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Title: Washington, DC


1
DRAFT
eNASA Enhancing Mission Success Through Seamless,
Community-focused Electronic Service Delivery
PRELIMINARY DRAFT
Washington, DC June 1, 2001
This document is confidential and is intended
solely for the use and information of the client
to whom it is addressed.
2
Table of Contents
  • Background
  • eNASA Methodology
  • Strategic Goals
  • Recommendations
  • Conclusions

PRELIMINARY DRAFT
3
Background
PRELIMINARY DRAFT
4
Past NASA Has Evolved With the Changing World
Background NASAs Experience
Agency Evolutions
GPRA
ZBR
Enterprises Established
Strategic Management Framework
ISO 9000
First Agency-wide Strategic Plan
NIAT
Operations and Infrastructure Evolutions
  • NACC
  • Consolidated data center
  • IFMP
  • Integrated accounting systems

IFMP Restructures
  • NISN
  • Consolidated telecommunications resources
  • CSOC
  • Consolidated spacecraft operations

5
Past NASA Has Evolved With the Changing World
Background NASAs Experience
  • Lessons learned from past experiences
  • Leverage appropriate core capabilities to
    facilitate mission success
  • Balance government insight and oversight
  • Identify and utilize synergies between services
    for successful consolidation
  • Implement effective communication and change
    management plans
  • Involve stakeholders throughout the planning and
    execution
  • Align strategic goals and objectives with
    appropriate measures of success

6
Present Internal and External Pressures for
Change
Background Pressures for Change
New Administration
Demands by Partners
Shrinking Budgets
Government Policy
Technology Advances
Public Expectations
7
Present Internal and External Pressures for
Change
Background Pressures for Change
External Pressures
Internal Pressures
  • New Administration is...
  • Customer focused
  • Results oriented
  • Market based
  • Partners are More Demanding
  • Increased ability to interact electronically
  • Technology Allows for Greater Improvements
  • Change from mainframes to pcs
  • Recent Government Policies Require Increased
    Accountability
  • OMB Circular A-130 on Management of Federal
    Information Resources - Feb 8, 1996
  • IT Management Reform Act (Clinger-Cohen) - Feb
    10, 1996
  • Paperwork Reduction Act of 1995
  • General Public Wants Results
  • 225 billion hits on NASA web pages per month
  • NASA Budget is Not Growing
  • 2002 budget only 1.8 increase from 2001
  • IT spending for 2002 near 2000 levels
  • Business Models are Evolving
  • Shift to customer focused environment
  • Move to shared services delivery
  • Greater consolidation of functions
  • Desire for anywhere, anytime availability
  • Leadership Management is Changing
  • Next generation of leaders learning on the job
  • Workforce is Aging
  • Average NASA employee is 45 years old
  • 30 of NASAs employees are eligible for regular
    or early retirement
  • Management of Projects and Programs has Evolved
  • More collaborative teams
  • Working across enterprises

8
Future eNASA is the Next Step in Evolution
Background
Background eNASA
eNASA Strategic Goals
  • Provide customer-focused capabilities
  • Leverage knowledge capabilities
  • Transform business processes
  • Implement an environment that provides
  • - Anywhere, anytime, availability
  • - Security
  • - Scalability

Manage Infrastructure and Shared Services
Deliver Community-Focused Quick Wins
9
Future eNASA is the Next Step in Evolution
Background eNASA
Mission Statement
eNASA is an Agency-wide strategic planning
initiative sponsored by NASAs CIO for delivering
value-added electronic services information to
NASAs key communities Partners Suppliers,
Virtual Teams, Employees, and the Public
Strategic Goals
Potential Benefits
  • Provide customer-focused capabilities
  • Leverage knowledge capabilities
  • Transform business processes
  • Implement an environment that provides
  • Anywhere, anytime, availability
  • Security
  • Scalability
  • More effective use of resources
  • Greater public understanding support
  • Increased ability to communicate with each other
  • No need to reinvent the wheel
  • Cost savings

10
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11
eNASA Methodology
  • eNASA Approach
  • Corporate Experience
  • Communities

PRELIMINARY DRAFT
12
eNASA Team Approach Members
PRELIMINARY DRAFT
eNASA Strategic Goals
  • Provide customer-focused capabilities
  • Leverage knowledge capabilities
  • Transform business processes
  • Implement an environment that provides
  • - Anywhere, anytime, availability
  • - Security
  • - Scalability

Manage Infrastructure and Shared Services
Deliver Community-Focused Quick Wins
13
eNASA Methodology
  • eNASA Approach
  • Corporate Experience
  • Communities

PRELIMINARY DRAFT
14
eNASA Team Members Developed an eNASA Strategy
Roadmap
eNASA Teams eNASA Team Approach Members
  • Interdisciplinary Team Approach
  • All field Centers and many HQ offices represented
    on the eNASA team
  • Main team members supported by other established
    Agency teams
  • Leveraged insight and expertise from Agency
    experts
  • Supported by external organizations Cisco,
    Gartner, and BoozAllen Hamilton
  • Benchmarked both internally and externally to
    identify industry best practices and leverage
    lessons learned
  • eNASA Strategy Roadmap
  • Established eNASA framework and vision
  • Assessed current state
  • Benchmarked government and industry practices
  • Identified opportunities for improvement
  • Developed strategy and roadmap for
  • Governance and Technology Management
  • Focus areas and priorities (near and long term)
  • Investment strategies and timelines

15
eNASA Teams eNASA Team Approach Members
eNASA Team Members Developed an eNASA Strategy
Roadmap
HQ/AO, Andrea Norris (Team Lead)
  • HQ/AO, Nancy Kaplan
  • HQ/AS, GRC, Meg Tuma
  • HQ/B, Richard Brozen
  • HQ/B, Rosemary Gregory
  • HQ/F, Joe McElwee
  • HQ/F, Shelly Canright
  • HQ/H, Ken Stepka
  • HQ/J, Ali Montasser
  • HQ/M, Chris Burroughs
  • HQ/M, Patrick Kelly
  • HQ/P, Brian Dunbar
  • HQ/Y, Len Japngie
  • HQ/Y, Sharron Sample
  • ARC/Bob Brummett
  • DFRC/Maria Chacon
  • GRC/Steve Prahst
  • GSFC/Paul Hunter
  • GSFC/Emma Antunes
  • GSFC/Al Gallo
  • KSC/Vanessa Stromer
  • LaRC/Manjula Ambur
  • LaRC/JoAnne Rocker
  • MSFC/Sheila Cloud
  • MSFC/Terry Luttrell
  • MSFC/Robert McBrayer
  • MSFC/Patrick Rasco
  • JSC/Vicki Pendergrass
  • SSC/Gay Irby
  • JPL/Jeanne Holm
  • JPL/Jayne Dutra
  • Cisco/Susan Keys

