Transforming <br />NASA’s Facility Portfolio into <br />Next Generation Centers<br />William A. Tippin, DM, CMC – AECOM<br...
PM ChallengeFacilities Track Challenge<br /><ul><li>PM Challenge facilities track</li></ul>NASA facilities critical to mis...
Problem Statement andPresentation Objective<br /><ul><li>Problem statement</li></ul>Transform NASA’s facility portfolio in...
NASA Master PlanningTransforming our Centers’ Facilities<br />Agency    Facilities    Vision<br />1<br />AGENCY<br />2<br ...
Agency Facilities Vision:Portfolio Management<br />Academy of Program / Project & Engineering Leadership<br />Project Mana...
Step 1: Establishing a Sense of Urgency<br />Share of NASA facilities under 40 years old<br />As assets age and requiremen...
Step 2: Forming a Powerful Guiding Coalition<br />2008<br />NASA Administrator<br />reviews a model projecting 40-year out...
 Reconfirmed need for renewal funding</li></ul>     2010 Outcomes:<br /><ul><li> Plans more integrated, strategic, consistent
Strategic renewal plans linked to funding</li></ul>7<br />
Step 3: Creating a Vision<br />Confirmed Strategy<br />“NASA will renew and modernize its facilities to sustain its capabi...
Center Master Plan:Program Management<br />Academy of Program / Project & Engineering Leadership<br />Project Management C...
Step 4: Communicating the Vision<br />10<br />
NASA PM team<br /><ul><li>Refine overall programmatic requirements, advocate for resources, and develop implementation str...
Step 5: Empowering Others to Act on the Vision<br />12<br />NASA PM team<br /><ul><li>Formed first, composed of 2 or 3 peo...
Team consists of a planning component and an implementation component
Refine overall programmatic requirements, advocate for resources, and develop implementation strategies
Partnered with GSA via an Interagency Agreement
Developed Project Management Plan defining roles and responsibilities between NASA and GSA</li></li></ul><li>Step 5: Empow...
Facility “residents” defined high-level user requirements
PM team maintains adherence to vision, budget, and agency goals and constraints
Stakeholder retains program approval
Produced “Program Requirements Document”</li></li></ul><li>Step 5: Empowering Others to Act on the Vision<br />14<br />Pro...
Contract support for conceptual and preliminary design, final design and construction, construction management, quality as...
Multiple tiers of subcontractors
GSA handles bulk of PM duties</li></li></ul><li>Flexible Facilities:Project Management<br />Academy of Program / Project &...
Step 6: Planning for and Creating Short-Term Wins<br />Taking the vision of change, and making it a  visible reality  <br ...
Expand the constituency of partners
Encourage stakeholder buy-in
Communicate through a variety of means  </li></ul>16<br />
Making the Vision Visible…<br />ONIX, Inc.<br />Precision Elevator Services, Inc.<br />17<br />
Making the Vision Visible…<br />18<br />
Making the Vision Visible…<br />19<br />
Making the Vision Visible…<br />20<br />
Making the Vision Visible…<br />21<br />
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Weaver.ed

  1. 1. Transforming <br />NASA’s Facility Portfolio into <br />Next Generation Centers<br />William A. Tippin, DM, CMC – AECOM<br />Kim W. Toufectis – NASA<br />Cheryl L. Allen – NASA<br />Edward D. Weaver, AIA, LEED AP – AECOM<br />Academy of Program / Project & Engineering Leadership<br />Project Management Challenge 2011<br />9 February 2011<br />
  2. 2. PM ChallengeFacilities Track Challenge<br /><ul><li>PM Challenge facilities track</li></ul>NASA facilities critical to mission success <br />Construction & maintenance on-going<br />Present unique challenges<br /><ul><li>PM 2011 Challenge question</li></ul>What are the infrastructure challenges<br />How are these challenges being tackled<br />2<br />
  3. 3. Problem Statement andPresentation Objective<br /><ul><li>Problem statement</li></ul>Transform NASA’s facility portfolio into next generation centers<br /><ul><li>Presentation objective statement</li></ul>Use the Kotter model as a tool to explain the process of transformational management NASA is facing in implementing it’s Master Plan<br />3<br />
  4. 4. NASA Master PlanningTransforming our Centers’ Facilities<br />Agency Facilities Vision<br />1<br />AGENCY<br />2<br />3<br />Center Master Plans<br />4<br />CENTER<br />5<br />Project Management<br />Program Management<br />Portfolio Management<br />Establishing a Sense of Urgency<br />Planning for, Creating Short-Term Wins <br />Communicating the Vision<br />Flexible Facilities<br />6<br />Forming a Powerful Guiding Coalition<br />PROJECT<br />Consolidating Improvements, Producing Still More Change<br />7<br />Empowering Others to Act on the Vision<br />8<br />Creating a Vision<br />Institutionalizing New Approaches<br />4<br />
  5. 5. Agency Facilities Vision:Portfolio Management<br />Academy of Program / Project & Engineering Leadership<br />Project Management Challenge 2011<br />5<br />
  6. 6. Step 1: Establishing a Sense of Urgency<br />Share of NASA facilities under 40 years old<br />As assets age and requirements evolve, we must renew the assets our programs need<br />6<br />
  7. 7. Step 2: Forming a Powerful Guiding Coalition<br />2008<br />NASA Administrator<br />reviews a model projecting 40-year outcomes of several investment scenarios<br />2008Outcomes: <br /> • “Slow and steady” renewal strategy<br />• Funding pending evaluation of impacts<br />Agency<br />Leadership<br />reviews facilities<br />management,<br />resources, strategy,<br />and investments<br />Center<br /> Leadership<br />updates facilities <br /> Master Plans to<br />align with Agency<br />strategy and funding <br />2009 Outcomes: <br /><ul><li> A refined strategy and facilities governance
