The document describes NASA's Strategic Workforce Management Model (SWMM), which was created to forecast NASA's long-term workforce needs. SWMM aggregates workforce demand estimates for individual projects generated using budget, schedule and program manager input. It then allows visualization of total workforce needs by competency, center or agency-wide over time. SWMM also enables "what if" scenario analysis to estimate the workforce effects of changes to project budgets or schedules. Overall, SWMM aims to provide NASA leadership with a tool for strategic workforce planning and minimizing job losses across centers.
PMICOS Webinar: Building a Sound Schedule in an Enterprise EnvironmentAcumen
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Case Study: Building a Culture of Analytics in HR at MicronHuman Capital Media
Supporting 30,000 employees worldwide, the Workforce Information team at Micron Technology Inc. has a clear vision: When someone thinks of analytics at Micron, they want that person to think of HR. For most companies today, that seems a tall order to fulfill. And with Micron’s highly technical staff of more than 10,000 engineers, it was a particularly bold aspiration. Over the past two years Micron’s Workforce Information team, working within the HR department, has made significant progress in achieving that goal.
Since implementing Visier Workforce Analytics in late 2013, Micron’s Workforce Information team has rolled out self-service analytics to more than 150 HR leaders and business partners and more than 800 business-area managers globally. As a result, Micron is uncovering new workforce insights that can be used to make decisions that are closely linked to business performance.
For more than 30 years, Micron’s teams of dreamers, visionaries and scientists have redefined innovation — designing and building some of the world’s most advanced memory and semiconductor technologies.
Join 2014 Brandon Hall Excellence in Technology award-winner Tim Long, director of Workforce Information at Micron, as he discusses his team’s journey in enabling HR to “demand evidence and think critically.”
Long will share his team’s experience:
Developing global standards for workforce data.
Implementing a highly scalable solution for workforce analytics on demand.
Fostering a data-driven culture within HR.
Leveraging workforce analytics in HR processes, such as compensation reviews..
Speaker:
Tim Long - Director of Workforce Information Micron Technology INC.
As the director of Workforce Information at Micron Technology Inc., Tim Long leads a team of business intelligence engineers, analysts and data scientists to create insight from workforce data. Long’s team supports Micron’s strategic commitment to data-driven decision making helping to inform people decisions with sound analytics. Long holds a bachelor’s degree in mechanical engineering from the University of Wyoming and a master’s degree in business analytics from New York University’s Stern School of Business
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
Neuro-symbolic is not enough, we need neuro-*semantic*Frank van Harmelen
Neuro-symbolic (NeSy) AI is on the rise. However, simply machine learning on just any symbolic structure is not sufficient to really harvest the gains of NeSy. These will only be gained when the symbolic structures have an actual semantics. I give an operational definition of semantics as “predictable inference”.
All of this illustrated with link prediction over knowledge graphs, but the argument is general.
Slack (or Teams) Automation for Bonterra Impact Management (fka Social Soluti...Jeffrey Haguewood
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This video focuses on the notifications, alerts, and approval requests using Slack for Bonterra Impact Management. The solutions covered in this webinar can also be deployed for Microsoft Teams.
Interested in deploying notification automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
UiPath Test Automation using UiPath Test Suite series, part 3DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 3. In this session, we will cover desktop automation along with UI automation.
Topics covered:
UI automation Introduction,
UI automation Sample
Desktop automation flow
Pradeep Chinnala, Senior Consultant Automation Developer @WonderBotz and UiPath MVP
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
DevOps and Testing slides at DASA ConnectKari Kakkonen
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Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
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- Essentials of FME Parameters: Understand the pivotal role of parameters, including Reader/Writer, Transformer, User, and FME Flow categories. Discover how they are the key to unlocking automation and optimization within your workflows.
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- Pro Tips for Success: Gain insights on parameterizing connections and leveraging new features like Conditional Visibility for clarity and simplicity.
We’ll wrap up with a glimpse into future webinars, followed by a Q&A session to address your specific questions surrounding this topic.
Don’t miss this opportunity to elevate your FME expertise and drive your projects to new heights of efficiency.
Connector Corner: Automate dynamic content and events by pushing a buttonDianaGray10
Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
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Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
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Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
And...
