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PM CHALLENGE 2011

Recent changes in NPD 1000.0

Governance and Strategic Management Handbook

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TOPICS

• Fundamental definitions• Motivation for the update• Key contents that did not change• Highlights• Details on a few key processes of interest• Summary

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FUNDAMENTAL DEFINITIONS

• GovernancePrinciples and structures through which the Agency

manages mission, roles and responsibilities

• Strategic ManagementProcesses by which the Agency manages strategy and its

implementation through planning, performance, and results

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MOTIVATION FOR THE UPDATE

Implement IRP Governance recommendationsIRP Recommendation Change to 1000.0

The 3 main elements of Agency composition are: Strategic Direction, Mission, and Mission Enabling

Capture fully-developed elements and the flow of governance

Ensure strategic direction fulfills stated scope Focus SMC on the highest level strategy

Fully assign Mission in governance framework Expand PMC to totality of Mission portfolio including assessment of the integrated cross-mission portfolio

Fully assign Mission Enabling in governance framework Expand new MSC to include the totality of Mission Support portfolio at the Centers as well as at HQ

Update roles, responsibilities, and decision-making to current state

Update• AA Independent Program and Cost Evaluation, Chief Financial Officer, AA Mission Support Directorate, Chief Technologist Clarify •Roles of Center Director and AA for Mission Directorate

Strategic Acquisition is correct; implementation is not consistent

Reinforce description. MSC Chair to assure comprehensive assessment of in-house capabilities

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ADDITIONAL MOTIVATION FOR THE UPDATE

• New preface• Minor tweak to Core Values• Include NASA’s new overarching strategies from the Strategic

Plan• Update “Strategic Acquisition” to “Strategic Acquisition and

Partnering”• Update “Authority Roles Regarding Risk” to current state• Update details of the “Strategic Management System” to

current state

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KEY CONTENTS THAT DID NOT CHANGE

• Overall organization• NASA Values (only changed order)• Governance tenets• Lean Governance• Most managerial roles• Philosophy of “strategic acquisition”• Philosophy of organizational balance; checks and balances• The Dissenting Opinion Process• Most of the strategic management system

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GRAPHIC HIGHLIGHTS

Engineering Safety andMission

Assurance

HealthAnd

Medical

Office of Administrator

Programmatic Authority

Institutional Authority

Mission Support Offices

Center Directors

ETA

SMA TA

H&M TA

MD

Program

Project

TA =Technical Authority

Note: * Center functional office directors report to Agency

functional AA. Deputy and below report to Center leadership.

National Aeronautics and Space Administration

Space Operations Mission Directorate

Science Mission Directorate

Chief, Safety and Mission Assurance

Kennedy Space Center

Marshall Space Flight Center

Langley Research Center

Stennis Space Center

Johnson Space Center

Dryden Flight Research Center

Goddard Space Flight Center

Glenn Research Center

Jet Propulsion Laboratory

Ames Research Center

Exploration Systems Mission

Directorate

Mission Support Directorate

Office of the Administrator

Chief Engineer

Chief Health and Medical Officer

Independent Program and Cost Evaluation

Chief Financial Officer*

Chief Information Officer*

Chief Scientist

Chief Technologist

Diversity and Equal Opportunity

Legislative and Intergovernmental

Affairs*

International and Interagency Relations

Education Communications*

Small Business Programs

General Counsel

Advisory GroupsNAC and ASAP

Inspector General

Internal Controls and Management Systems

Human Capital Management

Strategic Infrastructure

Headquarters Operations

NASA Shared Services Center

Agency Operations

Procurement

Protective Services

NASA Management Office

Aeronautics Research Mission

Directorate

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DETAILS ON KEY PROCESSES - STRATEGIES

NASA’s overarching strategies leverage the Agency’s endeavors toward broader national value, framing how we conduct our Aeronautics and Space Mission:

• Investing in next-generation technologies and approaches to spur innovation.• Inspiring students to be our future scientists and engineers, explorers and

educators through interactions with NASA’s people, missions, research, and facilities.

• Expanding partnerships with international, intergovernmental, academic, industrial and entrepreneurial communities, as important contributors of skill and creativity to our missions, and for the propagation of our results.

• Committing to environmental stewardship through Earth observations and science, and the development and use of green technologies and capabilities in NASA missions and facilities.

• Securing the public trust through transparency and accountability in our programmatic and financial management, procurement, and reporting practices.

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DETAILS ON KEY PROCESSES -- COUNCILS

GOVERNANCE - NASA Management Councils

• As a key part of the governance framework, NASA controls strategic management processes through three Agency-level management councils:

• The Strategic Management Council (SMC) serves as the Agency’s senior decision-making body for

strategic direction and planning. The SMC determines NASA’s strategic direction and assesses Agency progress toward achieving NASA’s Vision.

