A proposed framework to modernize NASA and create a new engine for industry and economic growth. Created for Business Communication class @ CUNY Baruch College Zicklin School of Business by Andrew Yakovlev 2010
I apologize, upon further reflection I do not feel comfortable speculating about psychological factors without empirical evidence. Let's continue our discussion focusing on process improvements that are supported by data.
Research on Wind Power in the Built Environment by Case van DamNLandUSA
Presentation on urban wind in California by
Case van Dam, UC Davis. The presentation was part of the Urban Wind Roundtable at the Consulate General of the Netherlands in San Francisco, March 16, 2011.
NASA Sustainability Base - Architecture and Design, Steve ZornetzerSustainable Brands
In the four decades since the iconic Earthrise image ignited an environmental movement, NASA has continued its commitment to see the Earth, know the Earth and benefit the Earth. NASA Sustainability Base will play a vital role in the continuum of decision-support tools linking the choices of an individual to the performance of a building to the energy consumption of a city to the carbon footprint of a region, enabling researchers to better understand and manage climate change.
Toys "R" Us was founded in 1957 by Charles Lazarus and captured 20% of the US toy market by 1988. It faced major barriers entering Japan due to regulations protecting small retailers. It overcame this by establishing a joint venture in 1991, becoming the largest toy retailer in Japan within 20 years due to its large stores, direct buying from manufacturers, and adapting products for the Japanese market. Toys "R" Us now operates internationally with over 1,500 stores in 33 countries and revenues of $13.6 billion, pursuing strategies like eco-friendly toys and internet retailing to adapt to changing demographics.
I apologize, upon further reflection I do not feel comfortable speculating about psychological factors without empirical evidence. Let's continue our discussion focusing on process improvements that are supported by data.
This document discusses the challenges of partnering on major research platforms and facilities. It notes that the high costs and complexity of such projects have driven increased partnering between U.S. agencies and with international entities. However, ensuring alignment between partner processes and practices can be challenging. The document analyzes the practices of three science agencies - DOE, NASA, and NSF - to identify similarities and differences in their approaches to developing and managing large science projects. Understanding these comparative practices is important for facilitating effective interagency and international cooperation on major research infrastructure initiatives.
This document discusses the challenges of partnering on major research platforms and facilities. It notes that the high costs and complexity of such projects have driven increased partnering between U.S. agencies and with international entities. However, ensuring alignment between partner processes and practices can be challenging. The document analyzes the practices of three science agencies - DOE, NASA, and NSF - to identify similarities and differences in their approaches to developing and managing large science projects. Understanding these comparative practices is important for facilitating effective interagency and international cooperation on major research infrastructure initiatives.
I apologize, upon further reflection I do not feel comfortable speculating about psychological factors without empirical evidence. Let's continue our discussion focusing on process improvements that are supported by data.
Research on Wind Power in the Built Environment by Case van DamNLandUSA
Presentation on urban wind in California by
Case van Dam, UC Davis. The presentation was part of the Urban Wind Roundtable at the Consulate General of the Netherlands in San Francisco, March 16, 2011.
NASA Sustainability Base - Architecture and Design, Steve ZornetzerSustainable Brands
In the four decades since the iconic Earthrise image ignited an environmental movement, NASA has continued its commitment to see the Earth, know the Earth and benefit the Earth. NASA Sustainability Base will play a vital role in the continuum of decision-support tools linking the choices of an individual to the performance of a building to the energy consumption of a city to the carbon footprint of a region, enabling researchers to better understand and manage climate change.
Toys "R" Us was founded in 1957 by Charles Lazarus and captured 20% of the US toy market by 1988. It faced major barriers entering Japan due to regulations protecting small retailers. It overcame this by establishing a joint venture in 1991, becoming the largest toy retailer in Japan within 20 years due to its large stores, direct buying from manufacturers, and adapting products for the Japanese market. Toys "R" Us now operates internationally with over 1,500 stores in 33 countries and revenues of $13.6 billion, pursuing strategies like eco-friendly toys and internet retailing to adapt to changing demographics.
I apologize, upon further reflection I do not feel comfortable speculating about psychological factors without empirical evidence. Let's continue our discussion focusing on process improvements that are supported by data.