16
Customer-focused Approach for Delivering Enabling
Services Technology
eNASA Teams eNASA Team Approach Members
Enabling Services Technologies
17
Customer-focused Approach for Delivering Enabling
Services Technology
eNASA Teams eNASA Team Approach Members
  • A successful approach for electronic service
    delivery within NASA must focus on the needs of
  • The Enterprises, who are responsible for the
    success of NASAs programs
  • The various communities that NASA serves --
    eNASA identified four distinct communities, based
    on the nature of NASAs relationship with key
    constituents, organizations, and interested
    parties
  • Electronic service delivery is dependent on the
    availability of an underlying set of
    capabilities e.g., e-mail, web access, and the
    IT infrastructure that provides those capabilities

18
Shared Corporate Services, Foundation
Applications, and IT Infrastructure
eNASA Teams eNASA Team Approach Members
Business as Usual Will No Longer Work
19
Shared Corporate Services, Foundation
Applications, and IT Infrastructure
eNASA Teams eNASA Team Approach Members
  • Throughout our interchanges with corporate
    organizations, we realize that it is important to
    treat the infrastructure as a Strategic Asset,
    which comprises of three customer focused areas
  • Shared Services / Corporate Services
  • Shared Services is a new model which is customer
    focused for delivering corporate support,
    combining and consolidating services from
    headquarters and Centers in to a distinct,
    market-efficient entity
  • Foundation Applications
  • Applications such as IFM and Legacy systems are
    complementary to the eNASA initiative
  • Each application will be able to plug into the
    eNASA framework
  • IT Infrastructure
  • eNASA addresses critical IT infrastructure
    components of the strategic asset and lays the
    foundation for efficient delivery of services

Business as Usual Will No Longer Work
20
Corporate Experience
PRELIMINARY DRAFT
eNASA Strategic Goals
  • Provide customer-focused capabilities
  • Leverage knowledge capabilities
  • Transform business processes
  • Implement an environment that provides
  • - Anywhere, anytime, availability
  • - Security
  • - Scalability

Manage Infrastructure and Shared Services
Deliver Community-Focused Quick Wins
21
eNASA Methodology
  • eNASA Approach
  • Corporate Experience
  • Communities

PRELIMINARY DRAFT
22
(No Transcript)
23
Industry has Moved Aggressively to Achieve
Benefits
eNASA Teams Corporate Experience Industry
Benefits
By reducing involvement in supply chain, Cisco
has realized 75 MM annually Moved to a
client-funded model for supporting IT investments
and a corporate managed infrastructure
CEOs Goals for Utilizing the Net
Improve Customer Satisfaction Reduce
Costs Globalize Operations Foster
Innovation Accelerate Speed to Market Grow Market
Share
76 67 56 56 54 44
Consolidated 155 Global Data Center into 19,
Geographically specific mega centers
Consolidated 31 private and separate networks to
one global network Now has on-line sales greater
than 12 B resulting in 10-15 savings
Achieved 250 M in savings through data center
consolidation and IT efficiencies by Moving
from 14 data centers to 2, consolidating 97 email
servers to 4, and implementing 3 HR systems
instead of 100
This table summarizes CEOs perspectives on the
ability of using the Internet to achieve
strategic goals.
Trading process network (TPN) with procurement
provides cost savings of 500M-700M p.a. 30
reduction in procurement labor costs 50
reduction in purchase cycle time
(1) From a survey of more than 500 CEOs and
Business Leaders World-wide. Source Competing
in the Digital Age, BoozAllen Hamilton and
the Economist Intelligence Unit
AutoXchange, an online bazaar on which Ford will
buy all its goods services as well as share its
purchasing scale with suppliers 17-28 reductions
realized to date
24
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25
Technology Advances Have Addressed Web-based
Applications and Improved Management of IT
eNASA Teams Corporate Experience Technology
Advances
Web-based Applications
Management of IT
  • Moving to e-Procurement
  • IBM has 19,000 suppliers enabled, saving 246
    million (9) total through e-Procurement
  • IBM reduced order process time from 30 days to 2
    days
  • Online Sales
  • Cisco has achieved 75 MM in savings by allowing
    customers to order through the web and removing
    themselves from the supply chain
  • Dell maintains over 2 B in on-line sales
  • Knowledge Management
  • IBM has produced 27 MM in productivity gains
    from its ICM/Asset Web
  • Cisco has moved to a Client Funded Model
  • More responsive to business unit needs
  • Projects and organizations are functionally
    funded but maintain an IT reporting relationship
  • Simplification of Services
  • IBM Created a separate company, IBM Global
    Services, to provide internal IT support
  • Simplified client configurations from over 100 to
    4 basic configurations
  • Move to Shared Services
  • Organizations such as Allied Signal, Monsanto,
    and Exxon-Mobil have saved 20-30 of service
    operating budgets

26
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27
Cisco Partnered With eNASA to Help NASA Become
Successful in the Internet Economy by...
eNASA Teams Corporate Experience eNASA Cisco
Sharing Best Practices
Education Workshops
Benchmarking Tools
  • Net Ready
  • IT Governance
  • Web Foundations
  • E-Learning
  • Workforce Optimization
  • Web MGMT/Publishing
  • Surveys
  • ROI Calculators
  • Knowledge MGMT
  • Portal Strategies
  • Corporate Services
  • Customer Care
  • Leadership
  • Governance
  • Technology
  • Competency
  • Client Funded Model

28
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29
Cisco Moved Aggressively to Achieve Benefits
eNASA Teams
eNASA Teams Corporate Experience Cisco
Achieves Benefits
  • Workforce Optimization
  • Self-service for30,000 employees
  • Two auditors 2-day reimbursement for 16,000 U.S.
    employees
  • Purchasing, recruiting, stock options and other
    applications
  • 86M in annual savings
  • 50 reduction in voluntary employee turnover
    (now 3)

Supply Chain Management 65 of all orders flow
straight through our system and never touch
Cisco, yet we retain all responsibility for
inventory control, testing integrity, and
customer support By reducing involvement in
supply chain, Cisco has realized 75 MM annuallyx
NetworkedSupply Chain
Workforce Optimization
  • Customer Care
  • 506M savings
  • 25 higher customer satisfaction
  • Today over 81 of all support questions are
    answered by a quick visit to the web - It takes
    1,000 engineers to answer the remaining 19.
    Routine inquiry telephone calls have been reduced
    by as much as 75,000 calls per month. And while
    sales quadrupled between 1995 and 1997, our
    customer support call center headcount grew only
    10.

