DLF Impact Analysis

Yellow Team

Ellen AmbroseStefi Baum

Marty DurkinPhil GrantZolt Levay

Melissa McGrathSally Oey

Cheryl SchmidtDaryl Swade

Karen Schimpf

Positive Impact of New Organization

• Allows for the handling of multi-missions– NGST is clearly separate division– Accommodates new missions easily– Allows for use of existing infrastructure

• Increased emphasis on science

(Assumes close communication between science policies and head of each mission)– Optimization of science for the missions– Common home for science staff

Positive Impact of New Organization

• Consolidation of “similar” areas– Consolidation of software developers

(Assumes sub-cultures are encouraged to exist)• Allows for sharing of ideas, software, practices• Move toward a uniform interface within and between

missions

– Consolidation of operations and science support(Assumes more flexible structure within mission divisions)• Allows for more rapid responses• Allows for more flexible & science-oriented utilization of

the observatories

Positive Impact of New Organization

• Top level management(Assumes empowerment of mission division

heads)– NASA relations: clear point of contact– Allows director to look outward– Gives authority to deputy and associates– Allows deputy to focus on day to day mission

operations

Negative Impact of New Organization

• Transition– Significant time spent planning/implementing– Management training for new structure– Morale

• Management issues(Assumes an internal hierarchy within divisions)– Additional layers of management

• 2 extra layers between missions and director• Potentially impedes communication

Negative Impact of New Organization

• Conflicts of interest between CFO and– ADMIN – CNS

• Creates boundaries– Multiple institutes with changing prestige– How does ops/science support move between missions?

• NIT/skunk works– Not formally recognized

Issues of New Organization

• Matrixing – Assumptions:

• Common attributes/skills grouped together in homeroom

• Assignment from “homeroom” to projects• Formal vs. informal• Can be total, partial, or virtual

Issues of New Organization

• Matrixing – Needs to be defined (formal vs. informal)– The “same” kind of matrixing need not apply to

all areas– Should not add management overhead,

bureaucracy or “red tape”– Need to define mechanism for conflict resolution

Issues of New Organization

• Matrixing recommendations– Consider expanding matrixing to other areas

• Arch Spec., DAs, PCs in own home under the

Associate Director for Science Staff

• Should operations be in own home?

Issues of New Organization

• Culture - paradigm shift– What culture are we striving for with the

reorganization?– Physical structure does not facilitate cultural

issues

• Examples of cultural issues– Flexibility vs. uniformity– Effective management style– Decision making process– Communication & linking mechanisms

Issues of New Organization

• CFO/Admin/Computing structure options– CFO, CIO, & Head of Admin report to director

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Issues of New Organization

• CFO/Admin/Computing structure options– CFO & Head of Infrastructure report to director

• Head of Admin and Head of computing report to Head of Infrastructure

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Issues of New Organization

• CFO/Admin/Computing structure options– Computing would be under Engineering & Head

of Admin would be under Director

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Recommendations

• Form focus groups to address the following:– Define matrixing– Determine desired culture– Determine decision making process– Refine organizational structure at high level – Define metrics to determine success of

reorganization

Yellow Team Web Site

• http://cauldron.stsci.edu/dlf/yellow/– includes the following:

• Steve Beckwith’s original DLF presentation• Yellow team meeting minutes• Summaries of impact analysis• Yellow team impact analysis presentation