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ABSTRACTS

Office of the Chief Information Officer

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DAY 1 mondaY AUGUST16,2010,1:45PM–2:30PM

Understand the Meaning of Your True Colors

maday andersonmadaY consuLting

room: Baltimore 1 and 2

track: Collaboration

Doyouknowwhatdrivesyou?Whydoyoureact,behave,communicate,andthinkthewayyoudo?Howdoothersperceiveyou?Howwelldoyouworkwithothers?Whatcausesyoustress?

Thisbriefsessionisonlythebeginningtounderstandingyourcontributiontobecomingacohesiveteam.TrueColorsaddressestheFormingstageofteamdevelopmentandwork-groupdynamicstoachievecollaborationtowardacommonvisionandmission.ByapplyingyourTrueColors,youwill:

n Learnhowtoenhanceinteractionswithothers

n Discoveryourcommunicationpreferencesandstyle

n Reachmutuallybeneficialoutcomeswithothers

n Learntominimizeconflict

n Enhanceyourleadershipstyle

n Formcohesiveteams

n Improvecommunicationsatalllevelsofmanagement

n Learnhowtocustomizeyourcommunicationapproach

n Bringvisibilitytoyourstrengthsandcontributionstoateam

Defining the Mobile Cloud

Dr. Steven a. warnerPrincipal Technologist Enterprise Systemsnorthrop grumman

alexander F. karmanTechnologist northrop grumman information sYstems/

advanced technoLogies group


track: waves of the Future

Inthispresentationweattempttoanswer“Whatisthemobilecloud,andhowdoesitdifferfrom‘regular’nonmobilecloudcomputing?”Manyquestionsfurtherarisefromthis.Is“mobilecloud”accessingthecloudwithmobiledevices,orisitactually

extendingthecloudontothesedevices?Whatifwecouldbuildvendor-neutralrichInternetapplications,possiblyevenmovingthebusinesslogicintothecloud,andretaininthemobileenvironmentonlylocalstorageandscreenhandling?Havewenowachievedthe“mobilecloud?”Or,isthisjustamultitenantedgrid?

Wemayalsoconsiderextensionofvirtualizationorothersophisticateddeploymenttechnologiesintomobileenvironments.Virtualizationmayallowmobiledevicestoshrinkevensmaller,relyingonspatially-awarejust-in-timefirmwaredownloadstoprovideonlytheapplicationstheuserneedsforthecurrenttimeandplace.Isthisthenthe“mobilecloud?”

Newcapabilitiesbringnewconcerns.Qualityofserviceisaconsideration.Confidentiality,integrity,andotherfoundationaltenetsofinformationassurancemustbeaddressedin“mobilecloud”computing.Legalandtechnicalconsiderationsalsoarise.Whataretheoptimumdesignpatternstotakeadvantageoftheseenvironments?Canthetopologyofalargeandvolatilemobilenetworkbeunderstoodinrealtime?Howdowebalancebetweenprovidingadequatedisconnectedcapabilities,yetstillmaintainareasonablylightweightandportableapplicationenvironment?Howdoweprovidehighservicelevelsinthefaceofhighlyintermittentconnectivity?

Shared Services in the Public Sector

rick arbuthnotExecutive Directornasa shared services center

room: annapolis 1 and 2

track: infrastructure and Operations

Federalagenciesarefacingachallengetooptimizeperformanceandatthesametimedeliverreal-worldresults.TheNASASharedServicesCenter(NSSC)offershigh-qualitysupportservicestoNASAintheareasoffinancialmanagement,humanresources,informationtechnology,andprocurement.Throughahistoricalperspective,thispresentationwillenhanceyourknowledgeofthesharedservicesconceptandhowNASArealizedimprovementsinmissionsupportbyconcentrating,combining,andcolocatingcertainadministrativeandbusinessactivitiesintoanewsharedservicesorganization.

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IT Summit 2010 n Making IT Stellar at NASa

AUGUST16,2010,1:45PM–2:30PM | mondaY | DAY 1

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n Putting the Risk Management Framework to Work: Automated Continuous Monitoring

Jerry L. DavisDeputy CIO, IT Securitynasa agencY


track: it Security and Privacy

ThepresenterwilldiscussNASA’smethodformanagingITsecurityrisksthroughautomatedcontinuousmonitoring.Riskmanagement,securitycontrolsselection,andtoolsusedtoimplementcontinuousmonitoringwillbediscussed.

Cyber Infrastructure for Aircraft Mission Support

Lawrence C. Freudingermission information and test sYstems directorate

drYden fLight research center

room: Chesapeake e and F

track: innovation

Forseveralyears,NASA’sAirborneScienceprogramhasbeendevelopingandusinginfrastructureandapplicationsthatenableresearcherstointeractwitheachotherandwithairborneinstrumentsvianetworkcommunications.Useofthesetoolshasincreasednear-real-timesituationalawarenessduringfieldoperationsresultinginproductivityimprovements,improveddecisionmaking,andthecollectionofbetterdata.Advancesinpremissionplanningandpostmissionaccesshavealsoemerged.Thispresentationwilldiscussintegrationofthesecapabilitieswithothertoolsresultinginacoherentservice-orientedenterprisearchitectureforaircraftflightandtestoperations.

CIO Experiences and Lessons Learned

Dave BowenAssistant Administrator for Information Services Chief Information OfficerfederaL aviation administration

John meyerAssistant Chief of Staff for Information ArchitectureCommand Information Officer (CIO) for the CommandernavaL meteoroLogY and oceanographY command

Dave wennergrenDeputy Assistant Secretary of Defense for Information Management and TechnologyDeputy Chief Information Officerdepartment of defense

room: Chesapeake H and i

track: CiOs Speak

ChiefInformationOfficers(CIOs)facedailychallengesastheyattempttodeliverbusinessresultsthatarefasterandbetterusingfewerdollarsandlessmanhours.Theyareinafieldwherethey,perhaps,standalonewiththeworryonhowtomoveforwardthroughthiseconomiccrisiswhilemaintainingastate-of-the-artinfrastructure.Theyaredriventomanageinaneffective,efficient,andsecuremannerensuringaresilientsystemthatmeetstheneedsofthecustomertheysupport.FederalCIOswilldiscusstheirexperiencesandlessonslearnedastheystrivetoprovideexceptionalcustomerservice.

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A New Perspective on IT Projects: Lessons Learned Doing a Detail to Another Agency

emma k. antunesIT Specialist

goddard space fLight center



EmmaK.Antunesspentthelast6monthsondetailtotheGeneralServicesAdministration(GSA),workingonacollaborationprojectaimedacrosstheFederalGovernment.ShewilltalkaboutIT,management,andmanagingyourmoney.

Security and the Cloud

Dale wickizer Chief Technology Officeru.s. pubLic sector

netapp



Acloud-based,data-managementplatformthatservesmultipletenants,whichinturnmighthavemultipleapplications,canandshouldprotectallofthoseapplicationsinthesame,unifiedway.Thisideal“securemulti-tenancy”architectureavoidstheneedtohaveadifferentapproachforeachapplicationandforeachtenant.Inadditiontoedgesecurity,atruesecuremulti-tenancysolutionmustenforceseparationoftenants(alongwithqualityofservice)througheachlayerofthearchitecture(i.e.,server,network,andstorage),whilestillallowingtenantstoutilizebest-of-breedsolutionsfrommultiplevendors.AdoptingaunifiedsecuritypostureformultipletenantsdramaticallyreducesrisktoFederalagenciesandimprovescontinuityofGovernment.

Enterprise Service Desk: NASA’s Single Point of Contact for Customer-centric Service and Support

terry D. JacksonDeputy Director, Business and Administration Office

nasa shared services center

Paul J. rydeenProject Manager, Enterprise Service Desk and Enterprise Service Request System

nasa shared services center



TheEnterpriseServiceDesk(ESD)isafoundationalcomponentofNASA’sITInfrastructureImprovementProgram’s(I3P)strategyfordeliveryofcoreITinfrastructureservices.ManagedbytheNASASharedServicesCenter(NSSC),ESDwillserveastheSinglePointofContact(SPOC)forenterpriseservicessupport.Additionally,itwillprovideaunifiedinterfacebetweenthecustomerandtheI3PcontractsthatareidentifiedasACES,NICS,WEST,EAST,andNEDC.Usingcustomer-focused,service-levelagreements,theESDprovidesTier1andTier0helpdesksupport,aserviceorderingsystem,ITinfrastructureoutagenotificationsupport,anITinfrastructureconfigurationmanagementrepository,andperformancemetricscollectionandreportingforI3Pservices.