  8. 8. Reconfirmed need for renewal funding</li></ul> 2010 Outcomes:<br /><ul><li> Plans more integrated, strategic, consistent
  9. 9. Strategic renewal plans linked to funding</li></ul>7<br />
  10. 10. Step 3: Creating a Vision<br />Confirmed Strategy<br />“NASA will renew and modernize its facilities to sustain its capabilities, and to accommodate those capabilities in the most efficient facilities set practical.”<br />8<br />
  11. 11. Center Master Plan:Program Management<br />Academy of Program / Project & Engineering Leadership<br />Project Management Challenge 2011<br />9<br />
  12. 12. Step 4: Communicating the Vision<br />10<br />
  13. 13. NASA PM team<br /><ul><li>Refine overall programmatic requirements, advocate for resources, and develop implementation strategies</li></ul>Customer team<br /><ul><li>NASA PM team + Customer teams (residents) + Local stakeholders (LaRC management)</li></ul>Project team<br /><ul><li>NASA PM team + GSA PM team + Contract support</li></ul>Step 5: Empowering Others to Act on the Vision<br />11<br />
  14. 14. Step 5: Empowering Others to Act on the Vision<br />12<br />NASA PM team<br /><ul><li>Formed first, composed of 2 or 3 people in Facilities Engineering
  15. 15. Team consists of a planning component and an implementation component
  16. 16. Refine overall programmatic requirements, advocate for resources, and develop implementation strategies
  17. 17. Partnered with GSA via an Interagency Agreement
  18. 18. Developed Project Management Plan defining roles and responsibilities between NASA and GSA</li></li></ul><li>Step 5: Empowering Others to Act on the Vision<br />13<br />Customer team<br /><ul><li>NASA PM team + Customer teams (residents) + Local stakeholders (LaRC management)
  19. 19. Facility “residents” defined high-level user requirements
  20. 20. PM team maintains adherence to vision, budget, and agency goals and constraints
  21. 21. Stakeholder retains program approval
  22. 22. Produced “Program Requirements Document”</li></li></ul><li>Step 5: Empowering Others to Act on the Vision<br />14<br />Project team<br /><ul><li>NASA PM team + GSA PM team + Contract support
  23. 23. Contract support for conceptual and preliminary design, final design and construction, construction management, quality assurance, commissioning, etc.
  24. 24. Multiple tiers of subcontractors
  25. 25. GSA handles bulk of PM duties</li></li></ul><li>Flexible Facilities:Project Management<br />Academy of Program / Project & Engineering Leadership<br />Project Management Challenge 2011<br />15<br />
  26. 26. Step 6: Planning for and Creating Short-Term Wins<br />Taking the vision of change, and making it a visible reality <br /><ul><li>Tie projects to Center Master Plan and Agency Facilities Vision, as the foundation to build on
  27. 27. Expand the constituency of partners
  28. 28. Encourage stakeholder buy-in
  29. 29. Communicate through a variety of means </li></ul>16<br />
  30. 30. Making the Vision Visible…<br />ONIX, Inc.<br />Precision Elevator Services, Inc.<br />17<br />
  31. 31. Making the Vision Visible…<br />18<br />
  32. 32. Making the Vision Visible…<br />19<br />
  33. 33. Making the Vision Visible…<br />20<br />
  34. 34. Making the Vision Visible…<br />21<br />
  35. 35. Making the Vision Visible…<br />22<br />
  36. 36. Initial decisions foster more clarity about future direction – and the transformation<br /><ul><li>As new concepts for operating and working are accepted they allow additional improvements to occur
  37. 37. Improved campus, research and office environments can facilitate better management, science and engineering</li></ul>Step 7: Consolidating Improvements / Producing Still More Change<br />23<br />
  38. 38. Clear Decisions Clarify New Directions…<br />Region<br />24<br />
  39. 39. Clear Decisions Clarify New Directions…<br />Area<br />25<br />
  40. 40. Clear Decisions Clarify New Directions…<br />Center<br />26<br />
  41. 41. Clear Decisions Clarify New Directions…<br />Core<br />27<br />
  42. 42. Clear Decisions Clarify New Directions…<br />Site<br />28<br />
  43. 43. Step 8:Institutionalizing New Approaches<br />29<br />Setting a new baseline for future transformations<br /><ul><li>Current practices are based upon available facilities and resources
  44. 44. Renewed facilities can help establish the new culture and fabric of the Center</li></li></ul><li>A New Approach…<br />30<br />
  45. 45. A New Approach…<br />31<br />
  46. 46. Summary Statement<br />Academy of Program / Project & Engineering Leadership<br />Project Management Challenge 2011<br />32<br />
  47. 47. NASA Master PlanningTransforming our Centers’ Facilities<br />Agency Facilities Vision<br />1<br />AGENCY<br />2<br />3<br />Center Master Plans<br />4<br />CENTER<br />5<br />Project Management<br />Program Management<br />Portfolio Management<br />Establishing a Sense of Urgency<br />Planning for, Creating Short-Term Wins <br />Communicating the Vision<br />Flexible Facilities<br />6<br />Forming a Powerful Guiding Coalition<br />PROJECT<br />Consolidating Improvements, Producing Still More Change<br />7<br />Empowering Others to Act on the Vision<br />8<br />Creating a Vision<br />Institutionalizing New Approaches<br />33<br />
  48. 48. 34<br />
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