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Nasa at i_co_p_aug2011 2


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Presented August 2011 to the federal Ideation Community of Practice re: NASA’s innovation strategy, including use of innovation platforms (internal and external tools for crowdsourcing collaboration) and innovation spaces (hacking spaces, TechShop/FabLab/etc.)

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Nasa at i_co_p_aug2011 2

  1. 1. Innovation Platforms and SpacesNASA’s Strategy for InnovationCase Studies, Best Practices, and Forward PlansIdeation Community of Practice (ICoP)August 9, 2011<br />
  2. 2. Innovation Strategy and ResultsiCOP – Washington, DCAugust 9, 2011<br />Jeffrey R. Davis, MD<br />Director, Space Life Sciences, NASA<br />Jennifer A. Fogarty, PhD<br />Innovation Lead, Space Life Sciences, NASA<br />Cynthia M. Rando, CHFP<br />Innovation and Strategy Coordinator, Wyle<br />Samantha Snabes<br />Deputy Strategist, Wyle<br />
  3. 3. Strategic Initiatives<br /><ul><li>Summary: Innovation Strategy
  4. 4. Driven by visioning exercise and strategic plan
  5. 5. Informed by alliances benchmark and Harvard Business School open innovation and portfolio mapping models and collaborative projects
  6. 6. Tested by innovation pilot project
  7. 7. Realized by establishing:
  8. 8. NASA Human Health and Performance Center (October 2010)
  9. 9. Center of Excellence for Collaborative Innovation (July 2011)
  10. 10. Future work
  11. 11. Continue collaborative innovation initiatives
  12. 12. Pursue collaborative research models
  13. 13. Develop Strategic Framework for Innovation </li></ul>3<br />
  14. 14. Strategic Initiatives<br />Why Else Collaborate?<br />Federal government policy<br /><ul><li>The President’s Sept 2009 Strategy for American Innovation
  15. 15. Calls on agencies to increase their ability to promote and harness innovation using tools such as prizes and challenges
  16. 16. Dec 2009 OMB memo
  17. 17. Requires agencies to further these principles
  18. 18. Mar 2010 OMB memo
  19. 19. Provides guidance on policies and issues related to using prizes and challenges to promote innovation</li></ul>4<br />
  20. 20. Innovation Pilots<br />Four pilot projects<br /><ul><li>InnoCentive- posts individual challenges/gaps to their established network of solvers (~300,000)</li></ul>Financial award if the solution is found viable by the posting entity<br /><ul><li> acts as an actual technology scout bringing together buyers and sellers of technologies </li></ul>Option to develop partnerships<br /><ul><li>NASA@work-internal collaboration platform leveraging expertise found across NASA’s 10 centers
  21. 21. TopCoder - open innovation software company with a large network of solvers (~300,000) </li></ul>Variety of skill-based software coding competitions<br />5<br />
  22. 22. NASA Pavilion on InnoCentive<br />6<br />Global Appeal-<br />2900 solvers<br />80 Countries<br />
  23. 23. InnoCentive Pilot Results<br />7<br />
  24. 24. Important for protecting health in space flight <br />Previous work to extend prediction capability beyond 1-2 hours not successful<br />Challenge: <br />4-24 hour prediction <br />2 sigma confidence interval<br />Result: <br />8 hour prediction <br />85% accuracy<br />3 sigma confidence interval<br />Solution submitted by retired Radiofrequency engineer<br />8<br />
  25. 25. 9<br /><br />
  26. 26. 10<br /> PilotResults<br />
  27. 27. example: Bone Imaging <br />Page 11<br />11<br />
  28. 28. NASA@work<br />12<br />
  29. 29. NASA@workCenter Participation<br />13<br />
  30. 30. Example: JSC Challenge<br />The Challenge: <br />Non-Invasive Means to Detect Internal Leakage <br />This Challenge asked Solvers to identify technologies and/or concepts which will provide monitoring of the pressure in a small volume between seals (or valves) non-invasively.<br />The Participation:17 Participants from 7 Centers20 Discussion Posts <br />
  31. 31. Non-Invasive Means to Detect Internal Leakage<br />The Solution:<br />Marshall applied a Wireless Ceramic Pressure Sensor that they had tested and had experience using in Structural Health Monitoring applications. <br />Challenge Owner Feedback:<br />“Half of the Solutions were deemed by the team to be of sufficient quality to consider for an award. My team chose to award the Solvers for their ‘Wireless Ceramic Pressure Sensor’ concept which holds promise.”<br />“I hope that NASA adopts this platform as an ongoing tool. It provides the opportunity to break down the "silos" that all too often impede the open flow of solutions.”<br />
