating commercial crew flights to the ISS. During our
review, NASA officials reported that certification of the contractors’ commercial vehicles is driven by
safety rather than schedule and noted that they intend to allow Boeing and SpaceX to carry NASA
astronauts only when they deem it safe to do so. That said, we identified numerous capabilities initially
planned for testing during the uncrewed test flights that were deferred to the crewed test flights and
later in the name of schedule fidelity, deferrals that could adversely impact astronaut safety. As a
result, the information presented in our report cautions CCP about the potential safety risks posed by
schedule pressure.
With respect to the reduction in crew and ISS utilization, we presented a realistic assessment based on
the schedule assessments conducted by CCP to date. We acknowledged NASA’s past efforts to avoid a
crew access gap by detailing the seats purchased from Russia between 2017 and 2019. Regardless of
the number of Soyuz seats purchased in 2020, NASA will be able to host only one USOS crewmember
aboard the ISS in April 2020 if Boeing or SpaceX are not able to transport crew by that time. Moreover,
while NASA has been effective in the past in securing Soyuz seats for its astronauts, Roscosmos will be
reducing their flight rate by half beginning in April 2020. This means that the best-case scenario will
provide for one instead of the planned four astronauts aboard the USOS until commercial crew vehicles
become operational, resulting in a marked reduction in research. While we are pleased to see that
NASA is working on contingency plans, at the time of issuance of this report in November 2019, those
plans were only in the initial stages of coordination.
Finally, NASA and Boeing did not follow the fixed prices set at contract award for Boeing’s crewed
missions 3 through 6. As noted in our report, NASA negotiated to pay a $287.2 million premium to
Boeing for additional flexibilities primarily driven by the need to fill a perceived ISS flight gap. Our
analysis found CCP’s schedule assessment at the time was flawed with the assessment failing to provide
adequate justification of the need to pay this premium. In developing this finding, we relied on CCP’s
own analysis at the time to determine the Agency did not need to purchase additional flexibilities for
Boeing’s fifth and sixth missions. While we agree that these flexibilities may have value in the future, we
do not believe they were needed at the time of the award and it remains to be seen whether these
flexibilities will be fully utilized throughout the remainder of the CCtCap contract.
Management’s comments are reproduced in Appendix E. Technical comments provided by

management have also been incorporated, as appropriate. In addition, in order to protect procurement
sensitive and proprietary information, we conducted extensive reviews along with NASA to ensure this
report could be released publicly.
Major contributors to this report include Ridge Bowman, Space Operations Director; Kevin Fagedes,
Project Manager; Alyssa Megan Sieffert; Robert Proudfoot; Dimitra Tsamis; Shari Bergstein; Sarah
McGrath; and Cedric Campbell.

If you have questions about this report or wish to comment on the quality or usefulness of this report,
contact Laurence Hawkins, Audit Operations and Quality Assurance Director, at (202) 358-1543 or
laurence.b.hawkins@nasa.gov.
Paul K. Martin
Inspector General

