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Doug.sander

The document provides an overview of the transition and retirement of the Space Shuttle Program. It discusses developing a strategy based on benchmarking other large program retirements. A Strategic Capabilities Assessment was conducted to determine what capabilities need to be retained and when. Governance boards were established for oversight. Implementation involves functions like workforce retention, property disposition, and environmental management. The goal is to safely complete the mission manifest and support exploration goals while retiring unneeded capabilities.

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Space Shuttle Program Transition & Retirement 101 Managing the last phase of the Program Lifecycle Doug Sander SSP Transition Management Office
T&R 101 Syllabus • Overview • First Steps • Strategy • Governance • Implementation • Progress • Summary • Questions 2
Vision For Space Exploration • The Vision* calls for the space program to: – Complete the International Space Station by 2010 – Retire the Space Shuttle by 2010 – Develop the Orion spacecraft (formerly known as the Crew Exploration Vehicle) by 2008, and conduct its first human spaceflight mission by 2014 – Develop Shuttle-Derived Launch Vehicles – Explore the Moon with robotic spacecraft missions by 2008 and crewed missions by 2020 – Explore Mars and other destinations with robotic and crewed missions * Current Wikipedia description 3
Program Life Cycle Phases Phase B Definition Phase A Phase C Preliminary Analysis Design Phase D Development Phase E Operations Termination Decision to Terminate Termination = Transition of needed capabilities & Retirement of unneeded capabilities 4
What is Transition & Retirement? • “T&R” is the combination of transfer and close-out activities associated with Space Shuttle capabilities. • T&R is: – Big – Complex – Uncharted – Emotional – Expensive • The goal of T&R is to support NASA strategic goals and achieve SSP retirement within available resources at the best value for the nation. 5
What Drives Transition? The Vision for Space Exploration and retirement in 2010 Safely completing the manifest within available resources Exploration Systems requirements for Space Shuttle assets and workforce 6
Number 1 Priority – Safe Mission Execution • The highest program priority is safe and effective mission flyout. • International Space Station will be completed using as few flights as possible. • The current Space Shuttle manifest shows 13 flights to the International Space Station, 1 flight to HST, and two contingency flights between now and 2010. 7
Transition & Retirement Overview • Budget planning assumes efficiencies from transition of SSP capabilities to Cx • Early budget forecasts rely on aggressive retirement of SSP capabilities after meeting mission requirements 8
Scope of the Transition Challenge: Shuttle Shuttle and ISS Flight Safety is #1 Priority • Shuttle occupies 640 facilities • Over 1,004,000 property inventory line items • Over 1,765 civil servants and 15,098 prime contracts in fiscal year 2007 • Total equipment acquisition value is ~$12 billion • Total facilities replacement value is ~$5.7 billion Color Code of Suppliers to Shuttle Prime Contractors: Yellow - Boeing Dark Blue - USA Purple - Lockheed-Martin Green - Hamilton Sunstrand Blue - PWR Orange - ATK Red - Orbiter Project (JSC) 9
First Steps • Following the President’s 2004 announcement of the VSE, the SSP quickly mobilized for early retirement and sought out advice. – NPR 7120 provides only high-level guidance – Benchmarking with the experts provided rich lessons learned. Best-practices research included: • USAF Titan Program termination • Boeing F-18/AV-8B Production line closure • Naval Facilities Engineering Command (NAVFAC) – Base Realignment and Closure (BRAC) process – Roosevelt Roads NAS Closure • Naval Sea Systems Command (NAVSEA) – Charleston/Long Beach Navy Shipyard Closures – Puget Sound Nuclear Ship Inactivation and Disposal Program – Electric Boat Company Downsizing • Apollo Program termination lessons • NASA/USA Downey Facility Closeout • GRC Plumbrook closeout 10
First Steps • Benchmarking large-scale program retirements provided initial direction – Management Strategy • Don’t jeopardize fly-out (Risk Management!!) • Start early • Communicate with all stakeholders • Work well with supporting organizations – Organizational Structure • Cross-cutting functional areas • Governance to facilitate decision-making – Cost Drivers • Environmental clean-up • Property disposal • Human capital retention – Requirements Development • Understand the regulatory environment • Perform a Strategic Capabilities Assessment 11
Strategic Capabilities Assessment (SCA) • The foundation of T&R planning is a requirements definition • SSP did an SCA to derive revised program requirements based on the VSE and NASA HQ direction • The SCA answers: – What are our strategic capabilities? – What are our capability last need dates? • Based on mission success risk assessment – What are our capability release dates? • Based on estimated time to execute program preparation for handover to institutional disposal processes The SCA provides the strategic requirements for Transition & Retirement 12
Program strategic-level decomposition MOD L&L ET RSRM Orbiter SSME SRB Program composed of elements Program element composed of capabilities capability 13
Capability Components • A capability is the capacity to provide a good or service • Programs are comprised of a suite of capabilities – Each capability can be decomposed into its component parts – Each capability must be dispositioned during T&R Climate Skills Security Knowledge Access Human Intangible Relationships Location Capital Assets History Experience SSP Synergism Capabilities Tangible Assets Real Property Personal Property Data Intellectual Property 14
Strategic-Level Assessment of SSP Capabilities – By Element SE&I Other SSME SCA L&L Last Release Orbiter Capability Need Date Date SSME MOD Capability #1 ET ■ FCOD ■ SRB SSME ■ RSRM SSME Capability #26 SSME Capability #27 Total = 292 SSP Capabilities The SCA provides a very high-level breakdown of the Program. It gives us “the shape of the curve.” 15