Financial Impact of IBS FY 00
New World Customer Care
Supply Chain
695M
506M
  • eCommerce
  • On-line sales have dramatically improved
    productivity for both our sales force as well as
    our customers. Freed from order status inquiries
    and routine order entry, our sales reps can now
    focus on building stronger customer relationships
    and providing better service. Step-by-step
    on-line configuration tools have cut the number
    of erroneous orders from up to 30 to virtually
    zero, eliminating delays and additional labor
    both at Cisco and the customer.
  • 91 of orders online
  • 15 productivity improvements
  • 65M annual savings

Customer Care
86M
Workforce Optimization
eCommerce
65M
Internet Commerce
1.352B
Total Impact
30
(No Transcript)
31
Government Agencies Have Moved to Achieve Benefits
eNASA Teams Corporate Experience Government
Receives Benefits
  • US Geological Survey
  • One-stop shopping for jobseekers about nationwide
    vacancies at USGS.
  • Apply online, automatic qualification, rankings,
    and notification.
  • Employee qualification process reduced from 30 to
    4 days
  • Online Automated Recruitment System
  • Patent and Trade Mark Office
  • Business 21st Century-style
  • Inventors file patent application electronically
  • Digital Certificates provides the security
  • With the click of a mouse
  • Users can do patent searches, check the status of
    their applicationsand pay fees
  • FinanceNet - National Science Foundation
  • Portals all agency public financial management
    reports and all work output for two dozen
    interagency groups.
  • Database of inventory information across all
    agencies on all assets held for public sale or
    offer.
  • Portal for All Government Asset Sales
  • Department of Education
  • Grantees can create and submit annual performance
    reports to the Department via the Internet and
    the data is saved directly to the Grant
    Administration and Payment System (GAPS).
  • Grantee, name, address, etc., will be
    pre-populated based on the information contained
    in GAPS.
  • Portal for Electronic Grants
  • Environment Protection Agency
  • Envirofacts to citizens
  • 44 million hits per months
  • Drinking Water Test by Zip Code

32
Key Principles from Industry
eNASA Teams Corporate Experience Key
Principles
Key Principles
Video Clip
  • Executive Leadership is Key to Success
  • Standardize to Achieve Greater Agility
  • Invest Completely and Execute Ruthlessly
  • Think Big Execute Small
  • Identify the Burning Platform
  • Recognize That Corporate Infrastructure is a
    Strategic Asset

Nancy Kaplan will provide a video clip
33
Key Principles from Industry
eNASA Teams Corporate Experience Key
Principles
  • Executive Leadership is Key to Success
    Organizational leaders must be champions of the
    new way of doing business
  • Standardize to Achieve Greater Agility
    Enterprise agility, the ability to quickly deploy
    technology solutions to business issues, cannot
    be achieved without the use of a leveraged,
    standardized infrastructure
  • Invest Completely and Execute Ruthlessly When
    corporate investments are made, invest execute
    whole-heartedly
  • Think Big Execute Small While keeping the
    entire investment strategy in mind, plan and
    execute small transitional steps
  • Identify the Burning Platform Compelling
    arguments for integrating and Web-enabling core
    business processes must be championed by
    corporate leaders to develop buy-in from key
    communities
  • Recognize That Corporate Infrastructure is a
    Strategic Asset Infrastructure must be managed
    like any other investment in an organization

34
Communities
PRELIMINARY DRAFT
eNASA Strategic Goals
  • Provide customer-focused capabilities
  • Leverage knowledge capabilities
  • Transform business processes
  • Implement an environment that provides
  • - Anywhere, anytime, availability
  • - Security
  • - Scalability

Manage Infrastructure and Shared Services
Deliver Community-Focused Quick Wins
35
eNASA Methodology
  • eNASA Approach
  • Corporate Experience
  • Communities

PRELIMINARY DRAFT
36
Who We Talked To Partners Suppliers Community
eNASA Teams Communities Partners Suppliers
Award Actions
  • INDUSTRY
  • Exostar
  • United Space Alliance
  • GRANTS COMMUNITY
  • Natl Council of University Research
    Administrators
  • Council on Government Relations
  • Federal Demonstration Project
  • GSFC Procurement
  • HQ Sponsored Research Programs Office

Proposal Submission
Partners Suppliers
Contract Management
UniversitiesIndustryInvestigatorsContractors
  • Data Posting
  • NASA Web pages
  • Forecasts
  • Opportunities
  • Early dialogue
  • NASA COMMUNITY
  • Project managers, GSFC
  • IPA Office, LaRC
  • Code S
  • Code Y
  • PI, IMAGE mission
  • PI, Fuse Mission
  • PI, Vegetation Lidar Mission
  • Chief Engineer
  • Chief Scientist
  • Interactions
  • with NASA
  • Contractual
  • Technical
  • BP
  • RD
  • Services

37
Who We Talked To Partners Suppliers Community
eNASA Teams Communities Partners Suppliers
38
Who We Talked To Virtual Teams Community
eNASA Teams Communities Virtual Team
  • INDUSTRY
  • Boeing
  • General Electric
  • Cisco
  • Ford
  • Disney
  • GOVERNMENT
  • Army Ctr for Lessons Learned
  • RAND Laboratories
  • Southwest Research Institute
  • Johns Hopkins Applied Physics Lab

