organizational change - system design and...

Organizational Changetaking it from theory to realityOrganizational Changetaking it from theory to reality

JC Duh, NASAGordon Johnston, NASA

Jay Mullooly, Pratt & Whitney-PatonRuss Wertenberg, NASA

JC Duh, NASAGordon Johnston, NASA

Jay Mullooly, Pratt & Whitney-PatonRuss Wertenberg, NASA

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Preamble to the Panel

Rules of engagement– 3 ~30 minutes briefs, ~5 minutes for clarifying questions, 5 minute break– 10 minute bio-break– Participants participating in the discussion (60+ minutes or until done?)

• Use substantive questions placed in the parking lot during the briefs to seed the discussion

Three briefs, three perspectives• Gordon and Russ

– How do you apply the theory?– How do you grow a virus for organizational change?

• JC and Russ– The search for common characteristics that lead to success (or failure)– The big three for leadership: alignment, rigor, and discipline

• Jay– A first person perspective– Doing it now, feeling the pain and the joy of success (the process?)

The Challenge of Transition

(or how can we learn and not forget?)

The Challenge of Transition

(or how can we learn and not forget?)

Gordon JohnstonRuss WertenbergGordon JohnstonRuss Wertenberg

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The Challenges

• How do you transition human space flight from predominantly operations (shuttle and station) to development?– 30+ years of doing it one way and the need to do it 30+ years another way

• How do you prepare now for the operational challenges that are decades away– This drives the need for knowledge capture and extension

• The derived requirement:– Learn how to balance operational needs with continuous development

requirements of a multi-decadal program

• The politics of enterprise architecture (EA)– Federal enterprise architecture (EA) is the responsibility of the CIO for

each Agency– EA developed in the information technology world -- is it about information

or about technology? – EA can provide a structure for collecting and organizing information about

the entire organization to better inform decisions by senior executives

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The Vision for Space Exploration:Foundations for Transition

• Complete the International Space Station

• Safely fly the Space Shuttle until 2010• Develop & fly the Crew Exploration

Vehicle no later than 2014 • Return to the Moon no later than 2020• Extend human presence across the

solar system & beyond• Implement a sustained & affordable

human & robotic program• Promote international & commercial

participation in Exploration

NASA Authorization Act 2005The Administrator shall establish a

program to develop a sustained human presence on the Moon, including a

robust precursor program, to promote exploration, science, commerce, and United States preeminence in space,

and as a stepping-stone to future exploration of Mars and other

destinations. The Administrator is further authorized to develop and conduct appropriate international

collaborations in pursuit of these goals.

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Number 1 Priority – Safe Mission Execution

• The highest Shuttle Program priority is safe and effective mission flyout.

• International Space Station will be completed using as few flights as possible.

• NASA will conduct a fifth servicing mission to the Hubble Space Telescope.

• The current Space Shuttle manifest has 11 flights to the ISS, 1 flight to HST, and 2 contingency flights between now and 2010.

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Leveraging the Ares I and Ares V Heritage:Strategic and Tactical Implications

•• RSRM / SRB production RSRM / SRB production (Ares I and Ares V)(Ares I and Ares V)

•• External Tank fabrication facilities External Tank fabrication facilities (Ares I, and Ares V)(Ares I, and Ares V)

•• Ground processing facilitiesGround processing facilities•• Mission operations facilitiesMission operations facilities•• Operational experienceOperational experience

•• JJ--2 engine (Ares I and Ares V)2 engine (Ares I and Ares V)•• Operational experienceOperational experience

Saturn V Space Shuttle Ares I Ares V

Emphasize Life Cycle Cost and Risk Control

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Scope of the Transition Challenge: Shuttle Shuttle and ISS Flight Safety is #1 Priority

Color Code of Suppliers to Shuttle Prime Contractors:Yellow - BoeingDark Blue - USAPurple - Lockheed-MartinGreen - Hamilton SunstrandBlue - PWROrange - ATKRed - Orbiter Project (JSC)

• Approximately 17,000 civil servants and contractors*

• Shuttle occupies 654 facilities

• Over 980,000 equipment line items

• Total equipment acquisition value is ~$12B

• Total facilities replacement value is ~$5.7B

• 1,500+ Suppliers: 2007 Key for ET, SSME, Element Suppliers

7%

12%

12% 0%

16%

53%

Launch and Landing

Orbiter & Program Office - JSC

SSME

ET

Other (MOD, FCO, SLSD, Shared MSFC, RSRM, SRB)

Line Items by Element

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Workforce Strategy & Programs

Unique Challenges:– Retaining Skills for Shuttle Operations to Safely Execute Remaining Shuttle

Missions; and– Managing Transition of Appropriate Shuttle Workforce into Constellation

Development; and– Retaining Skills during Gap to Safely Execute Constellation IOC Flight Operations

Human Capital Transition Strategy:• Examine Unique aspects of Civil Service vs. Contractor Transition• Shuttle to Constellation Workforce Mapping: CS and Contractor, 9/07 for Phase 1, Fall 07 Phase