SCA Record (example) SSP Capability # SSME-2 Capability Name Powerhead – Sustaining Operations Critical Process Capability Capability Description Ability to recycle/repair a SSME powerhead Center MSFC Org MP21 SSP Project Element SSME Associated WBS # 6.5015 Location name Los Angeles Location state CA Associated Real Property tbs Associated Personal Property tbs NASA EP 0 Other govt. EP 0.5 Contractor FTE 15.8 Supplier FTE 2 Associated Suppliers name Wyman, Gordon, Schaefer, Tech Lefiell, Mfg Hoefner, F&B, Special Metals, Turntech Associated Suppliers state MA, IN, CA, AZ, NY, MI Associated Contracts name PWR Prime NAS8-01140 Associated Contracts end date 12/31/10 Key Decision Date (KDD) to meet SSP RD 12/30/08 Last Need Date (LND) 09//30/09 LND rationale No additional procurements necessary to support remaining mission requirements Release Date (RD) 08/30/10 Capability Shared with other Program(s)? No Capability candidate for follow-on program(s)? Yes SMRT Doc # SSMExxx Resource impact to retain past LND? Govt – yes Contractor – yes Risk factors to maintaining capability for NASA Possible loss of critical suppliers, skills and process 16
SCA Database (SCADB) Sample input “screen shot” 17
Shuttle Transition Strategic Capabilities Last Need Milestones HOME FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Beyond Powerhead Nozzle SSME Ducts Crossbeam ET Intertank LPTP HB- RSRM Assembly Valves VAB/131 GGVM SRB Tires Element Key ECLSS Flexhoses MDM Orbiter GG Last ET-137 L&L Production Star Trackers Detail Prop FCOD Ammonium Delivered * ET Prod MOD Perchlorate PSE&I TPS FRSI Thermal Materials CRD & ASA APU MCC ET-138 Sub-assembly SE&I Complete* FO&I Hydraulic Windows Last New EVA pumps Engine Delivery S&LS Thruster Parts Completed dates MPS Feedlines FES RSRM Refurb IMU WSTF FA/TT&E ET Tool Sustaining/ IEA MEDS, MDU, IDP L&L Refurb Repair Hypergol APU GG Actuators SSME Crit Sys Struct-RCC SRB Support Fuel Cells SSME FA EVA Suit C9 Train FO&I P/L-Cargo Integ Veh integ FCOD Crew support FO&I Cont Land MOD Training Mission S&LS Crew Supp Zero G STA T-38 SSFL-Boeing** PSE&I Env Preparation Orb COFR SSME Log SE&I FSW Orb Palmdale AITF Medical support Astronauts SSC Log/Test Mission Last Planned Flight MOD Flt Supp Operations (STS 132-20A) PSE&I Supp SRB Trans Barge LETF WSTF Support SCA FR-1 MLP-1 SRB Rec CT-1,2 Ground VAB-HB3 L&L Supp/Proc NSLD Operations Pad-B MLP-3 ,SLF OPF-3 MLP-Parksite TPSF *Currently under review 18 **NASA Facility LND Completed in FY2006 and currently being released
SSP Transition & Retirement Strategy 2004 Vision for Space Exploration 2006 2010+ Define SSP Agency Define SSP Requirements Decision-making for Agency Current Capabilities to support 2010 SSP Capability Divestment flight manifest retention Processes Strategic Capabilities Assessment SMRT Document Retention Last Need Date determination evaluation Human Capital Climate Skills Human Security Placement Knowledge Intangible Access Relationships Capital Assets Location Space Shuttle Management Resource Transition Document (SMRT) Experience SSP History Resource number X (Resource title) Synergism Element Name, NASA Center Capabilities Date Transfer Property Template Tangible National Aeronautics and Space Administration SSP Assets Capability Excess Real Property Personal Property Data Intellectual Property Retention Data TPRCB TCB JICB Destruction Benchmarking Planning Implementation 19
T&R Governance 20
The Transition Process Governance Board Structure 1. Strategic, Longer-term – Joint Integration Control Board (JICB) 2. Tactical, Near-term – Transition Control Board (TCB) 3. Program-Level Transition − SSP Transition Program Requirements Control Board (TPRCB) 21
T&R Leadership NASA Administrator Griffin I&A Manager SOMD Manager ESMD Manager Dominguez Gerstenmeier Gilbrecht Transition Manager Transition Manager Transition Manager Kearns Olson Hoyt Constellation Program SSP Program Manager Manager Hale Hanley SSP Transition Project Manager Manager Project Manager Project Manager Norbraten Transition Management Office Transition Manager SSP/MD Transition Manager Transition Manager Center Transition Center Transition Center Transition Center Transition Manager Manager Manager Manager KSC/Gorman JSC/Dornell MSFC/Allen SSC/Canady Center Institutions 22
T&R Implementation 23
SSP T&R Document Tree HQ Transition Management Plan (Congress) HQ Transition Management Plan (Down & In) NSTS 07700 Volume XX NSTS 07700 Volume IV SSP Transition & Retirement NSTS 07700 Volume Configuration XIX Management SSP Transition Management Program Risk Requirements Plan Management Plan Horizontal / Common Plans Center Plans Element Plans - Cross-Cutting Focus - - Institution Focus - - Element Focus - Human Capital JSC Transition OPO Management Plan Management Plan NSTS-TBD FCE Integrated Logistics White Sands Environmental Test Facility SSME Management Plan NSTS-60575 ET SRB KSC Transition Management Plan RSRM *Encompasses L&L PSE&I SE&I MSFC Transition SQ&MA Management Plan FO&I MI&P SSC Transition L&L* Management Plan MOD **Encompasses Engine Test ED SLS EVA ENGINE TEST FCOD 24
T&R Functions Workforce Retention Communications Donate Enhanced Mission Execution Functions Strategic Capabilities Sell Assessment Disposal Increased SSP Transition Demolition/ Quality & Retirement Scrap Assurance Environmental Management Real & Personal Historical Property Preservation Retain/Archive Transfer & Records Immediate Disposal Retention & Data Hand-Over Functions Management Transfer Destroy Mothball/ Employee Store Placement 25
Crosscutting Functions Crosscut Center MSFC JSC KSC SSC Risk Management Property Disposition Records Management Environment Software/IT Management Resources Planning Historical Pres. 26
Property Disposition Total Planned Property Excess FY08 - FY15 180 160 140 120 In Thousands Line Items 100 80 60 40 20 0 Total All FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 Years TOTAL 41427 124109 81120 177058 98939 79003 27103 24313 653072 27
Property Taxonomy Land Buildings Other structures & facilities Real Property Leasehold improvements Construction in progress SSP Property Equipment Special Test Equipment Personal Property Special Tooling Agency-peculiar Material Contract work in progress 28
Personal Property Disposal Estimate Total Excess Planned Burndown FY 08 - FY15 700 600 500 400 In Thousands Planned 300 200 100 0 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 Planned 611645 487536 406416 229358 130419 51416 24313 0 29
Personal Property disposition to date Contractor-Held Property Transferred or Excessed, 10/01/2006 - 06/30/2007 16000 14000 12000 Line Items Q1 10000 Q2 8000 Q3 6000 Cum 4000 2000 0 Constellation Other Program Excessed Q1 118 1082 2133 Q2 180 1460 10174 Q3 68 490 4357 Cum 366 3032 16664 30
Facilities Transition • KSC / Pad 39B • KSC / Operations & Checkout – Launch Pad and Support Building Facilities – Highbay for all Orion final assembly – Lightning Protection System – Highbay cleanout underway • Michoud Assembly Facility (MAF) – Primary structure manufacturing – Composite and metal fabrication – Plans: Orion, Upper Stage, Earth Departure Stage, Ares V, RPK Emphasize Efficient Utilization and Life Cycle Cost Control 31