• The Program Management Council (PMC) serves as the Agency’s senior decision-making body

regarding the integrated Agency mission portfolio. The PMC baselines and assesses performance of NASA projects, programs, mission directorate portfolios, and the integrated Agency portfolio to ensure achievement of NASA strategic goals.

• The Mission Support Council (MSC) serves as NASA’s senior decision making body regarding the integrated Agency mission support portfolio, and mission support plans and implementation strategies (including facility, infrastructure, technical capabilities and associated investments). The council members are advisors to the Associate Administrator, Mission Support Directorate (MSD), in his capacity as the MSC Chair and decision authority. The MSC determines and assesses mission support requirements to enable the successful accomplishment of the Agency’s Mission.

• The Office of Independent Program and Cost Evaluation provides functional support for all three councils.

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DETAILS ON KEY PROCESSES – GOVERNANCE FLOW

Governance in Support of Strategic Resource Planning

• The three councils meet regularly on a basis established by each chair. Additionally there is an annual, integrated flow of guidance and meetings preparing for the spring planning phase of the PPBE.

Administrator’s Guidance• The integrated flow of meetings is initiated by guidance from the Administrator -- the “Administrator’s Intent”

to guide decisions.

Special PMC and MSC Meetings• Present an integrated analysis of NASA’s current and planned mission and mission support portfolios. Jointly,

these two councils identify gaps and risks, and recommended solution options to be presented at a special integrated SMC.

– Special PMC: assess the current portfolio, identify issues, and present the integrated “demand” requirements for mission support.

– Special MSC: review of integrated mission-enabling resources for an integrated picture of the “supply” available to support the missions.

Special SMC Meeting• Within the framework of the NASA Strategic Plan (20 plus years) and Outcomes (6 to 10 years) the special SMC

reviews the impact of Agency portfolio issues on achieving the Agency’s goals and outcomes. • The integrated SMC addresses strategic issues brought forward from the PMC-MSC reconciliation of “supply”

with “demand” as well as potential new projects and programs beyond the budget horizon. • SMC decisions provide guidance and prioritization used to enable further analysis and deliberations through the

Strategic Acquisition and Partnering process.

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DETAILS ON KEY PROCESSES – STRATEGIC ACQUISITION AND PARTNERING

Strategic Acquisition and Partnering Process

• Enables the complex analysis, deliberations and trades necessary to meet NASA’s objectives. • The Agency must examine and consider alternative ways to obtain that capability • NASA must plan for the renewal of human and physical assets. It is essential to maintain strong in-house

capabilities for the development phases of programs and projects.

• Strategic Acquisition and Partnering is used to promote the best approaches, encourage innovation and efficiency, and take advantage of state-of-the-art solutions available within NASA, industry, academia, other Federal agencies, and international partners. The Agency will go through this “make, partner, and/or buy” decision early in the decisional planning process.

• The approach to go in-house will lead to further decisions on how the work will be allocated to one or more

NASA Centers. • The approaches that go outside the Agency could encompass several alternatives

– contracts with industry and universities, grants to universities or non-profit entities, – interagency partnerships, international cooperation (as permitted by Federal regulations), – and/or various funded or unfunded Space Act Agreements.

• A cyclical process: Decisions flow from Agency-wide portfolio assessment, to implementation strategies to best meet mission objectives, and finally to individual procurements or other instruments

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DETAILS ON KEY PROCESSES – CD and MD roles

Mission Directorate AAs• Manage the portfolio of programs and projects assigned to their directorate to ensure their

outcomes meet schedule and cost constraints. • Establish and maintain the directorate’s strategy to meet Agency goals, mission architecture,

top-level requirements, schedules, and budgets. • Have ultimate responsibility for mission success in accordance with governing requirements.

Center Directors• Responsible for all activities assigned to their center, specifically establishing, developing and

maintaining the Center’s institutional capabilities required for the execution of programs, projects, and missions assigned to the Center.

• Support programs and projects by – Providing needed Center resources – Providing support and guidance to programs and projects in resolving technical and

programmatic issues and risks– Monitoring the technical and programmatic progress of programs and projects to help identify

issues as they emerge – Proactively working with the Mission Directorates, Institutional Authorities, programs, and

projects to find constructive solutions to problems– Make recommendations to the Decision Authority at KDPs regarding all aspects of the ability of

a program or project to execute successfully, including programmatic, technical, and major risks and the strategy for their mitigation.

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SUMMARY

• Maintained the fundamental foundations of governance and strategic management

• Built a stronger connection to the national agenda• Sharpened the focus of the governing councils

– Enabled the SMC to focus on top level strategy by broadening the PMC and MSC to encompass the entire agency mission and mission enabling elements, with the chairs effecting joint decision-making as necessary

– Significantly increased the scope of the mission support element and improved the balance between mission and mission support

• Improved the connectivity from the councils to strategic resource planning

• Incorporated growing interest in and utility of partnering