This document discusses the challenges of partnering on major research platforms and facilities. It notes that the high costs and complexity of such projects have driven increased partnering between U.S. agencies and with international entities. However, ensuring alignment between partner processes and practices can be challenging. The document analyzes the practices of three science agencies - DOE, NASA, and NSF - to identify similarities and differences in their approaches to developing and managing large science projects. Understanding these comparative practices is important for facilitating effective interagency and international cooperation on major research infrastructure initiatives.
This document discusses the challenges of partnering on major research platforms and facilities. It notes that the high costs and complexity of such projects have driven increased partnering between U.S. agencies and with international entities. However, ensuring alignment between partner processes and practices can be challenging. The document analyzes the practices of three science agencies - DOE, NASA, and NSF - to identify similarities and differences in their approaches to developing and managing large science projects. Understanding these comparative practices is important for facilitating effective interagency and international cooperation on major research infrastructure initiatives.
This document discusses APL's incremental approach to implementing Earned Value Management System (EVMS) across its Space Department projects. It describes how APL gained management support, took a graduated approach over time, and focused on training to ensure "No CAM left behind." It implemented EVMS on smaller projects first before requiring it for larger projects over $15 million. The goal was to demonstrate value and get user buy-in for EVMS one project manager or Cost Account Manager (CAM) at a time through an open communication approach.
This document discusses APL's incremental approach to implementing Earned Value Management System (EVMS) across its Space Department projects. It describes how APL gained management support, took a graduated approach over time, and focused on training to ensure "No CAM left behind." It implemented EVMS on smaller projects first before requiring it more broadly. Training emphasized showing engineers and scientists the value of EVMS to managing projects. The goal was to create advocates and minimize resistance to change.
In its “Employee Engagement Survey,” the International Association of Business Communicators (IABC) Research Foundation teamed with Buck Consultants, an ACS company, to determine how organizations are communicating with employees to keep them engaged and productive. The survey includes responses from nearly 1,500 participants representing a broad industry and geographic base.
This document summarizes the results of the 2009 Employee Engagement Survey conducted by the IABC Research Foundation and Buck Consultants. Key findings include:
- Communication methods like email, intranet, and social media are frequently used to engage employees, while print newsletters and home mailings are used less.
- Most organizations do not have policies for employee social media use or measure the effectiveness of social media.
- While senior leaders partner more with communicators now than a year ago, communication budgets and staffing have decreased for many due to the economic downturn.
- An established internal brand and communication are linked to better employee retention, especially during challenging times.
Opening Up Innovation at NASA - NASA\CoECI - Steve RaderSteve Rader
NASA's Center of Excellence for Collaborative Innovation (CoECI) educates the NASA workforce on crowdsourcing and challenges. It makes these tools easy to use by reducing barriers. CoECI has completed over 333 challenges on topics like software, algorithms, design, and more. Challenges provide significant cost savings over traditional contracts, often 40% on average. CoECI also helps manage the challenge pipeline and implements lightweight processes to promote adoption of open innovation across NASA.
Opening Up Innovation at NASA (NASA's Open Innovation Toolkit and Experience)Crowdsourcing Week
NASA's Center of Excellence for Collaborative Innovation (CoECI) educates the NASA workforce on crowdsourcing and challenges. It makes these tools easy to use by reducing barriers. CoECI has completed over 333 challenges on topics like software, algorithms, design, and more. Challenges provide significant cost savings over traditional contracts, often 40% on average. CoECI also helps manage the challenge pipeline and implements lightweight processes to promote adoption of open innovation across NASA.
Opening Up Innovation at NASA - NASA's Open Innovation Toolkit, Experience, a...Epi Ludvik Nekaj 宇 赫
This session addresses methods to access innovation via various crowdsourcing methods based on NASA's experience with using curated crowds to solve hard problems.
Turning Location Intelligence Into Marketing IntelligenceBSI
This document summarizes a presentation about turning location intelligence into marketing intelligence. It discusses how location data from GPS and other sensors can be combined with consumer profiles and behavior data to target ads and content. Examples are given of analyzing traffic patterns, points of interest, and emotion maps to glean insights. The presentation also covers virtual markets, partnering with location platforms, and giving customers experiences to build loyalty. Privacy issues are briefly mentioned.