UsingITconcepts,processesarestandardized,workflowconsistencyisdocumentedandrealized,andcontinuousimprovementisconstantlyreviewedandimplemented.ImplementingtheESDwithintheNASASharedServicesCenterensuresafocusoncustomerservicebyprovidingastructuredmanagementofcustomerinteractions,acustomerfeedbackprogram,transparencyinperformanceandcosts,andaformalgovernancestructure.Overtime,theESDwillbeexpandedtoafullenterpriseservicedeskwithservicerequestcapability,astheserviceframeworkmaturesbeyondtheI3PserviceofferingstosupportCenter-specificITandnon-ITservices.Thispresentationdescribesthecustomer-centricserviceandsupportprovidedbytheESD.

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FISMA Next Generation: Managing Risk in an Environment of Advanced Persistent Cyber Threats

Dr. ron rossSenior Computer Scientist and Information Security Researcher

nationaL institute of standards and technoLogY (nist)



Protectingcoreenterprisemissionsandtheinformationsystemssupportingthosemissionsinanenvironmentofincreasinglysophisticatedcyberthreatsmustbeatoppriorityforseniorleaderstoday.Adversariesexploitingvulnerabilitiesinorganizationalinformationsystemsthroughwell-orchestratedcyberattackscanleadtoadegradationorlossofserviceandexfiltrationofproprietaryorsensitiveinformation.Informationsystembreachesanddatalossescanhavealong-termdebilitatingeffectontheproductivityandsurvivabilityofbusinesses.Establishingastrongandrobustinformationsecurityprogramandemployingaflexibleanddynamicrisk-managementframeworkcanhelpcorporateleadersprotectorganizationaloperationsandassetsfromthepotentialadverseimpactsresultingfrombothroutineandadvancedpersistentcyberthreats.NIST,inpartnershipwiththeDepartmentofDefenseandIntelligenceCommunity,isrevisingandupdatingitskeyFISMA-relatedstandardsandguidelinestoaddressthesenewinformationsecurity-andrisk-managementchallenges.

Creating Transparency Through Data.gov

Sanjeev BhagowaliaGovernment Services Administration (GSA)

Data.gov proJect management office

Jeanne HolmGovernment Services Administration (GSA)

Data.gov proJect management office


track: innovation

Data.govhasbeenatrailblazerinthearenaofopeningGovernmentdatatothepublic.TheinitiativefromtheFederalCIO,VivekKundra,wascreatedtoenableanyonetodevelop

apps,conductresearch,andhelptheGovernmentbemoreeffectiveandefficientbyprovidingaccesstorawdata.NASAcontributesdatasetstoData.govfromacrosstheAgency,fromengineeringstandardstoAgencyperformancetoimagesfrommissionstoEarthandtheplanets.JoininthediscussionaswelookathowData.govismovingforwardtofacilitatecommunityeventsanddiscussionswithdevelopers,educators,students,internationalpartners,andstate,local,andtribalgovernments.

IT PMB: Executive Oversight and Decision Authority for Application and Infrastructure Projects at NASA

Larry N. SweetDirector, Information ResourcesJohnson space center


track: CiOs Speak

Whatis“ITGovernance”andhowdoesitaffectyourITprojectsatNASA?ComplianceinitiativesarepartilyresponsiblefortherisinginterestinITgovernance.UnmanagedITprojectscaneasilygetoutofcontrolandprofoundlyaffecttheperformanceofanorganization.KeydecisionscannolongerbedeferredtotheITprofessionals.Instead,stakeholdersmusthaveinputintothedecision-makingprocess.NASA’sITgovernanceencompassesthestructure,inputs,outputs,activities,anddecisionrightsnecessarytofacilitatetheeffectiveandefficientuseofIT.ThispresentationcoversthegovernanceboardstructureofNASA’sITProgramManagementBoard(ITPMB)thatprovidesexecutiveoversightanddecisionsonthelifecycleofallITinvestmentsapprovedbytheITStrategyInvestmentBoard(ITSIB).

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A Roadmap to Continuous Integration

Bruce altnerSenior Software ArchitectindYne, inc.

Brett LewinskiTechnical Area ExpertindYne, inc.



Thispresentationdescribesaplanforadoptingcontinuousintegration(CI),asetofautomatedsoftwarebuild-and-testpractices,withinanapplicationdevelopmentenvironment.TherearenumerousbenefitsinadoptingCI,includingincreasedproductivity,improvedquality,andreducedrisk.Therealsoarechallenges,andthesewillbediscussedaswell.ThepaperpresentsatotalperspectiveofCI,includingadescriptionoftheCIbuildcycle,differenttypesofprocessesthatmightbeincludedinanautomatedbuild,andtheimportantrolesplayedbythecentralCIbuildserverandthesoftwareversion-controlsystem.

Notallteamsareatthesamematuritylevelatthesametime.ThepresentationwillincludeapublishedCI Maturity Modelthatgroupsspecificpracticesintodifferentmaturitylevelsthatadevelopmentteammightadopt.TheCI Maturity ModelhelpstoframesubsequentdiscussionsconcerningCIpracticesthatmakethemostsensetoimplementfirst.AlsoincludedwillbeabriefdiscussionofindustrybestpracticesinCIintheareasofbuilding,testing,anddeployingprojects,aswellasreportingandgovernance.

Internet2: Supporting Next Generation Networking

Christian todorovDirector, Services Managementinternet2



Internet2isanot-for-profit,foremostU.S.advancednetworkingconsortiumcomprisedofmorethan200U.S.universitiesincooperationwith70leadingcorporations,45Government

agencies,laboratories,andotherinstitutionsofhigherlearning,aswellasmorethan50internationalpartnerorganizations.Ledbytheresearchandeducationcommunitysince1996,Internet2promotesthemissionsofitsmembersbyprovidingbothleading-edgenetworkcapabilitiesanduniquepartnershipopportunitiesthattogetherfacilitatethedevelopment,deployment,anduseofrevolutionaryInternettechnologies

Bybringingresearchandacademiatogetherwithtechnologyleadersfromindustry,Government,andtheinternationalcommunity,Internet2promotescollaborationandinnovationthathasafundamentalimpactonthefutureoftheInternetandthewaysinwhichtheInternet2communityusesthenetworktoday.TheuseoftheadvancedcapabilitiesoftheInternet2networkfacilitatese-scienceacrossmultipledisciplinesfromphysics,astronomy,weatherprediction,healthsciences,andmanyothers.

Internet2hasprovidednetworkingservicestotheDepartmentofEnergyresearchnetwork,EnergySciencesNetwork(ESnet),andwillbeprovidingthenetworkingservicesthatwillbethefoundationofthenewNationalOceanicandAtmosphericAdministration(NOAA)ResearchNetwork.ThesepartnershipswithGovernmentnetworksoccurintandemtoandinpartnershipwiththetraditionalInternet2researchnetwork.ThoughInternet2isahigh-performancenetworkfocusedontheneedsofresearch,itisoperatedasaproductioncarrier-classnetwork.

The Changing Face of Infrastructure and the Operational Agility Needed to Manage It

Darrell graddyVice PresidentLocKheed martin enterprise it and data soLutions

mahesh kalvaChief Technology OfficerLocKheed martin enterprise it and data soLutions



Emergingtechnologiesandadvancesincloudcomputing,virtualization,mobiledevices,greenIT,socialnetworking,cybersecurity,anddatacenterconsolidationarechangingthefaceofinfrastructuresolutionsinorganizations.ThissessionwilldiscusshowITorganizationsneedtostaynimbleandagiletohandlethischallengeandalsoweighsinontheconsumerizationofanenterprise.Executiveandtechnologistperspectivesonthefinancial,strategic,andoperationalaspectsofthisdynamic

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environmentandhowITorganizationscanbeeffectiveinsuccessfullydeliveringoutcomestomeetthemissionsoforganizationswillbepresented.

IT Challenges for Space Medicine

kathy a. Johnson-throopBranch Chief, Medical Informatics and Healthcare SystemsJohnson space center



Spacemedicineprovideshealthcareservicesofvarioustypesforastronautsthroughouttheirlifetime,startingfromthetimetheyareselectedasastronauts.ITchallengesincludethefollowing:protectionofprivatemedicalinformation,accessfromlocationsbothinsideandoutsideNASA,nearly24x7access,accessduringdisasters,internationalpartneraccess,dataarchiving,off-regionbackup,securecommunicationofmedicaldatatopeopleoutsidetheNASAsystem(e.g.,expertconsultants),efficientmovementofmedicalrecordinformationbetweenlocations,searchandretrievalofrelevantinformation,andprovidingalloftheseservicesorcapabilitieswithinalimitedbudget.InSpacemedicine,weprovidefortheseinvariousways:limittheamountofprivatemedicalinformationstoredlocally;utilizeencryptionmechanismsthattheinternationalpartnerscanalsouse;utilizetwo-factorauthenticationandvirtualizedservers,aswellasemployconcept-basedsearch;andusestandardizedterminologiesandmessaging.