Communicate and Collaborate
Access NASA Knowledge Repositories
Virtual Teams Communities
Support to Program and Project Teams
Store and Maintain Documents
Employees
General public
Partners
Suppliers
Enable Science and Engineering Collaboration
Support Cultural Change and Adoption
  • NASA COMMUNITY
  • Chief Engineer, Mars 03
  • Project Manager, Cassini
  • APPL

39
Who We Talked To Virtual Teams Community
eNASA Teams Communities Virtual Team
40
Who We Talked To Employees Community
eNASA Teams Communities Employees Community
Employee Self Service
  • INDUSTRY
  • Cisco
  • Saba
  • Smartforce
  • SAP
  • Southwest
  • Research Institute
  • SAP
  • CSC

Collaborative Tools
  • NASA
  • NASA Training Officers

eLearning
Employees
Centers
Researchers
Nomadic Services
Scientists
HQ
  • GOVERNMENT
  • GSA University
  • Veterans Affairs
  • USDA Grad School

Administrative
Engineers
Corporate Communications
  • OTHER
  • DC Schools

Administrative Services
41
Who We Talked To Employees Community
eNASA Teams Communities Employees Community
42
Who We Talked To Public Community
eNASA Teams Communities Public Community
  • WEB
  • Webmasters
  • DTIC
  • NSA
  • Dept of Energy
  • Dept of Treasury
  • First Gov
  • Web Vendors
  • - iPlanet
  • - SAP
  • - Hummingbird
  • - eMotion
  • - Akamai
  • Search Experts
  • - Verity
  • - Autonomy
  • - Northern Lights
  • - Google
  • - Alta Vista

Internet Web
  • MEDIA
  • Associated Press
  • NY Times
  • NASA News Chiefs
  • NASA Television

Multimedia Products (video, CD)
Educator Resource Ctrs
Public
Media
Educators
NASA TV
Locals
Students
Guest Ops
Science Centers
General public
Enthusiasts
Professional Organizations
Visitor Ctrs
Exhibits
Speakers
  • CUSTOMER REPS
  • NASA web page visitors
  • HQ Correspondence
  • STI Program
  • Lands End
  • EDUCATION
  • NASA Education Program

43
Who We Talked To Public Community
eNASA Teams Communities Public Community
44
(No Transcript)
45
Operational Challenges of eNASA Communities
eNASA Teams Communities Challenges
Enhance mission success through seamless,
community-focused electronic service delivery
Public
Employees
Virtual Teams
Partners Suppliers
  • Center Centric Model
  • Inhibits Information sharing
  • Lack of collaborative environment
  • No consistent tools to perform tasks and share
    information
  • Lack of knowledge management and the ability to
    leverage work already completed
  • Supplier purchase process
  • long decision making process
  • force suppliers to meet changing demand
  • difficulty meeting lead time requirements
  • inconsistency across geographies
  • Relationships
  • beat them down
  • not open to adapt to their selling processes
  • Organizational Impediments
  • too many levels of decision making
  • work/life balance issues
  • untapped skills
  • low investment in employees
  • Inefficient processes
  • hard to find info
  • paper intensive processes
  • difficult to manage
  • Information
  • hard to find
  • hard to get information
  • hard to search
  • NASA Centric (public needs to know how NASA
    operations)
  • Delay in receiving responses to inquires
  • Limited customer relationship management/feedback

46
Formulating a Vision for eNASAs Communities
eNASA Teams Communities Challenges
Community Vision
Partners and Suppliers
Opportunities for Improvement and Operational
Challenges
Virtual Teams
Employees
Public
47
Employees Current State
eNASA Teams Communities Virtual Team Current
State
This is Carol, returning your page Sorry, I
cant help you, I dont have any of those files
with me. Im stuck at National waiting on my
flight! I did manage to find someone at HQ who
has had a similar engineering problem, but weve
already wasted three weeks on the wrong approach.
I wish we could access lessons learned across
the Agency! What did Mr. Goldin say this
morning? I wasnt near a conference room so I
didnt get to listen. Dont forget we are
trying to find a time when we can get all the
Centers together for a meeting. Ill have to
check our travel budget. I may not be able to go
48
Employees Future State
eNASA Teams Communities Virtual Team End State
I can see from your last slide that the trend is
improving. Ill e-mail this to my team right
nowoh, didnt I tell you? Im TDY. Im in
Reagan National waiting on my flight! Thanks for
sharing your lessons learned. I noticed on
InsideNASA that Mr. Goldin is going to address
employees in a few minutes via the web. Ill
check back with you after I see his webcast.
Dont forget about the Agencywide on-line meeting
tomorrow isnt technology great!
49
Virtual Teams Community Current State
eNASA Teams Communities Employee Community
End State
  • Program and project teams need to..
  • Contact all or some of the project team 24/7
  • Present/modify project documentation
    collaboratively
  • Perform all project coordination and approval
    functions virtually
  • Centrally access functional applications
  • Common tools for NASA teams mainly limited to
    travel, teleconferencing, email, MS Office, the
    Web
  • If a virtual team requires collaborative
    functions...
  • The workgroup is on its own to find
    services/tools
  • Some workgroups deploy their own solution(s) or
    use a center, program, or pilot solution
  • Operational readiness and support vary

50
Virtual Teams Community Future State
eNASA Teams Communities Employee Community
End State
51
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52
The Communities Speak
eNASA Teams Communities Opportunities
Opportunities for Improvement
  • Customers want to work collaboratively now, not
    later
  • Provide a standard suite of tools to work
    collaboratively across the organization
  • Provide sound security without inhibiting job
    performance
  • Provide dependable, reliable, and quality service
  • Provide greater selection of capabilities and
    services
  • Facilitated the seamless integration of products
    and services to customers
  • Provide choice of products and services on
    selected products and services

53
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54
eNASA Strategic Goals
PRELIMINARY DRAFT
55
PRELIMINARY DRAFT
eNASA Strategic Goals
  • Provide customer-focused capabilities
  • Leverage knowledge capabilities
  • Transform business processes
  • Implement an environment that provides
  • - Anywhere, anytime, availability
  • - Security
  • - Scalability

Manage Infrastructure and Shared Services
Deliver Community-Focused Quick Wins
56
eNASA Strategic Goals
eNASA Strategic Goals
  • Provide customer-focused capabilities
  • Leverage knowledge capabilities
  • Transform business processes
  • Implement an environment that provides
  • Anywhere, anytime, availability
  • Security
  • Scalability