  32. 32. 16<br />TopCoder<br />
  33. 33. TopCoder Experience<br />Opportunity presented to NASA by Harvard Business School<br /><ul><li>Research project to compare outcomes of collaborative and competitive teams
  34. 34. NASA provided the problem statement </li></ul>Optimize algorithm that supports medical kit design<br />Competition began on 11/04/2009 and lasted approximately 10 days<br /><ul><li>2800 solutions were submitted by 480 individuals
  35. 35. Useful algorithm developed and incorporated into NASA model
  36. 36. Team felt this process was more efficient than internal development
  37. 37. Next steps – NASA Tournament Lab with HBS and TopCoder developed to seek many novel optimization algorithms for ISS</li></ul>17<br />
  38. 38. Portfolio Analysis - Metrics<br />Metrics in development<br />Direct costs of open innovation tools<br />Indirect costs (NASA/Contractor team member time)<br />Determine “best” success rate for challenges conducted<br />Compare to existing tools<br />For example, average challenge <$50K to phase I SBIR $100K; grants usually much more<br />Intangibles<br />Connect NASA expertise internally<br />Develop new collaborations externally<br />Promote the space program (participatory exploration)<br />18<br />
  39. 39. Innovation Pilot Lessons Learned<br />Challenge/Technical Need Training<br />Identification <br />Development<br />Predictive Implementation<br />Legal Restrictions<br />Participation<br />Challenge team development<br />Owner and support team<br />Funding Plan<br />Posting cost<br />Awards Fees<br />Follow-up and predicative implementation<br />19<br />
  40. 40. Next steps<br />Longer term contracts for external crowdsourcing, consortium, and internal collaboration platforms<br />Centralized resource using our most experienced people<br />Decision framework for using open and traditional problem solving tools together<br />20<br />
  41. 41. NASA Human Health and Performance Center<br />Membership<br />90 + members:<br />Seven NASA Centers<br />International Space Station partners: JAXA, DLR <br />Government orgs: FAA, GSA, USAF Research Labs, two NIH Centers, FDA, USAID, ONR<br />Academia: FAA COE (Stanford), MIT, UTMB, Tufts, Clemson<br />Corporate: Philips, Johnson & Johnson, Procter & Gamble, General Mills, Nike, GE, InnoCentive,, Cazneau, Pitney Bowes, UnitedHealth Group, Kimberly-Clark Corp.<br />Nonprofits: Mozilla, Southwest Research Institute, The National Center for Human Performance, San Diego Zoo, Draper Lab, Prize4Life<br />Second Workshop: Connecting Through Collaboration – October 18, 2011<br />21<br />
  42. 42. Collaborative Tools<br />NHHPC Wiki<br />Facilitates collaboration across NASA centers and outside organizations. Features include:<br />Discussion Forums<br />Workspaces for project development<br />Searchable member directory<br />Multiple privacy settings <br />Content and resource sharing<br />Internal SharePoint sites<br />Centralized repository for official media <br />Content Management System <br />Social Media<br />22<br />
  43. 43. 23<br />Collaborative spaces at NASA<br />“People science, not rocket science”<br />Open Government Initiative<br />NASA Headquarters<br />Nick Skytland<br />Chris Gerty<br />Sean Herron<br />Ali Llewellyn<br />cultivating transparency, participation, and collaboration <br />through NASA’s policy, technology, and culture<br />
  44. 44. Collaborative Spaces<br />24<br />“Affordances” of any collaborative space…<br />[Reference: Harvard Business Review, July-Aug 2011]<br />Proximity“Functional Centrality”<br />Privacy(In the availability of it)<br />Permissiongiven from above?<br />
  45. 45. Case Study: The “Über Café”<br />25<br />Proximity<br />Privacy<br />Permission<br />
  46. 46. Case Study: The “sp.ace”<br />26<br />Proximity<br />Privacy<br />Permission<br />
  47. 47. Case Study: The “Sandbox”<br />27<br />Virtual Participation in work<br />Management Approvals in work<br />Proximity<br />Privacy<br />Permission<br />
  48. 48. Case Study: The “Charette” <br />28<br />Large Virtual Component<br />Proximity<br />Privacy<br />Permission<br />
  49. 49. Questions, Answers, and Discussion<br />29<br />