Cloud Computing Uses in NASA Missions, Ground Systems, and Science Processing Systems

Daniel whortonChief Technology Officer stinger ghaffarian technoLogY, inc.


track: innovation

NASA’sdemandingmissionrequirementsdriveITsystemsthatareverycomplexandexpensivetosupport.CancloudcomputingreducecostsanddevelopmenttimeofNASAsystems?Whatis

theimpactonsupportofthesystemsthroughthelifecycleofthesystem?Usingoldertechnologies,NASAprojectsoftendeveloplargecustomapplicationsandsystemsthatareveryexpensivetodevelopandsupport,especiallyoveralong-lifemission.

ThispresentationwilldeliveranevaluationofthepotentialareasofNASAmissionITthatwouldbenefitfromtheuseofcloud-computingtechnologies.Wewillevaluatedevelopmentcostperformance,manageability,availability,andsecuritywithcurrentandnear-futuretechnologies.Areastobeconsideredincludemissiongroundsystems,missionplanningsystems,scienceprocessingsystems,developmentsystems,andsimulators.Thepresentationwillidentifytheareasthatarethe“low-hangingfruit”forreducingcostsanddeliveringmissionsuccessthroughtheuseofcloudcomputing,aswellasstartingaroadmaptofutureimplementations.ThispresentationwilldemonstratethatNASAcanachieveimprovedperformanceonmissionITwiththeuseofshared-cloudcomputing.

Dare to Dream: Managing IT at JPL

James rinaldiChief Information OfficerJet propuLsion LaboratorY


track: CiOs Speak

TheJetPropulsionLaboratory(JPL)isaFederallyfundedresearchanddevelopmentcenterandNASAFieldCentermanagedbytheCaliforniaInstituteofTechnology.ItistheleadU.S.Centerforroboticexplorationofthesolarsystem.ImaginethelifeoftheChiefInformationOfficer(CIO)insuchafascinatingandtrailblazingenvironment.DaretodreamabouttheopportunitiesthatarepresentedastheCIOmanageshigh-endcomputingandprovidesuniquesupporttothescientificandprojectcommunities.ThispresentationwillcovermanagementofITsystemsandinfrastructuresaswellasthechallengesfacedinmanagingITasnewpathsarelaidatJPLinsupportofNASA’smission.

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DAY 2 tuesdaY AUGUST17,2010,10:15AM–11:05AM

Effectively Using Social Medial Within Business Organizations

kevin D. JonesInternal Social Media Strategist marshaLL space fLight center



Enterprise2.0usessocialtoolswithinorganizationsforperformanceimprovement,innovation,andcommunication.Becauseitisnew,mostpeopledonotknowwhatitshouldlooklikeorhowitshouldworkwithinanorganization.

Whatdoescollaborationlooklikewiththesetools?Whatworksandwhatdoesnot?Howopenshouldmysolutionbe?Whataboutmonitoring?HowdoIgetpeopletoadoptsocialtechnologies?Whattypesoftoolsareoutthere?WhataresomecriticalthingsIcan’tmisswhenputtingtogetherasocialstrategy?WhatdoIdoaboutthosewhowillresistthis?Whatpartdoescultureplayintheadoptionofthesetools?Whataboutrecordsretention,security,andgovernance?Shoulditcomefromthetopdownorfromthebottomup?WhatdowedoaboutthesocialapplicationsthatarespringingupatmyCenter?ShouldIevenusetheword“social?”

Thepresentationwilltakealookattheseandotherquestionsinadditiontoansweringquestionsyoumayhaveaboutputtingtogetheryourinternalsocialmediaandnetworkingstrategy.

Government and the Revolution in Scientific Computing

Lewis ShepherdDirector and General Mangermicrosoft’s institute for advanced technoLogY

in government



ArecentincreaseinGovernmentR&Dinvestmentsinselectedareasofnationalinterest,coupledwiththefirst-everappointmentsofaFederalCIOandCTO,arecoincidingwithanexcitingnewstageinscientificresearchamongmassiveamountsofdata.Innovationsintechnologyaretransformingourabilitytomeasure,monitor,andmodelhowtheworldbehaves,withprofoundimplicationsforscientificresearch.NASAscientistsareamongthosewhowillhavetheopportunityandabilitytotransformthewaywetackleglobalchallengeslikespacetravelandclimatechange.ThistalkwillexaminetheGovernment’sroleindrivingscientificinvestment,itsinfluenceonengineeringandbusiness,andtheradicalnewclassofsuper-powerfultechnologiesenablinglarge-dataresearchandcomputingonplatformsofreal-timeandarchivalGovernmentdata.

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AUGUST17,2010,10:15AM–11:05AM | tuesdaY | DAY 2

n n Success Stories from IT Consolidations

karen PetraskaActing Program Executive for Data Centersheadquarters

Corinne irwinProject Executive for Authentication and Authorizationheadquarters

John SpragueProject Executive for End-User Servicesheadquarters



AsthestateofIThasmatured,enterpriseshavebeguntomoveawayfromworkgroupandorganizationbasedITinfrastructuretoscalable,centrallymanagedinfrastructureservices.Costefficiencyisacommonreasontomakethatmigration,buttherearemanyotherbenefitstotheorganizationandendusers.NASAhasmigratedavarietyofservicestoenterpriseinfrastructure,andthespeakersinthissessionwilltalkaboutsomeofthosemigrations,thepathtosuccess,theobviousandsomelessobviousbenefitsofconsolidation,andtheoverallintegrationchallenges.

Deliver IT Innovation and Optimize IT Service Delivery with ITIL Practices

terence OkusSenior ITIL, ITSM Consultanthp enterprise services


track: governing it and managing Projects

Ingovernment,businessandtechnologycircles,theITInfrastructureLibrary,orITIL®,isviewedasthemostwidelyacceptedapproachtoITServiceManagement(ITSM)intheworld.ITILprovidesacohesivesetofbestpractices,drawnfromboththepublicandprivatesectorsandisthebackboneforstructuringthedeliveryofITinawaythatoptimizesservicequality,improvesservicelevelsandreducescosts.Thelatestversion,ITILV3,hasbecomethedefactostandardforITservicedelivery,especiallywithitsemphasisonmanagingtheservicelifecycleandprovidingvaluetothebusinessandhowtechnologycanbestbeleveragedtoenhancethatvalue.HP,asthelargestproviderofoutsourcedITinfrastructureintheworld,wrotemoreofITILV3thananyothercompany,including“ServiceOperation,”oneofthefiveITILV3corebooks.Akeypartof“ServiceOperation”addresseshowtoeffectivelyrespondtochangesinanorganization’smission,businessandITenvironmentstoachievestabilityandflexibilityandprovidestheframeworktoenablingthedeliveryofinnovationintoanexistingenvironment.ThispresentationwillhighlightkeylessonsandbestpracticestosuccessfullyimplementITIL,theintroductionofITinnovationintoITservicedelivery,andourinteractionswiththeITILgoverningbody.

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DAY 2 tuesdaY AUGUST17,2010,10:15AM–11:05AM

Facilitating Project Management and Systems Engineering with Collaborative Technologies

mario OrtegaSenior Associatebooz aLLen hamiLton

Sean gallagherSenior Associatebooz aLLen hamiLton


track: Destination: Space—Developing an

innovative workforce

Today’sEnterprisePerformanceManagement(EPM)suitesproviderobust,standardprogramandprojectmanagementcapabilitiestoincludescheduleandresourcemanagement,andevenadvancedcapabilitiessuchasearnedvaluemanagement(EVM).Forrobustsystemsengineeringorganizations,thesecommercialoff-the-shelftools(COTS)oftencomeupshortonthefullfunctionality.Integratingexisting,ownedcollaborativetechnologies,suchasSharePoint,organizationscanenhanceanenterprise’sprogramandprojectmanagementenvironmentswithrobustworkflows,processstandardization,costandrisktransparency,financialsystemsintegration,strategicdashboardsandscorecarding,recordsmanagementcompliance,socialnetworking,andemergingcollaborativecapabilities.MaximizethereturnoninvestmentbyfocusingondevelopingmissioncriticalcapabilitywhilebenefitingfromindustryleadingCOTSplatformsreducingcostofownershipandmaintenance.Increasevisibilityandtransparencyofdataandartifactstointegrateandgeographicallydispersetechnicaldevelopmentteams.