Records Management 32
Records Management Working Group • SSP T&R utilizes existing processes for records retention • RMWG formed to provide guidance on records retention and destruction processes – Action to provide more specific guidance on records retention • Prime interface to Center and HQ archivists 33
Human Capital Management 34
Transition and the Workforce • Unique Challenges: – Retaining Skills Necessary to Safely Execute Remaining Space Shuttle Missions; and – Managing Transition of Appropriate Shuttle Workforce into Constellation Development; and – Retaining Skills Between FY2010 and FY2014 Necessary to Safely Execute Constellation Flight Operations (Orion/Ares I IOC - 2014) • Approach to Ensure Critical Skills Retained: – Provide Challenging, Exciting Follow-on Work in Constellation (and Other Programs) – Maintain NASA’s Quality Workplace: Providing Collaborative and Creative Environment, Supporting Career Development, Learning Opportunities • NASA is Committed to Transitioning as Much of the Shuttle Civil Service Workforce to Other Agency Programs as is Practicable, Using Strategies such as: – Workforce Sharing, Matrixing, Detailing – Retraining – Identify Opportunities for Placement of Employees with Needed Skills in Other Organizations • NASA is Committed to Working with our Space Shuttle Program Contractor Partners on Workforce Issues. – Industry has a Range of Transition, Retention, and Staffing Tools Available to Maintain Critical Skills to Meet their Contractual Obligations Required for Shuttle Mission Execution. – Unique to Each Contractor Situation and their Known Role in Future Constellation Work 35
Human Capital Strategy & Programs Human Capital Transition Strategy: • Incorporating Scenario Planning into the Proposed Strategic Business and Workforce Planning Process at the Agency Workforce Assessment: Civil Servant & Contractor • “10 Healthy Centers” • Program Requirements Will Drive our Workforce and Skill Needs Processes: Examples • Competency Management System: NASA system, Local Control • Critical Skills Retention: Identification, Phasing, Approaches, Cost • Training: Cross-training, Re-training, Initial-Training, Frequency • Tracking: Metrics/Surveys, Monitoring, Feedback Loop • Tools: Plan to Use Multiple Methods and Tools – HR models: Numbers-based Approach (Funded & Unfunded FTEs/WYEs) – Process & Systems Modeling for Workforce Requirements (Ex. DoD, MicroSaint) Workforce Synergy: • Personnel Splitting their Time & Workload Focus Between > 2 Programs: Shuttle, ISS, and Constellation (Example: 50% SSP/50% CxP), with Shuttle Having Priority due to Flight Safety Drivers 36
Human Capital Transition (sample metric) FY07 – KSC, JSC, MSFC, and SSC 1600 1400 1200 1000 800 600 400 200 0 Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Shuttle Count 998 1088 1068 1073 1015 997 953 936 921 946 962 925 Station Count 719 748 748 746 812 827 811 822 800 822 819 825 Constellation Count 720 948 980 995 1017 1035 1066 1120 1078 1141 1111 1164 Total Splits 1263 1202 1158 1201 1242 1254 1301 1252 1350 1266 1308 1325 Count of civil service employees charging 100% to Shuttle, Station, and Constellation or split between 2 or more Programs. Includes KSC, JSC, MSFC, and SSC. S. Leibert 37
Transition Communications Top-Down, Bottoms-Up, In and Out Transition Communication • Transparency, Accuracy, Clarity, Brevity: the Facts in a Timely Manner • All Media Types & Venues Clear & Consistent Communication • Distributed broadly • Complied for managers • Provides a monthly review at TQPMR snapshot of what • Helps identify everyone is working on temporary vs. serious • Requires short-term roadblocks goal setting • Stimulates discussion • Quick way to track about shared (or not) progress experiences across centers 38
T&R Program Control 39
T&R Cost Evolution PPBE 09 – SSP Transition & Retirement PMR Summary ($M) $4.1B point estimate (Aerospace) $4,000 $3,500 $3,519 $3,000 $2,801 $2,500 Parametric estimate $2,000 $1,793 $1,804 $1,500 Bottoms-up estimate $1,000 $500 $0 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 PPBE 08 LIII Adjusted Submit PPBE 08 PMR PPBE 09 LIII Submit PPBE 09 PMR As in all projects, requirements development enables improved cost estimates. 40
Transition Strategic Schedule 9-month (sample) • Level-2 SSP Transition Management Office maintains Transition Master Schedule made up of SCA strategic capability milestones • Level-3 project/program elements maintain individual tactical schedules for implementation D. Sander 41
Top SSP Risks Risk Number - Title Owning June Aug October December Team 2007 2007 2007 2007 2983 - Loss of Critical Contractor Personnel SP_Transiti NEW TPR 3x5 on 4x5 2984 - Loss of Critical Civil Service Personnel SP_Transiti NEW TPR 3x3 on 4x5 2689 - TPS Damage Due to Ascent Debris: ET Foam Release SEI 4x5 4x5 4x5 3x5 2691 - TPS Damage Due to Ascent Debris: Ice Release SEI 4x5 4x5 4x5 3x5 2692 - TPS Damage Due to Ascent Debris (non foam/ice): Gap Filler, SEI 4x5 4x5 3x5 3x5 Putty Repair, Ceramic Inserts, SRB BTA 2962 - Infrequent/Catastrophic EMU-018: Externally Induced Hazards - EVA NEW 4x5 4x5 Sharp Edge Exposure TPR 4x5 2474 - Orbiter Composite Overwrap Pressure Vessel (COPV) Burst VEHSYS 3x5 3x5 3x5 Accepted Risk 3x5 2827 - Current External Tank Ice Frost Ramp (IFR) Design ET 3x5 3x5 3x5 3x5 2829 - Failure to Avoid Lightning with Crew Onboard SSV (ILIT-01) SEI NEW 3x5 2x5 TPR 3x5 2846 - Vehicle Damage Due to Liftoff Debris P_SEI 3x5 3x5 3x5 3x5 2793 - Failure to Avoid Lightning - Ground Processing (ILIT-01) SEI 4x4 4x4 3x4 3x4 2815 - ET Production to Meet the SSP Manifest ET 4x4 4x4 4x4 4x4 2971 - Threats to SSP Reserve in FY08 NEW TPR 3x5 3x3 2505 - Loss of Critical Personnel SP_Transiti 4x5 4x5 Closed on 2851 - Threats to SSP Reserve in FY07 BusMgmt 5x5 Closed 2703 - Composite Overwrap Pressure Vessel (COPV) Stress Rupture Shuttle_Pro 3x5 3x5 De-Escalated (Infrequent/Catastrophic LL-0173 Cause 1,2,3,4) c to TOR 3x5 2877 - Vehicle Damage Due to Ground Source Debris During Launch Shuttle_Pro 3x5 3x5 3x5 Closed. Merged with (Infrequent/Catastrophic LL-0077 Cause 7, 8) c 2846 3x5