Appendix A
APPENDIX A: SCOPE AND METHODOLOGY

We performed this audit from February 2019 through November 2019 in accordance with generally
accepted government auditing standards. Those standards require that we plan and perform the audit
to obtain sufficient, appropriate evidence to provide a reasonable basis for our findings and conclusions
based on our audit objectives. We believe that the evidence obtained provides a reasonable basis for
our findings and conclusions based on our audit objectives.
The overall objective of this audit was to examine NASA’s plans and progress for transporting astronauts
to the Station. The audit’s scope included both the CCP and the ISS Program with a focus on Boeing,
SpaceX, and Soyuz space flight systems. We also evaluated the CCP schedule, plans to assure access to
the Station, and the pricing tables for the CCtCap contract. In addition, we reviewed technical risks and
safety concerns related to CCP’s development efforts. To complete this work, we reviewed internal
controls as they related to the overall objective. We also interviewed personnel from HEOMD, CCP, the
ISS Program, Kennedy Space Center, Johnson Space Center, Boeing, and SpaceX to determine CCP’s
progress towards assuring continued and safe crew access to the ISS.
We reviewed relevant laws, regulations, and policies to determine the established guidance and best
practices. We obtained and reviewed prior reports related to NASA’s ability to address the development
and collaboration challenges of CCP. We reviewed NASA requirements and criteria for CCP. The
documents we reviewed include the following:
 CCT-PLN-1000, Rev. A, Crew Transportation Plan (January 19, 2017)
 CCT-PLN-1010, Rev. A, Mishap Preparedness and Contingency Plan (November 17, 2015)
 CCT-PLN-1120, Rev. C-2, Crew Transportation Technical Management Processes
(October 25, 2013)
 CCT-REQ-1130, Rev. F, ISS Crew Transportation and Services Requirements Document
(September 6, 2017)
 CCT STD-1140, Rev. B, Crew Transportation Technical Standards and Design Evaluation Criteria
(April 8, 2015)
 CCT-STD-1150, Rev. A-3, Crew Transportation Operations Standards (July 16, 2013)
 CCT-DRM-1110, Rev. Basic-3, Crew Transportation System Design Reference Missions
(December 8, 2011)
 SSP 50808, Rev. G, International Space Station Commercial Orbital Transportation Services
Interface Requirements Document (March 2018)
 SSP 50261-01, Rev. L, ISS Program Generic Ground Rules, Requirements, and Constraints, Part I—
Strategic and Tactical Planning (September 2017)
 HEOMD-CSD-10001, Rev. A, Commercial Crew Transportation System Certification Requirements
for NASA Low Earth Orbit Missions (November 18, 2013)
 NPR 8705.2C, Human-Rating Requirements for Space Systems (July 10, 2017)
 NNK14MA74C, SpaceX Commercial Crew Transportation Capability Contract, with modifications
(September 16, 2014)

Appendix A
 NNK14MA75C, Boeing Commercial Crew Transportation Capability Contract, with modifications

(September 16, 2014)
We obtained documents from CCP, the ISS Program, Boeing, and SpaceX in order to review the cost,
schedule, and performance for the Soyuz seats and CCP vehicles. We reviewed CCP flight plans,
quarterly briefings and status reports, and hazard and risk reports. In addition, we reviewed the CCP,
Boeing, and SpaceX status reports for variances, requirements completion, and safety issues.
Use of Computer-Processed Data

We used computer-processed data to assess the costs of CCP and the Soyuz seats. For our audit
objectives, we compared this data to information provided in the President’s budget estimates, as well
as to NASA’s firm-fixed-price contracts with Boeing and SpaceX. We also obtained risk data from CCP
that was maintained in NASA’s risk management system. We assessed that the cost and risk data we
received was sufficiently reliable, but we did not rely solely on the computer-processed data to support
our findings, conclusions, or recommendations.
Review of Internal Controls

We evaluated the internal controls associated with the management of CCP. The control weaknesses
we identified are discussed previously in this report. Our recommendations, if implemented, will correct
the identified control weaknesses.
Prior Coverage
During the last 5 years, NASA OIG and the Government Accountability Office have issued 16 reports of
significant relevance to the subject of this report. Unrestricted reports can be accessed at
https://oig.nasa.gov/audits/auditReports.html and http://www.gao.gov, respectively.
NASA Office of Inspector General

NASA’s Management and Utilization of the International Space Station (IG-18-021, July 30, 2018)
Audit of Commercial Resupply Services to the International Space Station (IG-18-016, April 26, 2017)
NASA’s Commercial Crew Program: Update on Development and Certification Efforts (IG-16-028,
September 1, 2016)
NASA’s Response to SpaceX’s June 2015 Launch Failure: Impacts on Commercial Resupply of the
International Space Station (IG-16-025, June 28, 2016)
Extending the Operational Life of the International Space Station until 2014 (IG-14-031,
September 18, 2014)
NASA’s Use of Space Act Agreements (IG-14-020, June 5, 2014)
NASA’s Management of the Commercial Crew Program (IG-14-001, November 13, 2013)