Perspectives on the IT Needs, Challenges and Opportunities within NASA’s Mission and Mission Support Directorates

Joseph BredekampSenior Science Program Executive for Information Systemsnasa science mission directorate

Scott goodwinChief Information Officernasa space operations mission directorate

Beverly HamiltonChief Information Officernasa expLoration sYstems mission directorate

Phil milsteadChief Information Officernasa aeronautics research mission directorate

kelly CarterChief Information Officernasa headquarters

moderatorCharles HolmesVice-chairit infrastructure committee of the nasa

advisorY counciL


track: CiOs Speak

time: 10:15 a.m. to 12:15 p.m.

NASA’sMissionDirectoratesandthenewMissionSupportDirectorateuseITtoenableandsupportmissions.Inthispanel,CIOsfromthefourNASAMissionDirectoratesandtheMissionSupportDirectoratediscusstheirviewsonwhatisneededformissionsuccess.AfterabrieforientationbyeachDirectorateontheirbusiness,themoderatorwillfacilitateadiscussiontoexplorethechallengesandopportunitieswhereITcanplayacriticalrole.Thepanelwillconcludewithaquestionandanswersessioninvolvingtheaudience.

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AUGUST17,2010,11:20AM–12:15PM | tuesdaY | DAY 2

n n Using Social Media Tools to Reach Digital Natives

Nicholas SkytlandEngineerJohnson space center



Digitalnatives,peopleforwhomdigitaltechnologiesalreadyexistedwhentheywereborn,arealreadyamajorpartofoursocietyandhaveaheavyinfluenceonourfuture.Digitalnativeshavedifferentattitudes,approaches,andhabitsthanthoseinprecedinggenerations.Theyhavespenttheirentirelivessurroundedbyandusingdigitalmediatoexpressthemselves,connectwithfriends,exploretheirworlds,andcreatenewcontent.Byunderstandingthedigitalnatives’interactionswithdigitalmedia,wewillbeabletounderstandbetterhowtoharnesstheopportunitiestheirdigitalfluencypresentsandultimatelyengagetheminNASA’smission.Thissessionaimstoaddressthischallengeandexplorehowwecanusesocialmediatoolstoengagedigitalnativesinourmission.

Specificquestionstobediscussedduringthissessionincludethefollowing:

1.Whoisthedigitalnative?Dodigitalnativesreallyprocessinformationinadifferentwaythandigitalimmigrants?

2.Howdoweusesocialmediatorecruit,engage,andorganizedigitalnativesaroundourmission?Dotheyevenwanttoparticipate?

3.Howcananexistingorganizationadapttotheattitudes,approaches,andhabitsofthedigitalnatives?

The POWER of Green IT

Charles Onstott Chief Technology Officer science appLications internationaL

corporation (saic)

homeLand and civiLian soLutions business unit



Withthegrowingimportancegiventotheconservationofresources,thefocusonGreenITisgrowingsharper.Fromthedesktoptothedatacenter,corporationsandGovernmentagenciesareevaluatingwaystoreducepowerconsumptionandconsolidateunderutilizedassets.ByexaminingthecurrentandfuturestateoftheITinfrastructure,SAIChastakenthefirststeptowardamoreefficientITenvironment.

ThroughSAIC’scarefulattentiontothephysicalarchitectureconfigurationofadatacenter(aislecontainment,tileplacement,serverandstorageoptimization,servervirtualization,anddesktop/applicationvirtualization),recognizablereductionsinresourceutilizationcanberealized.OurapproachtoGreenITlooksatwaystoimplementsolutionsinallareasoftheITinfrastructure.Inaddition,“greening”theofficeenvironmentisakeyaspectofreducingpowerconsumptionthroughasecureconvergedsolutionapproach.

ThispresentationonGreenITwillprovideconcreterecommendationsandapproachestoreducingthecarbonfootprintofyourITinfrastructureandalsoidentifynumerousbenefitstoberealizedwhentheserecommendationsareimplemented.

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DAY 2 tuesdaY AUGUST17,2010,11:20AM–12:15PM

NCCIPS: An Innovative Federal Shared Data Center

Bradley BrownDeputy Program Manager nationaL center for criticaL information

processing and storage (nccips)

stennis space center



NASAbeganmanagementofNCCIPSonApril1,2010,transferringthefacilityfromtheNavy.NCCIPSisdesignedasanationalshared-servicesdatafacilitywhosecurrentFederalcustomersaretheDepartmentofHomelandSecurity,theNavy’sDefenseSuper-ComputingResourceCenter(DSRC),andtheDepartmentofTransportation.

NCCIPSprovidesasecuredataprocessingandstoragefacilityonGovernmentpropertywithin-depth,layeredsecurity.TheNCCIPSfacilityiscurrentlyTier2+(alignedwithUptimeInstitute)withfundingandprojectsunderwaytocreateaTier3+facility.Thefacilitywillhavethreeindependent,high-capacitypowerfeedsandtwoPointsofPresence(POP)availableforroutinghigh-bandwidthcircuits.TheNCCIPSfacilityisappropriateforsensitiveandsecureapplicationsandhasspaceavailableforNASAuse.Someoftheavailablespaceisbuiltoutina30-footraisedfloor,butmuchofthespaceisconfigurable,rawsquarefootage.

ETADS: Empowering NASA Users thru Emerging Technologies

Sasi PillayChief Information OfficergLenn research center

tony FaccaETADS Project ManagergLenn research center



TheEmergingTechnologyandDesktopStandards(ETADS)groupconsistingofastate-of-the-arttestbedfacilityislocatedattheGlennResearchCenter.ETADSisdedicatedtothe

implementationofAgencyprojectsrelatedtostandardsforend-usercomputing,desktopsecurity,andsystemconfiguration.ThispresentationwilltakealookatETADSandtherequirementsforaninnovativeworkforce,aworkforcethatincludesdiversityinexpertiseandanextensiveknowledgeofcurrentITtrends.JoinusaswetakeaglimpseintothetechnicalintricaciesofmodernoperatingenvironmentsandthecomplexitiesassociatedwithNASA-wideimplementations.

Understand the Meaning of Your True Colors

maday andersonmadaY consuLting


track: Destination: Space—Developing an

innovative workforce

Doyouknowwhatdrivesyou?Whydoyoureact,behave,communicate,andthinkthewayyoudo?Howdoothersperceiveyou?Howwelldoyouworkwithothers?Whatcausesyoustress?

Thisbriefsessionisonlythebeginningtounderstandingyourcontributiontobecomingacohesiveteam.TrueColorsaddressestheFormingstageofteamdevelopmentandwork-groupdynamicstoachievecollaborationtowardacommonvisionandmission.ByapplyingyourTrueColors,youwill:

n Learnhowtoenhanceinteractionswithothers

n Discoveryourcommunicationpreferencesandstyle

n Reachmutuallybeneficialoutcomeswithothers

n Learntominimizeconflict

n Enhanceyourleadershipstyle

n Formcohesiveteams

n Improvecommunicationsatalllevelsofmanagement

n Learnhowtocustomizeyourcommunicationapproach

n Bringvisibilitytoyourstrengthsandcontributionstoateam

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AUGUST17,2010,12:45PM–1:20PM | tuesdaY | DAY 2

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Climate@Home: Delivering Climate Modeling as a Service (CMaaS) with Existing IT Infrastructure

Dr. Steven armentroutFounder and CEOparabon computation

michael SeablomTechnology Development ManagerEarth Science Technology Officegoddard space fLight center


track: Brown Bag—NaSa Projects and Strategies

Fewtopicsgeneratesuchwidespreadandpassionatedebateasclimatechange.Asamatterofglobalconsequence,ithasarguablybecomethe“CopernicanControversy”ofthe21stcentury.Giventhefar-reachingeconomicandpoliticalimplicationsoftheclimatepoliciesthatarenowbeingformulated,atnotimehastherebeenagreaterneedtoimproveourcollectiveunderstandingofEarthsystemscience.Becauseclimatesdonotadmittodirectexperimentation,climatemodelingandsimulationhasemergedasanintellectualpursuitwithmotivationsfarbeyondtheadvancementofscience.Recognizingtheneedandopportunitytomoredeeplyunderstandthestrengthsandweaknessesofcontemporaryclimatemodeling,researchersatNASA’sSoftwareIntegrationandVisualizationOffice,alongwithindustrypartnersNorthropGrummanandParabonComputation,havecreatedtheClimate@Homeproject.UsingidleandotherwisewastedcomputingcapacityonNASA’sITinfrastructuretoperformitscalculations,Climate@Homeemploysahighlysecure-gridcomputingframeworktodeliverCMaaStoseveralFederalagencies.