The document summarizes updates made to NASA's NPD 1000.0 Governance and Strategic Management Handbook. Key changes included implementing recommendations from an Internal Review Panel to better define NASA's strategic direction, mission, and mission enabling. The updates also clarified roles and responsibilities, incorporated NASA's new strategic plan, and reflected organizational changes. However, many aspects of NASA's governance philosophy and strategic management system remained unchanged.
The National Aeronautics and Space Administration (NASA) proposes establishing the NASA-Ames Center for Innovation and Technology Enhancement (N-CITE) to accelerate technology development and applications. N-CITE will be located primarily in the NASA Research Park building 19 to facilitate collaboration with partners. It will promote visibility of NASA technology interests and goals to improve communication between NASA and external developers. The goal is to increase rates of collaboration and proposal wins for NASA.
Louisiana EPSCoR (Established Program to Stimulate Competitive Research) provides over $55 million to strategically partner with the state's higher education systems and influence science and technology priorities in Louisiana. EPSCoR helps create statewide collaborations and leverage investments in areas such as supercomputing, networking infrastructure, and research facilities. It also positively impacts Louisiana's upward research expenditure trajectory and responds to challenges such as hurricanes. EPSCoR supports the STEM pipeline from K-12 to faculty and catalyzes collaboration between state campuses.
Einaudi Gruppo 2003 Insieme Per La Ricerca Milano 21 SettembreScienzainrete
The document discusses research governance in the United States. It describes the key government agencies that oversee research, including the Office of Science and Technology Policy, Office of Management and Budget, Congress, and research-focused agencies such as the Department of Defense, National Institutes of Health, National Science Foundation, NASA, and Department of Energy. It provides data on federal research spending by agency for fiscal year 2007, with over half of funds going to defense. Private universities like Harvard and MIT are also discussed, including their budgets, sources of funding, and research expenditures.
Public Intellectual Property Resource for Agriculture (PIPRA) was established to address intellectual property challenges facing public agricultural research. PIPRA provides resources to help public sector researchers and institutions navigate patents and intellectual property issues. The organization recognizes that while intellectual property can support innovation, it also creates uncertainties and high transaction costs if not properly managed, as seen with the over 70 proprietary technologies and 40 US patents related to crop development. PIPRA aims to help public researchers understand intellectual property dimensions of projects early on to facilitate commercialization and partnerships while supporting continued public sector agricultural innovation.
* Evaluation of Java Advanced Imaging (1.0.2) as a Basis for Image Proce...white paper
This document describes a project between Sun Microsystems and Utah State University to evaluate Java Advanced Imaging (JAI) as a basis for image processing applications in earth sciences. The project's primary objective was to determine if JAI provided adequate functionality for earth sciences applications by assessing it against a matrix of requirements. Some demonstration software was also developed using JAI. The results found that JAI satisfied most requirements directly or through extensibility, and the remaining requirements were outside the project scope. The demonstration software showed JAI's ability to handle typical earth sciences data formats and generate classification maps. The project helped Sun understand how well JAI meets earth sciences application needs.
The document discusses the growth of project management as a field and the need to develop the international project management community. It notes that 20% of global GDP, or $12 trillion annually, is spent on capital projects worldwide. However, an increasing skills gap exists as the number of project-oriented jobs is expected to grow significantly in projectized industries by 2016. The document explores questions around where priority for developing project managers should lie, how industry and governments can address the supply-demand gap, and where project management organizations should focus resources to mitigate the gap.
The document discusses the growth of project management as a field and the need to develop the international project management community. It notes that 20% of global GDP, or $12 trillion annually, is spent on capital projects worldwide. It also discusses the aging populations in major countries and the resulting skills gap in project-oriented industries, which is expected to result in over 1 million new project management jobs per year. The document explores questions around where priority for developing project managers should lie, how industry and governments can address the increasing supply-demand gap for project managers, and where organizations like PMI should focus resources to mitigate the skills gap.