Appendix A
Government Accountability Office

NASA Commercial Crew Program: Schedule Uncertainty Persists for Start of Operational Missions to the
International Space Station (GAO-19-504, June 2019)
NASA: Assessments of Major Projects (GAO-19-262SP, May 30, 2019)
NASA Commercial Crew Program: Plan Needed to Ensure Uninterrupted Access to the International
Space Station (GAO-18-476, July 11, 2018)
NASA Commercial Crew Program: Continued Delays Pose Risks for Uninterrupted Access to the
International Space Station (GAO-18-317T, January 17, 2018)
NASA Commercial Crew Program: Schedule Pressure Increases as Contractors Delay Key Events
(GAO-17-137, February 2017)
NASA: Assessments of Major Projects (GAO-16-309SP, March 30, 2016)
NASA: Assessments of Selected Large-Scale Projects (GAO-14-338SP, April 15, 2014)

Appendix B
APPENDIX B: SUMMARY OF COMMERCIAL

CREW ACTIVITIES AND TOTAL FUNDING
Since 2010, CCP has progressed through several phases of development, with NASA awarding funded
and unfunded development activities for commercial crew transportation capabilities to eight
companies for a total of $8.5 billion.48
 Commercial Crew Development Round 1 (CCDev1). NASA’s efforts to facilitate the development
of a commercial crew transportation capability began in February 2010 when the Agency
awarded a total of $50 million in Space Act Agreements to five companies—Blue Origin, Boeing,
Paragon Space Development Corporation, Sierra Nevada Corporation (Sierra Nevada), and
United Launch Alliance—to fund research and design of key technologies and systems.
 Commercial Crew Development Round 2 (CCDev2). Beginning in April 2011, NASA awarded
additional Space Act Agreements worth $316 million to four companies—Blue Origin, Boeing,
Sierra Nevada, and SpaceX—to continue development of their crewed space flight systems.
NASA also entered into unfunded Space Act Agreements with three other companies—Alliant
Techsystems, Excalibur Almaz Inc., and United Launch Alliance—to provide technical assistance
on space transportation concepts.
 Commercial Crew Integrated Capabilities (CCiCap). NASA then awarded in August 2012 a total of
$1.168 billion in Space Act Agreements to Boeing, Sierra Nevada, and SpaceX to continue
development and for each contractor to complete a Critical Design Review in preparation for
upcoming ISS crew transportation contract awards.
 Certification Products Contract (CPC). In CCP’s first use of a FAR contract instead of a Space Act
Agreement, the Agency awarded in December 2012 a total of $30 million to Boeing, Sierra
Nevada, and SpaceX through CPCs to set the certification plans for each contractor.
 Commercial Crew Transportation Capability (CCtCap). In September 2014, NASA awarded
Boeing and SpaceX firm-fixed-price contracts worth $6.9 billion to complete development of
their commercial crew transportation systems and carry astronauts to and from the ISS on a
total of 12 missions through the ISS’s planned retirement in 2024.
Figure 8 summarizes the commercial crew development funding history for Boeing, SpaceX, and Sierra
Nevada through August 2019.
48 These companies were Alliant Techsystems; Blue Origin; Boeing; Excalibur Almaz, Inc.; Paragon Space Development
Corporation; Sierra Nevada; SpaceX; and United Launch Alliance.

Appendix B
Figure 8: Summary of CCP Activities and Total Funding
Source: NASA OIG analysis of Agency information through August 2019.