2Workforce Assessment: Civil Servant & Contractor• “10 Healthy Centers” -- Balance• CxP Program Requirements drive future Workforce and Skill NeedsProcesses: Examples• Competency Management System: NASA system, Local Control• Critical Skills Retention: Identification, Phasing, Approaches, Cost• Training: Cross-training, Re-training, Initial-Training, Frequency• Tracking and Surveys: Metrics, Surveys, Monitoring, Feedback Loop• Tools: Plan to Use Multiple Methods and Tools

– HR models: Numbers-based Approach (Funded & Unfunded FTEs/WYEs)– Process & Systems Modeling for Workforce Requirements (Ex. DoD, MicroSaint)– Workforce Information Cubes—NASA (WICN)– Ventana Systems/State Dynamics Model – Transition Module/What If Analysis

Workforce Synergy:• Personnel Splitting their Time & Workload Focus Between > 2 Programs: Shuttle, ISS, and

Constellation with Shuttle Having Priority due to Flight Safety Drivers

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Preparing Now for Operational Challenges Decades Away

An Enterprise Level Architecture that satisfies scenarios such asScenario Example: Orion experiences an on-orbit anomaly. The Mission

Management Team (MMT) has 12 hours to make a decision to continue the mission or bring crew home. Built-in-test data on the central electronics unit indicates a device on the processor card is not functioning properly. MMT requires processor card data including as-design/as-built data, failure history of components, circuit card failure history, circuit card schematic and analysis data for the card i.e., failure modes and effects analysis (FMEA) etc., within 4 hours to facilitate the decision making process.

With key features that– Ensure that data are accessible– Make the right data discoverable and understandable – Ensure that the right data will exist – Is agile and flexible– Queries are answered in minutes and hours– Data are exchanged in hours and days– Develop and use common vocabularies via one or more communities of interest

(COls)– Provide only Authoritative Data– Designate Operational Data Producers– Include both contractor and government developed engineering and

programmatic data

The need is to make the challenge recognizable to the stakeholders. In this case that spans engineers to senior executives. So we chose an Apollo 13 type event.

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Turning the Scenario into a Story (Proposal)

• Candid• Strategic• Mission focused• Requirements driven• Process oriented• Standards compliant• Collaborative• Cross mission activity• Reuse (when reasonable)

as default, vs. reinvent• Acknowledge that my

size does not fit all

• Result: given 4 months

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An Example of Requirements Integration with Architecture

VisionVision GovernanceGovernance

DataData

ToolsTools

Failure ScenarioFailure

Scenario

ESMD ArchitectureESMD Architecture

Business ArchitectureVision, Mission, Goals

Business ArchitectureVision, Mission, Goals

Data ArchitectureOrganizing, Structuring, & Sharing

Data for Leverage and Reuse

Data ArchitectureOrganizing, Structuring, & Sharing

Data for Leverage and Reuse

Service ArchitectureActivities that Directly Support Business Goal Achievement

Service ArchitectureActivities that Directly Support Business Goal Achievement

Technology ArchitectureEnabling Capabilities that Support

the Delivery of Services

Technology ArchitectureEnabling Capabilities that Support

the Delivery of Services

Performance ArchitectureMeasurement and Metrics to

Evaluate Accomplishment

Performance ArchitectureMeasurement and Metrics to

Evaluate Accomplishment

Key Drivers

RequirementCategories

Achieve Agency GoalsAchieve Agency GoalsModel-based

Systems EngineeringModel-based

Systems EngineeringGoal 4

Bring a new Crew Exploration Vehicle into

service as soon as possible after

Shuttle retirement

Goal 5Encourage the pursuit

of appropriate partnerships with the

commercial space sector

Goal 6Establish a lunar return program

having the maximum possible

utility for later missions to Mars

and other destinations

SecuritySecurity

Vision, Approach, & End State


Vision for Space Exploration


ProcessesProcesses

Enable ESMD Mission Goals

Enable ESMD Mission Goals

VisionGovernance

Failure Scenario

Key Drivers

RequirementsFlight & Ground System

…



Strategy

Future Architecture WorkFuture Architecture Work

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From Concept to Understanding to Making it Real

• EA must be viewed as a strategic tool and process• About information, not just IT• EA must be practical

– Mission focused– Program (requirement) driven– Value based– Strategically used

• EA must be simple– Familiar, not foreign– Co-opt instead of create whenever possible– Think more than reuse, think about recursion

• Same process(es) used at all levels

– Common ontologies, taxonomies, data architecture, IT architecture, …• Yes, this includes naming conventions

• Remember, you cannot make a decision if the requirement is neither recognized nor understood!

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Transitions in Today’s PresentationsTheory to Reality

• For NASA, this process has just started and has some way to go

• JC’s presentation will represent a search for best practices that might help a successful transition

• Jay’s presentation will talk about reality, how he is managing change today in the Ukraine

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