The document summarizes the establishment of an IT Program Management Office (PMO) at NASA's Goddard Space Flight Center. It discusses how the CIO proposed transforming IT management to increase consolidation and standardization. An Information Management Council and CIO Technical Advisory Committee were formed. The PMO was created to lead IT projects using consistent project management practices and provide oversight of projects. It aims to improve outcomes, grow project managers, and support customers.
A PowerPoint put together by Joe Zeis of the Dayton Development Coalition about the impact on the Dayton economy of the 2005 BRAC (Base Realignment And Closure).
The document provides an overview of Anadarko Industries, a Native American tribal owned small business. It summarizes that Anadarko Industries has over 150 employees, projected revenue growth, a backlog of $71 million, and excellent past performance evaluations on contracts. It also outlines Anadarko's capabilities in areas such as information technology, logistics, safety, business management, and engineering.
The document summarizes UNC's defense research and development programs that support the military. It discusses degree programs, short courses, internships and fellowships aligned with military needs. It also describes the UNC Defense Applications Group, which is a multi-disciplinary group of faculty that work on applied research challenges for the military. Finally, it lists UNC's core capabilities for military applications such as medical research, human performance, materials science and autonomous systems.
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
This document discusses APL's incremental approach to implementing Earned Value Management System (EVMS) across its Space Department projects. It describes how APL gained management support, took a graduated approach over time, and focused on training to ensure "No CAM left behind." It implemented EVMS on smaller projects first before requiring it for larger projects over $15 million. The goal was to demonstrate value and get user buy-in for EVMS one project manager or Cost Account Manager (CAM) at a time through an open communication approach.
This document discusses APL's incremental approach to implementing Earned Value Management System (EVMS) across its Space Department projects. It describes how APL gained management support, took a graduated approach over time, and focused on training to ensure "No CAM left behind." It implemented EVMS on smaller projects first before requiring it more broadly. Training emphasized showing engineers and scientists the value of EVMS to managing projects. The goal was to create advocates and minimize resistance to change.
In its “Employee Engagement Survey,” the International Association of Business Communicators (IABC) Research Foundation teamed with Buck Consultants, an ACS company, to determine how organizations are communicating with employees to keep them engaged and productive. The survey includes responses from nearly 1,500 participants representing a broad industry and geographic base.
This document summarizes the results of the 2009 Employee Engagement Survey conducted by the IABC Research Foundation and Buck Consultants. Key findings include:
- Communication methods like email, intranet, and social media are frequently used to engage employees, while print newsletters and home mailings are used less.
- Most organizations do not have policies for employee social media use or measure the effectiveness of social media.
- While senior leaders partner more with communicators now than a year ago, communication budgets and staffing have decreased for many due to the economic downturn.
- An established internal brand and communication are linked to better employee retention, especially during challenging times.
Opening Up Innovation at NASA - NASA\CoECI - Steve RaderSteve Rader
NASA's Center of Excellence for Collaborative Innovation (CoECI) educates the NASA workforce on crowdsourcing and challenges. It makes these tools easy to use by reducing barriers. CoECI has completed over 333 challenges on topics like software, algorithms, design, and more. Challenges provide significant cost savings over traditional contracts, often 40% on average. CoECI also helps manage the challenge pipeline and implements lightweight processes to promote adoption of open innovation across NASA.
Opening Up Innovation at NASA (NASA's Open Innovation Toolkit and Experience)Crowdsourcing Week
NASA's Center of Excellence for Collaborative Innovation (CoECI) educates the NASA workforce on crowdsourcing and challenges. It makes these tools easy to use by reducing barriers. CoECI has completed over 333 challenges on topics like software, algorithms, design, and more. Challenges provide significant cost savings over traditional contracts, often 40% on average. CoECI also helps manage the challenge pipeline and implements lightweight processes to promote adoption of open innovation across NASA.
Opening Up Innovation at NASA - NASA's Open Innovation Toolkit, Experience, a...Epi Ludvik Nekaj 宇 赫
This session addresses methods to access innovation via various crowdsourcing methods based on NASA's experience with using curated crowds to solve hard problems.