57
(No Transcript)
58
eNASA Recommendations
eNASA Strategic Goals Recommendations
Customer-focused Quick Wins Respond to NASA
Community Needs
Fundamental Changes to How We Deliver
Infrastructure and Services
  • Developing Applications that will make it easier
    for customers to find the information that they
    need
  • Creating tool kits that will allow personnel to
    do their jobs in a better way
  • Delivering the capabilities that will allow the
    organization to access information anytime,
    anyplace
  • Provide the framework to begin leveraging
    emerging technologies and best practices
  • Ensuring that Customers receive the support that
    they require to do their jobs
  • Delivering IT Infrastructure in a coordinated way
    to ensure interoperability
  • Improving the way that IT is managed throughout
    the organization
  • Leverage economies of scale and industry best
    practices

59
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60
Community-Focused Quick Wins
PRELIMINARY DRAFT
61
PRELIMINARY DRAFT
eNASA Strategic Goals
  • Provide customer-focused capabilities
  • Leverage knowledge capabilities
  • Transform business processes
  • Implement an environment that provides
  • - Anywhere, anytime, availability
  • - Security
  • - Scalability

Manage Infrastructure and Shared Services
Deliver Community-Focused Quick Wins
62
Customer-focused Quick Wins Align with eNASAs
Strategic Goals
Tactical Recommendations Alignment with Goals
Partners Suppliers Supply Chain
Electronic Linkage Campaign
Team Collaboration Kit
Mission PI Portal
eNASA Strategic Goals
insideNASA
eLearning
myNASA
Provide Customer-focused Capabilities
4
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4
4
4
4
4
Leverage Knowledge Capabilities
4
4
4
4
4
4
Transform Business Processes
4
4
4
4
4
4
4
  • Environment that Provides
  • Anywhere, Anytime, Availability
  • Security
  • Scalability

4
4
4
4
4
63
insideNASA Provides Employees with a Central
Portal for Agency-wide Information
Tactical Recommendations insideNASA
64
insideNASA Provides Employees with a Central
Portal for Agency-wide Information
Tactical Recommendations insideNASA
Summary
Provide a single, Agency-wide portal for
employees to access information within the NASA
environment. The portal will allow for
information to be quickly and efficiently
transmitted throughout the organization. The
product will be customizable by employee and
provide both Agency-wide and Center specific
information. This product will also provide the
building block for future eNASA products. (e.g.,
Knowledge Management, Collaboration Tools, etc.)
Costs
Benefits
  • Non-recurring costs approximately 1.5M 2.8M
  • Includes initial design and support
  • Includes cost for initial hardware/software
  • Recurring costs approximately 400-700K
  • Does not include cost of content feed from Centers
  • Rapid, accurate, and consistent distribution of
    information on a customizable homepage
  • Global access to information of Agency-wide
    interest with cost effective maintenance
  • Provides an on-line space for communities of
    practice to capture and share knowledge

Timeframe
Critical Success Factors
  • Concept design currently under development
  • MSFC to meet with JPL and HQ Teams for Portal
    Deployment Lessons Learned - Next 2 Months
  • Validate/Expand Concept at Centers - One Month
  • Incorporate Feedback - One Month
  • Deploy Agency-wide Phased Approach
  • Concurrence/Strong Support from Agency leaders is
    needed to move to one portal
  • Requires coordination from each Center to get
    data to the proper feeds
  • Will require management processes for the
    development and maintenance of content

65
myNASA Provides the Public with a Customizable
Interface to Information of Their Interest
Tactical Recommendations myNASA
Selected Channels (Educator's Example)
66
myNASA Provides the Public with a Customizable
Interface to Information of Their Interest
Tactical Recommendations myNASA
Summary
Create a customizable version of the NASA Home
Page that will more readily connect NASA's broad
Web holdings to the different audiences seeking
particular kinds of information. This "myNASA"
portal will include robust search capability
across NASA Web public sites and substantial
Webcasting capability. This will also allow NASA
to distribute information to the public in a more
efficient and consistent manner.
Costs
Benefits
  • Portal Costs (Assuming 30K users) 1.8M
    Non-recurring costs recurring costs of 200K
  • Search Costs 200K to 1.1M initials costs
    depending on sophistication 200K - 500K
    recurring
  • Webcasting 1M annually depending on scale
  • Improve access to NASA Information
  • Distribute wide variety of NASA news and
    information to various audience segments
  • Move from search for information to learning
    about NASA

Timeframe
Critical Success Factors
  • Technology Study - September 2001
  • Portal Design (including channel development) -
    8 months after funding
  • Pilot Testing - 10 months after funding
  • Deployment - 12 months after funding
  • Resources currently unavailable beyond initial
    technology study.
  • Commitment across Agency to creating content
    "channels" using consistent publishing standards.
  • Evaluate total cost to NASA, whether using
    internal (ODIN) means or outsourcing.

67
Electronic Linkage Campaign Provides Public with
Opportunities to Participate at Varying Levels of
Interaction with NASA
Tactical Recommendations Electronic Linkage
Campaign
eNASA Public Summit (NASA Senior Leadership)
Instructional Videos, Web Modules, and Online
Resources
eNASA Electronic Linkage Campaigns
Agency Themes Messages
eNASA Web-based Experiences
Subject Sampler
NASA Core Home Pages
Topic Hotlist
Treasure Hunt
Electronic News Stories related Lessons written
in English and Spanish with Audio Features
Multimedia Scrapbook
WebQuest
68
Electronic Linkage Campaign Provides Public with
Opportunities to Participate at Varying Levels of
Interaction with NASA
Tactical Recommendations Electronic Linkage
Campaign
Summary
Formation of a comprehensive strategy for
integrating Agency themes, messages, and events
(as identified from Senior Management through
eNASA Public Summit gathreing) with the Internet
and other electronic products with an open
invitation to the public to participate at
varying levels of interaction with NASA.
Facilitating the the electronic linkage of the
NASA electronic news stories and electronic
products is the creation of five types of NASA
web-based experiences NASA Topic Hotlist, NASA
Multimedia Scrapbook, NASA Treasure Hunt, NASA
Subject Sampler, and NASA WebQuest.
Costs
Benefits
  • eNASA Public Summit 10K
  • Linkage Campaign Recurring costs of content
    development (for news, lessons, and web-based
    experiences) , electronic feed, coordination of
    new linkage campaign to new theme, campaign web
    page design, deployment of campaign, and
    maintenance/archival of campaign web site
    evaluation of the campaign and web-based
    experiences
  • Web-based Templates 10-20K (Starter Kit and
    its expansion)
  • Give public a breadth of materials on the topic
    they are studying or find interesting. Organized
    search (NASA Topic Hotlist, Multimedia Scrapbook)
  • Support public in building knowledge and
    synthesis of electronic information on particular
    theme/topic (NASA Treasure Hunt, Subject Sampler,
    WebQuest)
  • Read electronic news stories on current NASA
    mission events
  • Offer an easy entry place for newcomers as well
    as more sophisticated activities for advanced
    users of the Internet
  • Systematically deliver coordinated Agency theme
    through comprehensive set of interactive
    electronic services to the public