SSP T&R Risks Report SSP Transition Quarterly Risk Num FY07-Q3 FY07-Q4 Team Title 5 2750 2758 2983 4x5 4x5 SP_Transition Loss of Critical Contractor Personnel (Supp) 2915 2984 4x5 4x5 SP_Transition Loss of Critical Civil Service Personnel (Supp) L 2917 2983 I 4 2984 2994 2808 3x5 3x5 SP_Transition SSP Cost Threat: Transition and Retirement (C) K E 2913 L Environmental Planning for SSP Transition and Retirement 2918 2913 3x3 3x3 SP_Transition I 3 (Saf, Sch, C) 2919 2808 H 2973 National Environmental Policy Act Requirement for SSP 2914 2x3 2x3 SP_Transition O T&R (Saf, Sch, C) O 2914 D 2 2287 2915 4x3 4x3 SP_Transition External Reviews and Approvals of Programmatic 2916 Environmental Assessment (EA) (Saf, Sch, C) Potential for Environmental Impact Statement Requirement 2916 2x3 2x3 SP_Transition (Sch, C) 1 Coordination with Constellation NEPA Process (Saf, Sch, 2917 4x3 4x3 SP_Transition C) 1 2 3 4 5 2918 3x3 3x3 SP_Transition Potential Loss of Shuttle Environmental Assurance Initiative Capability (Supp, Sch, C) CONSEQUENCE Potential for Impact to SSP HCFC 141b Essential Use 2919 3x3 3x3 SP_Transition Exemption (Saf, Supp, Sch, C) Saf - MS- Sch- Supp - C– Safet Mission Schedul Supportability Cost Lack of available support to complete T&R activities (Supp, y Success e 2994 4x3 SP Sch) – Top Program Risk (TPR) 2287 2x2 2x2 Shuttle_Proc Civil Service Workforce Retention (Sch) – Top Director Risk (TDR) – Top Organization Risk (TOR) 2750 5x4 5x4 Shuttle_Proc Contractor Workforce Retention (Sch) – Top Sub Organizational Risk (TSR) 2758 5x5 5x5 Shuttle_Proc Transition / Retirement Unfunded (C) Low Medium High Flight Rate Supportability-During Ares 1-X Processing 2973 3x3 Shuttle_Proc Closed Risks New Risks (10month period) (Supp, Sch) Source: SIRMA, Oct. 23, 2007 G. Norbraten 43
Transition Metrics Overview & Accountability How Do We Measure Transition Success? Metrics, Surveys & Feedback Transition Metrics Accountability Cost Avoidance Directorate Transition Schedule Variance Workforce Transition (CS & Contractor) Management Transition Risk (Headquarters) Exploration Systems and Space Exploration Systems and Space Personal Prop. Divestment Operations Transition Directors Operations Transition Directors Communication Effectiveness Level 0, 1 + Institutions & Administration + Institutions & Administration Transition Implementation Big “T” Third-Party Assessments TCB/JICB Actions Clear Accountability Annual Personal Property Program Divestment Management Various Program Offices Cost Various Program Offices (Centers) NASA Field Centers Schedule NASA Field Centers Risk Level 2 Technical Little “t” Synergy Clear Communications Tasking Project Management (Centers) Project Implementation Various Project Offices Various Project Offices Level 3 NASA Field Centers NASA Field Centers 44
T&R Progress 45
T&R Chronology 2004 2005 2006 2007 2008 STS-114 (RTF) STS-118 Mission STS-121 STS-115 STS-120 Execution STS-116 ∆ HQ Human Capital ∆ HQ Human Spaceflight Vision for Space Exploration Plan Transition Plan ∆ Pgm termination ∆ ISOS Transition Panel Report ∆ NSTS 07700 Vol XX Requirements Benchmarking ∆ SSP Transition Mgmt Plan ∆ SSP Transition Development ∆ ISOS Transition Panel Management Plan 1st draft ∆ SSP Environmental Plan chartered ∆ End State WG report ∆ “Super Meeting” ∆ Contractor (JSC-South Shore) Retention Plans ∆ SOMD Manager ∆ SSP Post-2010 (Gerstenmeier) Governance Whitepaper ∆ SOMD TM (Lightfoot) ∆ SOMD TM (Kearns) ∆ TCB chartered ∆ SSP Manager (Hale) ∆ ESMD TM (Olson) ∆ SSP Strategic Governance Planning Office ∆ SSP TM ∆ TPRCB chartered ∆ Env Supp Team formed named (Lightfoot) ∆ SSP TM ∆ SSP TM (Norbraten) ∆ SAMWG ∆ SSP T&R Leadership team formed (Doering) ∆ SSP TM Office named formed ∆ 1st TNT ∆ TMO Support Contract ∆ KSC TM (Gordon) ∆ MTWG formed ∆ JSC TM (Dornell) ∆ JTIP formed ∆ KTWG formed ∆ MSFC TM (Allen) ∆ Transition F2F (MSFC-Intergraph) ∆ TQPMR ∆ TQPMR ∆ TQPMR ∆ TQPMR ∆ TQPMR FY06-Q4 FY07-Q1 FY07-Q2 FY07-Q3 FY07-Q4 ∆ Transition F2F (JSC-Hilton) ∆ TMS ∆ SCA reset ∆ SSP-Institutional ∆ SOMD TM Property TIM (JSC) ∆ T&R F2F (MSFC) baselined briefs SMC ∆ Property TIM #1 ∆ Property TIM #2 ∆ TIM w/NASM ∆ TIM w/ ∆ Center Historic Site surveys T&R ∆ T&R Budget Estimate NMUSAF ∆ PPBE08 parametric ∆ PPBE09 bottoms-up Implementation (Aerospace) $3.5B T&R est. $2.8B T&R est. $1.8B ∆ Human Capital ∆ Human Capital Survey #1 TIM (JSC) ∆ HC Survey #2 ∆ SSP TPA ∆ Strategic ∆ SCADB ∆ SharePoint deployed ∆ EA Capabilities deployed ∆ Rendezvous 1st pub. final draft Assessment ∆ Al-Li termination ∆ Moog TVC decision ■ IG Audit ∆ FR-1 decommissioned ■ GAO Audit ■ GAO Audit ■ GAO Audit ■ GAO Audit 46
Recent Accomplishments Shuttle Capabilities Retiring or Transitioning • L&L – Decommissioning of FR-1, release of west MLP parksite • SSME - Decision on termination of power head production • SSME - Decision on termination of high pressure turbo pump production • Orbiter - Termination decisions on 6 suppliers no longer needed, demolition of Palmdale temporary buildings, disposal of excess property in MAF storage Transition Integration Accomplishments • Oversight - Conducted Transition QPMR on February 6-7 • Products - Completed SSP Transition Management Plan, Environmental Plan, Environmental Assessment, preliminary End-State requirements • Communication - Permanent transition feature added to SSP News • Communication - “Rendezvous” Online Magazine Debut • Human Capital – Roll-out of prime contractor retention plans • Historic - Real Property for Historic Landmark site surveys 47
T&R Issues • Dynamic mission requirements • Constrained resources • Overlaps & Gaps with Constellation • Decision-making process • Inventory assessments • Artifact definition & identification • Post-2010 governance TBD • Metrics 48
Upcoming Activities FY08 T&R implementation: • PPBE10 • Pre-screening of SSP personal property • Disposition of excess Orbiter hardware at MAF and Palmdale • Completion of production activities – SSME MCC, ducts – SRB APU GG/GGVM – Orbiter ECLSS flex hoses, windows, tires • Significant transfers to CxP: – Pad B – MLP 1 – MSP West Park Site • Vendor closeouts 49
T&R Summary • SSP Transition & Retirement is in uncharted territory – Products and Processes are maturing – T&R plans, processes and management boards are operational • Managing Risk is key – Safety and Mission Success are our Fundamental Decision Drivers – Mission Execution shapes T&R requirements and constraints – Close coordination between Mission Execution and T&R essential • FY10 Planning, Programming, Budgeting, Execution (PPBE) will refine plans post-FY10 • Skilled Workforce Retention is a top priority – Shuttle Fly-Out, transition to Constellation Development • Gap to Constellation Flight Operations - Major Risk • Stakeholder Communications underway – Congress, OMB, GAO, Strategic Management Council, Civil Servants & Contractors Project Management Best Practices apply to Program Termination 50

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Doug.sander

  • 1.
    Space Shuttle Program Transition& Retirement 101 Managing the last phase of the Program Lifecycle Doug Sander SSP Transition Management Office
  • 2.
