National Aeronautics and Space Administration (NASA) Goddard Space Flight Center's Innovative Partnerships Program (IPP) seeks to form partnerships to enhance future mission capabilities. The IPP acts as a facilitator and catalyst by bringing parties together, implementing new approaches, and identifying ways for partnerships to benefit NASA, partners, and taxpayers. The presentation provides an example partnership between NASA and Carnegie Mellon University's Robotics Institute to demonstrate how innovative partnerships can leverage resources and accelerate technology maturation.

1. National Aeronautics and Space Administration
Forming Innovative Partnerships
NASA Goddard Space Flight Center
to Enhance Future
Mission–Enabling Capabilities
presented at
Project Management Challenge 2008
February 26–27, 2008
Nona Minnifield Cheeks
Chief, Innovative Partnerships Program Office
NASA Goddard Space Flight Center
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http://ipp.gsfc.nasa.gov

2. National Aeronautics and Space Administration
Overview
• How to partner with other world-class
organizations
NASA Goddard Space Flight Center
– Why seek infusion partnerships
– How to form innovative partnerships
• Tapping into the unusual suspects
– Case Study: Partnership with Carnegie Mellon
University’s (CMU’s) Robotics Institute
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http://ipp.gsfc.nasa.gov

3. National Aeronautics and Space Administration
Innovative Partnerships Program
• Facilitator
– Bring parties together (inside and outside NASA)
NASA Goddard Space Flight Center
– Bridge communication gaps
• Catalyst
– Implement new things = Change agent
– Create new partnerships
– Demonstrate new approaches and methods
• How do we approach an issue?
– Identify ways to add value to Agency priorities and
objectives
– Win-Win-Win
• NASA–partner–taxpayer/public good
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http://ipp.gsfc.nasa.gov

4. National Aeronautics and Space Administration
IPP and Innovative Partnerships
Our business practices include:
• Evaluating NASA needs and technologies
NASA Goddard Space Flight Center
• Finding partners/licensees
• Negotiating partnership and other
agreements
• Publicizing successes
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http://ipp.gsfc.nasa.gov

5. National Aeronautics and Space Administration
What Is Infusion?
• Technology incorporated into NASA
systems (i.e., missions)
NASA Goddard Space Flight Center
• Technology used in “trade space” (where
alternatives are examined)
– Even if a tech is not adopted, the knowledge gained
was beneficial for a better understanding of tech’s
capabilities and applications
• Technology applied to NASA
programs/projects
– Improving technical performance, cost, or schedule
– Could be hardware, software, or knowledge.
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http://ipp.gsfc.nasa.gov

6. National Aeronautics and Space Administration
An Innovative Path to Infusion
• Match NASA needs with NASA technology
resources (transfer across)
NASA Goddard Space Flight Center
– IPP New Technology Report (NTR) database
– SBIR/STTR programs
– Cross-Center Software Release
• Match NASA needs with external
organizations’ technology (transfer in)
– Other government agencies
– Industry
– academia
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http://ipp.gsfc.nasa.gov

7. National Aeronautics and Space Administration
Infusion Partnership Benefits
• Leverage resources
• Expand opportunities for informed
NASA Goddard Space Flight Center
decisions on technological solutions
• Cost efficient R&D
• Accelerates technology maturation
• Increased return on R&D
IPP’s Manner of Effecting Infusion
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http://ipp.gsfc.nasa.gov

8. National Aeronautics and Space Administration
Infusion Partnership Benefits
• Example: Partnership with Lake Shore
Cryotronics
NASA Goddard Space Flight Center
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http://ipp.gsfc.nasa.gov

9. National Aeronautics and Space Administration
“Open Innovation”
• One of the best infusion practices at NASA
• Based on Open Innovation: The New
NASA Goddard Space Flight Center
Imperative for Creating and Profiting from
Technology
– Dr. Henry W. Chesbrough, UC–Berkeley
– Boston: Harvard Business School Press, 2003
“Open innovation is the use of purposive inflows and
outflows of knowledge to accelerate internal innovation,
and expand the markets for external use of innovation,
respectively. [This paradigm] assumes that firms can and
should use external ideas as well as internal ideas, and
internal and external paths to market, as they look to
advance their technology.”
Henry Chesbrough, 2006
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http://ipp.gsfc.nasa.gov