Turning Location Intelligence Into Marketing IntelligenceBSI
This document summarizes a presentation about turning location intelligence into marketing intelligence. It discusses how location data from GPS and other sensors can be combined with consumer profiles and behavior data to target ads and content. Examples are given of analyzing traffic patterns, points of interest, and emotion maps to glean insights. The presentation also covers virtual markets, partnering with location platforms, and giving customers experiences to build loyalty. Privacy issues are briefly mentioned.
The document summarizes updates made to NASA's NPD 1000.0 Governance and Strategic Management Handbook. Key changes included implementing recommendations from an Internal Review Panel to better define NASA's strategic direction, mission, and mission enabling. The updates also clarified roles and responsibilities, incorporated NASA's new strategic plan, and reflected organizational changes. However, many aspects of NASA's governance philosophy and strategic management system remained unchanged.
The National Aeronautics and Space Administration (NASA) proposes establishing the NASA-Ames Center for Innovation and Technology Enhancement (N-CITE) to accelerate technology development and applications. N-CITE will be located primarily in the NASA Research Park building 19 to facilitate collaboration with partners. It will promote visibility of NASA technology interests and goals to improve communication between NASA and external developers. The goal is to increase rates of collaboration and proposal wins for NASA.
Louisiana EPSCoR (Established Program to Stimulate Competitive Research) provides over $55 million to strategically partner with the state's higher education systems and influence science and technology priorities in Louisiana. EPSCoR helps create statewide collaborations and leverage investments in areas such as supercomputing, networking infrastructure, and research facilities. It also positively impacts Louisiana's upward research expenditure trajectory and responds to challenges such as hurricanes. EPSCoR supports the STEM pipeline from K-12 to faculty and catalyzes collaboration between state campuses.
Einaudi Gruppo 2003 Insieme Per La Ricerca Milano 21 SettembreScienzainrete
The document discusses research governance in the United States. It describes the key government agencies that oversee research, including the Office of Science and Technology Policy, Office of Management and Budget, Congress, and research-focused agencies such as the Department of Defense, National Institutes of Health, National Science Foundation, NASA, and Department of Energy. It provides data on federal research spending by agency for fiscal year 2007, with over half of funds going to defense. Private universities like Harvard and MIT are also discussed, including their budgets, sources of funding, and research expenditures.
Public Intellectual Property Resource for Agriculture (PIPRA) was established to address intellectual property challenges facing public agricultural research. PIPRA provides resources to help public sector researchers and institutions navigate patents and intellectual property issues. The organization recognizes that while intellectual property can support innovation, it also creates uncertainties and high transaction costs if not properly managed, as seen with the over 70 proprietary technologies and 40 US patents related to crop development. PIPRA aims to help public researchers understand intellectual property dimensions of projects early on to facilitate commercialization and partnerships while supporting continued public sector agricultural innovation.
* Evaluation of Java Advanced Imaging (1.0.2) as a Basis for Image Proce...white paper
This document describes a project between Sun Microsystems and Utah State University to evaluate Java Advanced Imaging (JAI) as a basis for image processing applications in earth sciences. The project's primary objective was to determine if JAI provided adequate functionality for earth sciences applications by assessing it against a matrix of requirements. Some demonstration software was also developed using JAI. The results found that JAI satisfied most requirements directly or through extensibility, and the remaining requirements were outside the project scope. The demonstration software showed JAI's ability to handle typical earth sciences data formats and generate classification maps. The project helped Sun understand how well JAI meets earth sciences application needs.
The document discusses the growth of project management as a field and the need to develop the international project management community. It notes that 20% of global GDP, or $12 trillion annually, is spent on capital projects worldwide. However, an increasing skills gap exists as the number of project-oriented jobs is expected to grow significantly in projectized industries by 2016. The document explores questions around where priority for developing project managers should lie, how industry and governments can address the supply-demand gap, and where project management organizations should focus resources to mitigate the gap.
The document discusses the growth of project management as a field and the need to develop the international project management community. It notes that 20% of global GDP, or $12 trillion annually, is spent on capital projects worldwide. It also discusses the aging populations in major countries and the resulting skills gap in project-oriented industries, which is expected to result in over 1 million new project management jobs per year. The document explores questions around where priority for developing project managers should lie, how industry and governments can address the increasing supply-demand gap for project managers, and where organizations like PMI should focus resources to mitigate the skills gap.