    T&R 101 Syllabus • Overview • First Steps • Strategy • Governance • Implementation • Progress • Summary • Questions 2
  • 3.
    Vision For SpaceExploration • The Vision* calls for the space program to: – Complete the International Space Station by 2010 – Retire the Space Shuttle by 2010 – Develop the Orion spacecraft (formerly known as the Crew Exploration Vehicle) by 2008, and conduct its first human spaceflight mission by 2014 – Develop Shuttle-Derived Launch Vehicles – Explore the Moon with robotic spacecraft missions by 2008 and crewed missions by 2020 – Explore Mars and other destinations with robotic and crewed missions * Current Wikipedia description 3
  • 4.
    Program Life CyclePhases Phase B Definition Phase A Phase C Preliminary Analysis Design Phase D Development Phase E Operations Termination Decision to Terminate Termination = Transition of needed capabilities & Retirement of unneeded capabilities 4
  • 5.
    What is Transition& Retirement? • “T&R” is the combination of transfer and close-out activities associated with Space Shuttle capabilities. • T&R is: – Big – Complex – Uncharted – Emotional – Expensive • The goal of T&R is to support NASA strategic goals and achieve SSP retirement within available resources at the best value for the nation. 5
  • 6.
    What Drives Transition? TheVision for Space Exploration and retirement in 2010 Safely completing the manifest within available resources Exploration Systems requirements for Space Shuttle assets and workforce 6
  • 7.
    Number 1 Priority– Safe Mission Execution • The highest program priority is safe and effective mission flyout. • International Space Station will be completed using as few flights as possible. • The current Space Shuttle manifest shows 13 flights to the International Space Station, 1 flight to HST, and two contingency flights between now and 2010. 7
  • 8.
    Transition & RetirementOverview • Budget planning assumes efficiencies from transition of SSP capabilities to Cx • Early budget forecasts rely on aggressive retirement of SSP capabilities after meeting mission requirements 8
  • 9.
    Scope of theTransition Challenge: Shuttle Shuttle and ISS Flight Safety is #1 Priority • Shuttle occupies 640 facilities • Over 1,004,000 property inventory line items • Over 1,765 civil servants and 15,098 prime contracts in fiscal year 2007 • Total equipment acquisition value is ~$12 billion • Total facilities replacement value is ~$5.7 billion Color Code of Suppliers to Shuttle Prime Contractors: Yellow - Boeing Dark Blue - USA Purple - Lockheed-Martin Green - Hamilton Sunstrand Blue - PWR Orange - ATK Red - Orbiter Project (JSC) 9
  • 10.
    First Steps • Followingthe President’s 2004 announcement of the VSE, the SSP quickly mobilized for early retirement and sought out advice. – NPR 7120 provides only high-level guidance – Benchmarking with the experts provided rich lessons learned. Best-practices research included: • USAF Titan Program termination • Boeing F-18/AV-8B Production line closure • Naval Facilities Engineering Command (NAVFAC) – Base Realignment and Closure (BRAC) process – Roosevelt Roads NAS Closure • Naval Sea Systems Command (NAVSEA) – Charleston/Long Beach Navy Shipyard Closures – Puget Sound Nuclear Ship Inactivation and Disposal Program – Electric Boat Company Downsizing • Apollo Program termination lessons • NASA/USA Downey Facility Closeout • GRC Plumbrook closeout 10
  • 11.
    First Steps • Benchmarkinglarge-scale program retirements provided initial direction – Management Strategy • Don’t jeopardize fly-out (Risk Management!!) • Start early • Communicate with all stakeholders • Work well with supporting organizations – Organizational Structure • Cross-cutting functional areas • Governance to facilitate decision-making – Cost Drivers • Environmental clean-up • Property disposal • Human capital retention – Requirements Development • Understand the regulatory environment • Perform a Strategic Capabilities Assessment 11
  • 12.
    Strategic Capabilities Assessment(SCA) • The foundation of T&R planning is a requirements definition • SSP did an SCA to derive revised program requirements based on the VSE and NASA HQ direction • The SCA answers: – What are our strategic capabilities? – What are our capability last need dates? • Based on mission success risk assessment – What are our capability release dates? • Based on estimated time to execute program preparation for handover to institutional disposal processes The SCA provides the strategic requirements for Transition & Retirement 12
  • 13.
    Program strategic-level decomposition MOD L&L ET RSRM Orbiter SSME SRB Program composed of elements Program element composed of capabilities capability 13
  • 14.
    Capability Components • Acapability is the capacity to provide a good or service • Programs are comprised of a suite of capabilities – Each capability can be decomposed into its component parts – Each capability must be dispositioned during T&R Climate Skills Security Knowledge Access Human Intangible Relationships Location Capital Assets History Experience SSP Synergism Capabilities Tangible Assets Real Property Personal Property Data Intellectual Property 14
  • 15.
    Strategic-Level Assessment ofSSP Capabilities – By Element SE&I Other SSME SCA L&L Last Release Orbiter Capability Need Date Date SSME MOD Capability #1 ET ■ FCOD ■ SRB SSME ■ RSRM SSME Capability #26 SSME Capability #27 Total = 292 SSP Capabilities The SCA provides a very high-level breakdown of the Program. It gives us “the shape of the curve.” 15
  • 16.
    SCA Record (example) SSPCapability # SSME-2 Capability Name Powerhead – Sustaining Operations Critical Process Capability Capability Description Ability to recycle/repair a SSME powerhead Center MSFC Org MP21 SSP Project Element SSME Associated WBS # 6.5015 Location name Los Angeles Location state CA Associated Real Property tbs Associated Personal Property tbs NASA EP 0 Other govt. EP 0.5 Contractor FTE 15.8 Supplier FTE 2 Associated Suppliers name Wyman, Gordon, Schaefer, Tech Lefiell, Mfg Hoefner, F&B, Special Metals, Turntech Associated Suppliers state MA, IN, CA, AZ, NY, MI Associated Contracts name PWR Prime NAS8-01140 Associated Contracts end date 12/31/10 Key Decision Date (KDD) to meet SSP RD 12/30/08 Last Need Date (LND) 09//30/09 LND rationale No additional procurements necessary to support remaining mission requirements Release Date (RD) 08/30/10 Capability Shared with other Program(s)? No Capability candidate for follow-on program(s)? Yes SMRT Doc # SSMExxx Resource impact to retain past LND? Govt – yes Contractor – yes Risk factors to maintaining capability for NASA Possible loss of critical suppliers, skills and process 16
  • 17.
    SCA Database (SCADB) Sample input “screen shot” 17
  • 18.
