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Ed mangopanelpm challengefinal
Ed mangopanelpm challengefinal
Ed mangopanelpm challengefinal
Ed mangopanelpm challengefinal
Ed mangopanelpm challengefinal
Ed mangopanelpm challengefinal
Ed mangopanelpm challengefinal
Ed mangopanelpm challengefinal
Ed mangopanelpm challengefinal
Ed mangopanelpm challengefinal
Ed mangopanelpm challengefinal
Ed mangopanelpm challengefinal
Ed mangopanelpm challengefinal
Ed mangopanelpm challengefinal
Ed mangopanelpm challengefinal
Ed mangopanelpm challengefinal
Ed mangopanelpm challengefinal
Ed mangopanelpm challengefinal
Ed mangopanelpm challengefinal
Ed mangopanelpm challengefinal
Ed mangopanelpm challengefinal
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Ed mangopanelpm challengefinal

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  • 1. National Aeronautics and Space Administration SAME CREW… NEW RIDE Changing Strategy PM Challenge Commercial Crew Program Managing the Momentum Change Ed Mango Manager, Commercial Crew Program February 23, 2012
  • 2. Changing CourseJust another day at the office turning on a dime! 2
  • 3. “I am a man of fixed and unbending principles, the first of which is to be flexible at all times.” Everett Dirksen 3
  • 4. Programmatic Changes The Commercial Crew Program (CCP) approach was to initiate a Fixed Price FAR based contract called Integrated Design Contract (IDC) Four weeks from RFP release, the FY12 appropriation was approved at $406M • The threshold of pain was less then $500M One day after the Appropriation Bill was signed, NASA Senior Management asked the Program to impact the budget against the acquisition plans CCP leadership developed five options and talked through them with NASA Senior Management Just prior to Thanksgiving, the CCP was told to seriously consider the possible Space Act Agreement (SAA) approach On December 2, 2011, the CCP was told to plan for an SAA approach and prepare to cancel the IDC The final decision would be made the week of December 12, 2011 The decision was made to switch to a SAA for next round due to budget uncertainty with the use of a Fixed Price FAR Contract Publicly announced on December 15, 2011 and at a Program Forum on December 20, 2011 4
  • 5. Programmatic ChangesNow for the real turning on a dime… SAA Commercial Crew Integrated Capability (CCiCap) was developed over the holidays Agency approval was completed at the end of January 2012 The revised Program Strategy was presented publicly on February 7, 62012 The AFP (RFP for an SAA) was released on February 7, 2012 We plan to award CCiCap in the July/August timeframe 5
  • 6. Acquisition Challenge 6
  • 7. Program Goals Have Not Changed Facilitate U.S. private industry development of safe, reliable, and cost effective human space transportation to and from low Earth orbit and the International Space Station for use by the U.S. Government and other customers Enable the eventual purchase of commercial services by NASA to meet its ISS crew transportation needs, once the capability is matured and available 7
  • 8. Budget Reality Drove Change in Acquisition Strategy FROM 52% decrease from PBR TO PBR FY 2012 Appropriated FY 2012 • Design requirements no longer on $850M contract $406M • Providers propose design and development implementation consistent with their business plan and with NASA requirements as reference Integrated Design • Insight and limited oversight Contract (IDC) Commercial Crew Integrated Capability (CCiCap) • Goal is for development to be Development, conducted under SAA (base period SAA Test and + optional milestones) Evaluation • Certification for NASA crewed flight conducted under contract Certification Contract (DTEC) Contract Services Services Contract Contract 8
  • 9. Quick Response to FY12 Budget Appropriation Original strategy relied on competition to minimize cost of Commercial Crew Transportation System (CTS) certification Reduction in budget would not sustain competition through certification • Increased risk of high certification and services costs CCP strategy was re-assessed after the budget appropriation was approved in November 2011 Acquisition planning team developed an alternate strategy and released an announcement for proposals in ~11 weeks • Integrated design and development of commercial CTS through the use of funded SAAs • Improved AFP based on lessons learned from CCDev2 Change in strategy enabled continued development of multiple CTS designs Time spent maturing details of multiple acquisition strategies can mitigate the risk of budget uncertainty. 9
  • 10. Keeping the Focus 10
  • 11. Getting the Job Done during Change Partner Integration Teams provide technical and process insight of Commercial Crew Development Round 2 (CCDev2) SAAs (considerable travel to Partner locations) for: • Milestone acceptance (payment) • Understanding of Partner‟s developing element/system • Providing human space flight knowledge and lessons learned to Partners Communication • Important to keep teams appraised of change/developments to elevate concerns – Teams are traveling nationwide, spend little face-to-face time with Program. Need to put priority on providing teams information. 11
  • 12. Getting the Job Done during Change Keeping teams focused on the task at hand. Cannot risk current performance over future uncertainty. • Program leadership must clearly display priorities through words and actions – CCDev2 represents ~80% of Commercial Crew budget, so teams must remain fully engaged and focused on providing service to Program and Partners. Adapting - what does the change mean to the teams? • Enabling flexibility in the organization to adapt to what comes next – Planning management of contract, but agility for SAAs if outcome • Providing direction so teams see where they fit in the future – Assurance teams were applicable for possible future states, but not sugarcoating (things were going change) 12
  • 13. Requirements 13
  • 14. Same Requirements… New Strategy Requirements developed independent of acquisition strategy • Based on technical and safety needs Team continued to refine and publish baseline requirements • Stayed focused on goal Change in acquisition strategy drove revised approach to verification development • Providers propose development milestones to meet their requirements • NASA requirements are only reference Program is focused on developing verification strategy independent of architecture • Limited oversight • No formal acceptance of waivers or deviations • Difficult environment for technically focused engineers Created small teams to develop strategy and framework • Using lessons learned from previous programs (Altair and Constellation) • Requires careful balance of long term needs and immediate response • Need to avoid "this is how it has to be done" mentality 14
  • 15. Management ChallengesHow to get a whole Program crew to change direction? 15
  • 16. Management Challenges How to get a whole Program crew to change direction? Buildtrust in the CCP Leadership Communicate often and openly Keep the baseline path moving forward Minimize disruption to the entire Program crew Create a small tiger team to develop the new approach Ensure Leadership always thinks at least one step ahead of the crew Divide the work effort into small pieces Delegate and trust lower-level implementation Communicate, Communicate, Communicate 16
  • 17. Program Management and Leadership  Soft Skills  Listening  Communicating  Schedule  Trust  Cost  Delegating  Technical  Always Positive  Political  Can-Do 17
  • 18. Change is Hard "In the Chinese language, the word „crisis‟ is composed of two characters, one representing danger and the other, opportunity." - John F. Kennedy 18
  • 19. Summary Changing Program momentum requires focused Program Management techniques,but more importantly, creative leadership techniques. 19
  • 20. Taking America to New Heights 20
  • 21. 21

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