1. Transforming NASA’s Facility Portfolio into Next Generation Centers William A. Tippin, DM, CMC – AECOM Kim W. Toufectis – NASA Cheryl L. Allen – NASA Edward D. Weaver, AIA, LEED AP – AECOM Academy of Program / Project & Engineering Leadership Project Management Challenge 2011 9 February 2011

4. NASA Master PlanningTransforming our Centers’ Facilities Agency Facilities Vision 1 AGENCY 2 3 Center Master Plans 4 CENTER 5 Project Management Program Management Portfolio Management Establishing a Sense of Urgency Planning for, Creating Short-Term Wins Communicating the Vision Flexible Facilities 6 Forming a Powerful Guiding Coalition PROJECT Consolidating Improvements, Producing Still More Change 7 Empowering Others to Act on the Vision 8 Creating a Vision Institutionalizing New Approaches 4

5. Agency Facilities Vision:Portfolio Management Academy of Program / Project & Engineering Leadership Project Management Challenge 2011 5

6. Step 1: Establishing a Sense of Urgency Share of NASA facilities under 40 years old As assets age and requirements evolve, we must renew the assets our programs need 6

9. Strategic renewal plans linked to funding7

10. Step 3: Creating a Vision Confirmed Strategy “NASA will renew and modernize its facilities to sustain its capabilities, and to accommodate those capabilities in the most efficient facilities set practical.” 8

11. Center Master Plan:Program Management Academy of Program / Project & Engineering Leadership Project Management Challenge 2011 9

12. Step 4: Communicating the Vision 10

15. Team consists of a planning component and an implementation component

16. Refine overall programmatic requirements, advocate for resources, and develop implementation strategies

17. Partnered with GSA via an Interagency Agreement

19. Facility “residents” defined high-level user requirements

20. PM team maintains adherence to vision, budget, and agency goals and constraints

21. Stakeholder retains program approval

23. Contract support for conceptual and preliminary design, final design and construction, construction management, quality assurance, commissioning, etc.

24. Multiple tiers of subcontractors

27. Expand the constituency of partners

28. Encourage stakeholder buy-in

29. Communicate through a variety of means 16

30. Making the Vision Visible… ONIX, Inc. Precision Elevator Services, Inc. 17

31. Making the Vision Visible… 18

32. Making the Vision Visible… 19

33. Making the Vision Visible… 20

34. Making the Vision Visible… 21

35. Making the Vision Visible… 22

37. Improved campus, research and office environments can facilitate better management, science and engineeringStep 7: Consolidating Improvements / Producing Still More Change 23

38. Clear Decisions Clarify New Directions… Region 24

39. Clear Decisions Clarify New Directions… Area 25

40. Clear Decisions Clarify New Directions… Center 26

41. Clear Decisions Clarify New Directions… Core 27

42. Clear Decisions Clarify New Directions… Site 28

45. A New Approach… 31

46. Summary Statement Academy of Program / Project & Engineering Leadership Project Management Challenge 2011 32

47. NASA Master PlanningTransforming our Centers’ Facilities Agency Facilities Vision 1 AGENCY 2 3 Center Master Plans 4 CENTER 5 Project Management Program Management Portfolio Management Establishing a Sense of Urgency Planning for, Creating Short-Term Wins Communicating the Vision Flexible Facilities 6 Forming a Powerful Guiding Coalition PROJECT Consolidating Improvements, Producing Still More Change 7 Empowering Others to Act on the Vision 8 Creating a Vision Institutionalizing New Approaches 33

48. 34