Inthispresentation,theaudiencewilllearnabouttheITinnovationsthathavemadethisprojectpossible.TheClimate@HomesoftwarecombinesgridandcloudcomputingtechnologiesacrossNASA’sITinfrastructuretoexecutelarge-scaleMonteCarlosimulationsofEarth’sclimate.NASA’sNebulaCloudhostsParabon’sFrontierGrid,whichinturnmanagesacomputingservicepoweredbytheidlecapacityofworkstationsandserversatGoddardandAmes.Theresultisalow-costsolutiontoacomputationalproblemthatcouldotherwisecostmillionsofdollarstosolve.Becauseclimatepredictionsaresubjecttointensescrutiny,reproducibilityofresultshasbeenofparamountimportanceandforthisreasonanovelsolutionwasrequiredtoexecuteallClimate@HomesimulationsunderafixedLinuxvirtualmachine(VM)imagethatrunsidenticallyunderallmajoroperatingsystemsonthegrid.Innovationsindistributeddatastorageanddecompositionoftheproblemdomainwillalsobediscussed.

Lessons Learned: Science and Exploration Activities in Remote Field Locations

ray gilstrapNetwork Engineerames research center



NASAconductsanumberofscienceandexplorationactivitiesinremotefieldlocationsaswellasmaintainsarapidlydeployabledisaster-responsecapability.Theseactivitiestypicallyrequiredata,voice,and/orvideoconnectivityfromthefieldtoexternalsites.Inordertomeettheserequirements,AmeshasdeployedhybridnetworkarchitecturesthatincorporatewiredandwirelessEthernetnetworksatthefieldsite,satellitelinksforconnectivityoutsideofthesite,andexistingterrestrialnetworksforaccesstoremoteinstitutionsandtheInternet.Thispresentationoutlinesthesearchitecturesanddescribesthelessonslearnedthroughanumberoffielddeployments.

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DAY 2 tuesdaY AUGUST17,2010,12:45PM–1:20PM

Penetration Testing and Vulnerability Assessment

ernest LopezActing Security Operations Center (SOC) Operations Managerames research center

matt LintonIT Security Specialistames research center



“Thedifferencebetweentheoryinpracticeissmallintheory,butgreatinpractice.”TheITsecurityindustryhasmaturedintoabehemothwithhundredsofservices,platforms,applications,andframeworkstochoosefromtoimplementsecurityintheenterprise.Sowhyarethebadguysstillwinning?Securityproductscanbepurchasedfromanyvendor(orinstalledforfreefromSourceFourge)tosuitnearlyanyneedandunderFederalmandate.NASAisdoingmoreplanning,documentation,andreviewoftheirITsecuritythaneverbefore.Whatdothebadguyshavethatwedonot?Perhapstheansweriswhattheylack—untrueassumptionsaboutoursecurityposturegleanedfromthoseexactreviewanddocumentationprocesses.

ThispresentationwillprovideanoverviewofAmes’spenetration-testingprogramandexaminewhatisbeingdoneright,whatisstillnecessary,andhowacomprehensivepenetration-testingprogramcanprovideNASAwiththesecurityedgetoeventhescorewiththebadguys.

Achieving IT and Business Alignment Through Enterprise Architecture, Strategic Planning, and Portfolio Management

eric NilsonStrategic Planning and Portfolio Management OfficeOffice of the CIOJet propuLsion LaboratorY



TheessenceofITandbusinessalignmentisreallyaboutensuringthattherightITcapabilitiesarecreatedattherighttimeforthebusiness.Itisalsoaboutensuringthatthebusinessisinapositiontoproperlyleveragethosecapabilities.Inshort,alignmentoccurswhentheITorganizationfocusesonprovidingtheITthatmatters.JPL’sstrategyforachievingITandbusinessalignmentistoharmonizethetoo-oftenstove-pipeddisciplinesofenterprisearchitecture,strategicplanning,andportfoliomanagementwithinagovernanceframeworkthatexplicitlyallocatescertaindecisionrightsandaccountabilitiestotheITorganizationandotherrightsandaccountabilitiestothebusinessitself.ThisstrategyishelpingJPLbetterleveragecommonservicesformissionsandtomorerapidlyincorporateinnovativeITintotheJPLecosystem.

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n n Information Technology Research Services: Powerful Tools to Keep Up with a Rapidly Moving Field

Paul HunterChief Technology Officegoddard space fLight center



ManyfirmsofferITresearchreports,analystcalls,conferences,seminars,tools,leadershipdevelopment,etc.TheseentitiesincludeGartner,ForresterResearch,IDC,theBurtonGroup,SocietyforInformationManagement,InfoTechResearch,theCorporateExecutiveBoard,andsoon.ThispresentationwillcoverhowanumberoftheseservicesarebeingusedatGoddardtoimproveITmanagementpractices,workforceskills,approachestoinnovation,andservicedelivery.Thesetoolsandservicesareusedacrosstheworkforce,fromexecutiveleadershiptoITworkers.Thispresentationwillcoverthetypesofserviceseachvendorprovidesandtheirprimaryengagementmodel.TheuseoftheseservicesatotherNASACentersandHeadquarterswillalsobeincluded.Inaddition,youwilllearnhowtwooftheseservicesareavailablenowtotheentireNASAITworkforcethroughenterprise-widesubscriptions.

Single Point of Entry for Students Seeking Internships, Fellowships, or Scholarships with NASA

Deborah SharpeProgram Integration and Management Divisioninformation technoLogY and communications

directorate

goddard space fLight center



GoddardSpaceFlightCenterpartneredwiththeNASAHeadquartersOfficeofEducationtodevelopandimplementasystemthatservesasasinglepointofentryforstudentsseekinginternships,fellowships,orscholarshipswithNASA.TheGoddardProjectTeamhasworkedwithanAgency-wideteamcomprisedofmembersfromallNASACenterEducationOffices,MissionDirectorates,theHeadquartersOfficeofHumanCapitalManagement,andtheHeadquartersOfficeofDiversityandEqualOpportunitytodefinerequirementsandplantheimplementation.TheprojectestablishedAgencycommonbusinessprocessesthatstandardizetheapplicationandselectionofstudentsforinternshipandfellowshipopportunities.Thissystemprovidesfunctionalityusedbynonprofitorganizationsthatspecializeinrecruitingstudentsfromalltypesofinstitutionsacrossthecountrytoexpandtheinstitutionsrepresentedintheapplicantpool.ThestreamlinedprocessesallowNASAtocompetewithindustryandacademiainobtainingstudentinternsandfellows,whichultimatelyincreasestheworkforcepipelineofformerNASAinternsandfellows.

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Open Government at NASA

robbie SchinglerChief of Staffoffice of the chief technoLogist

nasa headquarters


track: Open government and transparency

OpenGovernmentatNASAisbasedonaperspectiveofcontinuouslearning,theintegrationofpolicy,technology,andcultureandadaptingtoarapidlychangingexternalenvironment.NASAbelievesthatintegratingOpenGovernmentPrinciplesintoexistingsystems(e.g.,governancecouncilsandperformancemanagementsystems)providesthebestframeworkforsuccess.NASA’sOpenGovernmentPlanistheresponsetoPresidentObama’sOpenGovernmentDirective.TheOpenGovernmentInitiativeisamovementwithinGovernmenttoadapttothechangingexternalenvironment,embracenewtechnologies,engagewithourcitizens,andencouragecollaborationsandpartnerships.TheOpenGovernmentDirectivecallsonNASAtodowhatitdoesbest-innovate.NASAmustnowinnovatehowweinnovate,focusingontechnologiesthatadvancehumanityintospacewhilemoredirectlyinvolvingcitizensandpublic-privatepartnerships.TheOpenGovernmentDirectivealsocallsonNASAtochangethewayitdoesbusiness,andasaresult,turnNASAintoa21stcenturyspaceprogramfora21stcenturydemocracy.NASA’sOpenGovernmentPlan,submittedinApril2010,hasbeenrecognizedbytheWhiteHouseandexternalauditorsastopintheU.S.Government.

Where Is IT Heading? 10-Year Technology Trend

tomas SoderstromIT Chief Technology Officer Jet propuLsion LaboratorY



ITisbecomingevermoreimportantinourdailylives,bothprofessionallyandpersonally.ReactingtotheacceleratingchangeofITisadifficultanddauntingtaskfortheorganization

aswellasfortheindividual.Althoughitmayseemimpossibletokeepup,wecanfindpracticalreliefbyproactivelypredictingwhatwillchangeandwhenthechangewilloccur.Thesepredictionscanbeusedtoimproveproductivityimmediatelyaswellasforthelongterm.ThispresentationwillfocusonhowtopredictITtrends,whatthetrendswillbeoverthenext10years,andhowwecanactonthosepredictions.Wewillreviewlessonslearnedthusfaraswellasactionsgoingforward.Wewillalsolookatwhatwecanexpectinthenextdecade.