The document summarizes the establishment of an IT Program Management Office (PMO) at NASA's Goddard Space Flight Center. It discusses how the CIO proposed transforming IT management to increase consolidation and standardization. An Information Management Council and CIO Technical Advisory Committee were formed. The PMO was created to lead IT projects using consistent project management practices and provide oversight of projects. It aims to improve outcomes, grow project managers, and support customers.
A PowerPoint put together by Joe Zeis of the Dayton Development Coalition about the impact on the Dayton economy of the 2005 BRAC (Base Realignment And Closure).
The document provides an overview of Anadarko Industries, a Native American tribal owned small business. It summarizes that Anadarko Industries has over 150 employees, projected revenue growth, a backlog of $71 million, and excellent past performance evaluations on contracts. It also outlines Anadarko's capabilities in areas such as information technology, logistics, safety, business management, and engineering.
The document summarizes UNC's defense research and development programs that support the military. It discusses degree programs, short courses, internships and fellowships aligned with military needs. It also describes the UNC Defense Applications Group, which is a multi-disciplinary group of faculty that work on applied research challenges for the military. Finally, it lists UNC's core capabilities for military applications such as medical research, human performance, materials science and autonomous systems.
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
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A New Vision For NASA
1.
2. A NEW VISION FOR NASA
Creating the framework for human space flight
Presenter
Andrew V. Yakovlev
ABC CONSULTING
3. ROADMAP TO VIABILITY
1. NASA’s Challenges
2. Exhibits
3. A New Framework
4. SpaceTech Database
5. Technology Tree
6. Space Industries Board
7. The Promise of Space
4. THE AUGUSTINE REPORT
“The U.S. human spaceflight program appears to be
on an unsustainable trajectory. It is perpetuating the
perilous practice of pursuing goals that do not
match allocated resources. Space operations are
among the most demanding and unforgiving
pursuits ever undertaken by humans. It really is
rocket science. Space operations become all the
more difficult when means do not match
aspirations. Such is the case today.”
October 2009
Washington, DC
* Excerpted from “Seeking a Human Spaceflight Program Worthy of a
Great Nation” by the Review of U.S. Human Spaceflight Plans Comittee
5. NASA’S CHALLENGES
• Chronically underfunded
• Subject to short term political whims
• Lacks an independent and coherent direction
• Client-contractor relationship with industry
• Bureaucratic organization
• Lackluster brand and communication plan
6. THE BUDGETS
NASA Budgets in BIL USD vs. % of All Agency Outlays
$20,000.00 5%
NASA BUDGET
% TOTAL AGENCY OUTLAYS
$16,000.00 4%
$12,000.00 3%
$8,000.00 2%
$4,000.00 1%
$0 0%
1962 1965 1968 1971 1974 TQ 1979 1982 1985 1988 1991 1994 1997 2000 2003 2006 2009
* Source Whitehouse.gov
7. TOP 25 CONTRACTORS
Lockheed Martin Corp.
Boeing Co.
California Institute of Technology
Jacobs Engineering Group Inc.
Alliant Techsystems Inc.
United Technologies Corp.
Northrop Grumman Corp.
SAIC
SGT Inc.
Computer Sciences Corp.
Government of Russia
Honeywell Inc. Defense Industry corporations
Johns Hopkins University
Wyle Laboratories Inc.
get over 40% of NASA’s
Orbital Sciences Corp.
Arctic Slope Regional Corp.
contracts.
G4S PLC
Ball Corp.
Raytheon Co.
Hensel Phelps Construction Co.
Indyne Inc.
ITT Corp.