10. National Aeronautics and Space Administration
Why Innovative Partners
• Look to the unusual suspects
– Those that might not immediately recognize that
they have something to offer NASA and vice versa
NASA Goddard Space Flight Center
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http://ipp.gsfc.nasa.gov

11. National Aeronautics and Space Administration
Why Innovative Partners
• Example: NASA’s need for low-mass, low-
volume power sources
NASA Goddard Space Flight Center
NASA
Innovative
U.S. partnerships Electronic
Military Industry
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http://ipp.gsfc.nasa.gov

12. National Aeronautics and Space Administration
Forming Innovative Partnerships
Solicit
Confirm
NASA Goddard Space Flight Center
Screen
Confirm
Strategize
Seek Confirm Secure Succeed Confirm
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http://ipp.gsfc.nasa.gov

13. National Aeronautics and Space Administration
Understanding 6S: A Case Study
• Partnership between NASA and CMU’s
Robotics Institute
NASA Goddard Space Flight Center
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Photo credit: Gregg Podnar, CMU http://ipp.gsfc.nasa.gov

14. National Aeronautics and Space Administration
1. Solicit Technology Needs
• Interview key technologists and project
leaders to understand the need
NASA Goddard Space Flight Center
– Project the need will impact
– Definition of need
– Importance to project
– Timeline to start/finish
– Potential partners
– Internal/External efforts
– Core capabilities/competencies
– Key intellectual property (IP)
– Impact of fulfilling need on market
– Impact of fulfilling need on other NASA projects
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http://ipp.gsfc.nasa.gov

15. National Aeronautics and Space Administration
1. Solicit Needs: CMU Case Study
• IPP Office conducting interviews with key
personnel
NASA Goddard Space Flight Center
– Leading Goddard’s strategic technology efforts
• Broad needs that the various divisions
– Information systems
– Electrical systems
– Mechanical systems
• Used questionnaire/guide to “harvest
needs”
– Identify all areas where technologists wanted to
augment capabilities
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http://ipp.gsfc.nasa.gov

16. National Aeronautics and Space Administration
2. Screen to Prioritize Needs
• Down-select needs
– Not all needs best solved through partnership
NASA Goddard Space Flight Center
• Prioritization parameters
– Importance to NASA
– Urgency for NASA
– Broad applicability within NASA
– Clarity of need’s scope
– “Fit” with non-aerospace applications
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http://ipp.gsfc.nasa.gov

17. National Aeronautics and Space Administration
2. Screen Needs: CMU Case Study
• Consulted with Chief Technologist for top
need areas
NASA Goddard Space Flight Center
– ID those needs harvested from technologists that
were aligned with strategic focus
• Prioritized against key criteria
– See parameters on previous slide
• Identified top need area
– Robotic and other sensor webs
– Couple a robotics partner with Goddard’s software
development, sensors, and instrumentation
capabilities
– Result/Goal: To further a sensor web system for
future lunar exploration
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http://ipp.gsfc.nasa.gov

18. National Aeronautics and Space Administration
3. Strategize
• Key questions to identify best approach to
address high-priority needs
NASA Goddard Space Flight Center
– Does needed technology already exist?
– Is it likely that a government partner can be found?
– What types of contacts should we target? How to
approach them?
– What contacts can be leveraged?
– What industry experts could accelerate progress?
– What types of print/electronic materials should be
used to communicate “need opportunity”?
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http://ipp.gsfc.nasa.gov

19. National Aeronautics and Space Administration
3. Strategize: CMU Case Study
• Worked closely with Assistant Chief for
Information Systems Technology
NASA Goddard Space Flight Center
– Identify organizations that would complement
Goddard’s strengths
• Reviewed various information sources to
identify potential partners
– Market studies
– Patent activity
– Publications
– Relevant industry meetings
• Determined best approach for these
potential partners
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http://ipp.gsfc.nasa.gov