“A New Direction for EA at NASA”—Demand Side Focus and IT Innovation

will PetersChief Enterprise Architectnasa agencY


time: 2:45 p.m. to 5:00 p.m.


TheHeadquartersOfficeoftheChiefInformationOfficer(OCIO)ischarteredwithanewdirection.TheappointmentofanewChiefInformationOfficer,DeputyChiefInformationOfficer,andtheadditionoftheroleofChiefTechnologyOfficerforInformationTechnology(CTO-IT)hasenhanceditsabilitytoengagecustomersstrategically.Theirvisionistocreateademand-sidefocusthatestablishestheAgencymission’sneedsastheprimarydriverofITsolutionsandtechnologyinnovation.TheChiefEnterpriseArchitect(CEA-WillPeters)willpresenthowNASAintendstouseEnterpriseArchitecture(EA)asthekeyenablingtoolbywhichtoachievethisvision.EAwillbeusedtoengagecustomersstrategically,identifyingopportunitiestousenewtechnologies,effectivelyimplementintegratedsolutionscustomerswant,andoptimallyoperatethosesolutionsthroughtheirusefullifetime.ThiswillbedonebyintegratingEAwithineveryaspectofNASA’sITstrategiclife-cyclemanagementprocess,enablingtheOCIOOrganizationtobetheverybestitcanbe.

Panel Discussion

ea: a multi-agency Conversation on innovation,

mission, research, Development, and governance

in Context to the enterprise architecture

JoinfourFederalagenciesinadiscussiononhowEnterpriseArchitecture(EA)hasrecentlyshiftedtopartnerwiththeAgencymission,researchanddevelopment,governance,and

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innovation.HowdoyouengageyourmissionwithyourEAteamtocomplementthetasksathand?HowisEAimpactinginnovativestrategies?FindtheanswerstotheseandotherrelatedquestionsinapaneldiscussionincludingrepresentativesfromNASA,DOD,IRS,andNRC.

will PetersChief Enterprise Architectnasa agencY

Nitin NaikTechnical DirectorinternaL revenue service

Joyce grigsbyDeputy Director of Personnel and Readiness Information Management (P&R IM) for Enterprise Architecturedepartment of defense

Sandeep ShetyeChief Enterprise Architect for Constellation Program’s Information Systems Groupames research center

moderatoreduardo krumholzSenior Associate booz aLLen hamiLton

Capability Maturity Model Integrated (CMMI)—A Proven Path to Stellar IT

moderatorgeorge albrightProgram Executivescience mission directorate

headquarters

margaret kulpaChief Operating OfficeragiLedigm

kent a. Johnson Chief Technical Officer agiLedigm

John kellyProgram Executive for Software Engineeringnasa headquarters office of chief engineer

Sally godfreySoftware Process Improvement Project Managergoddard space fLight center

tim CrumbleySpecial Assistant in Space System DepartmentmarshaLL space fLight center


time: 2:45 p.m. to 5:00 p.m.


Executive Overview of the CMMI—Margaret KulpaTheprimarypurposeofthispresentationistointroducebasicCapabilityMaturityModelIntegration(CMMI)conceptsandtoexplainthebenefitsandcostsassociatedwiththeCMMI.DatacollectedfromtheuseofCMMIin35organizationsshowamedianimprovementinproductivityof61percent,inqualityof48percent,andamedianreturnoninvestmentof4to1.ParticipantswillbeintroducedtotheCMMIModelandthemeaningofeachlevel,basicbenefitsresultingfromusingtheCMMItoimproveyourprocesses,maturitylevelsversuscapabilitylevels,anddifferentapproachesforimplementingtheCMMIinyourorganization.ThispresentationisintendedforanyoneinterestedinlearningmoreabouttheCMMI,includingseniorexecutives,middlemanagers,projectmanagers,andprojectteammembersinorganizationsdevelopingandmaintainingsoftware-intensivesystems.

Agile/Scrum Development Using the CMMI Framework—Kent JohnsonIndividualsandorganizationscontinuetolookforwaystoimprovetheirapproachtosoftwaredevelopmentandmaintenance.Theirgoalisoftentoestablishmoreeffectiveandefficientprocessesandtogetmorevaluefromtheirefforts.Tothisend,someembraceAgileMethods,includingScrum,andsomeembraceCMMI.NotallorganizationshavebeensuccessfulwitheitherCMMIorAgileMethods.Furthermore,AgileMethodsandCMMIareoftenperceivedtobeatoddswitheachother.However,ithasbeendemonstratedthatthereisasynergyfromusingAgileMethodstogetherwithCMMI.

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Thispresentationexplainshowthiscombinationofflexibility,increasedcommunication,training,anddisciplineresultinmeasurablebenefitsincludingimprovedsatisfaction,quality,andpredictability.Experiencefrombothsuccessfulandunsuccessfulorganizationsformthebasisofspecificexamplespresented.

NASA Long-Term Experience with CMM and CMMI—Coordinated by Dr. John KellyThesessionwillbeshort,asitsintentistointroduceNASAparticipantsintheensuingpaneldiscussion.Eachspeakerwillbrieflyhighlighttheirlong-termexperiencewiththeCMMI,includinglessonslearnedininitiallyimplementingtheCMMI,experiencesinCMMIappraisalactivities,positiveandnegativeexperiences(fromalong-termperspective),andbenefitsthathavebeenrealizedfromadoptionoftheCMMImodel.SpeakerswillbewellinformedonNASACMMIcasestudyresults,andtheywillbepreparedtocitethemasappropriateintheroundtablediscussion.

Cmmi Panel DiscussionTheCMMIpaneldiscussionwillbeusedtoaddressaudiencequestionsinthefollowingareas:

n Questionsstemmingfromthethreeprecedingpresentations.

• ExecutiveOverviewoftheCMMI.

• AGILE/SCRUMDevelopmentWithintheCMMIFramework.

• NASALong-TermExperiencewithCMMandCMMI.

n NASA’sstrategyfortheCMMI—whatitis,andwhatitneedstobe.

n Positiveandnegativeexperiencesfromalong-termNASAperspective.

n KeylessonslearnedindecidingtoimplementtheCMMI.

n KeylessonslearnedintheCMMIappraisalprocess.

n Earlyfrustrationsversuslong-termbenefits.

IT Infrastructure: Key to Successful Application of Model-Based Systems Engineering on NASA Programs

Jody FluhrSenior Systems EngineerfLuhr engineering, LLc

booz aLLen hamiLton


track: innovation

NASA’smissionsrequiresuccessfuldevelopmentanddeploymentofcomplexsystem-of-systems.Inpushingtheenvelopeinspaceexploration,NASA’sprogramsdriveadvancesinsystemsengineering.TheConstellationprogramhasinvestedheavilyinitssystemsengineeringcapabilitytoaddressthecomplexityofitsmissionsandthespace-basedandground-basedsystemsrequiredtoachievemissionsuccess.Thisinvestmenthasresultedinamodel-basedsystemsengineeringcapability,basedontheNASA Systems Engineering Handbook(NASA/SP-2007-6105).Itisdeployedasformalprocesses,procedures,training,andanintegratedtoolsuiteaccessibletoateamofGovernmentandcontractorengineersdistributedacrossNASACentersandtheUnitedStates.ThispresentationwillprovideanoverviewofConstellation’smodel-basedsystemsengineeringcapabilityandthedemandsitplacesontheITinfrastructure.

Stellar Stars: Reflections of a Center CIO

James williamsames research center

ken NorlindrYden fLight research center

Sasi k. PillaygLenn research center


track: CiOs Speak

CenterCIOswillhighlightthebestofthebestattheirCenters.

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Collaboration—The Next Generation

gabriel rangelSenior Solutions ArchitectJet propuLsion LaboratorY


track: Open government and transparency

Workingtogetherhasneverbeenmoreimportant,andwehaveneverhadmorechoices.Butaretheyeffective?Dopeoplecollaboratemoreeffectivelynowthanbefore?Dotheycollaborateatall?Whattoolsandtechnologiesareavailable,andwhichonesareeffective?ThispresentationwillreviewhowITcanandshouldenablecollaborationandthenewtechnologiesthatmakeitpossible.Lessonslearnedandactionsgoingforwardwillbepresented.