Appendix C
APPENDIX C: DESCRIPTION OF TESTS

AND REVIEWS
Contractors are required to develop flight test programs to assess vehicle performance and margin.
A test is a method of verification in which technical means, such as the use of special equipment,
instrumentation, simulation techniques, and the application of established principles and procedures,
are used for the evaluation of components, subsystems, and systems to determine compliance with
requirements. CCP contractors conduct the following system tests:
 Abort. The forced early return of the crew when failures or the existence of uncontrolled
catastrophic hazards prevent continuation of the mission profile and a return is required for
crew survival.
 Ascent abort. An abort performed during ascent, where the crewed spacecraft is separated
from the launch vehicle without the capability to achieve the desired orbit. The crew is safely
returned to a landing site in a portion of the spacecraft normally used for entry and landing.
 Emergency egress. Capability for crew to exit the spacecraft and leave the hazardous situation
or catastrophic event within the specified time.
 Landing. The final phase or region of flight consisting of transitioning from descent to approach,
touchdown, and coming to rest.
 Pad abort. An abort performed where the crewed spacecraft is separated from the launch
vehicle while the launch vehicle remains on the launch pad. As a result, the crewed spacecraft is
safely transported to an area that is not susceptible to the dangers associated with the
hazardous environment at the launch pad.
 Software. Computer instructions or data stored electronically. Systems software includes the
operating systems and all the utilities that enable the computer to function. Applications
software includes programs that do real work for users, such as word processors, spreadsheets,
data management systems, and analysis tools. Software can be commercial off-the-shelf,
contractor developed, government furnished, or combinations thereof.
NASA requires contractors to hold milestone reviews to formally evaluate the progress toward
certification. Prior to their test flights, contractors have to complete the following reviews:
 Design Certification Review. Prior to the first low Earth orbit crewed test flight, the flight test
readiness process will include a review of applicable elements from completed contractor
certification milestones (for an interim contractor certification) and a Flight Test Readiness
Review. The Design Certification Review formally documents the configuration baseline
(hardware, software, and processes used in design, production, and operations) and the
conditions under which a contractor is certified (performance, fabrication, and operational
environments and constraints). This review also presents the current state of the verification
and validation effort, including the overall status of all verification closures and any changes to
the verification and validation plan since certification baseline review.

Appendix C
 Flight Test Readiness Review. For crewed flight tests, the Flight Test Readiness Review examines
tests, demonstrations, analyses, and audits that determine a system's readiness for a safe and
successful flight launch and for subsequent flight test operations. It also ensures that all flight
and ground hardware, software, personnel, and procedures are operationally ready.
 Operations Readiness Review. Upon successful completion of the Flight Test Readiness Review,
an Operations Readiness Review will be conducted. The Operations Readiness Review occurs
once during a program’s life-cycle (or at the introduction of new or significantly modified
systems or facilities). The Operations Readiness Review evaluates all project and support (flight
and ground) hardware, software, personnel, plans, processes, and procedures to ensure flight
and associated ground systems are in compliance with program requirements and constraints
during the sustaining phase.
 Certification Review. Upon successful completion of all flight tests, any additional Design
Certification Reviews, and the Operations Readiness Review, the Certification Review
determines that the crew transportation systems meet the mission needs for which it was
developed.
 Flight Readiness Review. The Flight Readiness Review examines tests, demonstrations, analyses,
and audits that determine a system's readiness for a safe and successful flight and launch and
for subsequent flight operations. This review ensures all flight and ground hardware, software,
personnel, and procedures are operationally ready.

Appendix D
APPENDIX D: SCHEDULE OF QUESTIONED

COSTS AND DOLLAR-RELATED FINDINGS
Table 3 summarizes the questioned costs identified during our audit and discussed in this report. The
first row of questioned costs is the result of NASA unnecessarily purchasing additional mission
flexibilities for four Boeing crew missions when, at most, only two mission purchases with added
flexibilities were needed. The second row of questioned costs is the result of NASA unnecessarily
starting payments on the third mission earlier than contractually required despite paying a substantial
premium for this increased mission flexibility.
Table 3: Questioned Costs and Associated Recommendations

Issue Recommendation # Questioned Costs
Unnecessary payments of the fifth and sixth Boeing crew mission,
5 $143,600,000
$71.8 million each, for unneeded mission flexibility.
Unnecessarily starting payments on the third mission earlier than
5 $43,080,000
needed, negating the prorated value of reducing the long-lead time.
Total $186,680,000
Source: NASA OIG analysis.
Note: Questioned costs are expenditures that are questioned by the OIG because of an alleged violation of law, regulation, or
contractual requirement governing the expenditure of funds, costs that are not supported by adequate documentation at the
time of our audit, or are unallowable, unnecessary, or unreasonable.