Speakers:
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State of ICS and IoT Cyber Threat Landscape Report 2024 previewPrayukth K V
The IoT and OT threat landscape report has been prepared by the Threat Research Team at Sectrio using data from Sectrio, cyber threat intelligence farming facilities spread across over 85 cities around the world. In addition, Sectrio also runs AI-based advanced threat and payload engagement facilities that serve as sinks to attract and engage sophisticated threat actors, and newer malware including new variants and latent threats that are at an earlier stage of development.
The latest edition of the OT/ICS and IoT security Threat Landscape Report 2024 also covers:
State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
Malware and malicious payload trends
Cyberattack types and targets
Vulnerability exploit attempts on CVEs
Attacks on counties – USA
Expansion of bot farms – how, where, and why
In-depth analysis of the cyber threat landscape across North America, South America, Europe, APAC, and the Middle East
Why are attacks on smart factories rising?
Cyber risk predictions
Axis of attacks – Europe
Systemic attacks in the Middle East
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https://sectrio.com/resources/ot-threat-landscape-reports/sectrio-releases-ot-ics-and-iot-security-threat-landscape-report-2024/
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Search and Society: Reimagining Information Access for Radical FuturesBhaskar Mitra
The field of Information retrieval (IR) is currently undergoing a transformative shift, at least partly due to the emerging applications of generative AI to information access. In this talk, we will deliberate on the sociotechnical implications of generative AI for information access. We will argue that there is both a critical necessity and an exciting opportunity for the IR community to re-center our research agendas on societal needs while dismantling the artificial separation between the work on fairness, accountability, transparency, and ethics in IR and the rest of IR research. Instead of adopting a reactionary strategy of trying to mitigate potential social harms from emerging technologies, the community should aim to proactively set the research agenda for the kinds of systems we should build inspired by diverse explicitly stated sociotechnical imaginaries. The sociotechnical imaginaries that underpin the design and development of information access technologies needs to be explicitly articulated, and we need to develop theories of change in context of these diverse perspectives. Our guiding future imaginaries must be informed by other academic fields, such as democratic theory and critical theory, and should be co-developed with social science scholars, legal scholars, civil rights and social justice activists, and artists, among others.
1. National Aeronautics and Space Administration
Strategic Workforce Management Model
February, 2009
PAE/Howard Ross and PAE/Jason Derleth
Aerospace Corporation/Marcus Lobbia and John Goble
OHCM/Stephen Chesley
PAE/Nancy Searby and Andrew Demo
www.nasa.gov 1
2. National Aeronautics and Space Administration
Order of Presentation
• Why do we need something like SWMM?
• How SWMM was built?
• So, how many people does NASA need over the next decade?
• How SWMM can be used to do “what if” scenarios?
• In the absence of other data, can we estimate workforce needs
using budget and schedule data?
• How should we forecast the effects of stretching a project or
cutting its budget?
www.nasa.gov 2
3. National Aeronautics and Space Administration
Why do we need something like SWMM?
• No large organization, with a multitude of projects
and numerous physical locations, has perfect insight
into long-term workforce demand
– Without a carefully constructed set of data and a model,
• It is difficult to predict workforce needs except over the very
near term
• It is even more difficult to do vital ‘what if’ analyses
– This is the real focus of this presentation: to demonstrate we
are trying to develop a relatively rapid ‘what if’ forecasting
capability
www.nasa.gov 3
4. National Aeronautics and Space Administration
Why do we need something like SWMM?