    Shuttle Transition StrategicCapabilities Last Need Milestones HOME FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Beyond Powerhead Nozzle SSME Ducts Crossbeam ET Intertank LPTP HB- RSRM Assembly Valves VAB/131 GGVM SRB Tires Element Key ECLSS Flexhoses MDM Orbiter GG Last ET-137 L&L Production Star Trackers Detail Prop FCOD Ammonium Delivered * ET Prod MOD Perchlorate PSE&I TPS FRSI Thermal Materials CRD & ASA APU MCC ET-138 Sub-assembly SE&I Complete* FO&I Hydraulic Windows Last New EVA pumps Engine Delivery S&LS Thruster Parts Completed dates MPS Feedlines FES RSRM Refurb IMU WSTF FA/TT&E ET Tool Sustaining/ IEA MEDS, MDU, IDP L&L Refurb Repair Hypergol APU GG Actuators SSME Crit Sys Struct-RCC SRB Support Fuel Cells SSME FA EVA Suit C9 Train FO&I P/L-Cargo Integ Veh integ FCOD Crew support FO&I Cont Land MOD Training Mission S&LS Crew Supp Zero G STA T-38 SSFL-Boeing** PSE&I Env Preparation Orb COFR SSME Log SE&I FSW Orb Palmdale AITF Medical support Astronauts SSC Log/Test Mission Last Planned Flight MOD Flt Supp Operations (STS 132-20A) PSE&I Supp SRB Trans Barge LETF WSTF Support SCA FR-1 MLP-1 SRB Rec CT-1,2 Ground VAB-HB3 L&L Supp/Proc NSLD Operations Pad-B MLP-3 ,SLF OPF-3 MLP-Parksite TPSF *Currently under review 18 **NASA Facility LND Completed in FY2006 and currently being released
  • 19.
    SSP Transition &Retirement Strategy 2004 Vision for Space Exploration 2006 2010+ Define SSP Agency Define SSP Requirements Decision-making for Agency Current Capabilities to support 2010 SSP Capability Divestment flight manifest retention Processes Strategic Capabilities Assessment SMRT Document Retention Last Need Date determination evaluation Human Capital Climate Skills Human Security Placement Knowledge Intangible Access Relationships Capital Assets Location Space Shuttle Management Resource Transition Document (SMRT) Experience SSP History Resource number X (Resource title) Synergism Element Name, NASA Center Capabilities Date Transfer Property Template Tangible National Aeronautics and Space Administration SSP Assets Capability Excess Real Property Personal Property Data Intellectual Property Retention Data TPRCB TCB JICB Destruction Benchmarking Planning Implementation 19
  • 20.
  • 21.
    The Transition Process Governance Board Structure 1. Strategic, Longer-term – Joint Integration Control Board (JICB) 2. Tactical, Near-term – Transition Control Board (TCB) 3. Program-Level Transition − SSP Transition Program Requirements Control Board (TPRCB) 21
  • 22.
    T&R Leadership NASA Administrator Griffin I&A Manager SOMD Manager ESMD Manager Dominguez Gerstenmeier Gilbrecht Transition Manager Transition Manager Transition Manager Kearns Olson Hoyt Constellation Program SSP Program Manager Manager Hale Hanley SSP Transition Project Manager Manager Project Manager Project Manager Norbraten Transition Management Office Transition Manager SSP/MD Transition Manager Transition Manager Center Transition Center Transition Center Transition Center Transition Manager Manager Manager Manager KSC/Gorman JSC/Dornell MSFC/Allen SSC/Canady Center Institutions 22
  • 23.
  • 24.
    SSP T&R DocumentTree HQ Transition Management Plan (Congress) HQ Transition Management Plan (Down & In) NSTS 07700 Volume XX NSTS 07700 Volume IV SSP Transition & Retirement NSTS 07700 Volume Configuration XIX Management SSP Transition Management Program Risk Requirements Plan Management Plan Horizontal / Common Plans Center Plans Element Plans - Cross-Cutting Focus - - Institution Focus - - Element Focus - Human Capital JSC Transition OPO Management Plan Management Plan NSTS-TBD FCE Integrated Logistics White Sands Environmental Test Facility SSME Management Plan NSTS-60575 ET SRB KSC Transition Management Plan RSRM *Encompasses L&L PSE&I SE&I MSFC Transition SQ&MA Management Plan FO&I MI&P SSC Transition L&L* Management Plan MOD **Encompasses Engine Test ED SLS EVA ENGINE TEST FCOD 24
  • 25.
    T&R Functions Workforce Retention Communications Donate Enhanced Mission Execution Functions Strategic Capabilities Sell Assessment Disposal Increased SSP Transition Demolition/ Quality & Retirement Scrap Assurance Environmental Management Real & Personal Historical Property Preservation Retain/Archive Transfer & Records Immediate Disposal Retention & Data Hand-Over Functions Management Transfer Destroy Mothball/ Employee Store Placement 25
  • 26.
    Crosscutting Functions Crosscut Center MSFC JSC KSC SSC Risk Management Property Disposition Records Management Environment Software/IT Management Resources Planning Historical Pres. 26
  • 27.
    Property Disposition Total Planned Property Excess FY08 - FY15 180 160 140 120 In Thousands Line Items 100 80 60 40 20 0 Total All FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 Years TOTAL 41427 124109 81120 177058 98939 79003 27103 24313 653072 27
  • 28.
    Property Taxonomy Land Buildings Other structures & facilities Real Property Leasehold improvements Construction in progress SSP Property Equipment Special Test Equipment Personal Property Special Tooling Agency-peculiar Material Contract work in progress 28
  • 29.
    Personal Property DisposalEstimate Total Excess Planned Burndown FY 08 - FY15 700 600 500 400 In Thousands Planned 300 200 100 0 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 Planned 611645 487536 406416 229358 130419 51416 24313 0 29
  • 30.
    Personal Property dispositionto date Contractor-Held Property Transferred or Excessed, 10/01/2006 - 06/30/2007 16000 14000 12000 Line Items Q1 10000 Q2 8000 Q3 6000 Cum 4000 2000 0 Constellation Other Program Excessed Q1 118 1082 2133 Q2 180 1460 10174 Q3 68 490 4357 Cum 366 3032 16664 30
  • 31.
    Facilities Transition • KSC / Pad 39B • KSC / Operations & Checkout – Launch Pad and Support Building Facilities – Highbay for all Orion final assembly – Lightning Protection System – Highbay cleanout underway • Michoud Assembly Facility (MAF) – Primary structure manufacturing – Composite and metal fabrication – Plans: Orion, Upper Stage, Earth Departure Stage, Ares V, RPK Emphasize Efficient Utilization and Life Cycle Cost Control 31
  • 32.
  • 33.
    Records Management WorkingGroup • SSP T&R utilizes existing processes for records retention • RMWG formed to provide guidance on records retention and destruction processes – Action to provide more specific guidance on records retention • Prime interface to Center and HQ archivists 33
  • 34.
  • 35.
    Transition and theWorkforce • Unique Challenges: – Retaining Skills Necessary to Safely Execute Remaining Space Shuttle Missions; and – Managing Transition of Appropriate Shuttle Workforce into Constellation Development; and – Retaining Skills Between FY2010 and FY2014 Necessary to Safely Execute Constellation Flight Operations (Orion/Ares I IOC - 2014) • Approach to Ensure Critical Skills Retained: – Provide Challenging, Exciting Follow-on Work in Constellation (and Other Programs) – Maintain NASA’s Quality Workplace: Providing Collaborative and Creative Environment, Supporting Career Development, Learning Opportunities • NASA is Committed to Transitioning as Much of the Shuttle Civil Service Workforce to Other Agency Programs as is Practicable, Using Strategies such as: – Workforce Sharing, Matrixing, Detailing – Retraining – Identify Opportunities for Placement of Employees with Needed Skills in Other Organizations • NASA is Committed to Working with our Space Shuttle Program Contractor Partners on Workforce Issues. – Industry has a Range of Transition, Retention, and Staffing Tools Available to Maintain Critical Skills to Meet their Contractual Obligations Required for Shuttle Mission Execution. – Unique to Each Contractor Situation and their Known Role in Future Constellation Work 35
  • 36.