Appendix E
APPENDIX E: MANAGEMENT’S COMMENTS

Appendix E

Appendix E

Appendix E

Appendix E

Appendix F
APPENDIX F: REPORT DISTRIBUTION

National Aeronautics and Space Administration
Administrator
Deputy Administrator
Associate Administrator
Chief of Staff
Acting Associate Administrator, Human Exploration and Operations Mission Directorate
Director, Commercial Space Flight Development Division
Director, International Space Station
Program Manager, Commercial Crew Program
Program Manager, International Space Station
Non-NASA Organizations and Individuals

Office of Management and Budget
Deputy Associate Director, Energy and Space Programs Division
Government Accountability Office
Director, Contracting and National Security Acquisitions
Congressional Committees and Subcommittees, Chairman and

Ranking Member
Senate Committee on Appropriations
Subcommittee on Commerce, Justice, Science, and Related Agencies
Senate Committee on Commerce, Science, and Transportation
Subcommittee on Aviation and Space
Senate Committee on Homeland Security and Governmental Affairs
House Committee on Appropriations
Subcommittee on Commerce, Justice, Science, and Related Agencies
House Committee on Oversight and Reform
Subcommittee on Government Operations
House Committee on Science, Space, and Technology
Subcommittee on Investigations and Oversight
Subcommittee on Space and Aeronautics
(Assignment No. A-19-007-00)

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NASA

National Aeronautics and Space Administration

November 14, 2019

Report No. IG-20-005

NASA Office of Inspector General

WHY WE PERFORMED THIS AUDIT

NASA Office of Inspector General IG-20-005 i

NASA Office of Inspector General IG-20-005 ii

NASA Office of Inspector General IG-20-005 1

Soyuz and ISS Flight Schedule

NASA Office of Inspector General IG-20-005 2

Figure 1: Cost per Soyuz Seat By Launch Date

NASA Office of Inspector General IG-20-005 3

Commercial Crew Contracts

NASA Office of Inspector General IG-20-005 4

Commercial Crew Transportation Flight Systems

NASA Office of Inspector General IG-20-005 5

Figure 2: Commercial Crew Transportation Systems

Source: NASA OIG analysis of Agency information.

Flight System Certification Process

NASA Office of Inspector General IG-20-005 6

NASA Office of Inspector General IG-20-005 7

NASA Office of Inspector General IG-20-005 8

Technical Challenges Continue to Impact the

NASA Office of Inspector General IG-20-005 9

Outstanding Technical Risks Likely to Result in Additional

Parachute Testing and Qualification

NASA Office of Inspector General IG-20-005 10

Propulsion and Launch Abort Systems

NASA Office of Inspector General IG-20-005 11

NASA Office of Inspector General IG-20-005 12

Volume of Work for the Safety Review Process

NASA Office of Inspector General IG-20-005 13

NASA Office of Inspector General IG-20-005 14

NASA Office of Inspector General IG-20-005 15

NASA Office of Inspector General IG-20-005 16

Without Commercial Transportation, U.S. and Partner

NASA Office of Inspector General IG-20-005 17

Delays in Commercial Transportation Will Reduce

31 International Space Station (ISS) Program Plan (Rev. A, October 2013).

NASA Office of Inspector General IG-20-005 18

Source: NASA OIG analysis of Agency information.

NASA Office of Inspector General IG-20-005 19

NASA Office of Inspector General IG-20-005 20

NASA Office of Inspector General IG-20-005 21

NASA Office of Inspector General IG-20-005 22

NASA Paid Boeing More for Mission Flexibilities

NASA Office of Inspector General IG-20-005 23

NASA Office of Inspector General IG-20-005 24

Source: NASA OIG presentation of CCP Schedule Assessment.

NASA’s Assumptions for a Gap in Flights were Flawed

NASA Office of Inspector General IG-20-005 25

Source: NASA OIG analysis of CCP Schedule Assessment.

Boeing Was Already Required to Provide Up to Two Flights