• Understanding future workforce Civil Service Opportunities Over Time
needs allows: 20000
15000 Wedge of Opportunity
- as new CS FTP
- as CS temp/term
– Strategic budget decisions 10000
- as contract-able work
5000
– Better-placed work assignments 0
2004 2006 2008 2010 2012 2014 2016 2018 2020
Fiscal Year
– Targeted hiring
Agency Competency Distribution
Mission Operations
Quality/Safety/Performance
Technician
• Know your workforce (types and Structures, Materials & Mechanics
Electrical &Electronic
numbers) Demand Engineering of Systems
Sensor Systems
Computer Science & Information Technology 8%
6% 4%
4%
5%
Human & Biological
• Know your workforce Supply Thermal/Fluid
Power & Propulsion
4%
5%
Systems Analysis & Mission Planning 19%
• Identify gaps and surpluses Aeronautics
Multi-disciplinary R&D
Chemical
Earth Sciences 12%
Space Sciences
Biological Sciences 5% 4%
3%
• Present results and forecasts to Physical Sciences
Professional Development
Management
3% 1%
0% 0%
0% 0%
2% 1%
1%
1%
6%
Business Operations
decision-makers Workforce Operations & Support
Financial Operations 3%
2%
Institutional Operations & Support
SWMM is trying to forecast DEMAND far into the future.
www.nasa.gov 4
5. National Aeronautics and Space Administration
Why do we need something like SWMM?
• From HR 2764 Appropriation Language:
– …”Finally, NASA is encouraged to engage in
long-term agency-wide workforce planning.”
– “The Administrator shall prepare a strategy for:
• minimizing job losses…
• equitably distribute tasks and workload between the
Centers….
• [provide] overall projections of future civil service
.. workforce levels”
SWMM is trying to forecast DEMAND far into the future.
www.nasa.gov 5
6. National Aeronautics and Space Administration
Order of Presentation
• Why do we need something like SWMM?
• How SWMM was built?
• So, how many people does NASA need over the next decade?
• How SWMM can be used to do “what if” scenarios?
• In the absence of other data, can we estimate workforce needs
using budget and schedule data?
• How should we forecast the effects of stretching a project or
cutting its budget?
www.nasa.gov 6
7. National Aeronautics and Space Administration
How SWMM was built
Two ways it could be done:
Index Name Code P
2.4.1 Space Obse rv atories
1.4.1.6 T errest rial Planet F inder 269,590
1.4.3.2 Hubble Spac e T elesc ope Development 530,007
1.4.3.5 Hubble Spac e T elesc ope Operat ions 315,404
1.4.2.2 James W ebb Spac e T elesc ope 411,672
1.4.7.1
1.4.10.1
1.4.10.3
1.2.6.1
W ide- Field Infrared Survey Explorer
LISA(Laser Int erferomet er Spac e Ant enna)
Const ellat ion- X
Magnet ospheric Mult isc ale (MMS)
340,396
430,647
390,492
943,396
Bottom up: project-by-project Phase C/D Workforce and Development Cost (FY08$M)
1.2.7.2 Int erst ellar Boundary Explorer (IBEX) 576,706 $2,000
1.4.5.1 Gamma- ray Large Spac e T elesc ope (GLAST 378,710
(>1000 discrete items in our budget
$ Dev FY08$M
1.4.6.1 Kepler 354,171
$1,800 Linear ($ Dev FY08$M) Cassini
1.4.7.5 AST RO- E II 344,833
1.4.8.5 FUSE 378,154
y = 0.4392x
1.4.8.9 GALEX 657,620 $1,600
1.4.8.10 W MAP 610,577 R2 = 0.9241
1.4.8.11 SIRT F/Spit zer 420,579
& workforce systems)
Development Cost FY08$M
$1,400
1.4.8.12 Chandra 397,424
1.4.8.15 Int egral 412,595
1.4.8.16 XMM 411,021 $1,200
1.2.1.2 Geospac e Sc ienc e 274,542
1.2.7.9 IBEX (10) 316,764
$1,000
1.2.7.10 NuSt ar (11) 328,689
1.4.1.1 Spac e Int erferomet er (SIM) - Planet Quest 453,341 Spitzer
1.4.1.7 Large Binoc ular T elesc ope Int erferomet er 481,847 $800
1.4.3.3 Hubble Spac e T elesc ope Servic ing Mission 217,774 MER
1.4.7.3 EUSO 919,203 MRO
$600
1.4.7.4 SW IFT 789,737
1.4.7.6
1.4.8.6
1.4.8.7
1.4.8.8
Nuc lear Spec t rosc opic T elesc ope Array