    Human Capital Strategy& Programs Human Capital Transition Strategy: • Incorporating Scenario Planning into the Proposed Strategic Business and Workforce Planning Process at the Agency Workforce Assessment: Civil Servant & Contractor • “10 Healthy Centers” • Program Requirements Will Drive our Workforce and Skill Needs Processes: Examples • Competency Management System: NASA system, Local Control • Critical Skills Retention: Identification, Phasing, Approaches, Cost • Training: Cross-training, Re-training, Initial-Training, Frequency • Tracking: Metrics/Surveys, Monitoring, Feedback Loop • Tools: Plan to Use Multiple Methods and Tools – HR models: Numbers-based Approach (Funded & Unfunded FTEs/WYEs) – Process & Systems Modeling for Workforce Requirements (Ex. DoD, MicroSaint) Workforce Synergy: • Personnel Splitting their Time & Workload Focus Between > 2 Programs: Shuttle, ISS, and Constellation (Example: 50% SSP/50% CxP), with Shuttle Having Priority due to Flight Safety Drivers 36
  • 37.
    Human Capital Transition(sample metric) FY07 – KSC, JSC, MSFC, and SSC 1600 1400 1200 1000 800 600 400 200 0 Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Shuttle Count 998 1088 1068 1073 1015 997 953 936 921 946 962 925 Station Count 719 748 748 746 812 827 811 822 800 822 819 825 Constellation Count 720 948 980 995 1017 1035 1066 1120 1078 1141 1111 1164 Total Splits 1263 1202 1158 1201 1242 1254 1301 1252 1350 1266 1308 1325 Count of civil service employees charging 100% to Shuttle, Station, and Constellation or split between 2 or more Programs. Includes KSC, JSC, MSFC, and SSC. S. Leibert 37
  • 38.
    Transition Communications Top-Down, Bottoms-Up,In and Out Transition Communication • Transparency, Accuracy, Clarity, Brevity: the Facts in a Timely Manner • All Media Types & Venues Clear & Consistent Communication • Distributed broadly • Complied for managers • Provides a monthly review at TQPMR snapshot of what • Helps identify everyone is working on temporary vs. serious • Requires short-term roadblocks goal setting • Stimulates discussion • Quick way to track about shared (or not) progress experiences across centers 38
  • 39.
  • 40.
    T&R Cost Evolution PPBE 09 – SSP Transition & Retirement PMR Summary ($M) $4.1B point estimate (Aerospace) $4,000 $3,500 $3,519 $3,000 $2,801 $2,500 Parametric estimate $2,000 $1,793 $1,804 $1,500 Bottoms-up estimate $1,000 $500 $0 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 PPBE 08 LIII Adjusted Submit PPBE 08 PMR PPBE 09 LIII Submit PPBE 09 PMR As in all projects, requirements development enables improved cost estimates. 40
  • 41.
    Transition Strategic Schedule9-month (sample) • Level-2 SSP Transition Management Office maintains Transition Master Schedule made up of SCA strategic capability milestones • Level-3 project/program elements maintain individual tactical schedules for implementation D. Sander 41
  • 42.
    Top SSP Risks Risk Number - Title Owning June Aug October December Team 2007 2007 2007 2007 2983 - Loss of Critical Contractor Personnel SP_Transiti NEW TPR 3x5 on 4x5 2984 - Loss of Critical Civil Service Personnel SP_Transiti NEW TPR 3x3 on 4x5 2689 - TPS Damage Due to Ascent Debris: ET Foam Release SEI 4x5 4x5 4x5 3x5 2691 - TPS Damage Due to Ascent Debris: Ice Release SEI 4x5 4x5 4x5 3x5 2692 - TPS Damage Due to Ascent Debris (non foam/ice): Gap Filler, SEI 4x5 4x5 3x5 3x5 Putty Repair, Ceramic Inserts, SRB BTA 2962 - Infrequent/Catastrophic EMU-018: Externally Induced Hazards - EVA NEW 4x5 4x5 Sharp Edge Exposure TPR 4x5 2474 - Orbiter Composite Overwrap Pressure Vessel (COPV) Burst VEHSYS 3x5 3x5 3x5 Accepted Risk 3x5 2827 - Current External Tank Ice Frost Ramp (IFR) Design ET 3x5 3x5 3x5 3x5 2829 - Failure to Avoid Lightning with Crew Onboard SSV (ILIT-01) SEI NEW 3x5 2x5 TPR 3x5 2846 - Vehicle Damage Due to Liftoff Debris P_SEI 3x5 3x5 3x5 3x5 2793 - Failure to Avoid Lightning - Ground Processing (ILIT-01) SEI 4x4 4x4 3x4 3x4 2815 - ET Production to Meet the SSP Manifest ET 4x4 4x4 4x4 4x4 2971 - Threats to SSP Reserve in FY08 NEW TPR 3x5 3x3 2505 - Loss of Critical Personnel SP_Transiti 4x5 4x5 Closed on 2851 - Threats to SSP Reserve in FY07 BusMgmt 5x5 Closed 2703 - Composite Overwrap Pressure Vessel (COPV) Stress Rupture Shuttle_Pro 3x5 3x5 De-Escalated (Infrequent/Catastrophic LL-0173 Cause 1,2,3,4) c to TOR 3x5 2877 - Vehicle Damage Due to Ground Source Debris During Launch Shuttle_Pro 3x5 3x5 3x5 Closed. Merged with (Infrequent/Catastrophic LL-0077 Cause 7, 8) c 2846 3x5
  • 43.
    SSP T&R RisksReport SSP Transition Quarterly Risk Num FY07-Q3 FY07-Q4 Team Title 5 2750 2758 2983 4x5 4x5 SP_Transition Loss of Critical Contractor Personnel (Supp) 2915 2984 4x5 4x5 SP_Transition Loss of Critical Civil Service Personnel (Supp) L 2917 2983 I 4 2984 2994 2808 3x5 3x5 SP_Transition SSP Cost Threat: Transition and Retirement (C) K E 2913 L Environmental Planning for SSP Transition and Retirement 2918 2913 3x3 3x3 SP_Transition I 3 (Saf, Sch, C) 2919 2808 H 2973 National Environmental Policy Act Requirement for SSP 2914 2x3 2x3 SP_Transition O T&R (Saf, Sch, C) O 2914 D 2 2287 2915 4x3 4x3 SP_Transition External Reviews and Approvals of Programmatic 2916 Environmental Assessment (EA) (Saf, Sch, C) Potential for Environmental Impact Statement Requirement 2916 2x3 2x3 SP_Transition (Sch, C) 1 Coordination with Constellation NEPA Process (Saf, Sch, 2917 4x3 4x3 SP_Transition C) 1 2 3 4 5 2918 3x3 3x3 SP_Transition Potential Loss of Shuttle Environmental Assurance Initiative Capability (Supp, Sch, C) CONSEQUENCE Potential for Impact to SSP HCFC 141b Essential Use 2919 3x3 3x3 SP_Transition Exemption (Saf, Supp, Sch, C) Saf - MS- Sch- Supp - C– Safet Mission Schedul Supportability Cost Lack of available support to complete T&R activities (Supp, y Success e 2994 4x3 SP Sch) – Top Program Risk (TPR) 2287 2x2 2x2 Shuttle_Proc Civil Service Workforce Retention (Sch) – Top Director Risk (TDR) – Top Organization Risk (TOR) 2750 5x4 5x4 Shuttle_Proc Contractor Workforce Retention (Sch) – Top Sub Organizational Risk (TSR) 2758 5x5 5x5 Shuttle_Proc Transition / Retirement Unfunded (C) Low Medium High Flight Rate Supportability-During Ares 1-X Processing 2973 3x3 Shuttle_Proc Closed Risks New Risks (10month period) (Supp, Sch) Source: SIRMA, Oct. 23, 2007 G. Norbraten 43
  • 44.