Timeframe
Critical Success Factors
  • AUGUST Annual eNASA Public Summit with NASA
    Senior Leadership to identify Agency themes,
    messages, and events complete Action Plan for
    Linkage Campaigns to be completed for Execution
    Year (e.g., Oct 2002)
  • NOVEMBER Annual mini-eNASA Public Summit with
    Enterprise, PAO, and Education leads to begin
    strategic planning of projected themes, messages
    and events for Out-Year (e.g., Oct 2003)
  • Create clear corporate vision and strategy
  • Educate public on NASA mission, technologies, and
    return on investment intense customer focus
  • Ability to identify and prioritize opportunities
    and projects and to execute quickly through a
    standards-based campaign architecture
  • Practice innovation in communicating to the
    public and supporting the educational community
    with learning tools/opportunities

69
Team Collaboration Kit Provides Geographically
Distributed Teams with a Toolbox of Basic
Collaboration Capabilities
Team Collaboration
Team members Distributed across Centers and
partners
NASA teams working on Missions and projects
Enabled by
Internet/WWW Best of Breed Commercial Tools
Culture change Adoption Leadership
NASA Pilot
Products, reports, Lessons learned, knowledge
assets /gems
Team-ware
Document Management
Conferencing
Small Work teams (2-25 people) Larger and cross
team (1000s) - Virtual meetings -
Enterprise sharing - Ad hoc collaboration
- Knowledge repository - Team document/file
sharing - Formal management - Action
Lists - Configuration control -
Calendar - Search
70
Team Collaboration Kit Provides Geographically
Distributed Teams with a Toolbox of Basic
Collaboration Capabilities
Tactical Recommendations Team Collaboration Kit
Summary
  • Provide geographically distributed teams a
    standard toolbox with all basic collaboration
    capabilities including
  • Conferencing tools - white boarding,
    application/screen sharing and chat functionality
  • Team-ware - team web spaces including team
    files, threaded discussions, action list and
    calendars
  • Document management - a central repository
    with configuration control and highly distributed
    access

Costs
Benefits
  • Non-recurring cost (3000 Seat Pilot) 2.8MM
  • Recurring cost (3000 Seat Pilot) 1.4MM
  • Transfer information between teams and projects
    without miscommunication
  • Increase efficiency in cost and time for teams to
    start working effectively and collaboratively
  • Capture lessons learned and contribute to
    Agencys knowledge base

Timeframe
Critical Success Factors
  • Identify customers 3 months
  • Put pilot services in place 6 months
  • Training and Adoption Services 9 months
  • Identification and participation of NASA virtual
    teams including upper management
  • Culture change and adoption of services
  • Compatibility with NASA virtual team
    infrastructure (including external partners)
  • Operational excellence

71
Tactical Recommendations eLearning
eLearning Creates a Virtual NASA University
72
eLearning Creates a Virtual NASA University
Tactical Recommendations eLearning
Summary
Expand e-Learning opportunities for employees,
and aggregate access through an e-Learning
portal. Improve the quality of offering through
audio, video, and multimedia animation
enhancements. Purchase common e-Learning
templates and tools for customizable use by
training offices. Implementation of this
approach requires the development and acceptance
of a shared services corporate model for
e-Learning.
Costs
Benefits
  • Nonrecurring costs
  • Portal 450K to purchase, install, and
    customize
  • Templates and tools (250K)
  • Recurring costs
  • e-Learning Program Manager 210K/year
  • Tools maintenance 100k/year
  • Lower costs per FTE can be achieved
  • Leverages existing content across the agency
  • Provides employees a personalized learning portal
    based on individual development needs.
  • Increases training access and opportunity

Timeframe
Critical Success Factors
  • Shared services concept being vetted now
  • Initial funding commitment for corporate
    e-Learning program manager - Next 2 months
  • Portal research - Two months
  • Initial Portal Implementation - Three months
  • Concurrence from training community
  • Partnership with IT community
  • Resources to acquire Portal

73
Mission PI Portal (MPIP) Lowers NASA Risk on PI
Mode Missions by Enabling Immediate Access to
Critical Information
Tactical Recommendations Mission PI Portal


Mission PI Portal The Website Supporting Mission
PIs and their Teams
  • Connections
  • NASA Personnel
  • PI Community
  • Project Teams
  • Ask an Expert
  • Space Marketplace
  • NASA AOs, NRAs, CANs
  • Other Federal Agencies
  • International Opportunities
  • Commercial Sector

PIs

In the
NEWS
  • Mission Documents
  • Policies Procedures
  • Technical Guidelines
  • Strategic Plans
  • Sample Documents
  • Training
  • Computer Modules
  • APPL Link
  • Calendar
  • Mission PI Publications
  • SIM Project On-Line

  • Lessons Learned
  • View
  • Submit
  • Search

  • Mission Outreach
  • NASA Plans and Goals
  • eOutreach Mission Architectures
  • Recognized Outreach Excellence


Robert Goddard - First American Mission PI



Project Tools
an eNASA sponsored site
74
Mission PI Portal (MPIP) Lowers NASA Risk on PI
Mode Missions by Enabling Immediate Access to
Critical Information
Tactical Recommendations Mission PI Portal
Summary
To increase mission success in PI missions, we're
proposing to provide training, guidance, and
rapid access to prevailing policies and
procedures for NASA mission formulation,
implementation, operations, and retirement as
recommended by NIAT. The PIP will be a
"one-stop-shop" for external community PI's
including a standard architecture and building
blocks/tools to integrate an outreach system into
any mission.
Costs
Benefits
  • Non-recurring costs approximately 450K
  • Includes initial design and ongoing support
  • -- Leverages the work on the VSDE portal.
  • Recurring costs approximately 70K per year
  • Plan to transition to APPL, Flight Programs or
    Systems Management Office.
  • Rapid, accurate, and consistent distribution of
    information to NASAs internal and external PIs
  • Provides an on-line space for the PI to access,
    to capture and share knowledge
  • Integrate the PI into the NASA system providing
    up to date information about parts and critical
    issues.