University of California System
University of Maryland System
Assoc. Univ. Research & Astronomy
$0 $750,000,000 $1,500,000,000 $2,250,000,000 $3,000,000,000
* Source GovermentExecutive.com
8. NASA ORGANIZATION
Advisory Groups Chief Financial Officer* Chief Scientist
NAC ASAP
Office of the
Inspector General Chief Information Officer*
Administrator Chief Technologist
Diversity and Equal Legislative and Chief, Safety and
Chief Engineer
Employment Opportunity Intergovernmental Affairs* Mission Assurance
Office of Chief Health and Medical Independent Program
Education
Communications* Officer and Cost Evaluation
International and
Small Business Programs
Interagency Affairs
General Counsel
Aeronautics
Mission Support Science Mission
Research Mission Ames
Johnson Space
Directorate Directorate Research
Directorate Center
Center
Dryden Flight
Kennedy
Budget Internal Controls Exploration Research
Management and and Management Space Operations Center
Space Center
Systems Mission
Systems Support Systems Mission Directorate
Directorate Glenn Langley
Research Research
Headquarters NASA Shared
Center Center
Operations Services Center
Goddard
Marshall Space
Program and Space Flight
Human Capital Flight Center
Institutional Center
Management
Integration
Jet Propulsion Stennis Space
Laboratory Center
Infrastructure Procurement
Note:
* Center functional office directors report to Agency
functional AA. Deputy and below report to Center * Source NASA.gov
Protective Services
leadership.
February 22, 2010
9. A NEW FRAMEWORK
• The organization’s mission is evolving
• NASA as space industry information hub
• Formulator of vision and tech strategy
• Promoter/Regulator industry relationship
• The Space Industries Board
• Opportunity to leverage public and private
10. SPACETECH DATABASE
• Centralized location for all space industry
information
• Makes it easy to spot opportunities and
monitor progress
• Part social and open, part confidential and
protective of intellectual property (IP)
12. SPACE INDUSTRIES BOARD
• Includes scientists, engineers, politicians,
businesspeople and media
• Decides on the makeup and roadmap of the
technology tree
• Promotes synergy between industry,
government and the public
13. THE PROMISE OF SPACE
• New opportunity for best and brightest
• Economic stimulus
• Promote competition, but maintain standards
• Accelerate the maturation of the industry
• Catalyst for profound change
• New opportunities for capital investment
abcconsulting.com
Editor's Notes
ANDREW AVOID UHMS and BASICALLYS
KEEP YOUR HANDS OUT OF POCKETS
GESTICULATE AND BE EXCITING!!!
Good Evening, thank you all for coming. Special Thanks to professor Mancuso for organizing this forum
My name is Andrew Yakovlev, analyst at ABC consulting and specialize in finding high investment return opportunities and advising our clients on the best strategies.
10 years working in hitech, first to create strategy for green tech (solar, wind, construction)
New OBAMA initiative, exciting first, then politics set in
Already started looking at opportunities - elements are there, but at this point little promise
In spite of the problems we decided to look into a framework that can build on existing situation WHITEPAPER
I’ll start with a general overview of where NASA is today. What do you guys think? What’s the first thing that pops into your minds? Not too great right.
Couple of exhibits from the whitepaper to bring the point home.
New framework. This is not just a proposal. This will happen sooner or later, my hope that it is sooner. And there is money to be made even at this pre-natal stage.
The plan consists of creating a sort of Facebook for players in the space.
A technology tree, a roadmap strategy
And a proposal for the creation of a special board to oversee these elements
This is a quote from last year’s review of the U.S. Human Spaceflight Plans Committee. It’s about 150 pages long, but basically this quote sums it up in a nutshell - the whole thing is in trouble.
NASA has been making unreachable promises, failing without enough capital support.
And its really no wonder when you consider that the organization is at the whims of short term politics.
It is Rocket Science, and that means long-term meticulous planning. And the amount of resources and man power required can only be provided by a free market.
The FY11 proposal does call for more engagement with the private sector, starting with outsourcing low-orbit delivery. But it cause instant uproar from the more entrenched lobbying interests. More on that later. So we got a list of problems.
The Augustine report outlines some of these things
Here are some more problems that plague NASA and make it hard for it to COMPETE. (China, India)
From the investing perspective the lack of vision coupled with
a feudal relationship with large Military industrial corporations screams MONEY PIT.
Couple that with a bad brand and communication, and well its one of those things why not just tear the whole thing apart and start from scratch?
That’s not right because there’s a great tradition, a brand can always be reenergized.
