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  • 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
  • 2. PM ChallengeFacilities Track Challenge
    • PM Challenge facilities track
    NASA facilities critical to mission success
    Construction & maintenance on-going
    Present unique challenges
    • PM 2011 Challenge question
    What are the infrastructure challenges
    How are these challenges being tackled
    2
  • 3. Problem Statement andPresentation Objective
    • Problem statement
    Transform NASA’s facility portfolio into next generation centers
    • Presentation objective statement
    Use the Kotter model as a tool to explain the process of transformational management NASA is facing in implementing it’s Master Plan
    3
  • 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
  • 7. Step 2: Forming a Powerful Guiding Coalition
    2008
    NASA Administrator
    reviews a model projecting 40-year outcomes of several investment scenarios
    2008Outcomes:
    • “Slow and steady” renewal strategy
    • Funding pending evaluation of impacts
    Agency
    Leadership
    reviews facilities
    management,
    resources, strategy,
    and investments
    Center
    Leadership
    updates facilities
    Master Plans to
    align with Agency
    strategy and funding
    2009 Outcomes:
    • A refined strategy and facilities governance
    • 8. Reconfirmed need for renewal funding
    2010 Outcomes:
    • Plans more integrated, strategic, consistent
    • 9. Strategic renewal plans linked to funding
    7
  • 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
  • 13. NASA PM team
    • Refine overall programmatic requirements, advocate for resources, and develop implementation strategies
    Customer team
    • NASA PM team + Customer teams (residents) + Local stakeholders (LaRC management)
    Project team
    • NASA PM team + GSA PM team + Contract support
    Step 5: Empowering Others to Act on the Vision
    11
  • 14. Step 5: Empowering Others to Act on the Vision
    12
    NASA PM team
    • Formed first, composed of 2 or 3 people in Facilities Engineering
    • 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
    • 18. Developed Project Management Plan defining roles and responsibilities between NASA and GSA
  • Step 5: Empowering Others to Act on the Vision
    13
    Customer team
    • NASA PM team + Customer teams (residents) + Local stakeholders (LaRC management)
    • 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
    • 22. Produced “Program Requirements Document”
  • Step 5: Empowering Others to Act on the Vision
    14
    Project team
    • NASA PM team + GSA PM team + Contract support
    • 23. Contract support for conceptual and preliminary design, final design and construction, construction management, quality assurance, commissioning, etc.
    • 24. Multiple tiers of subcontractors
    • 25. GSA handles bulk of PM duties
  • Flexible Facilities:Project Management
    Academy of Program / Project & Engineering Leadership
    Project Management Challenge 2011
    15
  • 26. Step 6: Planning for and Creating Short-Term Wins
    Taking the vision of change, and making it a visible reality
    • Tie projects to Center Master Plan and Agency Facilities Vision, as the foundation to build on
    • 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
  • 36. Initial decisions foster more clarity about future direction – and the transformation
    • As new concepts for operating and working are accepted they allow additional improvements to occur
    • 37. Improved campus, research and office environments can facilitate better management, science and engineering
    Step 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
  • 43. Step 8:Institutionalizing New Approaches
    29
    Setting a new baseline for future transformations
    • Current practices are based upon available facilities and resources
    • 44. Renewed facilities can help establish the new culture and fabric of the Center
  • A New Approach…
    30
  • 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