CHIPS
RXT E
SW AS
222,501
392,139
372,059
367,832
Top Down: parametric estimates $400
DawnNew Horizons
STEREO
Kepler Phoenix
Deep Impact
$200
1.4.8.13 HET E- II 425,082
(derived from cost estimates)
Stardust MESSENGER
1.4.8.14 GP- B 415,113 Genesis
1.4.8.17 IPAC 556,464 $-
1.4.9.3 Hersc hel 550,059 - 500 1,000 1,500 2,000 2,500 3,000 3,500 4,000
1.4.9.4 Planc k 429,559
Total Workforce
1.4.10.6 Fut ure Missions 381,269
2.5.2.2 Hubble Spac e T elesc ope Servic ing Projec t 329,678
SWMM is “bottom up” for most of the portfolio (allowing both
numbers and types of people, but “top down” for science projects
whose planned start is sometime after 2015
www.nasa.gov 7
8. National Aeronautics and Space Administration
How SWMM was built:
we have estimates of DEMAND for many projects
JWST Workforce Workflow Projections by Domain JWST Workforce Workflow: Engineering Competency Suites
225 160.0
Phase DEV
150.0
TNAR PDR CDR
200
140.0 2.12 Multi-disciplinary R&D
2.11 Thermal/Fluid
130.0 2.10 Structures, Materials & Mechanics
175 2.9 Sensor Systems
2.8 Power & Propulsion
120.0
2.7 Electrical & Electronic
2.6 Computer Science & Information Technology
150 Science 110.0
2.5 Chemical
Mission Operations 2.3 Aeronautics
100.0 2.2 Systems Analysis & Mission Planning
Leadership and Management 2.1 Engineering of Systems
125 90.0
Engineering
FTE
FTE
Business Management 80.0
100
70.0
60.0
75
50.0
50 40.0
Assumed 30.0
25
20.0
10.0
0
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 0.0
2007 2008 2009 2010 2011 2012
FY FY WIMS Data Mar 07
Engineers roll off throughout development; Distribution of specific engineering
science support stays constant; estimated competencies changes throughout
what happens after launch and modified our development.
estimates after discussions with SMD.
Example: JWST Workforce Plan (2007) – drawn from N2 and WIMS and discussions with Program Manager
www.nasa.gov 8
9. National Aeronautics and Space Administration
How SWMM was built…
• Then aggregate all projects at a center or across the agency to
get total workforce DEMAND.
Generate workforce demand for all
1
1 projects (like Orion and JWST), using N2, 2
2 Extract all needs for a 3
3 Create a “people” sand
WIMS, and assumptions from program competency for the
managers for outyears Agency or at a center chart that can be
displayed by Center, by
M ulti-d isc iplina ry R & D
Th e rm al/Flu id
competency, etc.
S tru cture s, M a teria ls &
M ec ha n ic s
S e n so r S ystem s
P o w e r & P ro p uls io n
E le ctrica l & E lec tro n ic
C om p u te r S cie nc e &
[D]
Info rm ation Te ch n olo gy
[S]
C he m ica l
H um a n a n d B io lo g ica l
A e ro na utics
S ys te m s A na lys is &
M is sio n P la n nin g
E n g in e erin g o f S ys te m s
05 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
J W S T W o rk fo rc e W o rk flo w : E n g in e e rin g C o m p e te n c y S u ite s
1 6 0 .0
Phase DEV
1 5 0 .0
TN A R PDR CDR
1 4 0 .0 2 . 1 2 M u lt i-d is c ip lin a ry R & D
2 . 1 1 T h e rm a l/ F lu id
1 3 0 .0 2 . 1 0 S t ru c t u re s , M a t e ria ls & M e c h a n ic s
2.9 S e ns o r S y s te m s
2 . 8 P o w e r & P ro p u ls io n
1 2 0 .0
2 . 7 E le c t ric a l & E le c t ro n ic
2 . 6 C o m p u t e r S c i e n c e & In fo r m a t i o n T e c h n o l o g y
1 1 0 .0
2 . 5 C h e m ic a l
2 . 3 A e ro n a u t ic s
1 0 0 .0 2 . 2 S y s t e m s A n a ly s is & M is s io n P la n n in g
2 . 1 E n g in e e rin g o f S y s t e m s
9 0 .0
FTE
8 0 .0
7 0 .0
6 0 .0
5 0 .0
4 0 .0
3 0 .0
2 0 .0
1 0 .0
0 .0
2007 2008 2009 2010 2011 2012
FY W IM S D a ta M a r 0 7
www.nasa.gov 9
10. National Aeronautics and Space Administration
Order of Presentation
• Why do we need something like SWMM?