Timeframe
Critical Success Factors
  • Concept Design currently under development
  • Build support and collect user community contacts
  • Deploy a limited test portal
  • Deploy Agency-wide in one year
  • The portal must be user friendly as defined by
    the PI customers
  • Rapid dissemination of technical and management
    data affecting flight project implementation.
  • Improved schedule, cost and technical performance
    of PI Mode missions.

75
Partners Suppliers VisionA Supply Chain That
is Less Costly Operates with Less Friction
Tactical Recommendations Supply Chain
  • JOINT PLANNING
  • Rapid replenishment via vendor partnerships
  • E-enabled planning and purchasing systems
  • Improved business process system performance
  • PROCUREMENT
  • SAVINGS
  • Consolidated purchasing for cost reduction
  • Increased competition through E-Commerce
  • Inventory visibility and utilization across the
    Agency

GRC
DFRC
JSC
SSC
MSFC
KSC
GSFC
LARC
ARC
HQ
  • HIGHER AVAILABILITY
  • Material and maintenance plans tightly linked
  • Faster repair actions

FASTER MATERIAL DELIVERY
  • Zero inventories with shortened supply chain
  • Close coordination of material plans with project
    plans
  • Shorter project timelines

76
Partners Suppliers VisionA Supply Chain That
is Less Costly Operates with Less Friction
Tactical Recommendations Supply Chain
Summary
Conduct multiple pilots to test emerging Business
to Government (B2G) technologies. Technologies
under consideration include online auction
techniques, B2G exchanges, and collaborative
environments. Technology pilots would enrich the
developing Integrated Financial Management (IFM)
requirements. Initial pilots could include online
auctions, testing ID/IQ contracts within on-line
exchanges, and collaborative design/build
environments.
Costs
Benefits
  • Pilots run from 3-6 months
  • Non-recurring costs approximately 100K per
    pilot
  • Try before we buy - technologies and companies
    evolving rapidly
  • Potential integration with IFM business
    applications

Timeframe
Critical Success Factors
  • Requires coordination with IFM
  • Well-defined success criteria - does it move on?
  • How does it migrate/integrate?
  • Preliminary discussions with IFM project underway
  • 3-6 month pilots
  • Ongoing evaluation plus 30 day post-pilot
    analysis
  • Recommended changes/additions to IFM requirements

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78
Summary of Customer-focused Quick Wins
Tactical Recommendations Summary
Partners Suppliers Supply Chain (per pilot)
Eletronic Linkage Campaign
Team Collaboration Kit
Mission PI Portal
insideNASA
eLearning
myNASA
Timeframe
5 Mos.
12 Mos.
TBD
18 Mos.
7 Mos.
12 Mos.
3-6 Mos.
1.5M - 2.8M
2.0M - 3.1M
20K - 30K
Nonrecurring Costs
2.8M
700K
450K
100K
250K
150K
50K
0
0
0
0
Funded to Date
400K - 700K
1.2M
Recurring Costs
TBD
1.4M
310K
TBD
70K
Funding Required to Initiate Activity
TBD
TBD
TBD
TBD
TBD
TBD
TBD
79
Strategic Recommendations
  • Introduction
  • Step 1 Fundamentally Change the Way NASA
    Manages Infrastructure Delivers Shared Services
  • Step 2 Transition to Corporate Applications for
    Delivering Shared Services

PRELIMINARY DRAFT
80
Strategic Recommendations
  • Introduction
  • Step 1 Fundamentally Change the Way NASA
    Manages Infrastructure Delivers Shared Services
  • Step 2 Transition to Corporate Applications for
    Delivering Shared Services

PRELIMINARY DRAFT
81
Achieving the Strategic Goals Requires a
Fundamental Change in How IT Infrastructure and
Services are Delivered
Strategic Recommendations Introduction Change
is Required
Planning and Management Approach
  • Mission and Program IT Investments Planned and
    Managed Strategically by Enterprises and Centers

Shared Services Corporate Services
  • NEW FEDERATED APPROACH

Email, Web/Portal, Knowledge capture,
Collaboration Workgroup,
Document Management, Web Casting, Streaming
Video, Nomadic Mobile
access
  • Adopt IFM Model with Oversight conducted by the
    IT Investment Council

Foundation Applications
IFM, Legacy systems
IT Infrastructure
  • NEW FEDERATED APPROACH

Network, Security, Desktops, Servers,
Data Storage, Corporate/Agency Directory
82
Achieving the Strategic Goals Requires a
Fundamental Change in How IT Infrastructure and
Services are Delivered
Strategic Recommendations Introduction Change
is Required
  • Program and Mission IT Investments
  • Maintain an Enterprise focus on investments and
    planning
  • Ensure that the user community and missions come
    first when IT needs are considered
  • Allow prograrms and missions the flexibility they
    need to accomplish their goals
  • Corporate/ Shared Services
  • Create centralized accountability and funding for
    specific services
  • Provide consistent, quality services in an
    integrated and interoperable environment
  • Leverage the experiences of our corporate
    partners to achieve savings (30)
  • Common Applications
  • Adopt the IFM Funding Model with consistent
    oversight from the IT Investment Council
  • Continue to take a corporate approach to
    delivering critical business applications
  • IT Infrastructure
  • Leverage IT Infrastructure as a strategic asset
  • Create a seamless environment for the NASA
    community
  • Develop management practices to create
    accountability and ensure service levels