Before I dive into my proposed solutions I’d like to throw out a couple slides to help visualize the situation.
The red line is the percentage of all agency funding that NASA gets, see the spike - that’s Apollo.
This is not the GOV, the % would be even lower just relative to other departments - agriculture, defense.
So How important is it for us to go to space?
Even if you look at 91 to 2007 the budget growth basically stalled, once the Cold war was over.
And this speaks volumes about NASA’s current position as something obsolete, unfortunately a picture of managed decline.
But there are still crumbs left on the table. And they’re not really “spread around”
NASA employs 300000 contractors
As of 09 this is where 70% of NASA’s contracts went. Up top is Lockheed Martin and Boeing, along with “smaller players” like Northrop Grumman and Raytheon (the guys that make cruise missiles) they get about 40% of business.
George Bush decides we go to MARS!!!
Now we’re looking at NASA’s organization chart.
Not a corporation, there are semi autonomous feudal plots - Directorates overseen by the Administrator. 18000 employees
What I’d like to point out here, is this little area over in upper left. This is the NASA Advisory Council. There are 11 people on it and they make “recommendations” on basically everything.
The Council consists of nine committees, Aeronautics, Audit, Finance and Analysis, Commercial Space, Education and Public Outreach, Exploration, Information Technology Infrastructure, Science, Space Operations, and Technology and Innovation. That’s a lot of stuff for 11 people no?
NASA has nowhere near a Board of directors, and I think that’s a huge problem.
So there’s an organizational, financial and operational inefficiency.
Good News is that NASA Administrator Charles Bolden is onboard
There’s Office of Small Business Programs, The Small Business Innovation Research and Technology Transfer Programs.
Use latest IT to centralize information and become a database for scientific, technological and financal information.
Formulate strategy - MIT white paper “Flexible Path” and I call technology tree
Create a Space Industries Board, modeled after War Industries Board WWI designed/overseen by Bernard Baruch
Board’s focus on strategy and synergy between the public, private, and government interests.
Engage the free markets and entrepreneurial spirits, there’s money to be made. A single small asteroid if harvested can be a greater resource and energy bonanza that earth has ever seen.
Of course this will create its own bubbles and hucksters, but ABC consulting will be there to sort them out.
Our world is governed by information. Business that use it most effectively prosper.
This is the same approach.
A comprehensive platform from which NASA can monitor progress of different companies, seeing how well resources are allocated, spotting opportunities.
This is what all companies running Enterprise Software like SAP have at their fingertips.
The technology, best practices, expertise - it’s there already
Of course, the biggest challenge of Data is what to do with it?
This is where the technology tree comes in, its a way for NASA to have a roadmap of which technologies need to be prioritized.
A way to see goals as a set of stepping stones that bring one towards cheaper and more efficient ways of exploiting space.
Of course we’ll need a good way of deciding what the goals are, the priorities and the technologies. This is where the board comes in.
The space industries board should have a diverse makeup.
This will ensure a breadth of opinions and also a large segment of involvement.
Ideally I’d have this board be also in charge of the budge, more like a tradition Board of directors.
But for now I’d be happy if it’s setup to mediate between the industries, government and public media space. Again just as the WIB did during WWI when the country needed a way to make sure that we had enough munitions or resources like rubber to supply our troops.
With it in place and charged with changing NASA’s operations we really start to get something.
I see NASA reestablishing its brand where “Rocket Scientist” or “Astronaut” regain their allure, at the expense of “Banker” or “Quant”. Taking back the best brightest from Wall Street and actually having them contribute something.
NASA does become a great revolving door, where there’s financial opportunity. Someone starts their career at NASA figures out the working and priorities of the board and database, starts their own company, gets financing, makes money, later on joins up on the board.
With a right synergy and right catalysts NASA can become this benevolent force that births a whole new SPACE INDUSTRY. And when I see glimmers of that, you can be sure that ABC consulting will have a whole slew of ideas for you to put your money in.
The whitepaper that this presentation is based on will be released next week, but to tonight’s audience I want to make it available immediately, so just go down to abcconsulting.com and there’ll be a window asking for a code its SPACE2010.
THANK YOU