Cloud Computing—Architecture, IT Security, and Operational Perspectives

Steven HuntIT Governance Managerames research center

matthew Chew SpenceSenior IT Security Compliance Consultantames research center

matt LintonIT Security Specialistames research center



Firsttherewasthemainframe,thenthepersonalcomputer,andnowthereareWebapplicationsanddatacenters.WiththeprogressionofITarrivingatitsnextlevelofdecentralizationandabstraction,cloudcomputingseemspoisedasthenextsteponourwaytothematrix.Asaresult,wenowfaceunprecedentedleapsintheabilityofuserstosharedataandcomputingresourceswhetherintendedornot.

Virtualizationandcloudcomputingpresentuniquetechnical,operational,andpolicycompliancechallengesthatrequireuniquesolutionstoadequatelyaddressthechallenges.This

presentationwilloutlinecloudcomputing,ingeneral,andtheNASANebulaCloudComputingplatform,inparticular,fromarchitectural,ITsecurity,andoperationalperspectives.

Case Study: Data Center Optimizes Server Capacity with New Energy Efficient Model

Clemens PfeifferChief Technology OfficerpoWer assure


track: innovation

Theapplicationutilizationforlargerserverfarmsintoday’sdatacentersistypicallyhighlyvolatileduetonumerousfactors.Time-of-dayusagepatterns,promotionsandadvertisements,andunexpectedeventsallcausespikesindemand.Asaresult,datacenteroperatorshavetodealwithahighlevelofuncertaintywhenplanningcapacity.Tomitigatetherisk,operatorsover-provisionequipment,keepingtheirentirepoolofservers“alwayson.”Asaresult,theiraverageutilizationdropsbelow20percentwithoccasionalpeaksof85to90percent.Learnhowonelargedatacentermovedtoan“alwaysavailable”modeltolowerpowerconsumptionandsavemorethan56percentofpoweroverthe“alwayson”model.


adrian gardnergoddard space fLight center

kelly Carterheadquarters

Larry N. SweetJohnson space center


track: CiOs Speak


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DAY 3 WednesdaY AUGUST18,2010,8:30AM–9:15AM

Real Solutions for Real Needs: Providing Assistive Technology in the IT Environment

mike Youngalisa Louthercomputer eLectronic accommodations program’s

technicaL evaLuation center (captec)


track: end-User Services

ThispresentationwillprovideanoverviewoftheservicesprovidedbytheComputerElectronicAccommodationsProgram(CAP).CAPisacentrallyfundedprogramoutoftheDepartmentofDefense.CAP’smissionistoprovideassistivetechnologyandaccommodationstoensurethatpeoplewithdisabilitiesandwoundedservicemembershaveequalaccesstotheinformationenvironmentandopportunitiesintheDepartmentofDefenseandthroughouttheFederalGovernment.Thepresentationwillincludedemonstrationsofcommonlyrequestedtechnologyforemployeeswithalltypesofdisabilities.

OCIO Student Innovator Award

moderator Dr. mabel matthewsManager, Higher Educationheadquarters

room: azalea 1

track: education

Studentwinnerswillpresent.TheawardcategoryistheuseoftechnologyininspiringtheK–12andpeercommunitythroughNASA-relatedoutreachactivitiesandeducationalinteractions.

NASA’s Strategic Roadmap Leading to Enhancements in Agency Business Systems

Neil rodgersDeputy Directoroffice of the chief information officer

marshaLL space fLight center

room: azalea 2


Overthelastdecade,NASAhasmadestrategicinvestmentsintheacquisitionanddeploymentofenterprisebusinesssoftwareandassociatedITinfrastructuretotransformitsoperationsandpromotetransparencywithitsstakeholders.Soaftermillionsofdollars,endlessscrutiny,andtheheroiceffortsofhundredsofbusinessandITprofessionalsthroughouttheAgency,thisquestionfrequentlygetsasked:“Arewethereyet?”Thispresentationwilltakealookathowthe“OneNASA”objectiveinfluencedinvestmentsinenterprise-applicationecosystemslikeSAP,whathasbeenaccomplished,andwhatisontheAgency’sstrategicbusinesssystemsroadmap.

Balancing NASA IT Governance Requirements While Implementing Cutting-Edge IT Projects

gary CoxNASA Associate Chief Information Officer (CIO), Policy and Investment Divisionheadquarters

James williamsActing CIOames research center



Implementingcutting-edgeITprojectsisarealityatAmes.Regardlessofthetechnologyinvolved,eachprojectmustadheretotheNASAITgovernancestructure.Thispresentation

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AUGUST18,2010,8:30AM–9:15AM | WednesdaY | DAY 3

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n willgiveanoverviewofNASA’sITgovernancestructure,whichprovidesguidanceandoversightonITprojects.DecisionsmadebytheITStrategyandInvestmentBoard(SIB),ITProgramManagementBoard(ITPMB),ITManagementBoard(ITMB),andManagement/BusinessSystemsIntegrationGroup(M/BSIG)arekeycomponentstotheprojectlifecyclewithinNASA.Howdothesedecisionstrulyaffectyourproject?ACenter’sperspectiveonbalancingpolicyrequirementswhileimplementingcutting-edgeITtechnologywillbegiven.

Government and Virtual Worlds

Daniel LaughlinResearch Scientist goddard earth science and technoLogY center at

the universitY of marYLand

eric HackathornProgram ManagernationaL oceanic and atmospheric administration


track: innovation

Virtualworldshavegonefromanichegamephenomenonwithafewhundredthousandplayersin2000toaboomingindustrywithtensofmillionsofusersin2010.Gartnerpredictsthat80percentofheavyInternetuserswillhaveavatarsinvirtualworldsby2011.Somepredictthatthe3D,immersive,anddigitalenvironmentsarethenextevolutionoftheWeb.ItisoftenclaimedthatvirtualworldsarenowwheretheWorldWideWebwasintheearly1990s.Yetafteradecadeofgrowthandclaimsofenormouspotential,virtualworldscontinuetolieoutsidetheexperienceofmostofthosewhoworkwiththeGovernment.ThispanelwillprovideanoverviewofthepowerofvirtualworldsandsummarizesomeoftheGovernmentactivitytakingplacewithinvirtualworlds.


James rinaldi Jet propuLsion LaboratorY

michael J. BolgerKennedY space center

Cathy H. magnumLangLeY research center


track: CiOs Speak


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Have a SEAT with ODIN DOCOTRs

Debrina Harrellnasa shared services center

Camilla Logangoddard space fLight center

Burt L. BrightmarshaLL space fLight center



NASA’sOutsourcingDesktopInitiative(ODIN)isaninnovativeapproachtodesktopcomputingandcommunicationssupport.ThroughODIN,NASAhasembracedanewparadigminITmanagement—onewhichfocusesthecivilserviceworkforceonmission-relatedactivities,leveragestheexperienceandflexibilityofthecommercialsector,andreducesthecostsofprovidingtheseservicestoNASAcustomers.TheODINDeliveryOrderContractingOfficerTechnicalRepresentatives(DOCOTRs)areresponsibleforensuringtheODINprogramremainsafloat.TheymakecertainthatservicesattheirCentersmeetcustomerexpectationsandthattherequirementsofthecontractarefulfilled.ThispresentationwillallowthepanelofODINDOCOTRstoexploretheevolutionofODIN,itscurrentstate,andthebenefitsandchallengesexperienced;panelistswilladdressquestionsfromtheaudience.

OCIO Faculty Research Award


room: azalea 1

track: education

Facultywinnerswillpresent.TheawardcategoryistheuseofinnovationinNASA-relatedresearch.

Balancing Agency Software Supply and Demand Using Enterprise License Consolidation

michael mudgettnasa shared services center

room: azalea 2


ThePresidentialMemorandumonGovernmentContractingmandatesagenciestoeliminatewasteandinefficiencyfromGovernmentcontractingandachievesavingsandperformanceimprovementsforourcitizens.Tomeettheseobjectives,NASA’sOfficeoftheCIOhasimplementedastrategyfortheconsolidationofavarietyofsoftwareandmaintenancecontractsintoEnterpriseLicenseAgreements(ELAs)thatprovideAgency-widesupportundersinglecontractsratherthanmultiplecontractsacrosstheAgency.NASA’sSharedServicesCenterEnterpriseLicenseManagementTeam(ELMT)regularlyreviewstheAgency’scontractrequirementstoidentifyandconsolidatesoftwareandmaintenanceproducts,utilizingsmallbusinessparticipationwheneverpossible.DuringFY2009,theELMTconsolidatedfourcontracts,resultinginapproximately$4.5millioninsavings.TheELMTeffortswererecentlyrecognizedwiththeNASAAcquisitionImprovementAwardandonthefollowingWhiteHouseWebsite:http://www.whitehouse.gov/omb/procurement_index_gov_contracting/#memo.Thispresentationwilladdressenterprise-licenseconsolidationatNASA.