20. National Aeronautics and Space Administration
4: Seek Out Potential Partners
• Marketing materials
– Appropriate level of detail – not too much
NASA Goddard Space Flight Center
– Use technical writers with marketing background
– Use terminology understood/recognized by the
potential partners (avoid “NASA speak”)
– Have relevant technologists review for accuracy
and clarity
• Don’t forget what NASA has to offer
– Include info about relevant NASA technology
– Can be a catalyst/incentive to partnering with NASA
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http://ipp.gsfc.nasa.gov

21. National Aeronautics and Space Administration
4. Seek Partners: CMU Case Study
• Developed a “needs brochure” for national
robotics conference
NASA Goddard Space Flight Center
– Followed up with contacts made at meeting
• Followed up on CMU suggestion
– Leveraged industry and university contacts
– Met with Assistant Provost (Robotics Institute intro)
– Developed matrix of CMU research vs. GSFC
interests (identify overlap)
– Present GSFC partnering interests to CMU
• Helped GSFC researchers “sell” their message
• One-on-one meetings with faculty of greatest interest
to GSFC
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http://ipp.gsfc.nasa.gov

22. National Aeronautics and Space Administration
5. Secure Win-Win Partnership
• “Navigate” specifics of partnership
agreement
NASA Goddard Space Flight Center
• Identify best agreement structure/vehicle
• Negotiate mutually beneficial terms
– Increased commitment to the partnership
– Increased odds for successful infusion
• Goddard/NASA applications
• Other non-NASA applications
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http://ipp.gsfc.nasa.gov

23. National Aeronautics and Space Administration
5. Secure: CMU Case Study
• Reconnect with relevant faculty
– Explore partnering opportunities
NASA Goddard Space Flight Center
– Partnership feasibility given funding requirements
• Identified match with CMU group
• Identified potential funding opportunity
• Helped NASA personnel and CMU group
develop joint submission
– Formulate collaboration
– Kept progress from becoming “stalled” at obstacles
• Funding won, put agreements in place
– Software usage agreements to protect NASA IP
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http://ipp.gsfc.nasa.gov

24. National Aeronautics and Space Administration
6. Succeed: Observe and Promote
• Signed agreement is not the end
• Observe/Monitor to watch for—and solve—
NASA Goddard Space Flight Center
obstacles before insurmountable
• Promote to help build interest in the
collaboration results
• Manage IP issues as new technologies
emerge
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http://ipp.gsfc.nasa.gov

25. National Aeronautics and Space Administration
6. Succeed: CMU Case Study
• Contact all partners regularly
– Monitor progress
– Resolve any issues
NASA Goddard Space Flight Center
• Notify partners of relevant funding
opportunities
– Support project expansion and/or future
continuation
– Larger benefit to both NASA and partner
• Feature partnership in various
publications
– Generates additional interest in NASA/GSFC
technology
– Additional opportunities for infusion and/or spin-out
for NASA
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http://ipp.gsfc.nasa.gov

26. National Aeronautics and Space Administration
Results: A Successful Partnership
• Development of a telesupervised adaptive
sensor system for remote platforms
NASA Goddard Space Flight Center
– Adaptive changes in goals, tasks, and movements
– ESTO project: Autonomous monitoring of toxic
algae blooms in Chesapeake Bay estuary
Credit: Gregg Podnar, CMU
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http://ipp.gsfc.nasa.gov

27. National Aeronautics and Space Administration
Results: Future Possibilities
• Numerous applications for NASA’s mobile,
stationary, and mixed-mode networks of
sensors and actuators
NASA Goddard Space Flight Center
– Lunar, orbital, or planetary construction and
inspection
– Lunar and planetary in-situ resource utilization
– Prospecting, mining, transport, and construction
• Non-NASA applications
– Environmental and ecological uses
– Homeland security
– Military
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http://ipp.gsfc.nasa.gov

28. National Aeronautics and Space Administration
For More Information
• NASA Goddard Innovative Partnership
Program Office
NASA Goddard Space Flight Center
– (301) 286-5810
– techtransfer@gsfc.nasa.gov
– http://ipp.gsfc.nasa.gov
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http://ipp.gsfc.nasa.gov