• How SWMM was built?
• So, how many people does NASA need over the next decade?
• How SWMM can be used to do “what if” scenarios?
• In the absence of other data, can we estimate workforce needs
using budget and schedule data?
• How should we forecast the effects of stretching a project or
cutting its budget?
www.nasa.gov 10
11. National Aeronautics and Space Administration
How many employees do we need?
FTE by Center ARC
25000
DFRC
GRC
20000
GSFC
JPL
15000
JSC
KSC
10000
LaRC
MSFC
5000
SSC
HQ
0
ShrdSvcs
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
Unassgnd
FTE by Domain
25000
20000
Science
15000 Mgt.
Msn. Ops.
10000 Engineer.
Business
5000
0
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
Obvious question: why does the DEMAND drop? Is this real [no]? Answers will become obvious shortly…
www.nasa.gov 11
12. National Aeronautics and Space Administration
SOMD
FTE by Center ARC
4000
DFRC
3500 GRC
3000 GSFC
2500 JPL
JSC
2000
KSC
1500 LaRC
ASSUME: 1000 MSFC
500 SSC
•Shuttle 0
HQ
ShrdSvcs
retirement in
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
Unassgnd
2010
FTE by Domain
4000
•ISS in 2016 3500
3000
•SCAN, LSP, 2500
Science
Mgt.
RPT continue 2000 Msn. Ops.
1500 Engineer.
1000 Business
500
0
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
www.nasa.gov 12
14. National Aeronautics and Space Administration
OTHER
FTE and Budget ($M) by Center ARC
12000
DFRC
10000 GRC
GSFC
8000 JPL
JSC
6000
ASSUME: KSC
4000 LaRC
MSFC
• Education FTE are 2000 SSC
constant at the 2014 HQ
level 0
ShrdSvcs
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
Unassgnd
• Reimbursable Business
FTE are constant at the 12000
FTE and Budget ($M) by Domain
2008 level
10000
Science
• CASP FTE are 8000
Mgt.
constant at the 2014 6000 Msn. Ops.
level Engineer.
4000
Business
2000
0
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
www.nasa.gov 14
15. National Aeronautics and Space Administration
ESMD – a year ago
FTE by Domain (Generated March '08)
6000
5000
4000
Science
Management
FTE
3000 Mission Ops
Engineering
Business
2000
1000
0
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
Increase in engineering as more of the Ares and Lunar hardware
DDTE kicks in.
www.nasa.gov 15
16. National Aeronautics and Space Administration
ESMD -- today
FTE by Domain (Generated March '08)
6000
5000
Far fewer total FTE
As with most 4000
Science in the outyears now
big, long-term Management
FTE
3000 Mission Ops
Engineering
(with the biggest
projects, one Business
reduction in
2000
forecasts more 1000
engineering).
FTE the closer 0
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
one comes to FTE by Domain
an execution 6000
Why: This is an
year. 5000
Science
artifact of WAG data
received from Cx:
4000
Mgt. •Little Ares V DDTE
3000 Msn. Ops.
•Very little lunar
Engineer. surface sys.
2000
Business •No center-
1000 assignments re Altair
0
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
Nonetheless, the trend of the data through 2014 is good, and can / was used for “what if” analysis
www.nasa.gov 16
17. National Aeronautics and Space Administration
Order of Presentation
• Why do we need something like SWMM?
• How SWMM was built?
• So, how many people does NASA need over the next decade?
• How SWMM can be used to do “what if” scenarios?
• In the absence of other data, can we estimate workforce needs
using budget and schedule data?
• How should we forecast the effects of stretching a project or
cutting its budget?
www.nasa.gov 17
18. National Aeronautics and Space Administration
How SWMM can be used to do
“what if” scenarios?
• Strategic Workforce Management Model is also to enable:
– Analysis of “what-if?” scenarios
• What if this project started earlier or if it stretched out?
