ISO 17666:2016

INTERNATIONAL ISO
STANDARD 17666
Second edition
2016-11-15
Space systems — Risk management
Systèmes spatiaux — Management des risques
Reference number
©
ISO 2016
© ISO 2016, Published in Switzerland
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ii © ISO 2016 – All rights reserved

Contents Page
Foreword .iv
Introduction .v
1 Scope . 1
2 Normative references . 1
3 Terms, definitions and abbreviated terms . 1
3.1 Terms and definitions . 1
4 Abbreviated terms . 3
5 Principles of risk management . 3
5.1 Risk management concept . 3
5.2 Risk management process . 3
5.3 Risk management implementation into a project . 3
5.4 Risk management documentation . 4
6 The risk management process . 4
6.1 Overview of the risk management process . 4
6.2 Risk management steps and tasks . 6
6.2.1 Step 1: Define risk management implementation requirements. 6
6.2.2 Step 2: Identify and assess the risks . 9
6.2.3 Step 3: Decide and act . 9
6.2.4 Step 4: Monitor, communicate, and accept risks .10
7 Risk management implementation .11
7.1 General considerations .11
7.2 Responsibilities .11
7.3 Project life cycle considerations .12
7.4 Risk visibility and decision making .12
7.5 Documentation of risk management.12
8 Risk management requirements .13
8.1 General .13
8.2 Risk management process requirements .13
8.3 Risk management implementation requirements .15
Annex A (informative) Risk register example and ranked risk log example .16
Annex B (informative) Risk management plan (DRD) .18
Bibliography .20
Foreword
ISO (the International Organization for Standardization) is a worldwide federation of national standards
bodies (ISO member bodies). The work of preparing International Standards is normally carried out
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ISO collaborates closely with the International Electrotechnical Commission (IEC) on all matters of
electrotechnical standardization.
The procedures used to develop this document and those intended for its further maintenance are
described in the ISO/IEC Directives, Part 1. In particular the different approval criteria needed for the
different types of ISO documents should be noted. This document was drafted in accordance with the
editorial rules of the ISO/IEC Directives, Part 2 (see www.iso.org/directives).
Attention is drawn to the possibility that some of the elements of this document may be the subject of
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on the ISO list of patent declarations received (see www.iso.org/patents).
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Technical Barriers to Trade (TBT) see the following URL: www.iso.org/iso/foreword.html.
The committee responsible for this document is ISO/TC 20, Aircraft and space vehicles, Subcommittee
SC 14, Space systems and operations.
This second edition cancels and replaces the first edition (ISO 17666:2003), of which it constitutes a
minor revision. Annex B has been added in this edition and contains a DRD for consideration when
preparing the risk management plan.
iv © ISO 2016 – All rights reserved

Introduction
Risks are a threat to the project success because they have negative effects on the project cost, schedule
and technical performance, but appropriate practices of controlling risks can also present new
opportunities with positive impact.
The objective of project risk management is to identify, assess, reduce, accept, and control space project
risks in a systematic, proactive, comprehensive, and cost-effective manner, taking into account the
project’s technical and programmatic constraints. Risk is considered tradable against the conventional
known project resources within the management, programmatic (e.g. cost, schedule), and technical (e.g.
mass, power, dependability, safety) domains. The overall risk management in a project is an iterative
process throughout the project life cycle, with iterations being determined by the project progress
through the different project phases, and by changes to a given project baseline influencing project
resources.
Risk management is implemented at each level of the customer-supplier network.
Known project practices for dealing with project risks, such as system and engineering analyses,
analyses of safety, critical items, dependability, critical path, and cost, are an integral part of project
risk management. Ranking of risks according to their criticality for the project success, allowing
management attention to be directed to the essential issues, is a major objective of risk management.
The project actors agree on the extent of the risk management to be implemented into a given project
depending on the project definition and characterization.
INTERNATIONAL STANDARD ISO 17666:2016(E)
Space systems — Risk management
1 Scope
This document defines, extending the requirements of ISO 14300-1, the principles and requirements
for integrated risk management on a space project. It explains what is needed to implement a project-
integrated risk management policy by any project actor, at any level (i.e. customer, first-level supplier,
or lower-level suppliers).
This document contains a summary of the general risk management process, which is subdivided into
four (4) basic steps and nine (9) tasks. The implementation can be tailored to project-specific conditions.
The risk management process requires information exchange among all project domains and provides
visibility over risks, with a ranking according to their criticality for the project; these risks are
monitored and controlled according to the rules defined for the domains to which they belong.
The fields of application of this document are all the space project phases. A definition of project phasing
is given in ISO 14300-1.
When viewed from the perspective of a specific programme or project context, the requirements
defined in this document are tailored to match the genuine requirements of a particular profile and
circumstances of a programme or project.
NOTE Tailoring is a process by which individual requirements or specifications, standards, and related
documents are evaluated and made applicable to a specific programme or project by selection, and in some
exceptional cases, modification and addition of requirements in the standards.
2 Normative references
There are no normative references in this document.
3 Terms, definitions and abbreviated terms
3.1 Terms and definitions
For the purposes of this document, the following terms and definitions apply.
ISO and IEC maintain terminological databases for use in standardization at the following addresses:
— IEC Electropedia: available at http://www.electropedia.org/
— ISO Online browsing platform: available at http://www.iso.org/obp
3.1.1
acceptance of risk
decision to cope with consequences, should a risk scenario materialise
Note 1 to entry: A risk can be accepted when its magnitude is less than a given threshold, defined in the risk
management policy.
Note 2 to entry: In the context of risk management, acceptance can mean that even though a risk is not eliminated,
its existence and magnitude are acknowledged and tolerated.
3.1.2
risk communication
all information and data necessary for risk management addressed to a decision maker and to relevant
actors within the project hierarchy
3.1.3
risk index
combined score used to measure the likelihood of occurrence, magnitude, and severity of risk
3.1.4
individual risk
risk identified, assessed, and mitigated as a distinct risk items in a project
3.1.5
risk management
systematic and iterative optimisation of the project resources, performed according to the established
project risk management policy
3.1.6
risk management policy
organisation’s attitude towards risks, how it conducts risk management, the risks it is prepared to
accept and how it defines the main requirements for the risk management plan
3.1.7
risk management process
all project activities related to the identification, assessment, reduction, acceptance, and feedback of risks
3.1.8
overall risk
risk resulting from the assessment of the combination of individual risks and their impact on each other,
in the context of the whole project
Note 1 to entry: Overall risk can be expressed as a combination of qualitative and quantitative assessment.
3.1.9
risk reduction
implementation of measures that leads to reduction of the likelihood or severity of risk
Note 1 to entry: Preventive measures aim at eliminating the cause of a problem situation, and mitigation measures
aim at preventing the
...