    Transition Metrics Overview& Accountability How Do We Measure Transition Success? Metrics, Surveys & Feedback Transition Metrics Accountability Cost Avoidance Directorate Transition Schedule Variance Workforce Transition (CS & Contractor) Management Transition Risk (Headquarters) Exploration Systems and Space Exploration Systems and Space Personal Prop. Divestment Operations Transition Directors Operations Transition Directors Communication Effectiveness Level 0, 1 + Institutions & Administration + Institutions & Administration Transition Implementation Big “T” Third-Party Assessments TCB/JICB Actions Clear Accountability Annual Personal Property Program Divestment Management Various Program Offices Cost Various Program Offices (Centers) NASA Field Centers Schedule NASA Field Centers Risk Level 2 Technical Little “t” Synergy Clear Communications Tasking Project Management (Centers) Project Implementation Various Project Offices Various Project Offices Level 3 NASA Field Centers NASA Field Centers 44
  • 45.
  • 46.
    T&R Chronology 2004 2005 2006 2007 2008 STS-114 (RTF) STS-118 Mission STS-121 STS-115 STS-120 Execution STS-116 ∆ HQ Human Capital ∆ HQ Human Spaceflight Vision for Space Exploration Plan Transition Plan ∆ Pgm termination ∆ ISOS Transition Panel Report ∆ NSTS 07700 Vol XX Requirements Benchmarking ∆ SSP Transition Mgmt Plan ∆ SSP Transition Development ∆ ISOS Transition Panel Management Plan 1st draft ∆ SSP Environmental Plan chartered ∆ End State WG report ∆ “Super Meeting” ∆ Contractor (JSC-South Shore) Retention Plans ∆ SOMD Manager ∆ SSP Post-2010 (Gerstenmeier) Governance Whitepaper ∆ SOMD TM (Lightfoot) ∆ SOMD TM (Kearns) ∆ TCB chartered ∆ SSP Manager (Hale) ∆ ESMD TM (Olson) ∆ SSP Strategic Governance Planning Office ∆ SSP TM ∆ TPRCB chartered ∆ Env Supp Team formed named (Lightfoot) ∆ SSP TM ∆ SSP TM (Norbraten) ∆ SAMWG ∆ SSP T&R Leadership team formed (Doering) ∆ SSP TM Office named formed ∆ 1st TNT ∆ TMO Support Contract ∆ KSC TM (Gordon) ∆ MTWG formed ∆ JSC TM (Dornell) ∆ JTIP formed ∆ KTWG formed ∆ MSFC TM (Allen) ∆ Transition F2F (MSFC-Intergraph) ∆ TQPMR ∆ TQPMR ∆ TQPMR ∆ TQPMR ∆ TQPMR FY06-Q4 FY07-Q1 FY07-Q2 FY07-Q3 FY07-Q4 ∆ Transition F2F (JSC-Hilton) ∆ TMS ∆ SCA reset ∆ SSP-Institutional ∆ SOMD TM Property TIM (JSC) ∆ T&R F2F (MSFC) baselined briefs SMC ∆ Property TIM #1 ∆ Property TIM #2 ∆ TIM w/NASM ∆ TIM w/ ∆ Center Historic Site surveys T&R ∆ T&R Budget Estimate NMUSAF ∆ PPBE08 parametric ∆ PPBE09 bottoms-up Implementation (Aerospace) $3.5B T&R est. $2.8B T&R est. $1.8B ∆ Human Capital ∆ Human Capital Survey #1 TIM (JSC) ∆ HC Survey #2 ∆ SSP TPA ∆ Strategic ∆ SCADB ∆ SharePoint deployed ∆ EA Capabilities deployed ∆ Rendezvous 1st pub. final draft Assessment ∆ Al-Li termination ∆ Moog TVC decision ■ IG Audit ∆ FR-1 decommissioned ■ GAO Audit ■ GAO Audit ■ GAO Audit ■ GAO Audit 46
  • 47.
    Recent Accomplishments Shuttle CapabilitiesRetiring or Transitioning • L&L – Decommissioning of FR-1, release of west MLP parksite • SSME - Decision on termination of power head production • SSME - Decision on termination of high pressure turbo pump production • Orbiter - Termination decisions on 6 suppliers no longer needed, demolition of Palmdale temporary buildings, disposal of excess property in MAF storage Transition Integration Accomplishments • Oversight - Conducted Transition QPMR on February 6-7 • Products - Completed SSP Transition Management Plan, Environmental Plan, Environmental Assessment, preliminary End-State requirements • Communication - Permanent transition feature added to SSP News • Communication - “Rendezvous” Online Magazine Debut • Human Capital – Roll-out of prime contractor retention plans • Historic - Real Property for Historic Landmark site surveys 47
  • 48.
    T&R Issues • Dynamic mission requirements • Constrained resources • Overlaps & Gaps with Constellation • Decision-making process • Inventory assessments • Artifact definition & identification • Post-2010 governance TBD • Metrics 48
  • 49.
    Upcoming Activities FY08 T&Rimplementation: • PPBE10 • Pre-screening of SSP personal property • Disposition of excess Orbiter hardware at MAF and Palmdale • Completion of production activities – SSME MCC, ducts – SRB APU GG/GGVM – Orbiter ECLSS flex hoses, windows, tires • Significant transfers to CxP: – Pad B – MLP 1 – MSP West Park Site • Vendor closeouts 49
  • 50.
    T&R Summary • SSPTransition & Retirement is in uncharted territory – Products and Processes are maturing – T&R plans, processes and management boards are operational • Managing Risk is key – Safety and Mission Success are our Fundamental Decision Drivers – Mission Execution shapes T&R requirements and constraints – Close coordination between Mission Execution and T&R essential • FY10 Planning, Programming, Budgeting, Execution (PPBE) will refine plans post-FY10 • Skilled Workforce Retention is a top priority – Shuttle Fly-Out, transition to Constellation Development • Gap to Constellation Flight Operations - Major Risk • Stakeholder Communications underway – Congress, OMB, GAO, Strategic Management Council, Civil Servants & Contractors Project Management Best Practices apply to Program Termination 50