• What if this project was done inhouse?
• What if we this project was done by international partners?
www.nasa.gov 18
19. National Aeronautics and Space Administration
SWMM Scenario Builder
Types of Scenarios (for now)
• Add and delete projects
• Shift projects in time (delay start)
• Stretch projects (remain longer in formulation; remain longer in
development; etc)
• Extend projects (e.g., keep operations going at existing level)
• Change project make/buy
• Besides FTE data, show effects on budget
• Assign projects or project elements to different centers
www.nasa.gov 19
20. National Aeronautics and Space Administration
How SWMM is run by a user to do these scenarios
Include (1) or Spend more time
Exclude (0) a than originally
project planned in a phase
Delay or advance Extend a project
the start of the longer than
project originally planned
www.nasa.gov 20
21. National Aeronautics and Space Administration
A simple scenario re Human Space Flight
• Extend ISS to 2020
www.nasa.gov 21
22. National Aeronautics and Space Administration
SOMD Current and with ISS Extended to 2020
Total FTE by Competency Domain Total FTE by Competency Domain
4000 4000
3500 3500
3000 3000
2500 2500
2000 Science 2000 Science
Mgt. Mgt.
1500 Msn. Ops. 1500 Msn. Ops.
Engineer. Engineer.
Business Business
1000 1000
500 500
0 0
2009
2010
2012
2013
2015
2016
2018
2019
2009
2010
2012
2013
2015
2016
2018
2019
2011
2014
2017
2020
2011
2014
2017
2020
Current Plan ISS extended
www.nasa.gov 22
23. National Aeronautics and Space Administration
All of SOMD and ESMD – JSC, KSC, and MSFC
ISS Extended to 2020
JSC - FTE by Domain JSC - FTE by Domain
3000 3000
2500 2500
Science Science
2000 Mgt. 2000
Mgt.
1500 Msn. Ops. 1500 Msn. Ops.
Engineer. Engineer.
1000 1000
Business Business
500 500
0 0
2011
2012
2013
2019
2020
2009
2010
2014
2015
2016
2017
2018
2011
2012
2013
2019
2020
KSC - FTE by Domain
2009
2010
2014
2015
2016
2017
2018
KSC - FTE by Domain
1600 1600
1400 1400
1200 Science 1200 Science
1000 Mgt. 1000 Mgt.
800 Msn. Ops. 800 Msn. Ops.
600 Engineer. Engineer.
600
400 Business 400 Business
200 200
0 0
MSFC FTE by Domain
2010
2013
2017
2020
2009
2011
2012
2014
2015
2016
2018
2019
MSFC FTE by Domain
2010
2013
2017
2020
2009
2011
2012
2014
2015
2016
2018
2019
2000
2000
1800
1800
1600
Science 1600
1400 Science
Mgt. 1400
1200 Mgt.
1200
1000 Msn. Ops.
1000 Msn. Ops.
800 Engineer. 800 Engineer.
600
Business 600
400 Business
200 400
200
0
0
2011
2014
2017
2020
2009
2010
2012
2013
2015
2016
2018
2019
2011
2014
2017
2020
2009
2010
2012
2013
2015
2016
2018
2019
Base Case ISS Extended
www.nasa.gov 23
24. National Aeronautics and Space Administration
Results of Some Other
Human Space Flight Scenarios
• We ran these 3 scenarios:
– Baseline
– Stretch 3 projects
• Shuttle flies to 2012 Scenario 1
• Orion stretched / grown by a year
Scenario 2
• Ares 1 stretched / grown by a year
– Shift 2 projects 2 years to the right
• Delay start of Altair
Scenario 3
• Delay start of Ares 5
www.nasa.gov 24
25. National Aeronautics and Space Administration
Human Spaceflight Scenarios
• How to implement the scenarios:
– Extend Shuttle 2 years
• Assume 2009 staffing is duplicated in 2010 and 2011
– Stretch Orion and Ares I for 1 year
• Will show algorithm used for any project (not specific to these
projects) later in presentation
– Delay Ares V and Altair staffing up by 2 years
• Slide future years’ staffing 2 years to the right
www.nasa.gov 25