83
Industry Shows Benefits to Investing in Strategic
Assets - IT Infrastructure
Strategic Recommendations Introduction
Industry Benefits
  • IBM transformed, integrated, and Web-enabled its
    core business processes
  • Annual IT Investment Cost per Employee is 29,000
  • Benefits from Transformation
  • Data centers 155 to 16 and transitioned to one
    global network
  • Increased revenues from 9.9B to 14.6B
  • Reduced transaction costs by more than 1.4 B
  • Procured 27.7B in goods services over the Web
    with savings of 246.6 M
  • After an 18-month transition, Oracle developed a
    common e-business platform for supply chain
    management, marketing/sales, eProcurement, HR,
    travel, and other shared services
  • Cost savings from transition were around 1B
  • Benefits from data center consolidation IT
    efficiencies totaled 250MM
  • Data centers 14 to 2
  • Email servers 97 to 4
  • HR systems 100 to 3
  • Sales systems 100 to 1

84
Industry Shows Benefits to Investing in Strategic
Assets - IT Infrastructure
Strategic Recommendations Introduction
Industry Benefits
IBM
ORACLE
  • Transformed, integrated, and Web-enabled its core
    business processes to increase revenue profits,
    reduce costs, and enhance customer satisfaction
    and loyalty
  • Annual IT Investment Cost/Employee is 29K
  • Benefits from Transformation
  • Consolidation Reduced number of data centers
    from 155 to 16 transitioned from 31private to 1
    global network
  • Increased e-commerce revenues to 14.6B, from
    9.9B
  • Cost Savings
  • Handled 66MM self-service transactions on
    ibm.com, resulting in more than 1.4B in cost
    avoidance productivity gains
  • Procured 27.7B in goods services over the Web,
    with cost savings of 246.6MM
  • After an 18-month transition, Oracle developed a
    common e-business platform for supply chain
    management, marketing/sales, eProcurement, HR,
    travel, and other shared services
  • Cost savings of 250MM from data center
    consolidation IT efficiencies
  • Data centers 14 to 2
  • Email servers 97 to 4
  • HR systems 100 to 3
  • Sales systems 100 to 1
  • Cost savings of 550MM from services to customers
    partners (e.g., Oracle Store, Education Online,
    support MetaLink, Alliances Online)
  • Cost savings of 100MM from services to employees
    (e.g., Intranet portal, knowledge testing,
    travel, decreased cost/expense report)
  • Cost savings of 100MM from services to suppliers
    (e.g., office supplies, UPS, Fidelity HR,
    procurement savings)

85
Industry Shows Benefits to Investing in Strategic
Assets - IT Infrastructure
Strategic Recommendations Introduction
Industry Benefits
  • The Cisco corporate imperative is leveraging the
    Internet for all business functions
  • Financial impact from Internet Business Solution
    1.3B in FY 2000
  • Annual IT Investment Cost per Employee is 31,000
  • IT budget per IT workforce is 554,600 vs.
    300,000 Gartner industry data reflecting
    dramatically higher productivity of IT personnel
  • Cisco Internet site can handle 100B in
    transactions currently and maintenance highly
    automated
  • Benefits from investing in IT infrastructure
  • Fast, cost effective deployment of new
    technologies For example recent Qtr3 deployment
    of Virtual Private Network (VPN), Video
    conferencing/collaboration, voice over IP for
    both office and employee home access
  • Consistently high availability through strictly
    standardized architecture and automated
    monitoring of all services achieved with minimal
    overhead
  • Recent Reduction in Force support immediately
    deployed (automated deactivation of access rights
    for all departing employees and partners, as well
    as stop billing for services)
  • Reduce costs of service quickly as new
    technologies emerge (ex. Recent move from ISDN to
    VPN and DSL the average cost per user decreased
    25 in 3 quarters)

86
Industry Shows Benefits to Investing in Strategic
Assets - IT Infrastructure
Strategic Recommendations Introduction
Industry Benefits
  • Recent analysis and detailed study with Gartner,
    comparing Cisco IT Infrastructure technical areas
    with technical groups in other industries
  • Total cost of distributed computing support is
    14 lower than peer groups
  • Total cost of wide area data is 8 lower
  • Total cost of voice network support 50 lower
  • Total cost of database technology 24 lower
  • Total cost of disaster recovery 300 lower
  • Total cost of staffing is 26 lower
  • Total cost of occupancy is 36 lower
  • Cisco IT technical infrastructure staff supports
    33 more users per FTE
  • By reducing the technologies in IT
    Infrastructure, Cisco enables high ease of use,
    enhanced supportability and manageability, and
    reduced total cost of ownership in a company that
    stays on the cutting, bleeding edge of technology
    adoption.

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88
NASAs Current Fragmented IT Environment Delivers
Inconsistent IT Services and is in Need of Change
Strategic Recommendations Introduction Why
Change
  • Why Change?
  • Eleven independent, unique architectures limits
    ability to
  • Leverage economies of scale
  • Deploy common applications and services
  • Deliver consistent quality of services
  • Share existing knowledge bases and resources
  • Take advantage of emerging technologies and
    business practices

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90
Approximately 25 of NASAs FY 2001 IT Budget is
Spent on Corporate Infrastructure
Strategic Recommendations Introduction IT
Budget
NASAs FY 2001 IT Budget Totals 2.1 Billion
of which 528 Million is Corporate IT focused
millions
Typical industry savings are 30 - Achieving a
conservative savings of 10 would equate to 53
MM for NASA
Sources CISCO Systems, Inc. IBM CIO A
Transition, Cindy Ingram, IBM Government
Industry, 1996 Clinger Cohen Act Report on
Federal Information Technology (IT) Investments,
OMB, 2001 FY2002 Budget of the United States
Government, Analytical Perspectives BAH analysis
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92
NASA IT Spending is in Line with Other Government
Agencies
Strategic Recommendations Introduction IT
Spending
  • Recent POP data indicates a 21,211 investment
    per employee per year on infrastructure
  • NASA spends in the same order of magnitude as DOE
    and many commercial companies
  • Additional potential savings may exist through
    the application of IT management practices in the
    program controlled IT areas

Typical industry savings are 30 - Achieving a
conservative savings of 10 would equate to 53
MM for NASA
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94
PRELIMINARY DRA
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