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New Developments in IT Project Management Policy at NASA

Bob Benedictheadquarters

Lara Petzeheadquarters



SincetheissuanceinNovember2008ofNPR7120.7,InformationTechnologyandInstitutionalInfrastructureProgramandProjectManagementRequirements,newrequirementsandAgencyexperiencewithusingNPR7120.7haveresultedintheneedformodificationsinseveralsignificantareastoadvancethesuccessoftheAgency’sITprogramsandprojects.Topicsfordiscussionincludeprojectbaseliningandrebaselining;standardlevel2WorkBreakdownStructure;JointCostandScheduleConfidenceLevels;andtheacceptanceandmanagementofReviewItemDiscrepancies(RIDs).Thispresentationwilldiscussthechangesandtheirsources,howNPR7120.7anditsprocesseswillbeaffected,andtheresultingbenefitsfortheAgency’sITprogramsandprojects.

NextGen—A Very Large Multiagency Effort

John CavolowskyDirector, NASA Airspace Systems Programaeronautics research mission directorate


track: innovation

NextGenisamultiagencycollaborativeendeavorthathasdevelopedavisionandplantomeettheseriouschallengesfacingtheU.S.airtransportationsystem,bothcivilianandmilitary,asthedemandforairtransportationservicesgrowsoverthenext20yearsandbeyond.NASAworksinpartnershipwiththemultiagencyJointPlanningandDevelopmentOfficeandcontributesprimarilybydevelopingadvancedvehiclesandconcepts,capabilities,andtechnologiesforhigh-capacity,

efficient,environmentallyresponsible,andsafeairspaceandairportalsystems.ThesignificantITissuesincludeintegrationacrossmultipleagencies,allwithdifferentpoliciesandprocedures,forpurposesofdistributed,real-time,human-in-the-loopsimulations.Inaddition,thechallengeofdevelopingefficientandeffectivecomputersystemsthathandleverylargesourcecodefilesaimedatoptimizingthousandsofsimultaneousaircraftoperationswithuncertainty,probabilisticandnondeterministicbehavior,anddrivenbyunpredictableoff-nominalscenariosgrowsasthedemandforairtravelincreases.ComputationalneedsforairtrafficmanagementresearchanddevelopmentgofarbeyondthestandarddesktopITperspective.


Jonathan Q. PettusCIOmarshaLL space fLight center

Bruce O’DellCIOnasa shared services center

Dinna LeDuff CottrellCIOstennis space center


track: CiOs Speak


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Section 508 and You: Accessible Technology and New Technical Standards

antonio O. HaileSelassieAgency Section 508 Technical Accessibility Specialist headquarters

Betsy SirkElectronic and Information Technology (Section 508) CoordinatorInformation Technology Managergoddard space fLight center

tim CreaganSenior Accessibility Specialistunited states access board



ThispresentationwillhighlightthechangestoElectronicandInformationTechnology/Section508andcomplianceimplicationsasaresultoftheproposedupdatedstandards.StatusofNASA-specificSection508activitieswillbepresented.

In1998,CongressamendedtheRehabilitationActtorequireFederalagenciestomaketheirelectronicandinformationtechnologyaccessibletopeoplewithdisabilities.Specifically,Section508wasenactedtoeliminatebarriersininformationtechnology,tomakeavailablenewopportunitiesforpeoplewithdisabilities,andtoencouragedevelopmentoftechnologiesthatwillhelpachievethesegoals.AccessibilitystandardsandtechnicalprovisionsbasedontheamendmentwentintoeffectonJune25,2001.

Afternearlyadecade,anupdateoftheSection508accessibilitystandardsandtechnicalprovisionswasreleasedforpubliccommentinMarch2010.Thedraftfeaturesanewstructureandformatthatintegratesthe508standardsandTelecommunicationsAct(Section255)guidelinesintoasingledocumentreferredtoasthe“InformationandCommunicationTechnology(ICT)StandardsandGuidelines.”Requirementshavebeenreorganizedaccordingtofunctionalityinsteadofproducttypesincemanydevicesnowfeatureanarrayofcapabilitiesandapplications.Thereleaseddraftincludesproposedrevisionstovariousperformancecriteriaandtechnicalspecificationsthat

aredesignedtoimproveaccessibility,addclaritytofacilitatecompliance,addressmarkettrends,andpromoteharmonizationwithotherguidelinesandstandards.

Productsandtechnologiescoveredbythisrulemakingincludetelephones,cellphones,andothertelecommunicationproducts,computerhardwareandsoftware,Websites,mediaplayers,electronicdocuments,andPDAs,amongothers.Accessisaddressedforvariousdisabilities,includingthosethataresensory,physical,orspeech-relatedinnature.

OCIO Excellence in Teaching Award


room: azalea 1

track: education

Teacherswhoarewinnerswillpresent.Theawardcategoryistheuseofqualitytechnologyeducationprogramswithinthecurriculum.

Got Technology? Technology Got Records Management (RM)?

Daryll Prescott

room: azalea 2


Yourbudgetisimportant.Federallawandagencypolicyareimportant.Howdoyoubalancetheacquisitionoftechnologiestosupportmissionobjectiveswhileatthesametimecaptureandmanagetheevidenceofyourprogramsactivities?Theneedtousetechnologiestopreservetheevidenceanddocumentationofmissionactivitiesanddecisionmakingisoftennotconsidereduntillateorattheendoftheprogramlifecycle.Understandingthatrecordsmanagementcanbeano-orlow-impactactivitythroughsimplyapplyingindustrystandardsiskeytoyouragencymeetingitsresponsibilitiesunderthelawandagencypolicies.

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Challenges of Agency Projects and Lessons Learned

Linda rawlinsmarshaLL space fLight center

Carol S. BryantmarshaLL space fLight center

ken Freemanames research center



NASA’sOfficeoftheChiefInformationOfficer(OCIO)continuallypursuesstandardizationandcentralizationofitsITserviceswhileensuringsoundsecurity,performance,andfiscalaccountability.WhilemostintheOCIOcommunityintuitivelyacknowledgethevalueofsuchendeavors,thedistributedresponsibilityprofileforNASA’sITservicespresentssignificantchallengestosuchstandardizationandcentralization.ThisdiscussionwiththreeNASAprojectmanagerswillfocusonparallelsanddifferencesinvariousAgencyprojects,lessonslearned,effectivelyincorporatingbestpractices,anduniquerequirementsfrommultipleCentersandprograms,aswellasstrategiestomitigaterisksassociatedwithtransitionandultimately,operations.ParallelswithcommercialentitiesandrecentNASAITprojectswillbeexaminedtohighlightchallengesandevaluatetheeffectivenessofvariousstrategies.

Innovation in Times of Economic Crisis

James ChampyChairman EmeritusconsuLting, deLL services


track: innovation

Challengingeconomictimesoftenprovidethestimulusforinnovation.Buttotakeadvantageofhardtimes,enterprisesmustmakeharddecisionsaboutwheretoputtheirresources.Mr.Champywilltalkaboutthesourcesofinnovation,howtoengagepeopleinyourcauses,andtheneedforflawlessexecutions.

Drawingfromhisrecentseriesofbooks—OUTSMART!, INSPIRE!, andDELIVER!—hewillshowhowpeople,processes,andtechnologiescancombinetoproduceextraordinaryresults,eveninhardtimes.Healsowillprovideseveralexamplesofnewbusinessmodelsthatareemerging.

NASA CTO’s Vision and Strategy

Chris kemp

IT Chief Technology Officerroom: Chesapeake H and i

track: CiOs Speak

AschieftechnologyofficerforITatNASA,Mr.KempwillberesponsiblefortheAgency’sEnterpriseArchitectureDivisionandforintroducingnewandemergingtechnologiesintoNASA’sITroadmap.Mr.KempwillformulateandoverseeanewCTOCouncilwithparticipantsfromNASA’smissionorganizationsandFieldCentersthatwillfostercreativeideasandnurtureinnovationwithinNASA’sITorganization;italsowillleadanumberofITpilotprojects,suchastheNebulaCloudComputingPlatform.OneofMr.Kemp’sprimaryfocuseswillbedeterminingwaystomakeNASA’sITenvironmentmoreenergyefficient.HisorganizationalsowillhandleNASA’scontributionstotheWhiteHouseOpenGovernmentinitiative.ThispresentationwillfocusonMr.Kemp’svisionandstrategyastheNASACTOforIT.

IT Summit 2010 n Making IT Stellar at NASa 59

abstracts - nasa abstracts.pdf · even smaller, relying on spatially-aware just-in-time firmware...

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